Episode Transcript
WEBVTT
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It's time for another episode of the
Franchise Business Radio Show, broadcasting live their
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pro business channel studios in Atlanta,
sponsored by franchise intellect. Knowledge of the
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franchise community for franchise selection. More
Info at franchise intellectcom. Also made possible
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and hard by franchise dot city,
a better way to buy a franchise.
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More Info at franchise dot city.
And France, serve the world's largest franchise
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00:00:26.300 --> 00:00:31.899
consulting and expansion organization. More Info
at Frand servecom. Now here's your host,
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certified franchise consultant, Pamela Curry.
Hello, this is Pamela Curry,
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the host of Franchise Business Radio,
coming to you from the pro business channel
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studios in Atlanta. Just to reminder
for our listeners, the franchise business radio
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show is mission is to have a
platform to bring together franchise professionals to connect,
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educate and collaborate to serve the franchise
community and those considering franchise ownership.
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And today I'm very excited about the
guests that we have on the line,
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and the reason is is because this
is a topic that I frequently bring up
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to many candidates and clients that I'm
working with who are considering franchise ownership,
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and the topic is this. There
is always a performance gap within a franchise
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system and it's very important as a
franchise e to understand why, and that
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is going to be a key topic
that we are going to be exploring today
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with our guest, Scott Greenberg.
I'd like to give a little bit of
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background on Scott and then we'll go
ahead and get into the interview franchise experts.
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Scott Greenberg helps franchise these improve their
leadership skills and grow their business.
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For more than two decades now he
has worked full time as a speaker and
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franchise performance coach, giving presentations in
all fifty states and throughout the world with
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franchise clients that include McDonald's, great
clips, anytime fitness, Windham Hotel Group,
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Remax, smoothie King and countless other
emerging midsize and large franchise organizations.
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Scott specializes in the human elements of
franchise operations. That include franchise Z mindset
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and the brand culture, Employee Management
and coaching, and customer experience and retention,
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all very important in order to be
a successful franchise. Z. Scott,
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is my understanding, for the past
ten years you've been a multi unit
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franchise Z with edible arrangements. Yeah, I've actually sold them a few years
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ago, but for a little over
a decade I had to edible arrangement franchises
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here in southern California whole. But
what a proven track record you had there,
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because in addition to that, you
were you actually built a top rank
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flagship located in Los Angeles. This
my understanding that you acquired a second struggling
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location and made it profitable within the
first year. Yeah, that was the
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real test of what we knew.
Very impressed. Work well, Yep,
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and your operation. You won the
edible arrangements best customer service and manager of
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the reward out of a thousand locations
worldwide. Congratulations to you. Thank you
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very much. And you sold,
like you just said, your enterprise in
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two thousand and fifteen and now today
your focus is full time on speaking,
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coaching and writing for the franchise industry. Scott, it's my understanding that you
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are the author of a new book. Would you like to share the title
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of that book? Well, since
you asked, yes, it's called the
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wealthy franchise game changing steps to becoming
a thriving franchise superstar. Wonderful add and
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obviously you are a vipn contributing writer
for entrepreneurcom. So again, very excited
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to have you on the show and
really looking forward to diving into some of
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these topics and and how we can
help those franchise's in the community be more
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successful. But first things first.
Tell us a little bit about your journey
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and Franchising. Sure, so,
while before ever opening my first edible arrangements,
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I was already a professional speaker.
was sort of more straightforward motivational speaking
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about leadership and resilience and peak performance, and it was going very well,
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but it did mean a lot of
traveling, and so before I knew it
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I was married and we were starting
a family and two things occurred to me.
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Number One, I didn't want to
have to continue to travel as much
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to support my family. There's no
point of supporting a family from not going
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to be with them. So the
intention was never to quit speaking, but
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to maybe kind of downsize the speaking
business a little bit. So that meant
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getting another stream of income. The
other thing was that I thought a lot
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of motivational speakers. They quote other
motivational speakers and they read other books,
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but they haven't actually done anything themselves, and I didn't want to be one
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of those people. I wanted to
be able to be in the the weeds,
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have some real experience and find out
what's really what really works, what's
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true and what our cliches. And
so for me, the idea of opening
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a business was meant for it to
be as much a leadership laboratory as it
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was a stream of income. And
Franchising was appealing because it's more scientifically sound.
