Bond's Franchise Guide



"Sentence for sentence, nobody in America writes better than Stanley Elkin."—The New Republic

Ben Flesh is one of the men "who made America look like America, who made America famous." He collects franchises, traveling from state to state, acquiring the brand-name establishments that shape the American landscape. But both the nation and Ben are running out of energy. As blackouts roll through the West, Ben struggles with the onset of multiple sclerosis, and the growing realization that his lifetime quest to buy a name for himself has ultimately failed.

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As Congress Debates Immigration Reform, One Entrepreneur Waits



Vishal Sankhla, the founder of a VC-backed start-up in Silicon Valley, explains what it feels like to have his visa status hang in the balance of the current immigration debate. Some following the debate will be trying to divine the future ambitions of various Republicans or the general direction of the recently troubled party, others will argue the economic and demographic impact of reform. But in his office in San Mateo, California, Vishal Sankhla will watch closely for other reasons.



A U.S.-trained engineer originally from India, Sankhla was employed on a H1b visa when he got the idea for Viralheat, the social media start-up he has since co-founded. "In late 2008, I got together with [his co-founder] Raj and we started toying around with ideas. That’s when we came up with the idea. I was itching to start my own company and my only option was to either stick with Cisco till I get my Green card, which could take several years, or take a risk and start Viralheat. I decided to take the risk," he explained to Inc. in an email.

In some ways that’s a gamble that paid off. The company has 17 employees and is planning to add more, and has also managed to raise $4.25 million in Series A funding. By just about every standard that’s a promising beginning for a start-up and a plus for our job-hungry economy. But Sankla’s success hasn’t been enough to win him a stable immigration status. After spending a year applying for a Green card, he was denied. Now he says he is applying through another category, but the uncertainty has an outsized impact on his business.

"I was on an H1b visa that made it impossible for me to join my own company that I had founded. I was lucky to have a co-founder who was a US citizen to even be able to explore this opportunity and get the company to where we are today," Sankhla says. The current immigration system affects his start-up in other ways too.

"We also have employees who are on H1b visas, so we have to spend a lot of time, resources and energy on their immigration paperwork. Being a small company we do not have full-time HR resources who focus on this, so it ends up taking my precious time away in making sure everything is going smoothly," he says.

All of which sounds like a nightmare for any growing business, but Sankhla notes that his immigration struggles have taken a personal toll as well. "It became very tedious to travel outside the country. Every time I travelled, I had to get a stamping done in India. The stamping process takes up a lot of time in terms of collecting all the immigration paperwork, employment paperwork, employment verification, pay-stubs. A lot of people end up getting stuck in their countries. The process never ends, you are always worried. Your immigration status becomes your number one source of stress," he reports.  


And immigration challenges have affected other members of his family as well: "My wife is currently with Netflix on an H1b visa and her Green card is stuck Perm. audit so basically we are still quite far from getting a Green card done. Also, I worry about my mom. She has a visitor's visa that allows her to stay for up to six months in the U.S. after which she has to travel back to India. It becomes harder and harder for us to stay together, especially as she grows older."

Unsurprisingly, Sankhla has joined efforts to get immigration reform through Congress and is watching the debate closely. He’s optimistic, he says, but nervous.

"I worry because the debate is still largely focused on whether to create a path to citizenship for low-skilled, undocumented workers or illegal immigrants. The issues of legal immigrants go largely unnoticed and our issues are bundled tightly, so any delays around the former provision, also ends up delaying issues for people like me."

What’s he hoping for? A higher number of H1b visas, so that employers can access talent from abroad and "an easy way for people to apply and get their Green cards in a reasonable amount of time and a clear and timely pathway to US citizenship."

As a business owner, you can keep Sankla and his family in mind as the immigration debate unfolds in the coming weeks for humanitarian reasons, but he makes a far more hard-nosed business case for fellow entrepreneurs to get involved in the conversation.  

"We need to recognize that and double down on entrepreneurs, because other nations are figuring this out. There is a billboard up on the freeway here inviting people having immigration issues to Canada. In the end, if US cannot attract, engage and retain top talent, it will be left behind."



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Is a National Brand for Pot a Pipe Dream?



An ex-Microsoft employee has plans to create a national marijuana business. Can the barriers standing in his way be scaled? Jamen Shively spent six years at Microsoft as corporate strategy manager. Now, he has a new venture: legal marijuana. Shively recently announced plans to create the first national brand of retail marijuana for both medical and recreational users. He has purportedly already acquired a Washington-based company that operates two Seattle medical marijuana dispensaries and is close to purchasing others in California and Colorado.

He's also calling for the U.S. government to legalize the trade of marijuana with Mexico but his plans for the total legalization of the substance in the U.S. remain unclear. Pot remains illegal under U.S. federal law as well as international trade rules. The dream, Shively stated, is to one day control 40 percent of the global marijuana market. "Let’s go big or go home," he said. "We're going to mint more millionaires than Microsoft with this business."


But before he starts to grow his fortune will his dream of a new pot empire go up in smoke? Here are a few of the hurdles facing Shively and Mary Jane as they set off on this grand new venture.


1. Legality


The first major flaw in the business concept is that it seeks to establish a business that, under current U.S. law, is illegal. As such, the business has a seemingly massive hurdle to surmount prior to beginning operations: it must first make pot legal in the U.S.A.


A few years ago I was involved in a failed, or significantly stalled, business that sought to bring Las Vegas-style gaming to your mobile device. From the ability to purchase lottery tickets to apps that actually allowed the user to game on their smartphone the potential revenues stretched into the billions per year. The problem? It was, and remains, illegal. And although the business had every intent to have gaming on smart phones legalized it never did. In large part this was because there was no concrete plan to change the regulatory system to legalize the same to truly effectuate the business plan. Sound familiar?


The same issue faces Shively's planned pot business. How does he intend to legalize marijuana in the U.S.? To date, no concrete plan has been announced. Presumptively there is a recognition that they must first get a bill introduced by the Republican-controlled Congress, passed by that same body and then passed by the Senate before heading to the Democratically-controlled White House.


But does anyone think that a party still reeling from its inability to re-capture the White House that has seen a dramatic shift to the right in its core leadership in the past few years (Hint, maybe they can't see the forest for the extremely right-leaning trees) will be the party that wants credit, or the blame, for legalizing pot?


From a fiscal perspective, the argument exists that the tax revenue generated would be significant and would assist in balancing the budget. But how could they justify legalizing a controlled substance to their base while preaching moral superiority? They can't. They won't.


So the most evident problem with this new venture is that it is illegal and in the current political climate, no matter the lobbying dollars involved, is unlikely to change the laws sufficient to allow this business to ever launch.


2. Incurring Costs for Your Competition


But lets assume for a moment Shively gets over this first hurdle without spilling his bong water, he will need to do so on his own lobbying dime. Then, having just incurred a massive upstart cost, his sure-to-follow competitors will be the likely beneficiaries.


One of my favorite shows on television is ABC's Shark Tank. Each week aspiring entrepreneurs pitch their products to a panel of wealthy and experienced venture capitalists. If they like the product (i.e., believe they can make money from investing) they will make an offer to buy some or all of the product or company. Within this context, one of the questions most frequently ask is do you have a patent or other intellectual property protecting the product or idea? Why? Savvy investors like Mark Cuban and Kevin O'Leary (aka Mr. Wonderful) want to know that if they invest in a product the product's concept is protected to the point that they will have a monopoly on supply to satisfy the demand for the product for a period of time. In short, they are the only ones who can sell it so they are the only ones who can make money off of it.


No such monopoly will ever exist for Shively's venture. In short, even if he gets it legalized overnight there will be a landslide of new and recently legalized pot products the likes of which have not been seen since the repeal of prohibition and its affect on the liquor industry.


So Shively and Shively alone may incur the costs to bring the product to market, but he will do so to the benefit of the new industry that will be created. One must then ask with these significant sunk costs will he be able to compete on price in the very marketplace he has created?


3. Old School Competition


There is another logical fallacy that has largely been ignored by proponents of legalizing marijuana. One of the principal arguments in favor of legalization is that it will increase tax revenue and decrease the illegal sale of the substance. Does anyone really think that legalizing pot is going to stop the illegal distribution of the substance overnight?


You can buy cigarettes in a store. Why then were the cigarettes sold out of a trunk in the iconic movie Goodfellas so popular? Because they were cheap. They were tax free.


Drug dealers aren't going anywhere, at least not as a result of the legalization of one of their signature products. Criminals, yes. Stupid, not really. They know their markets quite well. You could even argue they get them hooked. So if pot is legalized, regulated, and taxed how then will they compete? By selling it cheaper than the tax-ladened legal stuff. Their crime may change from possession with intent to distribute to a tax or regulatory matter, but so long as there is a demand for cheaper, tax-free product there will be a supply. And that supply will again be in direct competition with the legal market.


