Veterans May 2016 franchising usa 4#7 2

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Veterans in Franchising may 2016

www.franchisingusamagazine.com

Clayton Kendall

Helps Military Branches with Branding Efforts

receiving and using

award recognition Franchising USA

SAME DRIVE. DIFFERENT BATTLEFIELD. TAKE THE NEXT STEP > VETFRAN.COM OFFERING FINANCIAL SUPPORT, TRAINING & MENTORSHIP Veterans interested in franchising can take their skills learned in the military to successfully own and develop small businesses. Learn more and support veterans in franchising at www.vetfran.com.

• 650 franchise companies participating • 151,000 veterans and their spouses found careers in the franchise industry • 5,100 veteran franchise owners

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V eterans in F ranchisin g S upplement may 2 0 1 6 Our Veterans in Franchising special supplement has become a regular feature of Franchising USA. To share your story in the next issue, please contact Vikki Bradbury, Publisher Phone: 778 426 2446 Email: vikki@cgbpublishing.com

Contents On the Cover

News & Expert Advice

Clayton Kendall Inc.

68 Receiving and Using Award Recognition Darcella K. Craven, Veterans Business Resource

Cover Story 62 Clayton Kendall Inc. Helps Military

Branches with Branding Efforts

Profiles

Center

Franchisor in Depth 70 Papa John’s Pizza 72 Sport Clips

64 The UPS Store 66 JDOG Junk

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V e t erans in Franchising

C over S tor y - Clay ton Kendall Inc.

Clayton Kendal

Helps Military Bran with Branding Effor Not only does Clayton Kendall Inc. enjoy supporting and working with veterans, the company has also worked with branches of the military to help them with their branding efforts.

Clayton Kendall has teamed up with both the United States Navy and the Naval Criminal Investigative Service, assisting them with their print and branding programs.

Broudy said, “Clayton Kendall appreciates its military clients and employees alike. We have a lot of veterans working here,” he said. “It’s nice when you can help somebody out who has a military background.

Typically, they’re proficient, and

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ll Inc.

nches rts

disciplined. They come to work on time and they have great work ethic and a great attitude.” Although the company doesn’t target veterans when hiring, military experience is seen as a plus for employees to have.

The business has been helping its military, franchise and corporate clients since 1999, making life easier for them, as dealing with Clayton Kendall means not having to go to several different places to get their print and other marketing materials. Businesses often have to go to a signage vendor for signage and to a screen printing shop for branded clothing, Broudy explained. A Clayton Kendall store allows clients to utilize a single source for all their branding needs. “It’s far easier to manage one vendor than it is to manage eight or nine,” Broudy pointed out.

Clayton Kendall uses its own proprietary online store technology, to create a customized environment for each of its client communities, so everyone in those communities can order all their printed material, signage, uniforms, marketing collateral, with consistent branding.

“Locations all over the country can log in and see specifically what they’re supposed to see based on their permission group,” Co-founder and CEO Daniel Broudy

said in a recent interview. For example, a franchisee in San Diego, CA and one in Jacksonville, FL can both sign into the customized online Clayton Kendall store and they’ll each see the branded products they need tailored to their own regions, price points, and permission groups.

The online store will show them all the products, pricing, and artwork/disclaimers that are available to them in that region.

Keeping Things Consistent With Clayton Kendall’s help, clients can ensure branding stays consistent across an entire brand platform. Clayton Kendall provides clients with brand consistency, because they don’t have so many different places printing their branded materials, the CEO said. All artwork is managed by the same graphic design team, and the substrates are consistent as well.

In addition to that, dealing with Clayton Kendall makes it easier to leverage their spend and stay within budget. Clients have one login, one place to find everything they need and they know that everything they order is going to be of the same high quality.

Clients of Clayton Kendall can download a variety of reports about what their individual locations are ordering from their online store. This enables clients to

easily keep track of marketing trends and what works best in any given region of the country. Clients can proofread the artwork for all their branded items online, track orders and manage budgets, all through their Clayton Kendall online store.

Clayton Kendall Inc., a family business, has 120 employees at its Pittsburgh headquarters as well as 25 employees internationally. The company also has distribution centers in Phoenix, AZ; Honolulu, HI; Toronto, ON and Melbourne, Australia. Clayton Kendall does embroidery, screen printing, paper printing, laser engraving, signage, graphic design, merchandising, web development and logistics in house.