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You can look at all these locations
doing the same thing. If I
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could identify the variable that was associated
with performance, well then not only would
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I learned how to grow my business, but I could use it to help
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other people grow theirs. So it's
on airline magazine ad for edible arrangements and
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before I knew it I was on
a plane for a discovery day and started
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writing lots of checks and citing an
agreement and began a tenure journey in the
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franchise world while still speaking, and
then that evolved into franchise speaking. So
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suddenly I was exposed to a lot
of other franchise brands and I always interview
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franchise's before I speak, get their
conferences, and so I've met a lot
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of franchise's and I've identified the patterns
of the best of them, and that's
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what all my work is about,
understanding what makes top franchise so great and
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how we can replicate their performance.
Very cold identified the patterns and I want
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to talk about that as well.
But before we do, you read the
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book the wealthy franchise. What is
the wealthy franchise? Well, there I
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define it in three ways. Obviously
you know there's a hook in the title,
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because what franchise doesn't want to make
money and get wealthy? But there's
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a little more two of than that. So in chapter one I explain there's
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three criteria to be a wealthy franchise. The first one is that you're making
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good money for the investment that you've
made. Now, how much is good
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money depends on you know where you
live and what your expectations are, but
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ideally you feel good about how much
money you had in your pocket a dinner
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compared to breakfast. So you should
be getting a good financial turn in your
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investment. The second thing is is
your time. You might have two franchise
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these are both making a hundred thousand
dollars, but if one's doing it working
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twenty hours a week and the others
working eighty hours a week, they're not
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the same. So the second criteria
is that you're not a slave to your
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business, so you're in control of
your time. And the third one is
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quality of life. I've met some
people who hate their business and every day
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they wake up and they're just sick
to their stomach at the idea of having
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to have this in their lives,
and so I don't think we should live
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that way. So I've met a
lot of franchise's or making good money who
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have balanced there, in control their
time, and having your business makes our
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lives better. So you have to
check all three boxes to meet my definition
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of being a wealthy franchise but many
people do and it's truly something as possible
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to achieve. I like that return
on investment money, time, being in
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control of your time and quality of
life. Definitely, Yep, I think
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they're really important. And you know, the problem is those things aren't reflected
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in the profit last statement. When
you look at the expenses, it tells
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you financially how much the revenues cost, but it doesn't show how many little
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lygue games and ballet recitals you missed
and how many arguments you had with your
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spouse because you're so stressed out from
the day. But those are costs of
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running a franchise, and so I
really think that all three of those criteria
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are important to have longevity as a
franchise. Very good plaint yeah, a
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business is not just about the money. There are a lot of other variables
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that have to be taken in consider
into consideration. With with that being said,
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what what do you think? So
are sort of, I guess,
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what I would consider to be the
miss about why some franchisees succeed. We
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defunks some miss out there. It's
such an important thing to talk about because,
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you everyone is, you know,
calling and looking at the top franchise's
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to kind of replicate what they're doing. The problem is is we make a
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lot of assumptions about them or ask, you know, the wrong questions and
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honestly, a lot of wealthy franchisees
themselves don't know why they're successful. You
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know, if you talking them off
in the conversations are disappointing. I you
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know, I was hosting a awards
banquet for a franchise system they have fied
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from brands and their best franchise.
These run stage and I asked each one,
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Hey, what did you do the
last year that nable to succeed,
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and they said things like well,
we do a lot of marketing, we
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treat our employees well, we go
out in the community. I mean,
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who isn't doing those things? That's
not the secret to success, that's the
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prerequisite. They themselves didn't know why
they were successful, but I could tell
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from talking to them it was something
much more rooted in the human element that
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they bring their business well, because
we don't look at those things, we
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make assumptions about why they successful and
often we're wrong and so we don't replicate
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the right thing. So the most
common incorrect assumptions. The first one is
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location. We look at a great
franchise and say, well, they just
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have a terrific location. People would
sometimes say that about my first edible arrangements.
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It was just outside of Beverly Hills. So the what people envisioned was
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that we'd all these, you know, millionaires who are lined up outside with
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stacks of Benjamin's to, you know, blow their money and fruit arrangements.
