The board, more than anyone else, must be held culpable when this chapter comes to its logical conclusion. There was no one thing that Bertamini did that was disastrous, only that he did not give his staff a reason to come to work every morning, that transcended the numbers he wanted from them.
The reason is that the decision to be a franchise owner is one from which there is only, at best, a very painful retreat, which is very likely to seriously impact both personal financial condition and ego. Peter Sands cultivated cronyism.
Some of the best franchises may be described as old fashioned and conservative, but what they represent is low customer and staff acquisition and retention costs as well as low non-performing loans that enable them to deliver the performance numbers that leave other more brash players and the management consultants of the world scratching their heads.
Despite all their cavorting with editors, regulators and the gentry, the London media keeps putting StanChart into a box, always treating it as nothing more than a takeover target. Any analyst going through the numbers would have appreciated that they were designed for the unsuspecting shareholder.
And the franchising industry is no different. It worked well in the credit card business in the US, which in that time was all about delivering industrial quality numbers.
The lessons were actually already forthcoming from much that was happening to the other British banks — Barclays, RBS and Lloyds TSB — between the years andexcept that it struck no one to document them for subsequent CEOs to learn from. A good franchise can last over many business cycles, and the management will be able to make important judgment calls, such as not entering some businesses even if the rest of the competition do.
A franchise can take anything from years to bring about, from the time a new leader puts in place his or her vision of what the priorities should be, and the people take the time to deliver on them.
The bank was small enough that a simple pilot project in Singapore could easily be transposed to the global business. There was no substitute to a feel of the ground.
But that, as they say, is another story. These mergers are not about organisational charts, and this significance was completely missed the analysts. So the capital costs wipes out all the profitability of the flows these gentlemen have ostensibly created.
I am not sure what Peter Sands thought of his other lieutenant, Karen Fawcett. Explain what makes them unique and qualified to excel.
Then you have to standardise, standardise, standardise. The general media was writing how transaction banking was becoming the new annuity generator in banking, and Sands probably believed the press without understanding this business himself.
Once you have signed a franchise agreement, you will find that your franchisor is in a position to provide the information you need from him in order to complete the plan.
Your personal support staff is limited at best. But it needed to be augmented by franchise building skills. That's all free as well. It takes years to streamline consumer banking processes until there are clear parallels with transaction or corporate banking systems.
So it was incumbent for Sands to be mindful of the fact that any new person he brought into the organization had that empathy to draw from the inner strength of very ordinary staff. A lack of appreciation for operational cost. If anything, to his credit, he carefully kept the entire franchise together, resisting to even offload some of the businesses during the hardest of times, for exactly this reason.
But also because business plans are one of the crucial foundations for the beginnings of a business. The bank gave them a sense of community, both within and with the society they served.
Vikram Pandit, although the only outsider to have been brought in to run Citi, did nothing to dismantle this franchise.
To give someone like Mike Rees or V Shankar the reigns of Standard Chartered today is the same thing as giving Bob Diamond the reign of Barclays inbut with full benefit of hindsight.
Over the years, many a smart person have found out to their detriment that no amount of strategy, technology or massive capital can replace the years of patient franchise building and the repeated drilling with ordinary staff that enables a bank to reach its full potential.
How to prepare business plan powerpoint pdf do you make a ppt creating for franchise template edward blackwell | findingnollywood How To Prepare Business Plan Powerpoint Pdf Do You Make.
Total number of Ps found: (54%) A B C D E F G H I J K L M N O P Q R S T U V W X Y Z PA PB PC PD PE PF PG PH PI PJ PK PL PM PN PO PP PQ PR PS PT PU PV PW PX PY PZ.
This is a visually stunning business plan template for PowerPoint. There are 10 pre-defiined color schemes which can be changed with one click.
There are a. Propel research and analysis with a fast and powerful solution. IBM SPSS Statistics is the world’s leading statistical software used to solve business and research problems by means of ad-hoc analysis, hypothesis testing, geospatial analysis and predictive analytics.
Jan 26, · Franchise expert Joel Libava defines a franchise as “a type of business that is owned and operated by individuals (franchisees) but that is branded and overseen by a much larger—usually national or multinational—company (the franchisor).”/5(9).
The PowerPoint PPT presentation: "Franchise Business Overview" is the property of its rightful owner.Franchise business plan ppts