The goal of any great franchise system is to achieve consistent and sustainable replication of its brand's commitment to consumers, as well as the financial success of franchise systems at all levels. Training is a major component of achieving this goal. Even experienced operators from other similar franchise systems or independent operators are required to undergo training under the new franchise system. The reason is that while one franchise system may look similar to the other, the company's culture, product and service markets, consumer positioning, brand standards, product preparation methods, service types, location and development, suppliers, POS and IT systems, support, forms, procedures, and requirements may vary.
Make sure everyone in the franchise system understands how it should work, right? Each franchise system is different and the person they are required to train will be specified in their disclosure documents and franchise agreements. In general, franchisors require them to provide a certain amount of initial training for each franchise. Although franchisees and industries are different, initial training usually includes franchisees and their unit managers. A better franchise system would also include training programs for franchisees, who would be required to participate if they hired trainers. In addition, if the franchisee is a partnership, devel per, or franchisee, the franchisee will usually ask the franchisee to appoint an operations officer to be responsible for the relationship with the franchisee.
If the person is different from the franchisee, the franchisee will ask them to receive and complete the training. Having as many franchisees as possible directly to receive franchisee training is in the best interests of franchisees and you as a franchisee. In general, if you have training space, you can negotiate with franchisees to train more people on their behalf (if not at any cost). Of course, you will usually be required to pay all travel and related expenses for you and anyone attending any training.
All organizations face unprecedented changes in the competitive environment. Whether it's politics, the environment, consumer expectations, or unicorn start-ups, organizations need adaptability, agility, creativity, innovation, and more. The need for organizational change is critical. The more people are involved in the causes, content, and ways of organizational change, the more organized they will be in the future.
Change is learning - people learn to work or do different jobs in different ways. So what skills and mentality do you need? Impact works with organizations to use our consulting framework to help find answers to these questions and unlock the full potential for lasting change within the organization.
This course will meet the needs of leaders to directly manage change from end to end in the organization. This includes identifying areas where the organization needs to change, such as customer management, processes and systems, people engagement, information management, innovation, and learning. They also need to be able to develop change management strategies and create an environment in which change can be effectively achieved. Leaders also need to play an active role in communicating and implementing change, evaluating and improving strategies, and improving their ability to lead change.
The aim of this unit is to provide students with background knowledge and
understanding of business, the functions of an organisation and the wider business
environments in which organisations operate. Students will examine the different
types of organisations (including for profit and not for profit), their size and scope (for
instance, micro, SME, transnational and global) and how they operate.
Students will explore the relationships that organisations have with their various
stakeholders and how the wider external environments influence and shape business
The knowledge, understanding and skill sets gained in this unit will help students to
choose their own preferred areas of specialism in future studies and in their
By the end of this unit a student will be able to:
1 Explain the different types, size and scope of organisations.
2 Demonstrate the interrelationship of the various functions within an organisation and how they link to organisational structure.
3 Use contemporary examples to demonstrate both the positive and negative influence/impact the macro environment has on business operations.
4 Determine the internal strengths and weaknesses of specific businesses and
explain their interrelationship with external macro factors.
This course introduces students to day 21 of sales management century. The changing dynamics of buyers and sellers are driven by rapid pace The evolution of e-commerce and globalization has led to review and adaptation by organizations Their sales management approach responds to a customer-driven culture. This unit provides a comprehensive overview of sales management and equips students with equipment In today's increasingly complex world, they need tools and knowledge to succeed and a fast-paced sales environment.
By the end of the module, students will be able to:
1. Demonstrate an understanding of sales management principles.
2. Assess the comparative advantages of the sales structure and identify them The importance of selling through others.
3. Analyze and apply the principles of successful sales.
4. Demonstrate an understanding of sales finance.