All web stores are custom built based on each individual client’s needs. “Our websites are constantly evolving to improve the user experience. It’s this attention to client needs coupled with proprietary technology that sets Clayton Kendall apart from its competition,” Broudy opined.

Whether serving branches of the military, major franchises or multi-location corporate clients, Clayton Kendall Inc. makes brand cohesion easy, affordable and adaptable. www.claytonkendall.com

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V e t erans in Franchising

T he U PS S tore

Veterans Show Strong Propensity for Small Business Ownership as a Second Career 63 Percent of Service Members Looking to Start a Small Business Consider Franchising Nearly nine in 10 veterans and active duty service members expect to have a second career after they separate from the military, according to a recent survey* conducted by The UPS Store®.

With a strong desire to be their own boss, service members are interested in applying the skills they learned in the military toward owning a business. In fact, of those surveyed, 63 percent who envisioned a second career as a small business owner considered owning a franchise. Some other notable survey results: • 54 percent of service members feel confident that the skills they gained while in the military will help them be successful in the civilian world.

• 68 percent of service members feel that training would help them overcome their concerns about transitioning to the civilian workforce.

• When choosing a second career, service members are looking for companies that are supportive of veterans and help them achieve work-life balance.

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• Top qualities service members believe they can bring to the workforce include leadership (80 percent), hard work ethic (73 percent), the ability to work under pressure (73 percent) and the ability to work as part of a team (70 percent.)

“The skills veterans develop through their military experience, such as leadership, work ethic and discipline, are integral to pursuing a second career,” said Tim Davis, president of The UPS Store, Inc. and former U.S. Marine Corps captain and Gulf War Veteran. “The UPS Store franchise allows veterans to apply these skills to manage and run their own business. We are proud to support veterans and help fulfill their aspirations to be successful business owners.”

More than 200 veterans have already chosen to become their own boss with The UPS Store, applying the leadership and teamwork skills they learned in the

“More than 200 veterans have already chosen to become their own boss with The UPS Store, applying the leadership and teamwork skills they learned in the military to open and run their own UPS Store franchise.” military to open and run their own UPS Store franchise.

UPS Store location and 50 percent off the initial application fee.

As participants in the Veterans Transition Franchise Initiative (VetFran), a cooperation of the U.S. Department of Veterans Affairs, the Veterans Corporation and the U.S. Small Business Administration, The UPS Store’s franchising opportunities allow veterans the opportunity to fulfil their desire for a second career.

theupsstorefranchise.com

Qualifying veterans receive $10,000 off the franchise fee for opening a new The

*The results of the survey are based on an online survey conducted October 6-9, 2015 by The UPS

Store, Inc., franchisor of The UPS Store network, with members of the military. The online survey

was conducted with 500 members of the military,

including 250 active duty service men and women, and 250 veterans. The UPS Store, Inc. strives to

include accurate and up-to-date Information but makes no claims, promises or guarantees about the accuracy, completeness, or adequacy of the

information or survey results provided herein; the information is provided on an “as is” basis.

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JDog Junk RESPECT

INTEGRITY

Why JDog? Welcome to JDog Junk Removal and Hauling! You are currently transitioning to a new career path and also a new life style. If you are interested in more than just a corporate 9 to 5 and the typical civilian work life, JDog has another option for you. When you join JDog you are once again part of an organization that shares the ethos of brotherhood that you lived for years. From the staff at Headquarters to your fellow JDog team members, you will be interacting with others that were once your brothers and sisters in arms.

Respect, Integrity and Trust is the motto we do business by and we ensure you receive the best training and support through our experienced team of staff, advisors and JDog team members.

Throughout this pocess, JDog will be here to guide you through the steps of starting your own business. Contact us now at WWW. JDOG.COM or give us a call at 844-GET-JDOG to learn more! We look forward to you joining the JDog Family, giving you the oportunity to be your own boss and continue to be part of the community you have thrived in.

Over 54 Locations Nationwide

TRUST

High Income Opportunity Low Startup Cost Simple to Operate Unlimited Demand

• AMERICAN OWNED • VETERAN OPERATED • Franchising USA

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Removal & Hauling Business

Opportunities

Who is JDog for? JDog is for those with an outgoing personality who enjoy marketing and interacting with people. We are firm believers that our JDog team members will spend more time guerilla marketing, compiling leads, networking and promoting the business than they will hauling junk.