4. No Trademark Protection


Lastly, you knew it was coming. After all I am a trademark attorney. The last major issue with Shively's business plan to build a national pot brand that I see is this: He can't protect the brand as a trademark.  What you might say? I'll say it again, you can't protect the brand as a trademark!


How are you going to build a national brand if you yourself cannot preclude others from using your "trademark"? What do I mean?


The Trademark Act of 1946 prohibits the registration of a trademark that is scandalous or immoral. This is often extended to trademarks for products which are illegal meaning that even if the trademark itself is otherwise innocuous the Trademark Office will, nonetheless, refuse registration and protection of the same if it is used in connection with an illegal substance.


Perhaps the most famous trademark that will most likely be cancelled under this statute is that of the Washington Redskins. For years different groups of Native Americans have challenged the continued registration of the trademark on the grounds that it is, effectively, a derogatory racial slur. In previous challenges a technicality or some other issue has always saved the registrations. But it is widely held that all such technical hurdles have now been erased and that later this year a challenge that began over a decade ago will finally spell the end for the protection of the Washington Redskin's federal trademark.


Returning to the subject of creating a national pot brand, it is highly unlikely that the U.S. Patent and Trademark Office is going to change its stance anytime soon in regard to the registration of trademarks used in connection with marijuana. Even if made legal the Commissioner could still deny protection under the belief that such marks used in connection with pot are immoral.


In this regard, how do you create a national brand without trademark protection? Securing trademark rights in your brand is what grants you the exclusive right to use a brand. In the absence of those rights others may freely use your trademark on their goods, on their pot. Then your not promoting and building your brand, your simply promoting everyone's use of a common name on a product. And any way you slice it, that is a big problem.


So can Shively build the first national brand for pot? Perhaps. But until he comes up with a concrete plan to address the issues above his pipe dream may simply go up in smoke.



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Frankincense 100% Pure Therapeutic Grade Essential Oil- 10 ml



*The Frankincense tree originates from the Middle East, and is small with abundant pinnacle leaves. The flowers are white or pale pink. Frankincense resin begins as a milky-white sticky liquid that flows from the trunk of the tree when it's cut, healing the wound. The resin is then distilled producing the precious oil. *Botanical Name: Boswellia Serrata *Aromatic Aroma: Frankincense has a rich woody, earthy aroma with a deeply mysterious nuance. *Consistency: Medium *Note: Base *Aroma Strength: Medium *Extraction Method: Steam Distilled *Plant Part: Resin *Origin: India *Color: Colorless to pale yellow clear *Common Uses: The therapeutic properties of Frankincense include use as an antiseptic, astringent, carminative, digestive, diuretic, sedative, tonic and expectorant. Frankincense is said to help rejuvenate the aging skin, and is effective with bacterial and fungal infections. The anti-inflammatory property of this oil is reputed to be an effective treatment for joint pain and arthritis.


Frankincense can also be used as an insect repellent and is also widely used in cosmetics and soap manufacturing. It has a grounding aroma, and often used in medication. *Blends Well With: Basil, Bergamot, Cardamom, Cedarwood, Chamomile, Cinnamon Bark, Clary Sage, Coriander, Geranium, Ginger, Myrrh and Vanilla. *History: Frankincense is widely known since biblical times. It is from the French word 'Franc' meaning 'luxuriant' or it could be 'real incense'. Also known as Olibanum, Frankincense was used by the ancient Egyptians in their religious ceremonies and was used as incense by the Greek and the Romans. *Cautions: Non-toxic, non-irritant and non-sensitizing. Avoid use during pregnancy.


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In a Bad Mood? Tackle a Creative Task



Creativity is mysterious and difficult. If you have tasks on your to-do list that require a creative spark, perhaps you’ve been putting them off, waiting to get in a mellow mood or for inspiration to strike. But a new study suggests you may have been making a mistake waiting around for the right mindset to start your creative project. Bad moods can actually improve creativity, the series of studies by three European professors suggest, at least if the negative emotions come at the start of a work session.

The trio took two approaches to come to this conclusion. First, they asked around 100 creative professionals to keep diaries of their emotions and productivity. While happiness at the end of the day was linked with increased productivity (who wouldn’t be happy after getting a ton done?), being in a bad mood at the start of the day was associated with even higher productivity. Why might that be? The British Psychological Society’s Occupational Digest blog explains one possible explanation: The narrow, alert focus on issues can be useful by focusing on things that are in need of a solution and spurring motivation to act on these; previous research does suggest that negative emotion can lead to more persistence in problem solving. Once this focus has been set, allowing the negative emotions to slide away and positive emotions to explore the possibility space is a good recipe for getting to innovative solutions.

Grumpiness, in other words, helps you focus on problems and get down to business, but as you dig deeper into a problem, hopefully, that negativity subsides, leaving the mind more free to roam. To test this model of emotions and creativity, the researchers asked another group of study participants to write about either a neutral or positive event in their lives before completing a brainstorming task.


"Those who were tasked with articulating an unpleasant instead of a neutral experience ultimately performed better the brainstorming task, producing more varied and unique ideas. This happened even though the negative state had no function in focusing their attention on anything related to the creative task, which suggests the better performance was due to entering a more suitable cognitive mode," reports BPS.

More research is needed, the authors note, to determine how negative and positive emotions affect creativity on different time scales (does it matter if you’re grumpy for five minutes or an hour?) but there is an immediate takeaway for entrepreneurs: forget waiting around for the perfect mood for innovation and try to use your less that cheerful moments as a springboard for getting started on creative projects. You may not only improve your mood, but also come up with better solutions for your business.

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Franchising 101: The Complete Guide to Evaluating, Buying and Growing Your Franchise Business



This new, definitive guide provides clear, concise explanations of the issuesinvolved in finding, buying and ultimately operating and growing a successfulfranchise business.

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Get press: 8 tips to go hyperlocal



National advertising campaigns may sound amazing in theory, but a businessman secret marketing weapon could be waiting just outside the door. We asked eight successful founders of Council entrepreneur young to name some creative ways companies can use hyperlocal press to their advantage. Here are their best answers.


1. Give examples of hyperlocal


One of the key aspects that hyperlocal press is requiring hyperlocal news. Not only offer the same national stories to pitch elsewhere; on the other hand, offer the press event or customer who lives in that area, an employee who went to college there, or a case study which took place in the neighborhood. Be relevant to be local in their plot. -Eric Koester, Zaarly


2 Take advantage of their roots


When we launched Tunebash, I wrote a couple of outings in the local press about my story. I told them that I was born in Cayo Hueso, my father was a treasure hunter and I grew up in Miami. I told them about the lack of tech companies in South Florida. When you relate with the local news, which take their history and make it big in the local market. Although it is scalable, it is a test environment. -Joseph Ricard, Tunebash


3. Promote local stories to its social actions


In 2013, press coverage is a numbers game. The possibility of socially share your coverage means local press has one much greater reach and, consequently, much greater value. This is a great thing because local press tends to be more likely to cover you. That coverage builds momentum and finally begins to extend to the regional and national levels. -Jeremy Hitchcock, Dyn


4 Local reporters do the stars


A great way to maximize the hyperlocal press is to share the best reviews online. Blasting of coverage of a local newspaper to your list of email and social gatherings is an easy way of the message beyond the local market and show the reporter that you value your reportage. Including clips of the local press in place, along with the big boys, it is a fantastic way to give props for future coverage. -Brittany Hodak, ' ZinePak


5. The press get involved


Involve the media in a niche event and make heroes. For example, if your company is in the food industry and restaurant, try to host an event of hyperlocal press or bloggers local "celebrity judges" or such time welcomes the gourmet event. Not only are they more likely to appear, but probably to promote as well! Appeal to the interest of others, never his own. -Andy Karuza, brandbuddee


6. It is the Local expert


Local media is always looking for local experts to comment on news, national events and events in pop culture. If you have expertise in finance, legal, fashion, beauty, technology, lifestyle, or any other area that would attract the masses, get local news, magazine, newspaper, or radio station and provide your unique point of view.
-Melissa Cassera, communications Cassera


7 Do your relevant company by giving back


The best way to attract your business from the local press coverage is to give back to the community you serve. If you are organizing a philanthropic, partnering with a local event or the creation of a continuous charity initiative, providing value to your community is a great way to attract reporters and cover its history. -Zach Cutler, Cutler Group


8. Different angles you want to and controls the message


Reporters want good angles. Period. If the output of a local with inclination of a story that does not match, change it. An Austin reporter wanted to link March Madness and reduced labour productivity. Yodle Reporter offers a chance to see how to use March Madness to increase productivity and morale of the team. The story was national. Don't be afraid to check the message building relationships of reporter. -Ben Rubenstein, Yodle


The young entrepreneur Council is an organization only by invitation, composed of most promising young entrepreneurs in the world. In partnership with Citi, the YEC had recently launched #StartupLab, a free virtual tutoring program. 


