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<a href="https://www.linkedin.com/in/adam-yazejian-59502314/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-furniture-sales-to-franchising-how-adam-yazejian-found-his-path-with-anago-cleaning-systems-2727049" target="_blank" rel="nofollow">Adam Yazejian</a>, director of sales at&nbsp;<a href="https://anagocleaning.com/franchising/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-furniture-sales-to-franchising-how-adam-yazejian-found-his-path-with-anago-cleaning-systems-2727049" target="_blank" rel="nofollow">Anago Cleaning Systems</a>, began his franchising journey about four and a half years ago when the COVID-19 pandemic abruptly halted his successful 15-year career in the furniture industry. Specializing in hospitality furniture — a sector that thrives on gatherings — Yazejian suddenly found himself in a market where gathering was no longer an option.&nbsp;Seeking stability and control in an uncertain time, he explored opportunities that led him to&nbsp;<a href="https://www.1851growthclub.com/brands/anago-cleaning-systems/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-furniture-sales-to-franchising-how-adam-yazejian-found-his-path-with-anago-cleaning-systems-2727049" target="_blank" rel="nofollow">Anago Cleaning Systems</a>, a franchise that operates on a master franchise model within the commercial cleaning space.“I honestly had an opportunity to go back into the furniture industry, but I didn’t know what I could do there because I didn’t know how long this was going to last,” Yazejian told&nbsp;<a href="https://www.linkedin.com/in/powills/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-furniture-sales-to-franchising-how-adam-yazejian-found-his-path-with-anago-cleaning-systems-2727049" target="_blank" rel="nofollow">Nick Powills</a>, founder and publisher of 1851 Franchise, on his&nbsp;<a href="https://www.youtube.com/watch?v=WZ0uuD_Jo2I&utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-furniture-sales-to-franchising-how-adam-yazejian-found-his-path-with-anago-cleaning-systems-2727049" target="_blank" rel="nofollow">“Meet the Zor” podcast</a>. “So, I looked at one opportunity, a door closed, another opened.”&nbsp;Now, as the director of sales, Yazejian has found confidence and success in a new industry, helping others navigate the franchising world with Anago’s unique master franchise model.A summarized transcript of Yazejian’s interview with Powills has been included below. It has been edited for clarity, brevity, and style.Nick Powills: All right, Adam, let’s start with your story. How did you accidentally fall into franchising? What’s your franchise story?Adam Yazejian: About four and a half years ago, I was doing my thing in the furniture industry. I was with a bunch of manufacturers, selling and finding independent reps throughout the states to sell furniture. I had been doing that for about 15 years — very well, very successfully. Then COVID hit, and all the furniture I had people selling was essentially hospitality furniture — where people gather. And during COVID, we weren’t gathering. So, literally, all my pipelines just shut off overnight. I kid you not. I said to myself, “I don’t like this feeling. I feel helpless. I want to get into something where I have more control, something recession-proof, political-proof, whatever you want to call it.”&nbsp;That’s how I found myself at Anago Cleaning Systems. I’m like, “It’s a franchise of commercial cleaning? I don’t know anything about cleaning.” Not something I gravitated towards. But the more I learned about it, I discovered it’s not just commercial cleaning. We’re actually a master franchise model, which, as you know, Nick, is more of a three-tiered model where we sell territories, and those buyers then look for commercial cleaners. After digging into it more, I said, “You know what? I kind of like this.” Fast forward four and a half years later, I’m the director of franchise sales, enjoying what I’m doing. We truly are recession-proof, and I feel a lot more comfortable and confident in my future, rather than worrying about another event like COVID.Powills: Not to dive too deep, but you went from furniture in commercial spaces where people stopped gathering to cleaning in commercial spaces where people also stopped gathering. It’s come back now, but it’s interesting to make that jump. So, when you saw this job listing or were being recruited, did you understand what franchising was at that point?Yazejian: Not a clue. I had no clue. I honestly had an opportunity to go back into the furniture industry, but I didn’t know what I could do there because I didn’t know how long this was going to last. So, I looked at one opportunity, a door closed, another opened. But I still wasn’t sure what franchising was. Like most people, I thought franchising was just McDonald’s, Dunkin’ Donuts, Jimmy