From Training to Opening Day
By Gina Petrone

It may seem impossible that anyone can learn how to run a business in just a week or so, especially if no experience is required. But everyday, somewhere in America, people are sitting in classrooms or existing franchise outlets learning just how to do that. Training can be as unique as a franchise concept.

But don't let the idea of learning how to care for lawns frighten you, even though your personal lawn might lean towards the brown side. Franchise training programs are usually intricately designed to teach you everything you need to know to run a successful franchise. And good franchisors will be there every step of the way.

"The franchisee should know when training will be scheduled, how many people can come, what it will cost, what the franchisor pays for and how many times they may send staff over the term of the agreement," says Jerry Wilkerson, president of Franchise Recruiters.

According to Howard Bassuk, founder and president of FranNet, although there are slightly different strategies between franchisors, the general rule of training is to be as close to opening day as possible. The farther away from the actual opening, the greater chance that the franchisee will forget all that he's learned. "The franchisee is asked to absorb lots of information quickly," says Bassuk. "It's more effective to take small bites."

At Kitchen Solvers, new franchisees receive a Pre-Training Workbook and manual plus eight video tapes. It is highly recommended that each new franchisee watch the video tapes, complete the workbook, and return it back to Kitchen Solvers prior to attending training. The actual hands-on and classroom training takes place in La Crosse, Wisconsin for 6 days. Once they leave La Crosse, however, the training doesn't end. The support staff continues to work with each franchisees at their level to walk them through challenges via the telephone.

Some franchises conduct training solely at an individual site just prior to opening. That way the franchisee has a more realistic experience surrounded by staff, inventory, fixtures, real customers, etc. But many franchisors combine both methods of training. At PostalAnnex, franchisees have a comprehensive initial training for two weeks at the corporate offices in San Diego, California followed by one week of hands-on experience.

PostalAnnex also provides new franchisees with a pre-opening guide that prepares them for training and gives them a flavor of what it will take to develop a marketing plan. Franchisees are instructed to start compiling a list of potential customers by looking through the Yellow Pages for businesses which might require notary services or photo copying services. The guide also has a checklist for permits as well as standard demographic questions.

Up to four people may attend the two-week training program at PostalAnnex although, according to Judy Diehl, Franchise Training & Support Manager for PostalAnnex, most franchisees do not take advantage of this option.

Training at PostalAnnex consists of twelve days--8 days of classroom room training interspersed with 4 days of in-store training. There are numerous little details to learn--including computer and software training, the International Mailing Manual, pricing, UPS regulations, and much more. But through PostalAnnex's point-of-sale software program, franchisees have all that information at their fingertips. It's made an enormous difference in training, according to Diehl, who remembers life before intranets and intricate software programs. Representatives from the various vendors, such as Federal Express, the Postmaster, and UPS, visit the classroom and assist with training.

Diehl, who has been with the company since the beginning, managed the first PostalAnnex for president and founder Jack Lentz. She recently purchased her own PostalAnnex franchise last August and often conducts in-store training there. "Now I can practice what I preach," says Diehl. "It also gives the training program more credibility if I can apply situations I personally experience at my own store."

By the end of training, franchisees should have completed their marketing plan and there is a final exam consisting of serious questions. No emphasis is placed on the grade received and the information is simply placed in the franchisee's file. One week after opening, a representative from the corporate office visits the new franchise to ensure a smooth transition.

The time between training and opening day is often structured. At Carpet Network, new franchisees attend an intense, one-week educational course at Carpet Network College at corporate headquarters in Mt. Laurel, New Jersey. After completion, franchisees are asked to follow a supervised, five-week start-up plan to assure a smooth start to the business.

The start-up plan is very specific and guides the new franchisee through such steps as: equipping your van and applying logos; setting up office equipment including credit card terminal, answering machine, etc.; subscribing to trade publications; building a personal library of technical information; ordering promotional items; stocking business cards, letterhead, envelopes, brochures, and invoices; organizing samples and taking inventory; developing retail price lists; and finding installers. Each task requires a date completed notation and refers to the operations manual for support.

Of course, training should never stop but be continuous. At Kitchen Solvers, a new program was introduced in late 1997 for franchisees called Revival Day. This program was designed to help new or veteran franchisees evaluate their business and find ways to improve the bottom line. A Revival Day can be compared to a physical exam that you would receive from your doctor. First comes the evaluation, secondly the diagnosis, and lastly, the prescription. Kitchen Solvers pays half of the traveling and lodging expenses when a franchisee comes to a Revival Day. "It's our way of encouraging franchisees to participate in this program," says Gerald Baldner, president of Kitchen Solvers. "We know that it is in the best interest of both parties to have our franchisees participate."

Training can be as beneficial as you choose to make it. The franchisor knows that learning a new business isn't easy and most good franchisors provide continuous support and telephone assistance. And, according to Diehl, most successful franchisees utilize that support and call the main office all the time. "I can either give you fish," says Diehl, "or I can teach you how to fish. That's what training is all about." Make the most of your training and you just might catch a whopper!