With a robust support system and intentional growth planning, Express Employment Professionals, the 850-plus-unit staffing franchise, offers franchise owners a proven, scalable business model that positions them for long-term success.
“After a prospective franchise owner has been accepted into the system, they sign the franchise agreement and they go into a training program,” said Kimberlee Griffin, director of learning and coaching. “Then, they spend a few weeks in the field with their developer, and that’s the person who’s going to be their business partner throughout their life with Express. They have that developer to lean on and get feedback from. They also have me; I’m like a specialty coach who takes them through the first 26 weeks of business ownership.”
A crucial aspect of Express ongoing coaching is following the model and engaging in the activities that are proven to deliver results. Griffin said that, in her 15 years of coaching, she’s “never had an office not achieve success” when following the model.
It seems simple enough, but having a coach available to help franchise owners navigate these activities is a key part of how Express has created a truly scalable model.
“My role every week is to coach franchise owners, talk through their challenges see where the hurdles might be and help them brainstorm what might be keeping them from getting business,” Griffin said. “The monetary investment with Express is relatively low, but the time investment is the primary variable. Franchise owners who lead their teams and remain engaged in doing the necessary activities are successful because, as they scale up their time investment, the positive outcomes only compound.”
Griffin’s strategic approach to initial support and ongoing coaching helps owners to stay focused on how they can grow without getting caught up in the “noise” that can be associated with growing a business.
Early on, the focus remains on what is most important in the moment, and as franchise owners find a steady stream of business, they can begin to step back and look at the larger-scale business picture with the help of a trusted adviser.
“When I first start working with a franchise owner, I like to ask them about their focus and priorities,” Griffin said. “Most of the time, we’re aligned. We start at the very beginning and take it step by step. Where do you want to be in six months? Where do you want to be at the end of your first year? But then, by week 13 together, we can reflect on what we’ve accomplished and what we’re still working toward to begin building a longer-term plan. Once we have a strong foundation, we can start talking about where owners want to see themselves in two to five years.”
“Our business is all about relationships,” Griffin said. “People need to know that we’re going to show up and go the distance to get them the people they need to grow. While we may start in a vendor-type relationship, we really try to grow it to the level of a true partnership.”
As franchise owners make this progress with individual clients, they are simultaneously boosting their reputation in the market and increasing the likelihood of repeat and referral business.
“Getting your name out there, getting to know people and getting involved in the community is very important,” Griffin said. “When you do those things, you’re able to secure a position of trust and establish yourself as the go-to person for staffing services. Everyone is a potential client, and every positive interaction or relationship you’re able to establish has exponential returns.”
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/expressemployment/info.
Express Employment Professionals
SPONSORED
The staffing franchise employs a proven training and coaching model, partnered with the consistent demand of the staffing industry, to position franchise owners for long-term success.
With a robust support system and intentional growth planning, Express Employment Professionals, the 850-plus-unit staffing franchise, offers franchise owners a proven, scalable business model that positions them for long-term success.
“After a prospective franchise owner has been accepted into the system, they sign the franchise agreement and they go into a training program,” said Kimberlee Griffin, director of learning and coaching. “Then, they spend a few weeks in the field with their developer, and that’s the person who’s going to be their business partner throughout their life with Express. They have that developer to lean on and get feedback from. They also have me; I’m like a specialty coach who takes them through the first 26 weeks of business ownership.”
A crucial aspect of Express ongoing coaching is following the model and engaging in the activities that are proven to deliver results. Griffin said that, in her 15 years of coaching, she’s “never had an office not achieve success” when following the model.
It seems simple enough, but having a coach available to help franchise owners navigate these activities is a key part of how Express has created a truly scalable model.
“My role every week is to coach franchise owners, talk through their challenges see where the hurdles might be and help them brainstorm what might be keeping them from getting business,” Griffin said. “The monetary investment with Express is relatively low, but the time investment is the primary variable. Franchise owners who lead their teams and remain engaged in doing the necessary activities are successful because, as they scale up their time investment, the positive outcomes only compound.”
Griffin’s strategic approach to initial support and ongoing coaching helps owners to stay focused on how they can grow without getting caught up in the “noise” that can be associated with growing a business.
Early on, the focus remains on what is most important in the moment, and as franchise owners find a steady stream of business, they can begin to step back and look at the larger-scale business picture with the help of a trusted adviser.
“When I first start working with a franchise owner, I like to ask them about their focus and priorities,” Griffin said. “Most of the time, we’re aligned. We start at the very beginning and take it step by step. Where do you want to be in six months? Where do you want to be at the end of your first year? But then, by week 13 together, we can reflect on what we’ve accomplished and what we’re still working toward to begin building a longer-term plan. Once we have a strong foundation, we can start talking about where owners want to see themselves in two to five years.”
“Our business is all about relationships,” Griffin said. “People need to know that we’re going to show up and go the distance to get them the people they need to grow. While we may start in a vendor-type relationship, we really try to grow it to the level of a true partnership.”
As franchise owners make this progress with individual clients, they are simultaneously boosting their reputation in the market and increasing the likelihood of repeat and referral business.
“Getting your name out there, getting to know people and getting involved in the community is very important,” Griffin said. “When you do those things, you’re able to secure a position of trust and establish yourself as the go-to person for staffing services. Everyone is a potential client, and every positive interaction or relationship you’re able to establish has exponential returns.”
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/expressemployment/info.
Sign up for the 1851 Franchise newsletter to get our biggest stories before everyone else
By signing up, you agree to our user agreement (including class action waiver and arbitration provisions), and acknowledge our privacy policy.
No related articles found