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That wasn't our customer base. And
and those people didn't get wealthy by,
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you know, blowing all their money. They didn't look at our customer service
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or other things that we were doing. What I learned from many and interviewing
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some of these great franchise's as most
of them have adequate locations, but they
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make them great through higher levels of
service and providing a great experience. And
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I met, you know, in
every franchise brand has stories of people who
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took over struggle locations and turn them
around. So wellthy Franchisees and they expand.
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Very often they buy very mediocre locations, but they make them great.
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So look at it. So if
you have a great location, it certainly
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it can help. You want to
fish with a fish are right. You
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want to be closed to the right
demographic and have exposure, but sometimes those
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locations aren't available or they're not affordable. So a good enough location is good
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enough, and wealthy franchisees prove this
every day. That's the first myth.
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Second Myth is that their slaves their
business, that they just live there,
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they have you know, that they
are just work day and night at two
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seven that's just not true. These
great franchise's why you interviewed in right about
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they take vacations and they go to
their daughters, you know, Volleyball Games
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and their home for dinner and they
have time to run multiple locations. The
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people who I meet who have sixty
businesses, they don't have any more hours
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in the day than someone who just
has one. So they don't work hard
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as much as they work smart.
So that is a myth that they have
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to be slaves their business. Many
franchise think franchisees think the top people they
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will they have a lot of business
experience or a lot of formal education.
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If you have business experience where you've
learned about marketing or motivating employees or book
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keeping, these are transferable skills.
But I mean a lot of Franchisees who
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don't have that. And some franchise
ors told me they don't like people who
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have a whole lot of business experience
because those people have a harder time letting
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go of what they know and embracing
the system. So there really isn't a
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lot of correlation between someone who has
a lot of experience doing something else and
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succeeding in Franchising. And the same
thing with the formal education. I recently
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went on a college visit with my
son and we met with a professor and
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their business department and she showed us
a list of all the classes he would
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take if he majored in business,
and the first thing was like statistics,
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and there's a lot of other things
that were very academic, very theoretical,
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and those classes have value, they're
just not going to prepare you for running
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a franchise business. And so so
I thought plenty of people have, you
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know, maybe they're just high school
graduates or maybe the first thing they've ever
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did, you know, the college, was they were a manager of a,
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you know, a franchise and eventually
bought one themselves. So you don't
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necessarily have to have a ton of
experience a lot of education to succeed in
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Franchising. The final meth I like
to discuss is that you have to have
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a passion for the business. I
ran to edible arrangements franchises. We did
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very well, but Pamela at to
make a confession. I'm not especially excited
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by fruit. I wouldn't say I
jumped out of bed in the morning thinking
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about apples and strawberries. It's fine
now. What I did like, though,
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is this was the celebration aspect,
helping people celebrate important occasions. That
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I thought was cool. I think
you have to appreciate and love something about
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the business, but it doesn't mean
you have to be passionate about frozen yogurt
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or senior inhome care or test control
in order to be successful at those businesses.
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So so, anyway, there's a
lot of myths that are out there
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and I think it's important we look
beyond them so we can replicate the right
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things so we can get the same
results. Wow, well set on a
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lot of different fronts and I really
like what you said about, I guess,
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myth number one. A good location
is good enough, and that's why
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we see so many situations, and
you purse experience this, where there might
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be a distressed location but then a
new operator, a franchise Z, comes
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in and is able to turn it
around. If it happens all the time.
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There was a franchise Z who from
the UPS store massive franchise system.
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He's had five locations. Twice he
bought struggle locations that were very their geography
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is very mediocre. One of them
was two doors down from ESTHETEX office store.
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So the biggest competition was right there
on both in separate occasions, both
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locations. He made them the number
one store in the entire UPS store system.
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Yep, through great through great customer
service. Every franchise brand has these
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stories like that and and I'm I
that kind of makes me think of the
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next question. But I do want
to just point out the passion piece.
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You're Dune Debunk that fourth myth we
were just talking about. There are a
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lot of business products are services that, like you said, really is the
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not maybe what you exactly get excited
about. Right, martial cleaning, painting,
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I mean these things aren't exactly what
you might get excited about. Maybe
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it's not the product for service,
but there's an element we within that business
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model that you can get passionate about, whether it is, like you said,
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the celebration of what you're offering or
the creation of jobs. So there
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are different elements with in a business
that you can really get passionate about.
