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sparkleminds-india · 3 years ago

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Top Franchise Consultants in Chennai

Franchise Consultants in Chennai

The franchise is considered to be the safest mode of expanding a business. With a small number of failures in franchising compared to start-ups, it has become ready to go to the place of interest to invest. However, recent show a different fact.

Affording the Franchise for businesses many budding companies in many different major cities with the help of Franchise Consultants in Bangalore, Franchise Consultants in Chennai, “Franchise Consultants in Chennai are progressing themselves to the next phase of life”.

Top Franchise Consultants in Chennai:

A Start-Up in Chennai They grow day by day swiftly and steadily with the help of successful Franchising. If you intend to grow then you perhaps quickly opt for franchising your business for a steady and fruitful life ahead.

Best Franchise Investment in Place in India:

So, this was all about the Developmental Hub of India, Chennai. Now let's look at some of the best franchises one can start in Hyderabad. When talking about setting up a Profitable Franchise in the IT City of India, one can usually go for “Investing in Food, Real estate, Leadership, Education, and Logistics and get a franchise with good investment options” One can also think of going for a consultancy franchise.

Top Franchise Consultants in Chennai

Advantages of taking help from franchising consultants for business expansion

Reduced risk: The franchisee will acquire the right of running an already established business, thus eliminating the risk of starting a new business.

Business expansion: Franchising provides an opportunity to expand business at regional, national and global levels without incurring additional expenditure. Thus rapid growth of the franchise's business is facilitated.

Cost of advertising: The cost of advertising for the franchiser will be reduced since this cost will be shared by the franchisee. Moreover, it enables the franchiser to reap the benefits of increased visibility across regional and national boundaries.

Operational support: The franchisee is provided assistance in not only obtaining finance, but also in deciding the business location, decor /design, staff training, and handling day-to-day operations.

Conclusion:

Every business looking for expansion needs a dynamic sales and marketing system to achieve profitable and sustainable growth. sparkle minds can be your partner in your success journey while franchising in the sub-continent.

More Details Click Here: Franchise Consultants in Chennai

#Franchise Consultants in Chennai #Top franchise consultants in Chennai #Best franchise consultants in Chennai #Franchise Consulting Services In Chennai #Top Franchise Business Consultant in Tamil nadu

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garyh2628 · 6 years ago

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Chairman and Managing Operational CEO (Global Legal Authority Quasi-Judicial)

(Finance, planning, industry and foreign trade portfolios) Private

Head of Human Resources Finance and People and Global Head of Corporate Responsibility

Investments/Contracts/Superior/Technically Competent and Right-Hand Men

NGO - (Finance, planning, industry and foreign trade portfolios) Private

To my Pharma Hubs, Technology Hubs, Social Creative/Personal Hub, My Private Hubs, My Financial Hubs and my Health and Wellbeing/Scientific Hubs, Legal and Innovation Hubs, Hinterland Hub and to my Eastern Caribbean Hub, Linguistic/Psychology Hub, to my beloved additions and to my Institutions and Partners and Team, Pool of Potential Personal Assistants and Private Secretaries and Business Managers and also to my Fitness Hub which is an extension of my Health and Wellbeing Hub and not to forget my beloved Brooklyn Hub and my Wine/Adviser Hub, Influential Legal Cashier, Strategic Partnerships, STATEMENT OF INTENT, MY WEALTH FUND AND PERSONAL ATTORNEY and PROPERTY EXPERT GUY and THE ATTACHMENT AND MY PERSONAL BOARDROOM AND MY CHIEF STRATEGY AND INNOVATION OFFICER.

All Options remain on the Table applying the finishing touches to our Genius and my Genius and the Network and this Global Structure Genius. DRAFT

It's a great honor to be the only Global Legal Authority and to have such a great team et al within the walls of the Global Structure. Let me just begin by expressing special thanks to my Personal CEO of my Wealth Fund, , Team, My Family Man and the CEOs of my Companies and the CEOs of my Partners and Institution. Most of all special thanks to my OLC, Investors and my Influential Advisers Council, who's exceptional efforts have helped to make this Network and Global Structure a success. Thank you all for being so generous. And of course, I must also recognize my Property Expert guy and his team who is doing an exceptional job.

But the best thing about this Network and Global Structures is seeing how the ranks of CEO and the expansion and growth since last year. We're talking about a 80-percent increase --. Now, that's progress. And we're looking to add to that number once the Offices are up and ready and once the cases and tool kits are delivered. But the critical test will come soon We have our statement of Intent races this year. Of these, 4 we have to win. And this family, loves winning, and we will win. We will win for hard working people and we will win for the Sector and we will win for the Industry and we will win for this family.