What is JDog? The JDog brand is about feeling great! When you see our camo wrapped trucks and our uniformed service teams you can honk your horn or flash your lights - you’re happy to see our military veterans and family members servicing your community. When our teams enter your home you have the piece of mind that your home and belongings will be respected and you can trust that the price you are quoted is what you’ll pay.

Where is JDog? JDog currently has 54 awarded locations and operating in 24 states throughout the United States. JDog is the only U.S. military veteran brand and our business thesis is based on the notion that when the American consumer is given the choice they will choose to support a Military Veteran owned and operated company.

When is a good opportunity for JDog? Right now! JDog is growing at a rapid rate and expanding into new territories monthly. We have been partnering with Veterans and Veteran family members for over two years and it is a great time to become a part of the JDog Family and start your empire.

locations

FOR VETERANS

BY VETERANS

Why was JDog started? JDog was started to create a highly profitable business model that is easy to operate, has unlimited demand, and a low cost investment. The ability to teach veterans and veteran family members the JDog system allows us to expand strategically and nationally so in turn, more veterans are hired. Our ultimate goal at JDog is to reduce the veteran unemployment rate to under 1%.

WWW.JDOG.COM • 844-GET-JDOG •

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Darcella K. Craven, Veterans Business Resource Center

Receiving and Using Awar Ever wonder how your competitors win all those industry awards and what use they are after the chicken dinner ceremony?

Here is a little secret. Many companies seek out these awards and nominate themselves.

Yes, that is correct.

Outside of an independent agency finding through surveys that the company actually has “high customer satisfaction”, the “best quality item” or the “number one sales team”, companies often have a designated if unofficial “awards seeker” on staff. This person’s job is to identify opportunities for a company to be recognized in a positive light.

Despite the initial reaction, doing this is a good use of company time. Receiving accolades as the “Veteran Small Business of the Year” or “Best Place to Hold a Meeting” can bring a wonderful boost to employee morale, create free, positive public relations and make for great visuals during customer interaction. However, as with all things business, it does depend on what you do with the recognition that determines its value to your business. Here are a few pointers on locating the right honors and extending the value to your company after the pomp and circumstance.

First, dedicate someone in your company (maybe that is you) to spend around 10 – 15 percent of time finding ways to be recognized in the community or industry in which you work. Review competitor’s websites, industry papers and community periodicals to understand what awards are being promoted.

Next, make a table which includes award type, date due, the geographic reach and expectations. Do not limit the awards to the company as an entity alone. Perhaps you wish to recognize individuals inside of the company as well.

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rd Recognition Award Title/Type Small Business of the Year

Date Due January 3

Geographic Influence

Collateral Received

Requirements to Apply

Winner Expectations

Local & Regional (MO, IA, KC)

Comes with plaque, website logo

In business 3 yrs, $50k revenue

Attend dinner in Chicago

There may be other categories depending on your industry

Finally, meet with your team and determine if these requirements are feasible within the timeline required and if they align with your company goals. This may take a few meetings to do. I always suggest stopping after the third meeting if you are unable to come to a consensus to move forward. Perhaps another conversation about company alignment is in order.

If you decide to move forward with the nomination, a good packet is key to landing the recognition. A few tips to grabbing the win: • Re-Read and make sure you understand the criteria for evaluating the recipient.

• Try to identify something that can serve as a theme in the letter that sums up the nominees qualifications. i.e. “strong community ties”.

• Use specific details—numbers, facts, strong examples, anecdotes—to illustrate generalizations.

• Ask another company to nominate your agency or employee. Perhaps that vendor does not realize the importance of a win for you. Just ask. They can only say no.

• If at first you don’t succeed, revise the letter as needed and nominate again at the next opportunity.

The most overlooked tip however, is to nominate others…a lot. One of the best things your company can do to improve your reputation is to be seen as an involved, caring entity in your community. One way to do this, is to

spread the love. If a vendor that you deal with has outstanding customer service, nominate them or the individual. Do this for as many of your vendors or other small businesses that you can afford to spend time doing. When the judges on the review panel handing out the “Best Work Environment” award sees your company name consistently on nomination packets, it will stand out. When they see your name coming in from others, your likelihood of landing that award increases. Every judge I have ever met likes to see a company that is not only “outstanding” but is a good neighbor as well.

Award After Action After you have nailed the award, the real work begins. You should incorporate the win into everything you do.