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So I just I just had to
point that out because I really like that
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point that you've made. Did I
catch that accurately? Go ahead and Oh,
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I just said did I capture that
accurately? Yeah, yeah, it's
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really true, and you're expecific examples
or we're right on as well. I
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met some Franchisees who they really like
the idea of taking an employee who is
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otherwise struggling in life and giving the
place to learn and grow. Nothing to
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do with a product, service or
solution, they so it's more about the
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idea of managing people and that was
something, especially as a, you know,
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motivational speaker, that's something I really
loved, as well as really bringing
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out the best in a team.
That got me excited. We both gets
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okay, but helping people perform at
a higher level that's my jam. So
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I was able to get that for
my business. So I mean, so
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based upon this, you know what
you think I mean. You know there
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are certain operators they are taking distress
situations turning around, making them top performing
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locations, and then you have the
opposite. So what what are the biggest
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struggles you're seeing holding franchise's back?
Again? It's such an important question and
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I now worked with so many brands
and I meant so many franchise these and
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I see these patterns and what I've
narrowed it down to we have these three
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main factors that impact how our business
is performed. The first is everything circumstantial.
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That's the economy, it's the competition, it's the pandemic, things we
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don't control, but we love to
blame them because if it's circumstantial, hey,
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it's not my fault, right.
So so there's that. And and
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circumstances are real, but they usually
don't tell the whole story because there's other
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franchise these in the same circumstances who
are still doing okay. So what most
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people focus on is the second factor, which is everything operational. That's our
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policies and our procedures and our recipes, and this all the things we pay
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our franchise or to show us,
and that's tangible. People like it because
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they can stay busy, because they
don't didn't realize it's sometimes busy isn't productive
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activity. Isn't productivity? Now,
operations a matter a lot, but what's
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interesting about a franchise is you can
a lot of people working equally hard doing
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the same thing, but still there's
that performance gap, and the reason is
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because of this third factor. In
this is where I see most struggles take
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places under the third umbrella, and
that's everything human. So it's the franchise
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these mindset, it's their ability to
inspire other people, their social skills,
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their ability to delight customers, their
ability to create a harmonious relationship with the
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franchise or so all that human stuff
that directly impacts how we execute operations,
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because marketing isn't just about advertising,
it's about patients, and managing employees isn't
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just about directing work, it's about
inspiring and developing people. And customer service
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can't just be about a transaction.
It's got to be that a connection and
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knowing how to make people feel good, because they remember what they feel more
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than what they got. Those are
all human factors. So when franchise ors
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called me to speak at their conventions
and I ask them what he's struggling with?
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How do you want to help your
franchise's, their concerns are almost always
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rooted in something human. It might
be a resistant resistance to change, or
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there might be trust issues, or
they're very busy but they're not necessarily productive
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because there's fear. It's all that
kind of stuff and when I coach franchise's
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it's the same thing. Usually it's
not. It's less what they it less
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an issue about what they know and
it's more about how they feel. So
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what I try to focus on,
or these three areas where I see most
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problems, it's how the franchise thinks, how the franchise leads and how the
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franchise serves. And Franchise ors don't
always get into that. There too basic
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teaching them how to make frozen yogurt
and how to sell senior you know,
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in home care hours and focusing on
the products and the services in the solutions.
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They don't focus as much on the
human side, and that's where a
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franchise struggle, particularly when it comes
to managing employees. Every franchise or is
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afraid of being called a joint employers
usually pretty hands off when it comes to
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helping franchise these lead people better.
So usually most of them don't really know
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how to do it. So that's
a narrow where I see them struggle as
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well. Yeah, that Tad that
element. Think Ley serves and you know
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what's you're makes me think of two
thousand and twenty. You know this.
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That was a very interesting time and
a very pipe bipolar environment and a lot
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of fear crept in and I really
found that everyone responded to it differently,
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franchise words and Franchisees. Some figured
out ways to pivot and thrive and manage
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to it and others just froze.
So it's so true. PAMMA was interesting.
