Monday 31 October 2016

EXPLAIN THE TERM FREELANCING IN A COMPREHENSIVE WAY?

                   

NATURE OF OTHER WORKS AND JOBS

BUSINESS LAUNCHING

If a man wants to do business then business  elementary requirement is considerable amount of money to launch any sort of business business.Furthermore it is requirement of some businesses that a business man should have some specific degree in that specific business.And every business requires some career experience too be successful in the business.One more central thing about business is time we have to spend surplus time with our business to make it successful.Sometimes we have to spend most of the 24 hours for the betterment and flourish of our own business.

business strategy

JOB PROBLEMS

If a man wants to work in any industry or factory he needs time and to be slave of his boss with average salary but at the month.Now a days jobs are more,unemployed persons are also more and unfortunately salary packages are small.One big solution to all these problems is obvious and clear wonderfully that is freelancing.Now reader readily wants to know what is its definition and what is this term freelancing.

job problem

DEFINITION OF FREELANCING

Different people define it differently but i say that in freelancing one man is independent with respect to time and people like boss.In freelancing if someone wants to do work then good if someone does not want to do business then no one will force him to do work.In freelancing man is his own boss and works independently to earn amazing amounts for the service of humanity.

BASIC REQUIREMENTS OF FREELANCING

Every business requires some necessities and thing for its running and progress.Similarly there we have some requirements if we are going to assume freelancing.The following basic things are requirements of freelancing .

  • system(computer or laptop)
  • internet
  • time

Privacy

Modern technology has given business owners the ability to monitor workers’ performance as
they never could before, but where is the line between monitoring productivity and invasion of
privacy? With a few mouse clicks, it is possible for managers to view e-mail messages employees
send to one another, listen to voice-mail or telephone conversations, and actually see what is on
their monitors while they are sitting at their computer terminals. Some employers have begun to
demand Facebook usernames and passwords from job applicants although this is a violation of
the Facebook terms of use, has been made illegal in several states, and is considered by many
experts to be a violation of employee privacy. Employers have established policies that prohibit
employees from stating negative information—or in some cases any information—about
the company in any social media (including Facebook, Twitter, blogs, and so forth). Employers
can monitor all activities, including Web usage and text messages that employees send on their
employer-issued smart phones. Managers use electronic monitoring to track customer service
representatives, word-processing clerks, data entry technicians, and other workers for speed, accuracy,
and productivity. Even truck drivers, the “lone rangers of the road,” are not immune to
electronic tracking. Most trucking companies outfit their trucks with GPS devices they use to
monitor drivers’ exact locations at all times, regulate their speed, make sure they stop only at
approved fueling points, and ensure that they take the legally required hours of rest. Although
many drivers support the use of these devices, others worry about their tendency to create George
Orwell’s “Big Brother” syndrome.
E-mail also poses an ethical problem for employers. Internet users have more than 4.1 billion
e-mail accounts worldwide (974 million of which are business e-mail accounts), and people
send more than 108 billion business e-mails per day.59 Most workers do not realize that, in most
states, employers legally can monitor their e-mail and voice-mail messages without notification.
However, this is limited to company e-mail accounts; employers cannot monitor personal e-mail
accounts. Only two states (Connecticut and Delaware) require companies to notify employees
that they are monitoring e-mail.
To avoid ethical and legal problems, business owners should follow these guidelines:

● Establish a clear policy for monitoring employees’ communications.

 Employees should
know that the company is monitoring their e-mails and other forms of communication, and
the best way to make sure they do is to create an unambiguous policy. Once you create a
policy, be sure to follow it. Some managers ask employees to sign a consent form acknowledging
that they have read and understand the company’s monitoring policy.

● Create guidelines for the proper use of the company’s communication technology and
communicate them to everyone.

 A company’s policies and guidelines should be reasonable
and should reflect employees’ reasonable expectations of privacy.

● Monitor in moderation.

 Employees resent monitoring that is unnecessarily invasive. In
addition, excessively draconian monitoring may land a company in a legal battle.
Business’s Responsibility to Customers
One of the most important group of stakeholders that a business must satisfy is its customers.
Building and maintaining a base of loyal customers is no easy task because it requires
more than just selling a product or a service. The key is to build long-term relationships with
customers. Socially responsible companies recognize their duty to abide by the Consumer
Bill of Rights, first put forth by President John Kennedy. This document gives consumers the
following rights.

Right to Safety

The right to safety is the most basic consumer right. Companies have the responsibility to provide
their customers with safe, quality products and services. The greatest breach of trust occurs when
businesses produce products that, when properly used, injure customers.

Sunday 30 October 2016

A COMPREHENSIVE DETAIL ON FRANCHISE?

    Main points


  1. Types of Franchising .
  2. Franchising is Based on
  3. Largest franchised chains
  4. Advantages of franchising
  5. Disadvantages of franchising:


Some special terms

Franchising is simply a method for expanding a business and distributing goods and services through a licensing relationship.

Franchisors

 A person or company that grants the license to a third party for the conducting of a business under their marks.

Franchisees 

 A person or company who is granted the license to do business under the trademark and trade name.

Types of franchise

There are two different types of franchising relationships.