My Chief Technology Guy and My Chief Innovation and Strategy guy are working on the pernickety but yet fastidious details of the simulations which will aid in the delivery of the Global Network and the Global Structure and implementing safe guards by using data that can predict likely black spots of the future in a move it hopes will reduce delays and will stand the work that we need to do in the Statement of Intent, In the Largest North Americans Hub and in the areas where the Offices and Private Hubs will be. My grass root outfit of which I am funding will be working with the local offices as we move the details to myself for policy development, manifesto development and further debate with my Strategic Partners and Partner as we move the Election process forward. We will win on Philosophy and we will win on Intellect and we will deliver on living your best life and we will deliver this Global Economic Community of Corporations and this Global Structure.

It is part of plans by the Network and the Statement of Intent and my Strategic Partners and my Property Expert Guy and my Personal Attorney and the regions where HQ1 and HQ1 will be to explore new services that will help them speed up the process of delivery to myself and also for work to begin with regards to first dealing with the mountain for Franchise Documents we need to go through, the amount of approvals that need to be done and the level of detail that needs to go into the checking of the construction specifications. All of this can and will only be done by me as I do not delegate. We also need to work on the smooth transition of power in order not to create any bottlenecks and to preserve privacy and also to preserve compliance and to adhere to guidelines. The Statement of Intent and Region and Strategic Partnerships and Partner have set up a cities offices to explore ways to work on some of the local framework that I require for our value sessions and also that will aid in the delivery of the Network Globally and the Global Structure and that will further aid in the delivery of our further responsibility to the environment.

With regards to the work that the maintenance hubs are doing, with regards to those exclusive set of machinery, I'm looking forward to our meetings and I'm also looking forward to perusing those details. I'm delighted with the Statement of Intent and how things are progressing. I'm also happy that this Network will not be making space for the volume of mediocrity that those of that order is off loading and is hoping that my places of business will absorb them. I'm would like to reiterate that this Network and these Companies that lives within the walls of the Global Structure will and does not make room for mediocrity and our intellectual capacity is not for sale or to be used for aesthetic purposes or otherwise. Great work Intellectual Advisers and I'm looking forward to our value sessions in HQ1 and HQ1.

My Investors Council and my Private Wealth Fund today announced it had received a the requisite details in relation to the corroborating details and tool kits which will become live after my ratification and approval. Those are partly in the form of primary growth capital and the remaining in secondary capital which will be available on delivery of the tool kits immediately. This investment includes a previously announced funding commitment in the form of a convertible note and a cash warrant. The work that needs to be developed as it relates to the new Sector and Industry that is predicted and valued so favourably will be worked upon as we journey on our CEO and Super office Valuation. Those that seek to disrupt the work that my CEOs are doing, we have found a solution in dealing with them. We have also found a solution in dealing with the impediments that were working so adversely against us in the areas and region where we will be developing our offices. The predicted unparalleled growth that is forecast for the Statement of Intent and also for my Strategic Partnerships and the benefit that they are currently receiving is predicted and they are confident that with my vision and the growth capital the Network and the Global Structure will be able to aggressively pursue the enormous market opportunity ahead of us,” said leaders of the Sector, Statement of Intent, Strategic Partnerships and all of my CEOs. It's time for you to live your best life!

Through the extended network and the community, The CEOs now will be able to touch and be in contact with millions around the Globe through our Sustainability and development Programs like no other time in history. “We’re driven by the impact we know we can have when we all work together with a shared intention. I am grateful to the employees, members, and our incredible partner in Gary for the vision and mission he has given us and in turn I know he's grateful for the commitment we ave made to him,” said my CEO Council and Intellectual everywhere.

I've always had great faith in and respect for the Intellect that sits within the walls of this Global Structure and Network, and what happened today add tremendous value to our programs and to the mandate we have. We don't hide programs. We don't keep secrets and cover things up. We do it all up front and in public but in a responsible way. That's the way freedom is, and we wouldn't change it for a minute. There will be more announcement and good news to come out of the Office of Signature, and Stamp and Approval and, yes, more Initiatives, more jobs, and more teachers. I want to add that I wish I could talk to every man and woman who works for Network or who worked within the Global Structure and for this family and tell them: ``Your dedication and professionalism have moved and impressed us all. We will always win on pay and we will always win on Health.