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Franchisor development and franchisee rapport: developing better ways of operating and promoting the franchise does not have to include the ... An article from: Franchising World



This digital document is an article from Franchising World, published by International Franchise Association on October 1, 2003. The length of the article is 786 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: Franchisor development and franchisee rapport: developing better ways of operating and promoting the franchise does not have to include the opposition, and sometimes disenfranchising of long-time owners.(Franchise Relations)
Author: Marty Juarez
Publication: Franchising World (Magazine/Journal)
Date: October 1, 2003
Publisher: International Franchise Association
Volume: 35 Issue: 7 Page: 41(2)

Distributed by Thomson Gale

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Do good with your business - from the first moment



In the summer of 2007, Susie fairy was found in the middle of the hot flashes. She was using a fairly uncomfortable to try to cool and, like other products that she had tried, was not working. Frustrated, said aloud to herself, "How it is possible that I am the only woman in the world who wants to be personally fresh?" That, my friends, is the beginning of a business. In 2009, fairy quit her day job and he had personally built fresh.


I met a fairy in the 2012 Summit Astia CEO. Personally he is a client of Astia; I am on the Board of Trustees of Astia. Fairies, his co-founder Hugh Brownstone and I shared a car to the airport after the Summit. During that car ride, fairy spoke enthusiastically of how philanthropy could be part of your company as a benefit. He took up with fairy to find out how she is carrying your business to make a difference, while still hitting its growth targets. Here are their tips:


Be consistent with your brand


"Do it well" is the core of personally fresh. Fairy believes that a start-up should create an identity and prove it constantly. "People feel good" are as fairy describes the business is in. "your company is not just a product. It is not just a business. For a customer, your company is a complete experience, "says fairy. If your goal for your business is to make a positive impact, every part of your business must deliver that promise in every way. It is ideal to donate to charities. But if your sucks service customer or provider relations not at par, your brand is suffering. Do good with the world.


Act slowly and elegant


Cool, personally donates its reusable long-lasting cooling packs to charitable organizations around the world that help people with conditions that result in intolerance to heat. Fairy and his team also had the opportunity to give your product to an audience that does not have a clear need for it. He decided to participate because it meant potentially strong coverage to a broader public. For a company that boasts "do good" at its core, donating a lot of products to an audience that probably would not appreciate the expected benefit it was not a good option. Fairy easily admits that she and her team said yes to that opportunity when he should have said no. Take your time and consider promises only those philanthropic opportunities that align with the good of your brand.


Rethink your investment dollars


"Not short giving the baseline more than another line item," says fairy. Many companies spend considerable advertising dollars with no real insight into his return. Fairy sees the donation of their products as a guaranteed return. "You could spend $30,000 in a full page in a monthly magazine advertisement and has no idea if someone flip by it or read it."And if you read it, would be to act accordingly?"question.


However, the right charitable donation, will always deliver a return. With each donation, fairy Gets the market research that extends the reach of your brand, build influential relationships and Yes, makes a difference. Challenge yourself to invest part of their budget to make a difference in your target market in new and different ways.


Find sponsors who share your passion


Investors who have personally supported fresh up to know exactly what the company represents and how their money will be spent. Fairy thought long and lying about how a company can operationalize a philanthropic arm making money. Fairy pitch and your business plan leave no doubt that personally cool can make a difference, while turning a profit. Make sure that your company shows an alignment between its corporate brand, the company's philanthropic efforts and that will change.


Many founders hope to make charitable contributions until they reach certain financial milestones. Personally Cool shows that you don't have to wait. Being built in a culture of doing business while doing good right from the beginning?.


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Franchisor leadership profile: Peter Holt, mail boxes etc: chair, IFA Global Marketing Group (GLOMAK). (Follow The Leaders Of Franchising).(Brief Article): An article from: Franchising World



This digital document is an article from Franchising World, published by International Franchise Association on January 1, 2002. The length of the article is 731 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: Franchisor leadership profile: Peter Holt, mail boxes etc: chair, IFA Global Marketing Group (GLOMAK). (Follow The Leaders Of Franchising).(Brief Article)
Author: Brandyn Jennings
Publication: Franchising World (Magazine/Journal)
Date: January 1, 2002
Publisher: International Franchise Association
Volume: 34 Issue: 1 Page: 30(1)

Article Type: Brief Article

Distributed by Thomson Gale

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Avoid the Entrepreneur's Curse: 5 Tips



Anyone who has started and ran a business knows the entrepreneur's curse. The frustrating dichotomy between never having enough spare time outside the business and the frightening reality when you do.

When I started Wild Creations a number of years ago, I lived the curse firsthand. As someone who had just come from the corporate world and was a master at leveraging vacation days with three-day weekends and long holidays, the entrepreneurial transition was challenging. I had lofty aspirations of "being my own boss" and having more freedom and independence.


Nothing could have been further from the truth. Like any new business, it consumed every minute of spare time and every ounce of energy I had. When I actually took a few hours off, for example on a weekend to indulge in a simple college football game, the enthusiasm and pleasure of doing so were always dampened by the heavy guilt I felt for not working at the business. If we were slow enough to take time off, should I not be focused on trying to get more business?


It was a vicious cycle. After a while, however, I learned to effectively deal with the "curse" and in fact became quite adept at avoiding it altogether. Here are a few tips on how other entrepreneurs can do the same. Many entrepreneurs, by nature, are soloist. While completely understandable, I personally find it to be less optimal. I was fortunate to find a trustworthy partner and co-founder at Wild Creations. We had met and worked together on a USAID project overseas and discovered that we shared similar entrepreneurial aspirations.


It took a number of months to establish the rapport and the trust we needed, but the patience paid off. When one of us needed time off, we could always feel confident knowing that the business was in capable hands. If you cannot find a good partner or opt to go at business yourself, make sure to find better employees. And by "better" I mean better than you. Let's face it, the most capable and trusted person you are going to find to run your business is you, so do not compromise on selecting employees that you will trust to do it for you.


For many entrepreneurs (present company included), giving up control of any aspect of the business is difficult. I often compare my business to my children. As nice as it might be, turning over the responsibility to watch and protect them is not easy. It is important to understand, however, that you cannot do or control everything. Indeed, there are individuals much better qualified for particular tasks. Understand your strengths and the priorities of the business and trust the rest to your team.


Like any parent, you will always worry about the business, regardless of the team you have in place. For me, I find it useful to have a "happy place" where I can go and tune out the business and outside noise. The time allows me to recalibrate, mentally, so I make certain I am focused on what is important. Whether it is a beach, a reading bench, a set of headphones, or a state of Zen, find your place and be willing to allow yourself the indulgence of "letting go," even if for a short time.


It may be a cliché, but it is spot on. Most entrepreneurs choose to start businesses to pursue a personal passion or interest but quickly get lost in the rigor, stress and anxiety of running the business. When you start to get frustrated, remember why you started your business and reclaim the enthusiasm you had before. Working tens of hours in the business then feel a little less like a chore.


The entrepreneurs curse is, for the most part, mental. It requires the ability to turn the business "on" and "off" at a moment's notice, which is completely achievable but takes practice ... lots of practice. In the end, you may not find more spare time to enjoy, but you will most certainly learn to enjoy the spare time you have.



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Franchisors go online with E-Disclosure service: new electronic transmittal and retrieval service gains FTC trial operations nod. (Technology).: An article from: Franchising World



This digital document is an article from Franchising World, published by International Franchise Association on September 1, 2002. The length of the article is 1018 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: Franchisors go online with E-Disclosure service: new electronic transmittal and retrieval service gains FTC trial operations nod. (Technology).
Author: Steve Olson
Publication: Franchising World (Magazine/Journal)
Date: September 1, 2002
Publisher: International Franchise Association
Volume: 34 Issue: 6 Page: 41(2)

Distributed by Thomson Gale

Price: $5.95


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8 Ways to Be Smarter



Intelligence isn't simply a fixed quantity, a learning expert explained in a talk recently. How smart we are is powerfully affected by our situation, and that's something we can control. Somewhere along the way in life you’ve probably taken an IQ test and were give some number as an answer. That figure -- seemingly definitive and said to portray some inborn capacity -- may have given you the impression that your level of intelligence, no matter how high or low it might be, is a fixed quantity. You can learn, sure, but basically you’re only as smart as you were born to be, right?


But that’s not what the latest science actually says, learning expert and author Annie Murphy Paul recently explained in a speech, which she helpfully transcribed to her blog. Intelligence, it turns out, is way more complicated than that. In the lengthy but fascinating talk, Murphy Paul lays out eight ways intelligence is affected by context in which we put it to use and suggests ways that we can rethink intelligence to get the best out of the brain we were born with. The complete speech is well worth a read if you’re interested in the subject, but to get your warmed up, here are the basic ideas she explores in greater detail in the complete post:


Situations can make us smarter. They can be the physical conditions that learners experience by way of how much stress they’re under and how much sleep and exercise they get, and the mental conditions learners create for themselves by the levels of expertise and attention and motivation they’re able to achieve. Situational intelligence, in other words, is the only kind of intelligence there is.