John’s, Subway. That’s all I knew. The more I dove into it and had the opportunity to talk to multiple employees here before I even started, I got a good sense of the company and the opportunity, but I still had no clue.Powills: You’re a sophisticated businessperson, yet you initially had no clue about franchising. How do you reconcile this with your brand being marketed to business-savvy professionals? Isn’t there a gap in educating potential franchisees before selling them a franchise?Yazejian:&nbsp;Absolutely. When I talk to people, I say, just to your point, this is like a marriage. We’re going to be partners for 10 years in this, for better or worse. That’s what this is. So, we’re excited when we talk to people that want to get into the business, whether it’s somebody who wants to buy a master territory or a unit franchise. It’s definitely a different perspective when you’re talking to a candidate who’s going to be a business owner rather than applying for a job. There’s a huge amount of excitement on my part when I’m talking to people ready to jump out of the corporate world and into a franchise. And here I am, four and a half years later, selling territories to people that, if you asked me five years ago, I would have been clueless about.Powills: In commercial furniture, buyers are proactive and know what they want, but in commercial cleaning, most are still figuring things out. How do you approach selling to potential franchisees who didn’t initially dream of being in commercial cleaning?Yazejian: You know what’s funny? What I was doing before really felt like sales to me, and I enjoyed it. When I came to Anago, I looked at it as consultative. I’m educating them on an opportunity. I sincerely say to them, “At the end of the day, a big part of this is you making the decision if you want to make this leap.” That’s a huge part of it.&nbsp;So, I look at it as giving you all the tools to make an educated decision. When we’re done with our process, you can walk away, or you can become our new master franchise owner for a territory. I don’t look at it as sales because, at the end of the day, Nick, I’m asking them to spend $300,000 to $400,000 in their first year of owning, purchasing and operating. I can’t sell that without educating them thoroughly. I’m just talking about the opportunity. You decide if it’s right for you. And we’ve been very successful with that approach.Powills: You’ve mentioned coaching over selling, yet commissions are still a part of your compensation, which can create a motive. What are your thoughts on the impact of commission-based incentives in franchise sales, especially when some companies have shifted to paying salespeople a fixed amount to improve franchisee quality?Yazejian:&nbsp;You’re exactly right, Nick. It’s funny; someone called me the other day — I’d been working with them, maybe more than halfway through the process. They were buying a new territory. They called me and said, “Adam, I just found out there’s someone in your system selling a territory as an existing master owner. I want to go after that, but I realize if I do that, I’m kind of cutting you off from whatever commission you might make.” I said to them, “It matters not. Honestly, if you feel that an existing territory is the better idea and that’s what you want to go after, don’t worry about me.”&nbsp;My point is, as you mentioned, Nick, a very small portion of what I get is commission on a sale. Money is not a motivator in that sense because I’m compensated well on the day-to-day. So, it’s not about having to sell this guy. Absolutely not. When I talk with these folks, I say, “Just as much as you are looking to buy an Anago, and you’re interviewing me in the process, I’m doing the same with you. I have to make sure you’re the right candidate for our brand.” That’s one of the reasons we do great validation calls and all that. I tell them, “You’re going to get a lot of great information, but so am I.” I’m going to talk to everyone you validate with and have a conversation. “How do you feel they’re going to do for the brand?” So, it really is a two-way street, a two-way interview.&nbsp;But yeah, money is not really the motivator — it’s making sure it’s the right fit. And if they find something else that’s also in franchising, good for them. They found what’s right for them because Anago may not always be the case. And I’m okay with that.Powills:&nbsp;When it comes to sales philosophy, why do you think resales are often undervalued in franchising, even though they protect investment and can lead to stronger performance? Shouldn't franchisors reward salespeople more for securing resales, given their importance to the brand?Yazejian:&nbsp;Absolutely. We have multiple sales, whether it’s a corporate resale or an individual selling, and we don’t have many of those. I look at that as a compliment to the system that we don’t have a lot of folks selling. The gentleman selling now has been in the system for seven years. He had some changes in his life, so he’s looking to change. But prior to that, we hadn’t had a sale in like four years — an existing owner selling one of their territories. It just doesn’t happen often.