• Ask the presenting agency for a graphic that can be placed on your company website or letterhead. If they do not have one, create one of your own if you have the capabilities. If not, a simple “Voted Best Place To Work” text will do.

• Hold a company rally, even if that is just around the two desks in the office, and congratulate everyone for their part in making this award happen. Ensure that every employee understands how the win impacts the company’s image.

• Send out a public release to your vendors, customers and media outlets announcing how excited you are about the recognition. Thank the appropriate people and express how you plan on

Darcella K. Craven

continuing to be “the best”. Three quick bullets should do.

• Incorporate the “2016 Best Work Environment” line into every speech of the sales people, executives and receptionist. For the remainder of the year answer the phones “Thank you for calling Space Savers voted Best Work Environment by Carpenter Magazine how may I help you.” Be proud of your accomplishment.

After the year is over, simply add on the year. You can do this for at least two years. I would not suggest more than that besides you will have other accolades to be proud.

To recap. Spend no more than 15 percent of your time going after a specific group of awards. Nominate others and be a good neighbor. Thank the appropriate people after the win. Incorporate the win into your company message. Good luck.

Darcella K Craven is currently the Executive Director of the Veterans Business Resource Center, a non-profit organization dedicated to assisting Honorably Discharged Veterans, National Guard and Reservist and Active Duty personnel and their families with transitioning back into civilian life with starting and expanding businesses. Darcella has been featured in numerous articles for her transition from the military and the welfare system to an accomplished business woman and is actively involved in many civic organizations. www.vetbiz.com

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Papa John’s Piz z a

“The Colonel”

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“The Colonel not only put his heart and soul into his first store, but every penny he had. His goal: To make his one store the best run Papa John’s in the country.”

How does a man go from briefing the Secretary of Defense to flipping Papa John’s Pizzas, to Winning “National Franchisee of the Year”?

Here’s how…

When people walked into the first Papa John’s Pizza in the Washington Metropolitan Area in Sterling, Virginia in 1993, they saw a smiling man standing out of the way, but clearly overseeing the operation. Many wondered, and sometimes even asked, “Is that Papa John?” It wasn’t Papa John, it was Colonel William Freitas and here is his story…

Colonel Freitas, a highly decorated Vietnam Veteran, rose through the officer

ranks of the United States Army after graduating from Colorado State University as a distinguished military graduate. “The Colonel” (as everyone calls him) accepted his commission and was stationed at Fort Knox, Kentucky. He was a Bird Dog pilot in Vietnam in 1967 where he flew Cessna spotters. He returned to Vietnam in 1971 as a Cobra helicopter pilot. He then was selected to command an air cavalry troop in Fort Hood, Texas in 1976, and then a tank battalion in Fort Polk, Louisiana in 1983. A stint at the National War College brought him and his family (his wife Frances and sons Andy and Patrick) to the Washington, DC area in 1985. While in DC, he worked with the Joint Chiefs of Staff as Chief of Conventional War Plans during the Gulf War. Upon retirement from active duty, The Colonel and his eldest son, Andy went to Louisville, Kentucky to research this new franchise opportunity called “Papa John’s”. They found such synergy with their business ethics, practices, food quality, and customer service standards, that their choice became clear. But what really won them over was the great taste of Papa John’s Pizza! They knew they had to be part of this great team and that their lives were changing right then and there.

reinvested every penny made into building more stores, not even taking a pay check for over 5 years.

The Colonel and Andy ran the business with Andy as the company’s first general manager (he now serves as the Chief Operating Officer). His youngest son, Patrick, joined the team as a delivery driver and now serves as Senior Vice President of Operations supervising Papa John’s stores in Montgomery and Prince George’s Counties in Maryland.

By 2015, The Colonel was operating 63 Papa John’s locations throughout Maryland and Virginia.

In 2009, Colonel’s Limited was recognized

by Papa John’s International as “National Franchisee of the Year” – Best of the Best in the USA! For information about Military Veteran Incentives, please visit our website at www.PapaJohns.com or www.VeteransBusinessServices.us.

The Colonel not only put his heart and soul into his first store, but every penny he had. His goal: To make his one store the best run Papa John’s in the country.

He believed in the brand so much that he

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Spor t Clips

Sport Clips Haircuts A Franchise That Supports Our Nation’s Military Veterans

Sport Clips Haircuts is dedicated to supporting our nation’s veterans, and it has been a franchise focus since its founding

by Air Force veteran Gordon Logan. In its 22year history, Logan has been the driving force behind the company’s culture of giving back and supporting those who serve.