Beliefs can make us smarter. Stanford psychologist Carol Dweck distinguishes two types of mindsets: the fixed mindset, or the belief that ability is fixed and unchanging, and the growth mindset, or the belief that abilities can be developed through learning and practice. These beliefs matter because they influence how think about our own abilities, how we perceive the world around us, and how we act when faced with a challenge or with adversity.  


Expertise can make us smarter. Experts don’t just know more, they know differently, in ways that allow them to think and act especially intelligently within their domain of expertise... Expertise takes a long time to develop, of course, but it’s never too early--or too late--go deep in a subject area that interests us.


Attention can make us smarter. There are information-processing bottlenecks in the brain--everybody’s brain--that prevent us from paying attention to two things at the same time. The state of focused attention is a very important internal situation that we must cultivate in order to fully express our intelligence.


Emotions can make us smarter. When we’re in a positive mood, for example, we tend to think more expansively and creatively. When we feel anxious--for instance, when we’re about to take a dreaded math test--that anxiety uses up some of the working memory capacity we need to solve problems, leaving us, literally, with less intelligence.


Technology can make us smarter. The problem is that our devices so often make us dumber instead of smarter... In order for tech to make ourselves smarter and not dumber, we need understand when to take full advantage of our devices, and when to put them away.


Our bodies can make us smarter. All the things that make the heart work better--good nutrition, adequate sleep, regular exercise, moderate stress--make the brain work better too.


Relationships can make us smarter. If you have a spouse or significant other: it’s likely that one of you is “in charge” of remembering when the car needs to go in for inspection, while the other is “in charge” of remembering relatives’ birthdays. This is called transactive memory, and it’s just one of the ways that relationships with others can make us smarter than we would be on our own... a feeling of belonging is critical to the full expression of our ability.


Jessica Stillman is a freelance writer based in London with interests in unconventional career paths, generational differences, and the future of work. She has blogged for CBS MoneyWatch, GigaOM, and Brazen Careerist. @EntryLevelRebel


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Franchisors: the next generation: for many of the entrepreneurs who built their franchise companies, and in so doing built the franchise sector ... Success).: An article from: Franchising World



This digital document is an article from Franchising World, published by International Franchise Association on February 1, 2002. The length of the article is 2468 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: Franchisors: the next generation: for many of the entrepreneurs who built their franchise companies, and in so doing built the franchise sector itself, the time has come to pass the reins to the next generation. And the sons, daughters and even grandchildren of franchising's pioneers are proving more than capable of continuing to lead their businesses--and this business sector--to limitless potential. (Celebrating Franchising's Success).
Author: Kara LaGrassa
Publication: Franchising World (Magazine/Journal)
Date: February 1, 2002
Publisher: International Franchise Association
Volume: 34 Issue: 2 Page: 22(3)

Distributed by Thomson Gale

Price: $5.95


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6 Stages of Birthing a Company



I’m a new dad (for the second time). In between the feedings, the changings, and the naps over the last few weeks, it dawned on me that becoming a parent is a lot like birthing a start-up. Let’s dissect for a moment:

Stage 1: Conception.


You will never have so much fun again until you see your “baby” actually born. This is when you have all kinds of energy and vision about what the end result will be--yet absolutely no clarity as to what you’ll endure together to get there. You should relish this period as a Zen-like bubble. Float around with your happy thoughts before the actual work sets in.


Stage 2: Development.


The harsh reality check. Now you’re all experiencing the pain of growing your idea from a little tiny seed (“Wouldn’t this be awesome?”) to actual, 1.0 reality (“Why did we do this again?”). You hope your approach is suitably creative, colorful, and positive to influence the outcome, similar to what’s required to raise a Baby Mozart. You’re willing to get your engineers mountains of Doritos and rivers of caffeine, when the instant cravings strike. In general, it’s sleepless nights, perhaps some queasiness as you contemplate investor questions, weight gain from stress eating, even mood swings that fluctuate from utterly downcast to wildly euphoric.


Stage 3: Testing.


The finish line is so close you can feel it. The technology is nearly ready for a public audience. Now you have to run through final testing--like packing your hospital go-to bag or driving the route two or three times--which helps you feel ready for the inevitable last-minute questions and bugs. But you are ready. Or you’ve reached the point where you know everyone is thinking (because you are too), “I can’t take any more! Get out. Getoutgetoutgetout!”


Stage 4: Birth.


It’s that time. Pushing your tech start-up live is exciting, scary, sweat-inducing, pain-filled, and joyful at once. You can’t believe it’s really happening! There are fits and starts. But once the train starts moving out of the station, there’s no going back. There are only fervent prayers for success.


Stage 5: Euphoria and sleeplessness.


Your black-and-white world has exploded into vibrant, unmistakable Technicolor. Customers are active on your website and you’re discovering so much you didn’t know about your own technology, based on their reactions and interactions. There are many “learning moments”--some of them humbling (actually, most of them).


Stage 6: Contemplation.


Some time has passed. As your product has grown and changed, guided by your collective insights and wisdom, you begin to forget the pain of its infancy. It’s all obscured by the rosy, gentle glow of memory. That’s good--because your team is already starting to think about the 2.0 version.


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Franchisors say timing is perfect for West Coast event: are you ready for some ... boxing?(West Coast Franchise Expo): An article from: Franchising World



This digital document is an article from Franchising World, published by International Franchise Association on September 1, 2004. The length of the article is 982 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: Franchisors say timing is perfect for West Coast event: are you ready for some ... boxing?(West Coast Franchise Expo)
Author: Serita Sethi
Publication: Franchising World (Magazine/Journal)
Date: September 1, 2004
Publisher: International Franchise Association
Volume: 36 Issue: 8 Page: 135(2)

Distributed by Thomson Gale

Price: $5.95


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4 Things Our Start-up Got Totally Wrong



While building a killer app for the hospitality industry, Monscierge hit more than a few classic start-up hurdles. Here's how it survived. I love lessons learned. Unfortunately learning a lesson means making a mistake or doing something wrong, so that's why I also love people who are willing to share the mistakes that result in wisdom. So here's a guest post from Marcus Robinson, Chief Experience Officer of Monscierge, an interactive software company specializing in hospitality solutions for hotel, convention, travel, and healthcare industries.

Here are four things Robinson says Monscierge got wrong--and one that continues to pay off:


1. We made it about us.


We built something for hospitality that really works. It isn't just a marketing mock-up, it actually performs on the back-end while also rivaling any major design firm's application on the front-end. But, guess what? No matter how well we perform compared to other companies, no hotel will ever say, "Valued guests: Download our mobile app. It's called Monscierge


After burning up inspiring YouTube scenes of Ben Affleck in The Boiler Room, we realized we just want to play in the game, to sit at the grown-up's table, and are happy to be a (paid) cog in the machine. Branding our products for each hotel played a crucial role in achieving momentum.


2. We hired "star" industry leaders.


Three out of four start-ups will fail. Those that stay in the game realize that it's about more than a good product. Inserting an industry veteran in a team that has carefully crafted an idea from conception could potentially block your yellow brick road of progress. Don't ignore the inner voice inside saying, "That doesn't sound right, but this industry cowboy must know what he's talking about."


Look around and assess. If there are three washed-up start-ups to your left and you're still going strong then you don't need a shining knight to ride in and save the day. Besides, regardless of their number of years in the industry, the average corporate nine-to-fiver may not realize the energy it takes to weather the start-up storm.


3. We decided just because we could, that meant we should.


We lost our focus and we paid for it. We set out to create hospitality and travel apps that were both well designed and had a badass framework. After releasing some of our products, clients and vertical markets both began offering to pay us to develop various one-off pieces. Those may have been no-brainers to create, but they also took away from our (small) team's original goal of fleshing out the rest of our core products and left us playing catch-up to the rest of the market. Stay laser-focused--don't let compliments and a little up-front cash veer you off course from the bigger payday.


4. We assumed we knew our customer's problems.


Engineering a B2B product based on thorough research alone can halt your start-up before it, well, before it starts up. How many times have you come across a product and thought, "Now, if it could just do this it would be perfect. I'd totally spend the money to buy it!" We spent countless hours going back to the beginning, starting with our team working behind the scenes at a few test hotels. Feel your customers' pain, or risk being just another app.


One Thing That Keeps Paying Off


Partof the start-up hype seen over the past few years might not be all marketing-speak. Let's be straight: You can't work at a start-up and not be entrenched in some sort of a weird yet dynamic group. One of the absolute best moves as a start-up was filming a two-minute video about our culture, not our software. Humanizing your product and showing the dedication and passion that got you in the elite 25 percent of companies still in the game will push you over the line.