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If you know, I was actually
interviewed on somewhere else and the before
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the interview the person said to me, I'm going to be asking you you
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know what brands are pivoting the most, what brands are doing better, and
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we have the conversation. I said, honestly, I would think more interesting
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is within brands, what's the difference
between franchise's were struggling and those who are
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thriving? And all the virtual presentations
that I've done, and I've done a
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few live presentations to see if you
can believe it, but especially the virtual
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ones, what the franchise ords are
telling me is we had an initial drop
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in business, but then we made
some changes and some franchise these are embracing
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them and now we're doing better than
ever, and others are still paralyzed and
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they aren't doing it. And so
it gets back to those human are things
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where we really do have control but
again, that's where so many people struggle.
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So what are some other main things
that the wealthy franchise? He does
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that enables them to succeed. So
I there identified three categories, three main
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areas that are just make all the
difference in the world. So the first
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thing that they do is they're really
good at keeping a clear head. They
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have the same emotions and the same
crazy thoughts as the rest of us.
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You know, they can catastrophize and
they can be fearful and they or human
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beings, they're going to react.
But they're really good at catching themselves having
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some thoughts that aren't clear or catching
themselves seeming emotional, and so they stop,
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they breathe, they meditate, they
take a walk. They're good at
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centering themselves to make sure that their
decisions are made based on data and information
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and on a clear perspective rather than
emotion. And so what that means is
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not only did not give in to
negativity and fear, they also don't give
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in too much to hope and optimism
and, you know, rose colored lenses,
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because we can make some pretty bad
decisions just based on positivity. So
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the way I look at the wealthy
franchise doesn't see the glasses half full or
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half empty. They see the glasses
having four ounces of liquid, you know,
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if they approach it objectively, and
they make their decisions from that point
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of clarity. So that's the first
thing. The second thing that I've noticed,
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and this is hard to talk about
with franchise's, but wealthy franchise's really
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do stick to the system and that's
what I encourage franchise's to do. And
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Franchise these have an independent spirit.
They don't like being held, you know,
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to you know, be compliant,
be held the standards. But the
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reality is we've outsourced the innovation,
the creativity, the research and development the
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franchise or our job as franchise's is
to execute. So if you have a
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franchise or that has a proven model
and they've replicated it, you you're going
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to mitigate risk by just sticking to
that system. Soon as you deviate,
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your exposing yourself that risk you paid
to mitigate. So you know, edible
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arrangements. I occasionally would disagree.
I disagreed with them when I came out
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with a perfect pair. I knew
that would be a disaster, and it
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was. I disagreed when they came
out with chocolate cover bananas, it was
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a huge hit. When I disagreed
with them, I was right about twenty
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percent of the time and I realized
if I'm willing to sail with them twenty
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percent of the time, I could
succeed with them eighty percent of the time,
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and that was pretty good batting average. Yeah, so I'd so really.
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I just what I've noticed is I've
never met a great franchise who said,
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yeah, I got rich by deviating
from the system. They partner well
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to franchise or they're engage and they
stay with them the model. Very good
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point. The third thing is that
they use their business to improve the lives
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of everyone it touches. They generally
want to use their products and services and
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solutions to enhance the lives of everyone, whether it's, you know, taking
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their employees really trying to improve their
lives and developing them, developing their skills
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and making them leaders, whether it's
not just selling a product, service or
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solution to a customer but really trying
to enhance their emotional state to make them
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feel good. And they don't just
serve their community, they don't just,
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you know, sell their products to
their communities. They really serve their communities.
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They're active, they donate time,
they donate stuff, they they market
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via cause marketing. They really see
themselves as members of the community making it
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better. And when you put all
that value out in the world, there's
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a boomerang effect, whether it's more
loyal employees, more loyal and repeat customers
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who do your marketing for you,
or a community that's always there for you
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and sending customers your way. There's
a there's a boomerang effect there. So
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it's one of the things that I
observed from all these great franchisees or a
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profile in the book. All of
them are active in their communities via their
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businesses. So they keep a clear
head. They stick the system and the
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user businesses to improve the lives of
others. That truly is the winning formula.
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I like all that it. Yeah, it's kind of goes back to
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that human element, that third one
you had, the thinks, leads and
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as well serves. Right, that
kind of falls or integrates with that as
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well. Yeah, and the average, typical franchise they just stay busy.
