Don’t Allow Sour Culture To Dictate Sales Growth
Franchise find ways to limit themselves. This isn’t by design, but it happens, over time. Mainly due to geography or by not thinking outside-the-box. One of the truisms that any franchise executive will end up uttering is, “we tried that five years ago.” That is supposed to shut down conversation, because after all, the method was tried… five years ago.
There’s the key part of that entire argument which works as an antithesis to the franchise executive’s argument against. Just because it didn’t work five years ago doesn’t mean that the idea isn’t worth exploring now. What happened five years ago may have been performed in a manner that was not successful, but if there were components that were working well, that doesn’t mean the entire process is wrong, just parts of the method.
This comes back to the idea of growing the base. It is either a lack of will-power, a lack of experience, or being compartmentalized by past experiences which keeps a franchise from growing their revenue. It’s much like the failed argument that “people won’t come out here” to the stadium, mainly because they haven’t come out in the past. If a franchise executive hears that from any of their employees, that means there is a bad mentality within the department that needs to be changed immediately. It is a sickness, a souring of the sales culture, and either that mentality needs to be rectified or employees need to seek other employment.
Another argument against growth is that the “market is tapped out.” Well, if that’s true, it doesn’t reflect a proficiency to understand standard economics of an area. There are always new businesses coming into a marketplace as well as other businesses folding. That is how commerce is made and evolves. No market is stagnant or it comes to an immediate halt and is dead.
Yet another opportunity for a franchise executive to refer the employee who says “the market is tapped out” to other forms of employment. Even if that is somehow the case, which it never is, it begs the question of why that employee is necessary to the system. Couldn’t the franchise executive simply hire a cheaper account executive as a customer service rep in order to facilitate renewals? Assuming that no new business is ever possibly out there, of course.
New business is created all of the time as well as new opportunities. It really takes legwork of sponsorship and sales staff in order to engage those prospective clients and generate that new business. Without the right mentality, the base won’t be growing and building revenue.