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Gucci Gucci By Gucci Pour Homme Sport 2.4 oz Stick Deodorant



This fresh addition to the iconic franchise is tailored to the active, "on the go" Gucci man. The easy-to-wear, casual fragrance features crisp, citrus aspects that channel the energy of active, outdoor moments. Top notes of mandarin, grapefruit, and cypress create a burst of freshness. A heart of cardamom, juniper berries, and fig offers a bright, aromatic twist. Woody base notes of patchouli, vetyver, and ambrette seeds underline the essence with naturally magnetic appeal.The sporty bottle incorporates the same design as its more formal kin, emphasizing the luxurious, signature heritage of the brand. The fragrance itself beams with a light, energizing green hue. Notes:Mandarin, Grapefruit, Cypress, Cardamom, Juniper Berries, Fig, Patchouli, Vetyver, Ambrette Seeds.Style:Energetic. Natural. Clean.

Price: $27.00


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4 Interview with curveball questions



First of all kinds of employees that thrive in large corporations do not always well in start-ups and small businesses, and vice versa, cultural setting is often as important as skills. At the same time, his team is small, making it even more important that each hire right. And to make matters worse, even may not have a dedicated HR person to help you with the process.Take these facts together and you can see why it can be incredibly difficult to hire for your business. Fortunately, there are lots of advice out there for you, including common mistakes to avoid and tips round ups that emphasize everything from write solid periods of test descriptions and make a safe space for dissenting voices.


But at the end of the day, much of its decision of hiring often descend to the interview. Then, do as you please in not only if a candidate is good at his job but it is also a good way for a small business environment? OnStartups recently offered a dozen suggested questions for. Some of these ideas you've probably heard before (such as "tell me about a difficult decision you had to make"), but others are fresh and practical, including:

"What concerns you about our company?"

Candidates who wish to hire do not think that your company is perfect; they have done enough research to know that yours is not the perfect company and work is not the perfect job, yours is a company who want to work for because they can prosper, make a difference, develop and learn and grow and achieve... and be a part of your enterprise to even greater heights. And thus are willing to honestly share their concerns.

"Tell me a time when you had to slog their way through a lot of work. "How did you get through it?"

The candidates want to hire can take a boring task, find the meaning in that task and turn it into something that will do. Great employees turn outside directed by the car - and in the process, perform at a much higher level. And gain a greater sense of fulfillment.

"What he was doing the last time you looked at a clock and was does he had lost any notion of time?"

We do everything possible when a job doesn't feel like work but feels like what it is expected to do so. I've never met an exceptional candidate that at a time when we had this feeling where time didn't matter. Call it "in the zone" or "flow" or whatever you want, all people of great experience.

"What book think that everyone on the team should read?"

If the person can not think of one book that would recommend to others, that's a warning sign... Curiosity is a wonderful indicator of intellect and, strangely enough, modesty, because curious are willing to admit that they don't know and they are then willing to work for what they don't know.

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Gran Turismo 5



The next installment of the award-winning gran turismo simulation racing franchise gran turismo 5 is designed for play exclusively to the playstation 3 system. Known for its signature beauty and precision this highly anticipated racer showcases new jaw-dropping cars real-life tracks and diverse racing styles. Gran turismo 5 promises to deliver exciting advancements to the series and in the process deliver in the most comprehensive racing experience ever. the real driving simulator is here true to its pedigree gran turismo 5 takes the gt series as well as the simulation racing genre as a whole to a whole new level.


The game features over 1000 realistically rendered cars. This is nearly 300 more than were included in gt4 for playstation 2 and literally several hundred more than what was available in gran turismo 5 prologue the first gt game variation developed for ps3. This tremendous list includes standard categories of vehicles including stock cars tuned pre tuned vehicles and tunables but keeping with modern automotive technology gt5 also includes the latest hybrid and electric car models. Just like any car these can be raced but as with their real-life cousins players can also do things with these cars like monitor battery power as related to speed and other car usage.


In addition gt 5 features over 20 courses more than 60 variations a new physics engine allowing for realistic damage a new in-cockpit view hd support and much more. multiple play modes local play options in gran turismo 5 include both a single player and split screen two-player arcade mode. Gt mode includes world map my garage for storing your rides car dealer tuning shop championship race and license test. Online support through the playstation network includes multiplayer support for up to 16-player races an open lobby text/voice chat private room online photo album online replay album and the ability to export replays to youtube. key game features 1000 vehicles - 170 premium new models includi...


Price: $ 150


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3 Types of employees who always resist change



Do you have a innovacion-fobia team members? Use this handy guide to classify and overcome their objections. In business, almost everyone says are for creativity and the search for new and better ways of doing business. Not only sounds exciting innovation, also looks profitable. But studies have shown that while a lot of people claim to love change, when they clashed with the reality of reality, altering their usual way of doing business, they are skeptical if not downright hostile.


Creativity can be cool, but also fear, then, do as you can get your team really adopt new ways of doing business? The first step, according to Dana Brownlee, founder of productivity professionalism consulting issues, should take a careful look at draggers feet of your computer. Not all employees of innovacion-fobia is the same. Once you know what kind of resistant change that you hold in your hands, are better positioned to overcome the objections of his.


Guess Fast Track columnist Alexandra Levit recently detained Brownlee insights into a practical field guide for change, resistant to the placement of six types of employees hostile to innovation, as well as ideas on how to prod to adopt new ideas, including: "In setting up the group they seem positive, but often make passive aggressive comments that are actually fine veiled hits (do I am sure that the new submission process makes full sense and I am completely on board, but I wonder what we should say if customers complain about longer waiting times?)" says Levit.


Solution: ensure that air their complaints in public so you can try with rather than allowed to curdle in the environment of Office with barbed comments and whispered insinuations. How can you achieve it? "During a group session, make each person to write his main concern about the change in a tab and ask everyone to pass in front of the room for review and discussion."

"This is the person who feels that their situation is different.  For some reason, they are special and you should not change along with everyone else, "writes Levit. Solution: the solution here is simple. Simply highlight that change will benefit everyone, but that this positive impact requires 100 percent compliance. This type is the victim of analysis paralysis, Levit says: "I don't want to make a change until we have analyzed every possible scenario and the option".

Solution: click your perfectionism saying explicitly that "the aim is 'directionally correct' but not 'perfect'." Then move, establishing a limited time to study the issue. After that time signal that meant what you said by decision to act. What are other common change-resistant types and how you can get them on board with new ways of doing things? Check out a look and start the Levit full post for more details.


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Heroes Of Might & Magic V Epic Collection



An Epic Story An Awesome Trilogy Collect Them All! If this is the future of turn-based strategy games bring it on. -VideoGamer.Explore the dark and sophisticated Heroes of Might & Magic fantasy universe in the 5th Edition of this legendary franchise! Includes Heroes of Might & Magic V and it s two expansion packs: Hammers of Fate and Tribes of the East.Features: Bee a Hero. Defend your land from demonic influence with strategic bat missions Expand Gameplay with new Missions Spells and Abilities Use the Random Map Generators for Endless Challenges Play as the Dwarf or Orc FactionsSystem Requirements: Supported OS: Windows® XP SP3 (Only) Processor: 1.5 GHz Pentium® 4 or Athlon™ or higher (Intel® Core™ 2 Duo or AMD Athlon 64 X2 or higher remended) RAM: 1 GB (2 GB remended) Video Card: 128 MB DirectX® 9.0c pliant video card (256 MB remended) (*See supported list) Sound Card: DirectX 9.0c pliant sound card DirectX Version: DirectX 9.0c (included on disc) DVD-ROM: 4x DVD-ROM or better Hard Drive Space: 7 GB Peripherals Supported: Windows patible mouse keyboard Multiplayer: 128 kbps upstream or faster broadband connection *Supported Video Cards at Time of Release NVIDIA GeForce® 4 Ti / FX / 6 / 7 / 8 series (Geforce 4 MX NOT supported ATI Radeon™ 8500 / 9 / X series Laptop versions of these cards may work but are NOT supported. Administrator privileges are required to properly install the program on Windows XP. User is responsible for all Inter access fees and phone charges. Note: Heroes of Might & Magic V: Tribes of the East is Windows Vista patible. Format: WIN XP Genre: ENTERTAINMENT Rating: T Age: 705381172505 UPC: 705381172505 Manufacturer No: 17250

Price: $19.99


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Josh Kopelman on Funding the Next Wave of Start-Ups



"When I graduated they sent around this form," said the First Round Capital partner during his talk at the Venture Forward Conference in New York City Tuesday. "The only box I could check at the time was unemployed. There was no entrepreneur box." Needless to say, times have changed and Kopelman is helping the next generation fulfill their start-up ambitions.


His Dorm Room Fund, launched last September, helps students start companies. It started with $500,000 in Philadelphia, expanded to New York and San Francisco, and now has plans to open in Boston later this fall. "While the cost to start a company has come way down, funding sources for these dorm room entrepreneurs haven't really changed," Kopelman said. "If you want to stay in school and start a company, the sources of capital have not changed from 25 years ago when I started my first company, even though the industry's completely changed.


" Dorm Room Fund also lets college students find and vet would-be companies seeking funding. Taking advantage of these networks makes sense, he said: "Who knows the students on campus better than anyone? It's other students." In fact, just two months after launching last year, students drummed up $20,000 for Firefly, a company started by University of Pennsylvania students, which creates screen sharing software, according to Mashable.



