November 14, 2011
June 29, 2011
The 50th Anniversary
By James S. Robbins
The 50th-anniversary commemoration of the Vietnam War should be a time of reflection and redemption, when a grateful country pays a long-standing debt to veterans who nobly fought in the conflict but came home to scorn and spit. But if a Pentagon bureaucrat has his way, the Viet vets will be denied their rightful honors once again.
In 2008, Congress authorized the secretary of defense to “conduct a program to commemorate the 50th anniversary of the Vietnam War” to “thank and honor veterans of the Vietnam War,” “pay tribute to the contributions made on the home front,” highlight technological advances during the war and “recognize the contributions and sacrifices” of U.S. allies. The Defense Department also was charged with coordinating, supporting and facilitating “other programs and activities of the Federal Government, State and local governments, and other persons and organizations in commemoration of the Vietnam War.” The proposed budget for the commemorations was $100 million, which was less than the amount spent on the World War II and Korean War commemoration efforts. For example, the 1984 commemoration of the Normandy landings alone cost $38 million. The commission charged with executing this mission sought a commemoration that would be in keeping with the spirit of the intent of Congress. The idea was to have a series of commemorations that would begin in 2009, 50 years after the July 8, 1959, Viet Cong attack at Bien Hoa killed Army Maj. Dale R. Buis and Master Sgt. Chester M. Ovnand, the first two names on the wall of the Vietnam Veterans Memorial. The commemorations were slated to continue until 2025 and the 50th anniversary of the fall of Saigon.
According to a source familiar with the workings of the commission, it proposed a series of events to take place at various locations around the country to maximize opportunities for aging Vietnam vets to attend them. The events were designed to combine symbolism with substance and were chosen carefully, with input from an interagency group of historians. One planned event was to take place in the fall of 2011 to commemorate the 1965 battle in the la Drang Valley, dramatized in the film “We Were Soldiers.” The event was to be held in Auburn, Ala., home of retired Army Lt. Gen. Harold G. “Hal” Moore, who commanded the troops in the fight. Gen. Moore is emblematic of the veteran population in more ways than one; he is in poor health, and members of the commission fear he may not be available to attend the event.
According to the Department of Veterans Affairs, 300 Vietnam vets are dying every day, and as our source asked, “Why are we waiting to get this started?” Enter Michael L. Rhodes, director of administration and management at the Pentagon. His office has been given oversight over the anniversary commission, which he has downgraded to a “planning staff.” Mr. Rhodes has made meaningful work by the commission next to impossible and has sought drastically to scale back the planned commemorations. According to an August action memo prepared by Mr. Rhodes for Secretary of Defense Robert M. Gates and obtained by The Washington Times, he urged Mr. Gates to reject the proposed commemoration program and adopt instead a “targeted” $30 million program. The memo describes the new approach as “a dignified and meaningful DoD Program of national recognition [that] need not be tied to the full timeframe of U.S. military involvement” and that will “provide nation-wide participation, while utilizing the resources involved in the most effective manner.” Mr. Rhodes’ plan cuts the time frame of the commemoration down to 2015-18 and inexplicably features a kickoff in his former home of Honolulu, which is not exactly a resource-effective location. Hawaii is inaccessible for most veterans and is in a time zone where most Americans could not watch the event live on television. In May, the commission met with representatives of 60 veterans organizations to solicit their views. They had hoped to create an advisory board with representatives of officer and enlisted ranks from each of the services. Our source said Mr. Rhodes would allow only one veteran, at most. The commission had planned to meet in October with representatives of 200 museums, libraries and educational institutions to help coordinate efforts and fulfill the mandate from Congress to work with other entities.