&nbsp;You could see it as a great time to continue being in commercial cleaning or on a master territory, whatever it may be. But yeah, we don’t have a lot of sales, so it’s hard for me to say, “Oh, that should be a larger part of the compensation,” because we just don’t have a lot of them. We’ve got 49 master territories sold, and I’ve got over 50 new ones to go, so we’ve got a lot to do, but we don’t have a lot of resales.&nbsp;I have 16 people who have signed a new agreement with us, meaning they’re in year 11 through 20. And I have another six that are in years 21 through 30. So we’ve got some really good longevity in the system, for what it’s worth.Powills: Is the biggest obstacle you face explaining the difference between a master and a unit franchise, especially since many buyers, like policymakers, don’t fully understand franchising? How do you address the complexity of the model, particularly for those who aren't experts in areas like HR?Yazejian:&nbsp;You know, it’s funny. I usually start by sending an introductory video to someone before I even talk to them. It’s an eight-minute video featuring a B-rated actor that explains the model and gives them an idea of the foundation. At least when I talk to them, they know I’m not looking for a janitor — there’s nothing wrong with that — but I’m not looking for that. I’m looking for that mid- to high-level C-suite executive, someone with a certain net worth who can then reasonably have multiple calls with me to understand the opportunity.&nbsp;Most of the time, if you asked a lot of my current master franchise owners, they’d tell you that the first time a consultant put this in front of them, they passed because all they saw was “Anago Cleaning Systems.” They wondered if it was a cleaning company or a cleaning system. Then, when the broker or consultant brought it back and said, “Look at this opportunity again,” they reconsidered. My point is, it’s that difficult for even a consultant or broker to get someone to look at it, and then for me to talk to them.&nbsp;So yeah, it’s a couple of calls. I normally start with a 30-minute introductory call, answering any questions they may have, clearing up misconceptions, and giving a high-level overview of the model. And I can see it in their eyes — they’re still confused. I say, “You’re right where you should be. The next call will bring a little more clarity, and then the next one.” When they see the FDD [franchise disclosure document], all of a sudden, things start making sense. So honestly, Nick, it’s never a first call where they say, “Oh, I got it.” It makes my job that much more difficult.Powills: Shouldn’t franchise messaging start with aligning the buyer’s financial vision for their family, rather than focusing on the passion or product, especially since you’re ultimately selling to a business community? How would you adjust your message to emphasize this approach?Yazejian:&nbsp;And that’s what we do: generational wealth, legacy building. We talk about it a lot because, at the end of the day, most of the people I talk to are in their 40s or 50s. They might have young children, teenagers, maybe some in college, and they’re thinking, “How do I make their life better than mine was?” So I get a lot of people that really resonate with the generational opportunity, for sure, Nick.Powills: All right. Let’s say a candidate has watched this. My broken-record line is, "I bet on the jockey, not on the horse." So they’ve listened to this conversation, and they understand that we’re talking about business philosophy more than anything. Is there anything else you want the candidate to know about the business before we sign off?Yazejian:&nbsp;Oh boy — so much, honestly. Things are running through my head. The best thing I can say is a large majority of the people I talk to come from a consultant or broker who brings them to Anago, shows them the initial opportunity and probably shows them five or six franchises. I guess the best I can say is, I love it when people are intrigued enough to think, “I know what McDonald’s is, or this or that, but I don’t know what Anago is. Tell me more about it.” If you’re not working with consultants or brokers, they are — in my thought process — the best ones to lead you to some great opportunities. So give them a shot.Watch the full interview above or on&nbsp;<a href="https://www.youtube.com/watch?v=WZ0uuD_Jo2I&utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-furniture-sales-to-franchising-how-adam-yazejian-found-his-path-with-anago-cleaning-systems-2727049" target="_blank" rel="nofollow">YouTube</a>.