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Icandy Remix Single



Icandy Remix Single by Eddi Projex, Gonzoe, Infamous Da Franchise. This product is manufactured on demand using CD-R recordable media. Amazon.com's standard return policy will apply.

Price: $8.98


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Lessons From Anki, the Darling of Apple's WWDC



After a brief introduction from CEO Tim Cook during the keynote address, Anki's Boris Sofman took the stage to unveil Anki Drive, a gaming app that lets people use their iPhones to race toy-sized, sensor-laden robotic cars around a track. The "smart" cars are packed with artificial intelligence, making them aware of their surroundings and the competing cars, which they can literally shoot off the track when they're in "weapons" mode. Everything's controlled from the speed to the braking. The product demo went smoothly, and might go down as one of the most coveted launches in history. 


"There were a lot of really unglamorous years," said Mark Palatucci, Anki's co-founder and chief product officer, a day after the Apple event. "It took so much work to get to this point."  In early 2007, Palatucci and his friends Sofman and Hanns Tappeiner--who met in the robotics Ph.D. program at Carnegie Mellon University--spent many nights at home, batting around ideas for a start-up. In early 2007, they finally settled on one they liked: Bring video games to life with the help of edgy robotics. 


The next year was spent juggling coursework with Anki. By late 2011, four years after their original brainstorming session, they had a protype worth showing to investors. "The biggest challenges we faced were local challenges--things like sensor noise, motors not working, and connections coming apart," says Tappeiner, Anki's president. "But the idea always stayed the same." In fact, "as we continued to work on it, we got more excited," added Palatucci.


Though both founders admit they missed the mobile revolution in 2007, it took no time to catch up and find willing investors--or get face-time with Apple. The founders are mum on how exactly that went, but will say they approached Apple, "because mobile devices are so central to what we're doing." For its part, the tech giant loved Anki because "we're using all the public APIs everyone else can use, but doing it in a way that is really unique and novel."


Marc Andreessen of the influential VC firm Andreessen Horowitz instantly jumped on board and contributed to Anki's Series A round in early 2012 and a more recent Series B round along with Two Sigma and Index Ventures. Anki raised a total of $50 million from both rounds. "[Andreessen Horowitz] has this mantra, 'Software eats the world,' and that just fit really well with us," said Tappeiner. 


Palatucci says he has always focused on "the core tech" of his product, but he knows that won't be enough to sustain his business. "The great companies are great across all aspects," he says, and "from the beginning we said we want to be a world-class company." That meant hiring a "really great set of advisors" and asking the right questions when interviewing candidates. Cultural fit is everything, stresses Tappeiner. "We want people that believe in robotics and AI as something that's fundamental. We're programming physical things and making them intelligent, adaptive. That's the thing that's really exciting."   




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Inside The Mind of a Franchisor Founder - Articles and Essays - Volume I (Lance Winslow Franchising Series)



This eBook is for anyone who wants to learn more about franchising. For those studying the subject, or considering on a career in the industry. If you are thinking of purchasing a franchise or selling franchises of your existing business, you will need this information. It's not written as an academic textbook, or from an MBA standpoint. It's written directly from the mind of a franchisor founder.

Each short article and essay is a 3-5 minute read. Perfectly designed for busy Kindle Users on the go with places to be and people to see. The topics in this volume include;

1. Tell Me a Story I Haven't Heard
2. What If Franchisors Could Digitize Their Minds?
3. Fast Growing Franchise Companies and Cash Flow
4. Regulatory Challenges
5. How to Compete With Computers – Territory Marketing
6. 2012 Franchise Trends
7. How to Write Informational Franchise Articles
8. We Need to Stop Trashing Franchisor If We Want Jobs
9. Mobile Franchises On the Rise – Colorado?
10. Securing Your Future Through Franchising
11. Hiring a Franchise Consultant
12. Franchisees that Give Other Franchisees Bad Advice
13. Should I Buy Into the Hottest New Franchise Concept
14. Competing Other Franchise Buyers for a Territory
15. Buying a Little Franchise for Retirement Money
16. Attending Franchise Exhibitions
17. Before Buying – Consultant Hiring
18. Business History of the Franchisor
19. Ten Percent Unemployment
20. Buying a Franchise and Sun Tzu Advice
21. Before Buying Study the Competition
22. Don't Over Estimate Sales When Buying a Franchise
23. Franchisor Training Manual Perceptions
24. Unauthorized Franchisee Transfers
25. Buying a Franchise and Start-up Cash Flow Dilemmas
26. Convince Me Why I Should Buy Your Franchise
27. Franchising and Overbearing Regulations
28. Franchise Abandonment in Hard Economic Times
29. Trendy Products and Fads
30. Praying to God Before Buying a Franchise?
31. Collection Firms for Franchisors
32. Franchisee Employees and Unions
33. Extending Hours and Consistency
34. Red Flags for Franchisor Auditors
35. Mobile Franchisees Straddling State Borders
36. Put Entrepreneurial Franchisees on Speed Dial
37. Franchisors Should Avoid Special Treatment
38. Mobile Service Franchises
39. Watch Out for Rogue Franchisees Online
40. Franchisees Use Temporary Labor
41. ObamaCare and Franchising Industry
42. Franchise Brand Management
43. Nepotism and Franchising
44. Visionary Visits
45. Overriding Franchisee Transfer Policies
46. Underreporting of Royalty Income Due
47. Buying Additional Outlet Policies
48. Defaulting Franchisees and Transfers
49. Franchisor Option to Step in and Purchase Franchise
50. Book Review – Franchises for Women

Price: $ 135


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Mark Suster: 'Silicon Valley Will Always Produce the Big Hits'



What's in a name? A lot, according to Mark Suster, founder and CEO of Build Online and an investor with the Los Angeles-based GRP partners. That's why his firm is changing its name. "I think it's a bit rich that we go around to entrepreneurs and say markets are being disrupted, you need to change," he said during the Venture Forward Conference in New York on Tuesday. 

The new moniker, which he wouldn't disclose at the conference but plans to unveil next week, will be the first such change for GRP in 17 years. It's meant to reflect GRP's renewed focus on transparency and investment in infrastructure--two things entrpreneurs say they want. The idea came after polling a group of entrepreneurs, who also said they look for operational experience, industry insight, marketing help, and people who can bring capital to the table from their VC firm. Since all those encompass what GRP does, "We felt we needed a name that would represent all those things," he said. 


When asked how hard it's been to do business "so far south of Silicon Valley," Suster acknowledged the challenge, but pointed to markets outside of the tech hub. "Silicon Valley will always produce the biggest hits; it will always be the tech ecosystem for the foreseeable future," he said. "But there are market conditions that make it easier and better to build outside Silicon Valley."


Focusing on software-based start-ups has proven this: Many things which revolve around the Internet--content, commerce, and communication--aren't dominated by the Valley, he found. "Commerce is something great trading cities like New York, Chicago, Los Angeles have always done well," Suster said. In terms of content, "New York has a significant advantage there." And communication has strongholds in Washington, D.C., Kansas City, and "of course, New York. That's why we've seen companies standing out more."


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How to FRANCHISE YOUR BUSINESS: The plain-speaking guide to franchising (Business Books)



IF YOU ARE CONSIDERING FRANCHISING YOUR BUSINESS, CLIVE SAWYER WILL HELP YOU.

Clive Sawyer, Managing Director of Business Options (one of the UK's leading Franchise and Business Consultancies) has written this book to help cut through the confusion and complexity surrounding what should be the simple issue of franchising a business. Clive, in his renowned, plain-speaking manner, helps the reader assess whether or not franchising is indeed the most suitable expansion model for their business, before providing a step-by-step guide to everything they will need to know, if it is. For anyone serious about franchising their business, this book is essential reading.

"An insightful and thorough overview which will become essential reading for business owners considering franchising their business."
-Richard Holden, Head of Franchising, Lloyds Bank Group.

Price: $ 125 


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Meet Justin Hartfield, the Pot Industry's First Venture Capitalist



Justin Hartfield has been involved in the business of selling marijuana for years, running the Yelp-style website WeedMaps.com and serving as the gate keeper and advertiser for legal marijuana dispensaries across the U.S. He's made a fortune from the venture, all the while remaining firmly on the legal side of the business by working on the sidelines and never personally selling weed. Hartfield is involved with the privately held Ghost Group, and he and his business partner Doug Francis just announced the launch of Emerald Ocean Capital, a venture capital firm that seeks to invest in marijuana businesses in the newly-legal industry.

The firm comes along at a critical time in the marijuana reform process. Two states, Colorado and Washington, have legalized the drug, while several others are reportedly considering making the substance more available. Indeed, the "green rush," as many entrepreneurs involved in the rush have taken to calling it, is a critical part of the construction of a legitimate marijuana industry. Hartfield's new venture taps into that entrepreneurial spirit with the intention to bring investors directly to the most exciting companies in the legal marijuana space. 