The week before the meeting was to be held, Mr. Rhodes ordered it canceled and further ordered that no other outreach efforts be undertaken. Our source also said Mr. Rhodes ordered that information on the website be cut back so as not to set “unrealistic expectations.” The 50th anniversary of the Vietnam War is too important to be left to someone with Mr. Rhodes’ limited vision. This effort requires high-level attention to fulfill the bipartisan mandate from Congress. It needs an executive agent, preferably a Vietnam vet, who is enthusiastic about the mission and will not turn it into a shabby token commemoration. The Obama administration has a bad enough reputation among veterans without signing off on this ill-advised plan. Whether the White House was involved in this affair or not, it surely will take the blame. Failing action from the executive branch, Congress should intervene to make sure the anniversary commemoration is undertaken in a way that fulfills its intent. The Vietnam generation deserves better than stripped-down, pro-forma honors. Its veterans were spit on once – they must not be treated that way again.
James S. Robbins is senior editorial writer for foreign affairs at The Washington Times.
June 8, 2011
Snap-on: Sponsor of Franchises4Vets
“The Great American Dream”
Being Realized by Military Veterans
Through Snap-on Franchise Ownership
One of our country’s oldest and most decorated franchises is Snap-on Tools and its franchise ownership roster proudly includes hundreds of veterans. The recruitment of veterans into Snap-on Tools franchise ownership is not by happenstance; it ranks as a major strategic move by the country’s #1 professional tool manufacturer and marketer.
Just ask Jon Rucker, SMSgt, USAF (Ret), who heads up the Snap-on Tools Military Veteran Franchise program. He will tell you that the mission of Snap-on Tools – working to provide the most valued productivity solutions in the world – is a mission that veterans can easily relate to, for it is a mission that they adhered to with great passion while serving our country.
Yes, the great American dream of owning your own business has become more than a dream for many of our great American heroes — our military veterans –as they have chosen Snap-on Tools franchise ownership.
Founded in 1920, Snap-on Incorporated is a $2.8 billion, S&P 500 company headquartered in Kenosha, Wisconsin. It is a leading global innovator, manufacturer and marketer of tools, diagnostics, equipment, software and service solutions for professional users. Products and services include hand and power tools, tool storage, diagnostics software, information and management systems, shop equipment and other solutions for vehicle dealerships and repair centers, as well as customers in industry, government, agriculture, aviation and natural resources. Products and services are sold through the company’s franchisee, company-direct, distributor and Internet channels.
The Snap-on Franchise has been named a Top 50 Franchise for Military Veterans and is the sole tool franchise recognized by the World Franchising Network. This second annual ranking by the organization resulted from a survey of several hundred franchise systems that recruit former military as possible business owners.
Snap-on believes that our nation’s military and veterans represent the best this country has to offer. Military veterans are disciplined, principled and highly skilled and Snap-on has seen that they make outstanding franchise owners. For that reason, Snap-on has aggressively recruited military talent from both enlisted and officer ranks.
After spending 20 years in the Air Force, Rucker says, “Our military culture tells us ‘we need to get a job after the military,’ but there’s hardly ever mention of the idea of going into business for ourselves.” It is the very skills practiced in the military, he says, that make someone a good candidate to own and operate a business.
In fact, Snap-on Tools created Rucker’s position of Military Program Manger after seeing a trend develop in its franchise sector among former servicemen. In 2010, Snap-on started more than 40 franchises out of the military, most of whom have taken advantage of the VetFran incentive. .
“Airmen, Soldiers, Sailors, Marines, and Coasties practice effective leadership, communication, teamwork, following a system of instructions and problem-solving when working to accomplish a mission. I firmly believe these skills are instrumental in successfully running a business,” Rucker says. He practices these skills in his own work of spreading the word about the Snap-on franchise opportunity to veteran’s organizations, transition offices, small business associations and military bases.
Of his position with Snap-on, Rucker says, “Very few people teach and show us how to go into business for ourselves, so I feel the need to offer a rudimentary, crash course of options available after the military and outline to the individual with whom I meet the pros and cons of each.”
Advice for Vets
A sampling of what Rucker tells men and women transitioning out of the military as they re-enter civilian life follows:
Work for someone else in a job that you like. Here you will find security and less risk than starting your own business. It’s fairly simple – you work 40 hours a week, get your paycheck and more often than not, a benefits package.