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Yeah, they just there the transaction
business. They work hard, they work
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long, they they're busy. So
they think that they're doing all the right
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things and really they're just they're busy
and they're active. They're not proactive,
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they're not, you know, growing
their business. So how how did you
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approach and go about writing your book? Well, you know, the book
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was result of, you know,
many years of studying these things, applying
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in my own businesses and giving all
these presentations and, you know, for
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years people kept saying, Hey,
do you have a book? When is
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your book coming out? And so
it was nice that there was a demand
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for it that was already there.
So a lot of it were based on
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things I already knew, but it
didn't just want it to be from my
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perspective. So I over the years
I've made notes of some really amazing top
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ranked franchise's. So I've met and
then when the book came then I contacted
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a bunch of people the franchise world
and asked them to introduce me to their
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top franchise's, all of whom meet
the criteria, all most almost all of
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them ranked number one. That have
hour many franchise these. They have their
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system based on sales, but also
their people who have that quality of lies
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there in control of their time so
I interviewed them. I also spent the
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first three months of the year.
I got the book deal in mid January
361
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and didn't realize that I would only
have about three months to fly around and
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interview franchise ors because the pandemic would
make that impossible. So unfortunately I got
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those done. So I also met
with some great franchise Ors, some of
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them I already knew, some of
them whom I met through this process.
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So you know, I had a
great breakfast with Peter Cancrow, the CEO
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and founder of Jersey Mike's. I
spent time with Gordon Logan, the chairman
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and see former CEO founder of sport
clips haircuts. The last person I interviewed
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was Catherine Monson, the current if
a share and the CEO of fast signs.
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She was the first person to not
shake my hand because the pandemic.
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So we bubbed elbows and it was
a week later we are all stuck at
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home. So I really spent a
lot of time interviewing people, making sure
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that what I believe was true,
that they agreed with and so the book
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is not just my perspective and includes
interviews the number of franchise ors and profiles
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of some of the top franchise's out
there. See what they all have in
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common. When you read the book, it's pretty clear the characteristics and behaviors
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all these people share. Yeah,
kind of gets back to guess what'll we
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kicked off the interview. You really
identified those patterns. Yeah, and and
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honestly, when you meet enough of
these people, it's kind of obvious what
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it is. And you know most
people the franchise world, they're really deep
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within their own business or their own
brand. I have the experience of that,
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of arrangements, but because of the
speaking I was I've been exposed to
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a lot of people in a variety
of industries across a variety of brands,
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and that's when you start to see
what doesn't matter what they're selling. You
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see the things about them that are
consistent and that's where the magic is.
385
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So, Scott, what what are
some of the things that you offer to
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help franchise's perform at a higher level? So everything I do is about helping
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franchise's think, lead and serve more
effectively. So the obvious one there is
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the book and I appreciate you asking
the questions. The book is there wherever
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books are sold. But I also
offer presentations, both live and virtually,
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whether it's Keynes or workshops. I
moderate and facilitate. So that's that's really
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the main thing that I've been doing
for a number of years. I also
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do one on one coaching with franchise
business owners. Really want to go deep
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and I'm in the process of developing
the wealthy franchise business breakthrough program which is
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going to be it's sort of a
course, so will be video and discussion
395
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exercises, reflection and, most importantly, action to help franchise's take their business
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to the next level. So that
hopefully will be available by the end of
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January. So look for some promotion
about that. But I'm really excited because
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that's really designed to help franchise's take
their business the next level. I really
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focusing the things that matter most.
Makes Sense. Yeah, and you know
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what that it's an endlessternly, just
that constant sharpening of the salt, that
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the mindset, keeping Ano the right
place, development, the you know,
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you have to work on it,
you have to make the efforts in those
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areas. It's one of the it's
part of the wealthy franchise way. All
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these people are constantly focused on personal
professional growth and, as you say,
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they're constantly sharpening their sawce. HMM. Well, if someone wanted to reach
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00:29:17.049 --> 00:29:18.529
out to you and get in touch
with you, how would they go about
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00:29:18.609 --> 00:29:26.039
doing that? So my website is
Scott Greenbergcom, the arg the ORG,
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00:29:26.480 --> 00:29:32.519
also the wealthy Franch Chai Zcom,
which right now point the same website that
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00:29:32.599 --> 00:29:37.960
will eventually be the home of the
wealthy franchise business breakthrough program the wealthy Franchisecom,
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00:29:37.359 --> 00:29:40.910
so you can go there now.