We interviewed Hartfield about his new venture.


Business Insider: How did you become the first guy to start a marijuana venture capital firm?


Justin Hartfield: In 2008 I was running a Search Engine Optimization consulting business. I got my medical marijuana card and I stumbled upon a hole in the market. I wanted to go to a dispensary but there wasn’t really a website where they all were. I decided to create this site [WeedMaps.com] and slowly but surely we built it up to be one day acquired by a publicly traded company, SearchCore.


Through a year or two I was going back and forth with SearchCore. They decided to sell their marijuana assets off to a private group, which I’m now part of. It’s been an interesting journey between then and now. I’m happy to say the company’s doing great as a private company and we’re trying to expand into other opportunities. This fund is just a natural extension of what we’ve seen. People--in the last six months or a year--were asking us, “How can I be involved?” and “how can I invest?” We really believe this is the future, and we decided we couldn’t turn down all these people who wanted to give us their hard earned money to invest in a legalized future. 

BI: So it came organically from investors trying to get involved?


Justin Hartfield: Exactly. It’s what the market demanded and we’re putting it out as an experiment just like how we launched our other businesses. That’s why we don't have a set target dollar amount for this fund, we want to take inquiries and see how many individuals, how many institutions want to get involved. Then, once we have a good idea, create a kind of cap toward the end of the year, then we'll start the process of our investments.



BI: Who is interested?

Justin Hartfield: A lot of it is entrepreneurs from all over the spectrum who have made money privately. They’re kind of disruptive individuals themselves. They see an opportunity and want to invest. We’re also seeing interestingly enough an investor pool aged 70, 55 years plus. They made their market exit like 20 years ago, they have their cash on the sidelines and they see this as a golden opportunity to get back in the game again.


Most of them were introduced to cannabis because a loved one or themselves needed it for a medical reason. They discovered how amazing it was for their condition and they’re like “S---, I can make a lot of money off of this."

BI: Are you still seeking investors?

Justin Hartfield: Yeah, we are. We’re seeking accredited investors and if people are interested, we welcome them to go to Ghost Group.com.

BI: What kind of investments are you looking at?


Justin Hartfield: We’re targeting businesses that are on the ancillary of the marijuana industry. We’re not looking right now to invest in manufacturing and distributing or retail end of the the actual plant.

We are looking at all the opportunities that exist to the side of that, in the ancillary business, particularly technology--both software and hardware--and also in medicine, product development. We’re building brands that are going to be sustainable post-legalization.


BI: How is the ancillary side of the market helping the legitimization of legal marijuana?

Justin Hartfield: Every business that opens up strengthens the industry. It brings more legitimacy to it and increases the size of the pie for everybody. It’s not an industry if there’s only a couple of players or cartels or whatever. What we’re seeing is people getting more and more invested in marijuana and therefore ending marijuana prohibition. It’s been really kind of amazing to see.

BI: What firm would you like to invest in that doesn’t necessarily exist already?


Justin Hartfield: There’s a tremendous amount. This is a potentially $200 Billion industry if you look at what James Shivley is saying. In that size of an industry, it supports an ecosystem that’s very rich. It supports B2B [Business to Business], B2E [Business to Employee], B2T [Business to Technology] products that don’t exist in the marijuana market. If you look at any mature industry, like alcohol, there’s so many different products that exist for that which don’t currently exist for marijuana. We’re looking for new technology and new software. That’s what’s really driving innovation in the world.


BI: How big do you think this can get?


Justin Hartfield: That’s the billion dollar, hundred billion dollar question. I’m comparing it to the wine market right now. Between 15 and 25 billion dollars at a minimum, but it doesn’t really include what other value created additives that marijuana has. Like coffee shops in Amsterdam. In Amsterdam there’s so many different locations that depend directly on  the marijuana tourism. Maybe they’re gift shops that say marijuana needs apparel, maybe there’s head shops that sell bongs. There’s so many different businesses that feed off the marijuana business that it’s very hard to estimate how much. We could all be underestimating it when you think of the medical markets.


BI: What advice do you have for other investors thinking about jumping into the marijuana industry?

Justin Hartfield: I would say that as an emerging market it’s always changing and it’s always completely dependent on loopholes in the federal and state law. For a truly sustained market, for international players to try to be involved in it, it has to be federally legal. It has to be regulated like alcohol with sensible, reasonable regulations for everybody. A market can be created and the government can get their cut as well. Specific advice I’d give to investors? Hop on in, the water’s warm.


BI: But of course, even with this firm--and with your time behind WeedMaps--you’re actually doing nothing illegal.


Justin Hartfield: Exactly! It gives us great position to understand the market. And when legalization finally comes, we can pivot towards that market. We said that with Marijuana.com, we want to sell more marijuana than anyone else in the world when it’s federally legal. Marijuana.com is the perfect place to do it.



BI: The Amazon.com of pot?

Justin Hartfield: Exactly.

BI: From a business perspective, what do you think of what’s going on with legalization these days?


Justin Hartfield: I really want to encourage what’s happening in New York and what’s continuing to happen in Colorado and Washington. Politicians--Liz Krueger in New York being a good example--they’re finally coming out of the closet on this issue. They’re saying “Medical is great, and we need it, but we also need legalized marijuana in this state for about a hundred different reasons.” So anyway, I’m really encouraged by what New York and other states like Illinois are doing to move this issue forward.


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Start Late, Finish Rich: A No-Fail Plan for Achieving Financial Freedom at Any Age (Finish Rich Book Series)



David Bach has a plan to help you live and finish rich—no matter where you start. So you feel like you’ve started late?

You are not alone.

What if I told you that right now as you flip through this book, 70% of the people in the store with you are living paycheck to paycheck?
What if I told you that the man browsing the aisle to your left owes more than $8,000 in credit card debt? And the woman on your right has less than $1,000 in savings? See? You’re really not alone. Unfortunately, the vast majority of people who’ve saved too little and borrowed too much will never catch up financially. Why? Because they don’t know how.

You can start late and finish rich—but you need a plan.

This book contains the plan. It’s inspiring, easy to follow, and is based on proven financial principles. Building a secure financial future for yourself isn’t something you can do overnight. It will take time and it will take work. But you can do it. I know. I’ve helped millions of people get their financial lives together—and I can help you. Spend a few hours with me—and let me challenge you. Give me a chance to become your coach.

Just because you started late doesn’t mean you are doomed to an uncertain future. Whether you’re in your thirties, forties, fifties, or beyond, there is still time to turn things around. It’s never too late to live and finish rich. All it takes is the decision to start.

Is it too late for me to get rich? Over and over, people share their fears with David Bach, America’s leading money coach and the number-one national best-selling author of The Automatic Millionaire. “If only I had started saving when I was younger!” they say. “Is there any hope for me?”

There IS hope, and help is here at last! In Start Late, Finish Rich, David Bach takes the “Finish Rich” wisdom that has already helped millions of people and tailors it specifically to all of us who forgot to save, procrastinated, or got sidetracked by life’s unexpected challenges.

Whether you are in your thirties, forties, fifties, or even older, Bach shows that you really can start late and still live and finish rich – and you can get your plan in place fast. In a motivating, swift read you learn how to ramp up the road to financial security with the principles of spend less, save more, make more – and most important, LIVE MORE. And he gives you the time tested plan to do it.

The Start Late, Finish Rich promise is bold and clear: Even if you are buried in debt – there is still hope. You can get rich in real estate – by starting small. Find your “Latte Factor” – and turbo charge it to save money you didn’t know you had. You can start a business on the side – while you keep your old job and continue earning a paycheck. You can spend less, save more and make more – and it doesn’t have to hurt.

David Bach gives you step-by-step instructions, worksheets, phone numbers and website addresses --everything you need to put your Start Late plan into place right away. And he shares the stories of ordinary Americans who have turned their lives around, at thirty, forty, fifty, even sixty years of age, and are now financially free. They did it, and now it’s your turn. With David Bach at your side, it’s never too late to change your financial destiny. It’s never too late to live your dreams. It’s never too late to be free.

Price: $14.95


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Pricing: You're Probably Doing It Wrong



Do you run a service business? Your obsession with time may be messing with your pricing and seriously limiting how much you make, argues a new ebook from FreshBooks. Whether you’re a dog walker or a designer, your approach to pricing is probably pretty similar, at least if you’re relatively new to the game. Most likely you take a look at your costs, figure out what you need to cover them and then add a bit on top for what seems like a reasonable profit and present the final product of these calculations to prospective clients as a daily or hourly rate.

It’s a tried and true method, but it’s probably costing you a bucketload of money and creating schedule feast or famine -- periods where you stress through the lean times and run like a lunatic in the busy ones -- according to a new ebook titled Breaking the Time Barrier from online accounting company FreshBooks.


The book, which is a quick read, follows the trials and tribulations of a fictional website designer named Steve who’s struggling to make a healthy living as a freelancer. He enlists the help of a more experienced and successful designer named Karen, who acts as a sort of pricing Yoda, guiding Steve to discover his potential as a high earner and acting as an oracle to dispense FreshBooks' wisdom. What’s her central insight?