Start your own business. You’re the boss; it’s yours; you do as you see fit. That means coming up with the idea(s), developing the business plan, finding investors (unless, of course, you already have the cash flow to start your business), finding the location for your business, developing advertising/marketing plans, purchasing the necessary hardware and software and the list goes on and on. There’s much risk associated and most new businesses fail within the first few years.
Go into business for yourself by purchasing a franchise. This option is the best of both and for many, the ideal decision. With this option, you get a systematic approach already in place for owning and operating your business. The approach has been pre-tested and its success rate for many others has been good. For you, it’s a matter of purchasing, training and then implementing.
Of his three options, Rucker says, “Franchising is the closest fit for long-term, military veteran success. We, who have lived in a military environment, where we are used to following a system of rules, often vector in this direction.”
He adds, “I encourage vets to investigate a franchise opportunity that fits what they’re interested in, see if they are financially, emotionally, and physically qualified for the opportunity, and then ask them to do their homework to discover all the ins and outs.”
Rucker says he decided to work for Snap-on because he believes in a company with a 90-year tradition of innovation. Snap-on’s top tool rankings among technicians who use its products and the company’s desire to offer honorably discharged veterans a discount on starting their own business, primarily through the International Franchise Association’s VetFran program.
Prior to joining a franchise organization, it is wise to talk to other veterans who were in your shoes prior to making the decision of owning a Snap-on franchise. Several Snap-on franchise owners, all vets, were happy to share their stories.
Purple Heart Recipient Now Snap-on Franchisee
Greg Welch is familiar to many in the Painesville, Ohio area as their Snap-on Tools franchise owner. To others he’s known as a Purple Heart recipient and hero.
Welch, 26, joined the military after high school, spending four years in Fort Sill, Oklahoma and 21 months as an Army vehicle mechanic in Iraq before the Humvee in which he was traveling took a hit from a roadside bomb. His injuries required months of recovery in a hospital far from home.
“I just had to push through it,” Welch says of his time in a Frankfurt, Germany hospital. “It was my unit that kept me going. I knew they were out there, and I wanted to get back to them.”
He did return to his unit, spending five more months in Iraq with his troop before returning to the states where he was honorably discharged in June of 2007. It was then he used the mechanics skills he perfected in the military to work in the trucking industry. Welch decided a couple of years ago to take what he calls the “next step” in his career and looked into a business ownership opportunity with Snap-on Tools as a franchisee.
“I rode along with some franchise owners and took some time to make my decision,” he says. “It’s a change from being a mechanic to selling tools. I’m excited about the tools and excited to show customers all the new things we offer.”
Welch says his military experience pays off in running his own Snap-on Franchise business. “I always strive to be better. I’m used to having a schedule and being on-point. I’d recommend Snap-on to anyone with military experience.”
To get started, Welch says he took advantage of Snap-on’s VetFran discount, offered through the company’s participation in the International Franchise Association’s military program. He says Snap-on’s offering to military veterans is “patriotic” and an “awesome opportunity.”
Good attitude pays off for Air Force Vet Snap-on franchisee Joseph Winningham, 58, of Montgomery, Alabama knows what it takes to be successful in the military and in the mobile tool sales business – a positive attitude.
Winningham was a Staff Sergeant in the United States Air Force before joining the Snap-on team. He says his service background instilled in him the idea that work is “99 percent attitude and one percent aptitude.”
“Individuals who come from the military are disciplined, and they know what they need to do to get the job done,” Winningham says. It’s that motivation and discipline that has kept his business steady through the ups and downs of the economy. “You’ve got to have a positive attitude and take care of your customers,” he says.
Winningham came to Snap-on in 1984, a couple of years after leaving the military. He was familiar with the company’s products through his dad and brothers who were mechanics. After working with Snap-on as an office manager and field representative, he ultimately decided owning one of the company’s franchise businesses was what he wanted to do.