  • Business Format Franchising
  • Product and trade name franchising

Business Format Franchising

  In a business format franchise relationship the franchisor provides to the franchisee not just its trade name, products and services, but an entire system for operating the business.  The franchisee generally receives site selection and development support, operating manuals, training, brand standards, quality control, a marketing strategy and business advisory support from the franchisor. 

 Product and trade name franchising

In a traditional franchise, the focus is not on the system of doing business, but mainly on the products manufactured or supplied by the franchisor to the franchisee. 

Franchising is About Relationships


At its core, franchising is about the franchisor’s brand value, how the franchisor supports its franchisees, how the franchisee meets its obligations to deliver the products and services to the system’s brand standards and most importantly – franchising is about the relationship that the franchisor has with its franchisees.  In a 2014 survey by Franchise Business Review on franchisees’ relationship with their franchisors it was determined:  
  1. 90 percent enjoy operating their business,
  2. 88 percent of franchisees enjoy being part of their organization,
  3. 85 percent feel positive about their affiliation with their franchisor,
  4. 83 percent respect their franchisor,
  5. 80 percent feel their franchisor operates with a high level of honesty,
  6. 78 percent would recommend their franchise brand to others, and
  7. 73 percent would “Do it all over again” if they had the option.

Franchise is base on 

Franchising is About Systems and Support:
   Great franchisors provide systems, tools and support so that their franchisees have the ability to live up to the system’s brand standards and ensure customer satisfaction.  
Franchisors and all of the other franchisees expect that you will independently manage the day-to-day operation of your businesses so that you will enhance the reputation of the company in your market area.


Largest franchise chains

  •  Subway (sandwiches and salads) | startup costs $84,300 – $258,300 (41,916 locations worldwide in 2015).
  • 2. McDonald's | startup costs in 2010, $995,900 – $1,842,700 (36,368 Locations in 2015)
  • 3. 7-Eleven Inc. (convenience stores) | startup costs in 2010 $40,500- $775,300, (56,439 locations in 2015)
  • 4. Hampton Inns & Suites (midprice hotels) | startup costs in 2010 $3,716,000 – $15,148,800
  • 5. Great Clips (hair salons) | startup costs in 2010 $109,000 - $203,000 (3,694 locations in 2015)
  • 6. H&R Block (tax preparation and now e-filing) | startup costs $26,427 - $84,094 (10,800 locations in 2015)
  • 7. Dunkin' Donuts | startup costs in 2010 $537,750 - $1,765,300
  • 8. Jani-King (commercial cleaning) | startup costs $11,400 - $35,050, (11,000 partners worldwide in 2004)
  • 9. Servpro (insurance and disaster restoration and cleaning) | startup costs in 2010 $102,250 - $161,150
  • 10. MiniMarkets (convenience store and gas station) | startup costs in 2010 $1,835,823 - $7,615,065

On the globe

franchisors include Brazil, India, China, and nations in the Middle East and North Africa region.
With their fast-growing populations, rising levels of disposable income, spreading urbanization,
and keen interest in American brands, these nations offer prime growth opportunities for U.S.
franchisors.
In franchising, semi-independent business owners (franchisees) pay fees and royalties to a
parent company (franchisor) in return for the right (license) to become identified with its trademark,
to sell its products or services, and often to use its business format and system. Franchisees
do not establish their own autonomous businesses; instead, they buy a “success package” from
the franchisor, who shows them how to use it. Franchisees, unlike independent business owners,
don’t have the freedom to change the way they run their businesses—for example, shifting advertising
strategies or adjusting product lines—but they do have access to a formula for success that
the franchisor has worked out. “As a franchisee, your role is to operate,” says franchising expert
Mark Spriggs. “You have to be willing to follow the rules.”5 Fundamentally, when franchisees
buy franchises, they are purchasing a successful business model. The franchisor provides the
business model and the expertise to make it work; the franchisee brings the investment, spirit,
and drive necessary to implement the model successfully. Many successful franchisors claim that
neglecting to follow the formula is one of the chief reasons some franchisees fail. “If you are
overly entrepreneurial and you want to invent you own wheel, or if you are not comfortable with
following a system, don’t go down [the franchise] path,” says Don DeBolt, former head of the
International Franchise Association.6

ENTREPRENEURIAL PROFILE


Schlachter’s Maaco Auto Painting and Bodyworks
Anita Schlachter, co-owner of a highly successful Maaco (automotive services) franchise
with her husband and her son, is convinced that the system the franchisor taught them is the
key to their company’s progress and growth to date. The Schlachters follow the franchisor’s
plan, using it as a road map to success. Schlacter says franchisees who listen to their franchisors
and follow their policies and procedures are likely to be successful. Entrepreneurs who believe
they know more about the business than the franchisor should avoid franchising and launch
independent businesses.
Franchising is built on an ongoing relationship between a franchisor and a franchisee. The franchisor provides valuable services, such as a proven business system, training
and support, name recognition, and many other forms of assistance; in return, the franchisee pays
an initial franchise fee as well as an ongoing percentage of his or her outlet’s sales to the franchisor
as a royalty and agrees to operate the outlet according to the franchisor’s terms. Because
franchisors develop the business systems that their franchisees use and direct their distribution