Quit all that obsessing about time and focus on value instead. Your clients, Karen insists, don’t really care how long it take you to do something; they care about the value it creates for them. Focusing on clock watching isn’t just limiting your income, it’s also downright selfish.

"I look at pricing from [my clients’] point of view,” she tells young padawan Steve in the book. "They don’t hire me to design a website for the sake of designing a website. They hire me to design a website that’s going to help them grow their business. I find when I look at it like that--from their perspective--it’s clear I’m not  selling time. Instead, I’m selling a solution that is going to make an impact for my client and achieve some business objective."

By having an in-depth conversation with prospects about what they’re trying to achieve and really listening to their goals, you can set value-based prices that are higher for you and also deliver more for the client, ideally, offering clients a menu of options to help them reach their objectives.

Getting hard numbers for your clients’ goals is best, Karen tells Steve. If you can get a prospect to tell you they’re looking to gain an additional $100,000 in revenue based on your work, you’re more likely to get them to agree to pay you $20,000 for it. If you thought about the project in terms of hours, perhaps you’d charge a tenth of that, she warns.

Increase your income by a factor of ten is, of course, awesome for you, but its not bad for the client either -- they may be paying more but they’re much more likely to get greater value for their dollars. "Selling hours actually creates a conflict of interest," according to Karen. "It puts you and the client on opposite sides of the table. If you’re selling hours, it’s in your best interest to take longer, to bill more hours. But your client is interested in getting solutions that work as promptly as possible," she argues. "Clients don’t care about our costs. They care about the value we create for them, so that’s what we should be asking them to pay for."

Of course, this approach doesn’t work for everyone, pricing guru Karen concedes. “When I started out I charged  an hourly rate and I think hourly rates make sense for someone just starting out, someone with little experience and limited skill,” FreshBooks has her tell Steve. "But over time... you begin to outgrow the cost-plus pricing model of charging by the hour. So if you stay with that pricing model, you’ll find it very limiting," she adds.

But that’s not the only potential stumbling block to value-based pricing. How do you handle clients that push back against the idea of paying for value? What do you do if your skills aren’t broad enough to meet the client’s fundamental objectives? How can you change your image from a gun for hire to a collaborative partner in solving a client’s problems? And how do you price small jobs and routine maintenance?



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James Bond 007 for Men 5.0 oz Shower Gel



Besides 'license to kill' James Bond has his disarming fragrance starting from 2012. Eon Productions, in charge of all James Bond movies and Procter & Gamble Co. have launched a new, aromatic-fougere fragrance that brings us back to the 60es. The new fragrance James Bond 007 also celebrates 50 years of James Bond film franchise and announced 23rd Bond movie "Skyfall" expected in cinemas in November 2012.James Bond 007, masculine fragrance of the famous hero with its retro, aromatic-fougere composition is created with notes of fresh apples, cardamom, sandalwood, vetiver, lavender, coumarin and moss. This accentuated combination of aroma of ferns and moss gives a unique seal to the new men's edition.

Price: $25.00


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Say Goodbye to the Taped Interview



Your ideas are fresh and your team is top-notch, but you still aren't attracting investors. Perhaps it's time to brush up on your interview skills. The Automated Conversation coacH (nicknamed MACH) might be able to help. Developed by the Massachusetts Institute of Technology, the robot functions as a career coach, giving mock interviews while monitoring facial expressions and prosody (speech pattern and intonation) to see where participants need to improve. Such feedback might include the number of times an interviewer paused or turned to crutch phrases like "you know." 

Shortly after MACH was designed, researchers tested it on 90 students. After lumping them in three groups--one that watched a taped interview, another that used MACH and watched a taped interview, and a third that received feedback from MACH, the video, and an interview coach--they found the latter group made the most strides. Soon small business owners will be able to reap the same benefits via desktop--all they'll need is a camera and microphone. MACH's software will arrive on mobile platforms shortly.


Beyond pinpointing areas in need of improvement, MACH can help entrepreneurs gain an edge over the competition. It'll do so by gauging reactions to interviewers of the opposite sex and see how they fare when asked certain questions. Eventually MACH will analyze sentiment and how well a respondent explained a topic. 


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Start Your Own Business, Fifth Edition: The Only Start-Up Book You'll Ever Need



Tap into more than 30 years of small business expertise as you embark on the most game-changing journey of your life ? your new business. This unmatched guide - the best-selling business startup book of all time - offers critical startup essentials and a current, comprehensive view of what it takes to survive the crucial first three years, giving your exactly what you need to survive and succeed. Plus, you’ll get advice and insight from experts and practicing entrepreneurs, all offering common-sense approaches and solutions to a wide range of challenges. ? Pin point your target market ? Uncover creative financing for startup and growth ? Use online resources to streamline your business plan ? Learn the secrets of successful marketing ? Discover digital and social media tools and how to use them ? Take advantage of hundreds of resources ? Receive vital forms, worksheets and checklists From startup to retirement, millions of entrepreneurs and small business owners have trusted Entrepreneur to point them in the right direction. We’ll teach you the secrets of the winners, and give you exactly what you need to lay the groundwork for success.

Price: $24.95


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Should You Join a Start-Up Accelerator?



Last month was Demo Day for Techstars Boston. I love Techstars Demo Days for many reasons, not the least of which is the amazing community that gathers to hear the brief, well-rehearsed pitches from the various start-ups who have spent months planning for this big event. As accelerators like Techstars gain in popularity, many entrepreneurs wonder whether they should be applying and, if admitted, joining an accelerator and when they shouldn't.  I get this question a lot from my students, particularly as they're graduating and scrambling to figure out where they should start their company, how to raise capital and whether an accelerator is right for them.  


Here are a few guidelines that I would think about if I were an entrepreneur making such a decisions. First, broadly speaking, accelerators serve a very valuable role in the entrepreneurial ecosystem.  In many ways, as Eugene Chung of Techstars NY points out, they are like finishing schools for entrpreneurs.  Like a college, there is a rigorous admissions process.  And once admitted, the participant receives an extraordinarily rich education, in this case in the field of entrepreneurship.  Also like college, the best accelerators represent valuable networks, where your "classmates" and even other alumni as well as boosters all become a part of your professional support system.  


Finally, the brand of the network will always be associated with your brand.  Dropbox and Airbnb will always be known as "Y Combinator companies", which initially helped buttress their brand, and more in more is helping enhance the Y Combinator brand. So with that in mind, here are a few reasons when I think an accelerator is a great choice for the entrepreneur:


• Outsiders to the Entrepreneurial Community.  You are early in your entrepreneurial career and want to super-charge your entrepreneurial network.  To be clear, this is not a comment about age - you might be in your 50s and new to entrepreneurship.  But, as Launchpad LA's Sam Teller observes, "Across the board, accelerators provide one key value:  dramatically expanding your network."


• Outsiders to the Particular Community.  Every major innovation hub in the world now has an accelerator and most have numerous (Boston alone has over a dozen).  If you are from outside that particular community, the accelerator is an amazing way to build a network in that particular city.  As Brad Feld points out in his book on innovation ecosystems, there is tremendous power in being connected to a hyper-local, dense entrepreneurial ecosystem.  Accelerators are magnets for the leaders in a given community - at Techstars Demo Days, it's always a "who's who" of that particular community.  The quality of the mentors at the many events and one-on-one sessions over the are course of the program is outstanding - typically, you can't get access to these people any other way.


• New to Fundraising.  Accelerators pride themselves, and often measure themselves, on their ability to help their graduates raise capital.  For example, across nineteen Techstars classes in its four year history, over 70% of all Techstars graduates have raised capital (Techstars publishes an amazing chart that lists every company in every class and their fundraising status as well as employee count).  If you don't have existing relationships with investors, accelerators are great ways to establish instant credibility and an instant network.


That said, not all accelerators are created equal.  Just like with a college, your personal and professional brand will always be associated with that particular accelerator, so choose wisely.  Some accelerators specialize in certain domains (e.g., Rock Health for healthcare or Learn Launch for edtech).  Others have stronger reputations for fundraising vs. product development.


If you want to get a sense of the quality of the particular accelerator you are considering, you should ask around about them - graduates, senior entrepreneurs, VCs, start-up lawyers, bankers and accounting firms will all have their opinions.  One tech reporter, Frank Gruber, publishes an annual ranking of accelerators that is pretty good, although it leaves out hybrid organizations that aren't technically accelerators, like Boston's Mass Challenge (which is a contest) and NYC's First Growth Venture Network (which doesn't take any equity).


Accelerators are thus not for everyone.  If you are already well-connected to a particular entrepreneurial community, have a entrepreneurial track record and network, and are comfortable with your fundraising skills and relationships, then an accelerator probably isn't worth it for you.  But if those attributes don't describe you as an entrepreneur, an accelerator may be an excellent choice.



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