As for others who may be making business ownership decisions after leaving the military, Winningham says, “The discipline of the military makes a Snap-on franchise a good option. You’ve got to be self-motivated.” And, after 27 years with Snap-on, that positive attitude is still working for him today.
Military discipline helps ensure success
The discipline of his time in the military is what Michael Shear credits as his success in starting-up and running his own Snap-on Tools mobile franchise. Shear, 25 joined the Marine Corp out of high school and served as a machine gunner stateside and in the Middle East.
“I did six to eight months of research when I was transitioning, primarily through the Internet,” Shear says of time between his military and civilian career. “I looked at what various businesses were offering at the time, including start-up costs, and I liked what I saw with Snap-on.”
He says the network of “well-rounded” support from Snap-on’s management team made a difference for him, and the company’s in-house financing was the pivotal point for him.
“I’m happy with the decision I made,” Shear says. “It’s more than a business opportunity…you develop relationships when you call on customers each week.”
Snap-on has been taking its tools to its customers’ places of business for 90 years. And, Shear says he was familiar with the brand because he used to help his uncle who was a mechanic and “always buying Snap-on tools.”
Shear, who is married with two children, says his wife helps with his business by keeping up with inventory and sometimes stocking the mobile store. Shear says lessons from his military training will serve him well in running his own franchise business, “You gotta do, what you gotta do, and do it in a professional manner.”
Goal-setting skills benefit two Vets
Patrick Woods, 41, of Corpus Christi, Texas, who served as a major in the Air Force Reserves, finds a Snap-on franchise a good fit for someone who has served in the military. “I’m used to setting goals and attaining them,” Woods says. “I like that the rewards of hard work are received as a bonus right away.”
Jayme Parrish, 38, who owns a Snap-on franchise in Jackson, Tennessee, agrees with Woods. He says the discipline and rigorous schedule of his near decade in active duty with the Air Force and two-and-a-half years in the Tennessee Air National Guard translated well into owning and operating his own business.
Parrish worked on F-15s and C-130s while in the military and Guard and on Lear Jets for a civilian company, so he was familiar with Snap-on Tools. However he wanted to be responsible for his own future and to be in full control saying, “If I feel like a raise, I need to plan to have a better day!”
Woods says he “grew up in a garage” and has worked with tools as a hobby. But, both say it’s the opportunity to take care of customers that brings the rewards of personal, mutual respect to owning a Snap-on franchise.
“The advantage is seeing customers every week and forming relationships with them,” Parrish shares. “They know they can call me if they need anything. We’re there to be their tool solution provider.”
Veterans who have an interest in pursuing the great American dream of business ownership of a Snap-on Tools franchise can find out more about the steps involved by visiting www.beinbusinesswiththebest.com .
More Space Place: Sponsor of Franchises4Vets
More Space Place
Veteran’s Incentive Program
More Space Place® Franchise is actively seeking the best candidates for ownership of our More Space Place retail stores. Organized, hard-working and dedicated Veteran Owners are excellent candidates. To demonstrate our appreciation, honorably-discharged Veterans will receive a $12,000 DISCOUNT off of their initial store. In relation to our initial franchise fee of $29,500, our MSP Veteran Transition Plan (VTP) represents a substantial 40% discount!
Valid through 2011.
OUR COMPANY
More Space Place® is a franchise system built upon “organizational, space-saving” retail furniture stores.The franchise got its start with a license agreement with the original Murphy Bed Company that was created by the inventor of the Murphy bed, William L. Murphy. In 1985, several Murphy bed retailers created a buying group and then organized itself into our company.
The company was converted into a franchise company in 1993 using the name Murphy Bed Centers of America. In 1995, Robert H. Wood, a U.S. Marines Veteran, purchased the company and changed the retail name from Murphy Bed Centers of America to More Space Place®. This was done to better position the company to market and sell other beautiful space-saving and organizational product lines such as: custom closets, sliding doors, home offices, pantries and garage systems. Unlike most of our competitors, we have something for any room in the home and are increasingly expanding our commercial applications.