I'm on all the main social media
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channels and on my website you'll see
my links to that as well. Thank
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00:29:45.549 --> 00:29:52.509
you so much and just include in
closing any lastminute thoughts additional advice that you
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would like to give to our listeners. I believe that the best ideas,
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00:29:56.059 --> 00:30:00.099
the best solutions are found in the
mirror, and that means being humble enough
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00:30:00.140 --> 00:30:04.619
to to want to grow, to
want to improve, to be open to
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00:30:04.660 --> 00:30:08.250
the idea that maybe some days you're
not an asset to your business in your
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00:30:08.369 --> 00:30:12.809
liability. The willingness to be humble
enough to look for answers in your own
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00:30:12.809 --> 00:30:17.250
behavior, own perspective. That's going
to open so many doors for you and
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00:30:17.329 --> 00:30:19.650
that's what's going to help you be
wealthy. So running a franchise does not
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00:30:19.769 --> 00:30:22.759
have to be as difficult as you
might think. Usually what it's going to
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00:30:22.799 --> 00:30:26.440
take to get to the next level
it starts with what you do on the
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00:30:26.480 --> 00:30:30.039
inside. That will get you much
better results on the outside. Thank you
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00:30:30.359 --> 00:30:34.559
great the great last comment. They
are appreciate that. And I just want
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00:30:34.559 --> 00:30:37.869
to say thank you to Scott Greenberg
for being on the show. Scott,
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00:30:37.950 --> 00:30:42.430
very much appreciate all your insight and
you're sharing on you know how to become
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00:30:42.470 --> 00:30:48.670
that wealthy franchise Z. Wonderful to
have you. Thank you. It's been
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00:30:48.710 --> 00:30:52.059
such a pleasure. Absolutely and I
also want to give a shout out and
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00:30:52.299 --> 00:30:56.980
and thanks to our listeners for tuning
in, along with our sponsors for franchise
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00:30:57.059 --> 00:31:02.220
dot city. A better way to
buy a franchise frand serve the world's largest
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00:31:02.299 --> 00:31:08.250
franchise consulting an expansion organization and franchise
intellect knowledgeable advisors to help you with your
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00:31:08.329 --> 00:31:14.930
franchise selection and obviously that's what I
do. So if you're thinking about becoming
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00:31:14.970 --> 00:31:18.799
a franchise Z, let me know. I would love to be able to
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00:31:18.839 --> 00:31:22.000
help you on the front end.
Identify what would be a good business for
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00:31:22.160 --> 00:31:26.200
you and then we'll get you in
touch with Scott and he'll know how to
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00:31:26.319 --> 00:31:30.000
help you go to the next level
and become that wealthy franchise Z that you're
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00:31:30.000 --> 00:31:33.390
dreaming of being. Thanks again.
This is Pamela Curry, host of the
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00:31:33.470 --> 00:31:41.029
Franchise Business Radio Show, again platform
to bring together franchise professionals to connect,
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00:31:41.230 --> 00:31:51.019
educate and collaborate to serve the franchise
community and those considering franchise ownership. Thank
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00:31:51.019 --> 00:31:53.380
you again for joining Pamela Curry and
her guest for the Franchise Business Radio Show,
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00:31:53.500 --> 00:31:59.019
sponsored by franchise intellect. Knowledge of
the franchise community for franchise selection.
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00:31:59.339 --> 00:32:04.690
More Info at franchise intellectcom, also
made possible in part by franchise dot city,
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00:32:04.730 --> 00:32:07.289
a better way to buy a franchise. More Info at franchise dot city
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00:32:07.450 --> 00:32:13.089
and frand serve, the world's largest
franchise consulting and expansion organization. More Info
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00:32:13.170 --> 00:32:16.400
at Frand servecom. Use the social
media links here to share today's show and
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00:32:16.480 --> 00:32:20.880
check out more episodes at Franchise Business
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