I love you, I love you, I love you. You will not only win something or hope to win something, we’ve have already won, and we will continue to win and win and achieve and succeed. I love you more!

We will win and we have won. I’m delighted that the policy with regards to our statement of Intent will be announced in the coming weeks as we deliver the Offices and we deliver the particulars. This Network and the Global Structure began to deliver, and we will continue to deliver. When I say we must win, I mean emphatically that we will win. We will win in every region and we will win in every valley. We must win.

I love you, yes you; it’s real money and it’s a capacity that can never run dry. Great work Private Hub, Great work Eastern Caribbean OLC, Great work Influential Adviser and Great work to my Dutch Hub and Dutch CEO. This family hear you, this family will deliver for Humanity. We will win and win and win. I love you, and yes! Can you smell what the rock is cooking? It is as a fire and as a hammer that breaks the rock into pieces. Truth to Tell!

Chairman and Managing Operational CEO (Global Legal Authority Quasi Judicial)

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touristguidebuzz · 8 years ago

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Accor and Banyan Tree Hotel Partnership Could Be a Very Tricky Maneuver

Banyan Tree executive chairman Ho Kwon Ping says the hotel chain will oversee brand questions while Accor will take care of operations in new, co-developed properties. Banyan Tree

Skift Take: Will Accor-Banyan Tree be the model for Asian hotel groups to grow globally without losing their independence and brand value? The devil may be in the execution. Hoteliers are watching how this works out and many believe it could be tough-going.

— Raini Hamdi

Editor’s Note: Skift launched a new series, Gateway, as we broaden our news coverage geographically with first-hand, original stories from correspondents embedded in cities around the world.

We are featuring regular reports several times per week from Beijing, Singapore, and Cape Town, and look for us to add other cities soon. Gateway Singapore, for example, signifies that the reporter is writing from that city although her coverage of the business of travel will meander to other locales in the region. Read about the series here, and check out all the stories in the series here.

Does Banyan Tree’s deal with AccorHotels equate to losing your religion, or gaining new followers? Is it a loss of innocence? It depends on whom you ask.

Some see Banyan Tree Holdings’ decision to sell a small stake to AccorHotels as a desperate move by a boutique brand to expand in today’s competitive environment. Others believe the partnership can be transformative if the execution can follow through.

In an interview, Banyan Tree executive chairman Ho Kwon Ping gave us his perspective on the deal [see below].

Whatever the outcome, one thing is certain: Other Asian hotel groups pondering what route to take are watching the deal as they get squeezed by a consolidated industry, online travel agencies, and alternative accommodations.

Unlike the hotel sector in the U.S. or Europe, which have lots of institutional investors, most hotel owners in the region are individuals or family businesses, many passing the baton to the next generation. Banyan Tree is a classic example.

In 23 years, Banyan Tree has built itself up as a niche resort brand with 45 hotels in operation. With another 25 hotels under development, it is not as small as it used to be, or as big as it should be to justify a whole structure that can support global expansion. Last year, it was forced to examine legacy costs, processes and structures, an exercise which saw the most senior people being let go.

Trying to Ease the Squeeze

Its recently announced collaboration with Accor is another step to ease the squeeze.

The deal will enable Banyan Tree to grow a lot faster than before by hinging on Accor’s development and operational infrastructure worldwide, said Banyan Tree executive chairman Ho Kwon Ping.

According to Ho, under the alliance, AccorHotels will manage the daily operations of the co-developed Banyan Tree hotels that it has sourced, while Banyan Tree will manage all brand-related issues. Banyan Tree will ensure the hotels comply with the brand assurance protocols – from the conceptualization of the hotel and working with consultants on interior design and restaurant concepts, to ensuring that operating practices are in line with standards.

AccorHotels will decide on the choice of general manager in consultation with Banyan Tree. General managers in this alliance will report to Accor operationally, but to Banyan Tree on matters pertaining to brand standards.

“On our own, we would never be able to be cost-effective if we go to say, Nigeria. Even opening a hotel in Mexico took a lot of work for us. But if Accor has 20 to 30 [or more] hotels in Nigeria, even if it is of different brands, they can really do the active management on a daily basis because they have the whole infrastructure to support those hotels in Nigeria,” said Ho.

“If brand management is our future, this arrangement would allow me to focus on sharpening, innovating and differentiating the brand experience. After all, the only reason Accor wants to tie up with us is not because of our size but because of our brand and the distinctive experience,” he added.

Banyan Tree will continue to pursue new, solely managed hotels but the idea is, a co-developed and solely Banyan Tree managed hotel will be indistinguishable.