In the beginning, the company outsourced all its manufacturing, but in March 1998, the primary supplier for the wall beds and cabinets moved to consolidate with another factory. Unfortunately, the consolidation was unsuccessful and the manufacturer unexpectedly closed its doors, leaving More Space Place without a supplier. Due to the Company’s expansive, unique and customizable product line, More Space Place, Inc. made the decision that it must manufacture its own parts so that the Company and it’s Franchise Owners would not be dependent upon a third party. Being the manufacturer made it much easier to add new colors, styles, wood species and entire new product lines.
The machinery and equipment were purchased, personnel were trained and manufacturing began. In 2005, sales and production requirements outgrew the original facility, so the company more than doubled its size by moving manufacturing and franchisee support personnel to a new facility in Clearwater, FL.
(Manufactured in Clearwater, FL & American Owned)
Currently, there are forty-two retail stores consisting of thirty-seven franchised stores and five company owned stores. These are located in fourteen states including: Colorado, Delaware, Florida, Georgia, Illinois, Maryland, New Hampshire, New York, North Carolina, South Carolina, Tennessee, Texas, Puerto Rico and Virginia.
THE MISSION
More Space Place’s mission is to be the dominate retailer of not just wall beds, but have the leading market position to be THE place for space-saving and organizational furniture. We will strive to continue to improve our manufacturing capabilities and improve our margins through group purchasing, investments in manufacturing and technology, and efficiencies in distribution costs. Our long-term retail product objective is for continuous innovations with our product design, innovation and increased sourcing capabilities.
We are nationally recognized as being the largest brand-name retailer in our niche. We have already resolved many of the challenges of manufacturing, sales, software and installation processes. We are ready for rapid growth. Our current competitive position as the leading retailer of Murphy beds provides a solid platform to build a larger National presence as the “complete resource for space-saving products.”
Because More Space Place has centralized manufacturing with more production efficiencies and design capabilities, our Franchisees can offer a more diversified product line and produce customization with less overhead than a smaller production operation (see “Start-Up Costs” at end of article).
BUILDING THE BRAND
As America’s premiere Wall bed retailer, More Space Place® has established an unmatched reputation in the furniture industry. Most of our Owners had zero industry experience before joining our organization. With a solid product line, training, our CAD Technology and pricing software, it is hard to beat our unique concept. Given the current economic downturn, our business model allows our Store Owners to concentrate on sales and retailing.
(Thousands of options and variations, all at our Franchisees fingertips.)
We recently launched an exciting new marketing program that includes everything from new advertising pieces and in-store signage, to new store layouts and design specifications. As part of the new program, More Space Place also updated its image. The new identity is designed to illustrate organization and neatness for any room in the house. The strategy conveys that, with the help of More Space Place, a neat and comfortable home can be achieved. The franchise’s modern look and tag line, “We Make Room For Living” further positions the company as the nation’s leading retailer of Murphy beds and custom home modifications.
Our support staff offers Product and Business Training, IT, Marketing and Customer Service Support. Most of our Owners had no industry experience before joining our organization. It begins with intensive training by our expert staff who will assist you with the ins-and-outs of the company and industry. Through our training, Franchise Owners will develop the necessary skills to partake in the everyday tasks of running a business. You’ll also receive training materials, manuals and hands-on training which will aid in the process.
(Navy Veteran Sean Gamsby, is Seated holding the Franchisee Award for Operational Excellence)
RECOGNITION
MORE SPACE PLACE® SELECTED BY FRANCHISES4VETERANS
Clearwater, FL. – January 7, 2011 – World Franchising Network and Franchises4Vets.com list More Space Place® in USA Today amongst “50 Top Franchises for Veterans” for 2011.
MORE SPACE PLACE® SELECTED BY FRANCHISES4VETERANS
Clearwater, FL. – April 9, 2010 – World Franchising Network and Franchises4Vets.com list More Space Place® in USA Today amongst “50 Top Franchises for Veterans” for 2010.