Sport Clips is the “Official Haircutter” of the Veterans of Foreign Wars (VFW), offering veterans preferential pricing on haircuts and franchises; and the company has been named as one of the “Best for Vets: Franchises” by Military Times. Sport Clips team members, product partners and clients have contributed almost $4 million to support the VFW Foundation through its “Help A Hero” program to help deployed and hospitalized U.S. service members call home through the VFW’s Operation Uplink™ and to provide scholarships for veterans transitioning to civilian careers.

Sport Clips has supported, and currently supports, numerous veteran services organizations, including the Aleethia

Foundation, which provides nights out at premier restaurants in the Washington, D.C. area for soldiers undergoing treatment/rehab at Bethesda and their families; Honor Flight Network, which provides WWII veterans the opportunity to see the memorials dedicated to their service in our nation’s capital, Arlington National Cemetery and other D.C. sites; Ageless Aviation Dreams Foundation, giving WWII Veterans, who reside in assisted living settings, and their spouses, rides in Stearman biplanes, which many of them trained in during their military careers; and equestrian therapy programs, among other worthwhile programs.

Sport Clips has worked with Wounded Warrior Family Support, building smart

“Sport Clips w has welcome the system as

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“Sport Clips supports, honors and thanks those who have served… truly a win-win for this franchise and our nation’s military veterans.” homes for disabled vets, and the Patriot Foundation, supporting families of Special Forces soldiers killed in action, among other worthwhile programs. The franchise has honored “The Lone Survivor” Marcus Lattrell at its national convention, as well as Medal of Honor recipient Dakota Meyer. Sport Clips is also actively engaged in the International Franchise Association’s VetFran program, and Logan has served as the VetFran program chairman and veteran mentor.

In addition to offering a 20 percent discount off its franchise fee through the VetFran program, Sport Clips’ support structure for veterans is intensive, beginning with orientation in their local area, including one-on-one meetings, telephone support and on-line learning modules to provide a foundation for success. Sport Clips works closely with them to select the best possible location for their store, using an extensive data base of Client Behavior Profiles and connections with national and local real estate developers. And, dedicated care is offered in helping younger veterans at start-up, a critical phase of their franchise career, to help them achieve their goals.

was founded by a veteran and ed more than 50 veterans into s Team Leaders over the past 20 years.”

The three business skills that many veterans need to develop when starting a franchise are accounting/finance skills, team recruitment/development skills, and local marketing skills. Beginning six months before their scheduled store opening, Sport Clips holds weekly phone calls to review its “Store Opening Playbook,” ensuring that all tasks are completed in a timely manner and to answer any questions. The playbook has numerous checklists, which makes it very familiar for veterans.

Closer to the date of their first Sport Clips store opening, an intensive, week-long training program is held at Sport Clips’ headquarters that prepares them for the opening and operation of their first store.

The week prior to and the week after their store opens, Sport Clips has two or more support team members on-site.

After opening, regularly scheduled site visits and telephone “check-ups” are held to ensure everything is operating smoothly. They are then enrolled into the POST Program, which picks up where the Grand Opening programs start to phase out, continuing Sport Clips’ intensive support structure for the next six months.

For any stores not meeting standards of performance and profitability after the first year, Sport Clips provides additional resources to help Team Leaders

(franchisees) get on track. The success of these systems is reflected in Sport Clips’ Continuity Rate: Over the past five years 705 stores opened, of which only five stores have closed… a continuity rate of 98 percent. Currently, Sport Clips has more than 1,500 locations operating across the U.S. and Canada.

Sport Clips was founded by a veteran and has welcomed more than 50 veterans into the system as Team Leaders over the past 20 years. Sport Clips’ support and training systems prove successful over and over, especially for veterans who are uniquely well-suited for a highlystructured franchise environment due to their ability and willingness to adhere to a well-documented system with proven success – exactly what is trained over and over again in the military; understanding and appreciation of the value of teamwork -- in the military the success of the unit depends on the success of each individual, and in many cases trusting your teammate with your life; and overall military training with missions that must be accomplished – failure is not an option.

Sport Clips supports, honors and thanks those who have served…truly a win-win for this franchise and our nation’s military veterans. www.sportclipsfranchise.com

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