Can this work?

The overall sentiment of several general managers is disbelief. Combine the operational experience of a French global chain with the service culture of an independent Asian group?

Can the partnership manage the property owner, Accor and Banyan Tree and keep all parties happy?

One hotelier said he would not want to be the general manager of a co-developed Banyan Tree.

Others said it can work, but much depends on how the giant looks upon its smaller partner.

Robert Williams, a partner at law firm Withers Worldwide, said, “We know that there is always culture shock and implementation challenge that comes with marrying a smaller business built by a dominant individual entrepreneur with a vastly larger corporate organization. This deal does not involve that level of integration, but the division of responsibilities instinctively looks like it will be tough to manage: Accor on operations, Banyan Tree on brand experience. That will require some careful stewardship.

“But I have no doubt Accor will move quickly and bring new ‘co-developed’ Banyan Tree hotels to market – they are not doing these deals for headlines. Their execution is what is distinguishing them right now.

“Accor is the most dynamic global player at the moment. Its deal activity is that of a fund-of-funds or venture capital player. And I am sure there is more to come from them here.”

Robert Hecker, managing director, Pacific Asia Horwath HTL, said, “The description of the arrangement indicates a much stronger involvement of the brand in the property executions than would normally be associated with a franchise arrangement, particularly the part about GMs [general managers] having two reporting lines, so I have doubts about how sustainable that level of brand involvement can be without difficulties/friction arising. But it’s not beyond the realm of possibility for it to be pulled off if Accor effectively adopts and treats Banyan Tree as one of its own and into its culture, drawing respectfully upon Banyan Tree’s brand guidance.”

Is this a model for other Asian hotel companies to grow? Said Hecker, “I suppose it will depend on the success of this example, but ultimately, if brands are created with a strong enough identity and following, I don’t see why they can’t expand on their own and at their own pace, or partner on a more integrated basis with others to do so.”

Challenges facing smaller brands

The journey is getting tougher though. Just ask Mark Edleson, president, Alila Hotels and Resorts.

“It is increasingly difficult to survive as a relatively small, independent boutique brand creating dreams but short on cashflow in today’s competitive environment,” he said.

“We, at Alila Hotels & Resorts, have experienced similar difficulties with the slow growth that resulted from our focus on small, crafted resorts that provide exceptional experiences to our guests in unique destinations. We required growth in revenues to be able to continually upgrade our people and systems to meet the demands of owners and the market.”

Thus, Alila’s alliance with another small independent group, U.S.-based Commune Hotels & Resorts, although larger than Alila, represented strength in a geographic region it didn’t exist in but had market synergies with. But within two years, Commune felt that, together with Alila, it still lacked the critical scale to survive in today’s environment, hence its merger last year with Destination Hotels, a slightly larger company. The new merged entity, Two Roads Hospitality, has nearly 100 hotels under management in North America and Asia.

“With several brands to work with we expect to be able to grow faster and share best practices and cost efficiencies among our brands. We hope this strategy will allow us to maintain the brand identities and strengths and benefit from scale,” said Edleson.

He added, “It is somewhat a loss of innocence, so to speak, for a leading boutique brand such as Banyan Tree to create an alliance with an industry giant like Accor. I am sure it is the end of a dream for KP [Kwon Ping] but certainly understandable.”

Suphajee Suthumpun, group CEO of Dusit International in Thailand, said “nothing should be ruled out” when asked for her views on the best way forward for Asian hotel groups in a fast-changing industry.

“Dusit Hotels and Resorts is still a relatively small player and we are looking at all alternatives in collaborations/partnerships to ensure that we can sustain and continue to grow in the future.

“Size does matter as it relates to customer loyalty programs. Small- to medium-sized companies will not be able to organically grow their own customer base fast enough to level the playing field. To join an alliance or a company with a much larger customer base is probably the fastest and most efficient way to reach out to much larger customer audience resulting in more direct bookings.

“Many big brands are constantly looking at how they can further leverage their huge customer database, infrastructure [technology and operational structures] and financial capability to deliver a higher return on equity. There are many opportunities and the traditional business model of owning and managing hotels will certainly change in the very near future.”

But another Thai homegrown chain, Minor Hotel Group, believes it can go on its own.

Minor Hotel Group CEO Dillip Rajakarier said, “Our view on this is different as we’ve strong brand presence and equity, also the infrastructure and logistics to support the drive and growth of our business which is under our control and not out sourced to another operator.”

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