Anago Cleaning Systems’ Director of Sales Shares His Franchise Journey

1851 Franchise

https://www.youtube.com/embed/WZ0uuD_Jo2I

After COVID-19 disrupted his long-standing career in the furniture industry, Adam Yazejian found a new path in the franchising world with Anago Cleaning Systems.


From Furniture Sales to Franchising: How Adam Yazejian Found His Path with Anago Cleaning Systems

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Inside The Brass Tap's Recipe for Record-Breaking New Store Performance

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How much can franchisees make? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

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Building&nbsp;<a href="https://1851franchise.com/how-do-you-build-a-franchise-business-plan-2717037">a business plan</a> is a crucial operational step for any entrepreneur. But how do I build a business plan for a franchise that complements the franchisor’s system while addressing the unique needs of a given location? In this guide with expert tips, you’ll learn how to craft a thoughtful, actionable franchise business plan.<h2>Start With The Franchisor’s System In Mind</h2>So, how do I build a business plan for a franchise? Well, avoiding repetition is a good start.“You specifically don’t want to duplicate what your franchisor is doing,” said long-time multi-unit&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a> franchise owner,&nbsp;<a href="https://www.linkedin.com/in/haynes-chidsey-6a36a06/">Haynes Chidsey</a>. “There’s a reason why you join a franchise system and why you pay the fees and costs associated with it.”A strong franchise business plan should take advantage of the resources, marketing and operational systems that the franchisor provides (while utilizing daily experiences at the local level to help fine-tune what matters locally).<h2>Focus On Local Priorities</h2>A franchise business plan should be&nbsp;<a href="https://1851franchise.com/strategicfranchising/how-to-build-a-strong-franchise-brand-presence-in-your-local-community-2729771">locally focused</a>. It should reflect the unique characteristics and needs of each local market. It’s essential to identify opportunities to attract local customers, build relationships within the community at the local level and tailor services to the regional preferences required by each market.“Be complementary to what your system provides,” said Chidsey. “Stay locally focused. That’s what I would say is key. Avoid mistakes by focusing on the magic.”<h2>Practical Steps For Building Your Plan</h2><ol><li>Assess Both Market And Competition – Build a thorough understanding of local demand, competitors and potential customer base. This will lead to more informed projections. &nbsp;</li><li>Define Financial Goals – Include startup costs, ongoing fees and revenue expectations in the business plan. Staffing, rent, marketing and working capital should all be factored in. &nbsp;</li><li>Leverage Franchisor Resources – Incorporate the systems, training and support offered by the franchisor (instead of reinventing processes). &nbsp;</li><li>Set Operational Priorities – Decide which areas require hands-on local management (as opposed to areas guided by the franchisor). Focus energy where it’s most impactful. &nbsp;</li><li>Review And Adjust – A business plan shouldn’t be static. So, track performance, adjust strategies and refine priorities as the franchised business scales.</li></ol><h2>The Takeaway</h2><a href="https://1851franchise.com/chapter-3-developing-a-franchise-business-plan-2722586">Creating a franchise business plan</a> is about balance. With a clear plan that integrates franchisor resources and local insight, franchisees can confidently move forward, knowing their businesses are structured to thrive. Leveraging a proven franchisor system to make smart, locally relevant decisions is key. By slowing down to go fast, and catering to the local trends or demands unique to each market, zees can more effectively build a roadmap and franchise business plan capable of delivering long-term success.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How do I build a business plan for a franchise?

How do I build a business plan for a franchise? In this guide with expert tips, learn how to build a plan that leverages franchisor resources, focuses on local priorities and brings long-term success.

From Furniture Sales to Franchising: How Adam Yazejian Found His Path with Anago Cleaning Systems

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