MORE SPACE PLACE® NAMED MILITARY FRIENDLY FRANCHISE
Clearwater, FL. – February 3, 2010 – G.I. Jobs/MilitaryFranchising.com selects More Space Place® to be amongst Top 10% of all USA Franchises as a Military Friendly Franchise for 2010. Company announces $12,000 Honorably Discharged Veteran discount.
MORE SPACE PLACE® FRANCHISE AWARDED ALLSTAR SELECTION
Clearwater, FL. – October 27, 2009 – More Space Place® is ranked amongst Top 300 Franchises as an AllBusiness AllStar(a Dun & Bradstreet subsidiary) based upon financial strength to survive and flourish in these recessionary times. All Corporate Operations remain within USA.
MORE SPACE PLACE® FRANCHISE RECEIVES TOP RANKING
Clearwater, FL. – March 30, 2009 – For third consecutive issue, More Space Place® is ranked amongst Nation’s Top 100 Franchises by Bond’s Top 100 Franchises.
MORE SPACE PLACE® FRANCHISE GROWING NATIONALLY
Clearwater, FL. – July 27, 2008 – The More Space Place® franchise system doubles the size of Manufacturing and Support Service workspace. Former competitors join MSP Staff in key positions. Four more new stores to open soon; conversion plan developed to convert select independent stores.
MORE SPACE PLACE® RECEIVES AWARD FROM NMFI/USA TODAY
Clearwater, FL. – September 29, 2007 – The National Minority Franchise Initiative, in conjunction with USA Today, recognized More Space Place® franchise as one of the “50 Top Franchises for Minorities.” The Franchise was listed amongst top franchises in USA Today.
MORE SPACE PLACE® FRANCHISE RECEIVES TOP RANKINGS
Clearwater, FL. – January 16, 2006 – More Space Place® is ranked by Bond’s Franchise Guide as one of the Top 100 Franchises for a second consecutive time. For the first time, Entrepreneur Magazine ranks the Franchise as one of the Nation’s Top 500.
FRANCHISE RELOCATES HEADQUARTERS AND MANUFACTURING
Clearwater, FL. – December 28, 2005- More Space Place®, the Nation’s largest wall bed retailer with 35 Operating Galleries and six more to be opened before summer, more than doubled the size of its corporate office and manufacturing facility, all operations remain within USA.
MORE SPACE PLACE® SELECTED AS TOP 100 FRANCHISE
Largo, FL. – June 30, 2004 – More Space Place® is ranked by Bond’s Franchise Guide as one of the Top 100 Franchises in the United States.
MORE SPACE PLACE® TRAINING FACILITY CREATED
Largo, FL. – July 15, 2003 – More Space Place® has opened a new franchisee training facility with store design and training staff in St. Petersburg, FL.
MORE SPACE PLACE® FRANCHISE RECEIVES RECOGNITION
Largo, FL. – May 30, 2003 – More Space Place® is picked by Female Entrepreneur Magazine as Best of Franchise Picks for female-friendly franchises.
[photo]
From left; Marty Juarez (COO), Franchisee Keith Belair (ARMY) and Bob Wood (CEO-Marines).
Over Keith’s 7 years of Franchise Ownership, the Armed Services Veteran has won every Award that More Space Place Offers and has been elected by his peers to both Advisory Councils.
OUR INDUSTRY NICHE
The “space-saving and organization” furniture industry has grown in product availability and in distribution in the last ten years. Unlike other companies that offer a single category like closet, garage or bed stores, More Space Place has products for all categories.
The Murphy Bed (overall category is “wall beds”) has become more mainstream and the category has experienced more demand. “Murphy Beds” have benefitted greatly from the improvements in design and construction methods of modern manufacturing. Since the original folding bed in 1900, a number of innovative steps have been taken to improve the bed frames and cabinetry. The frames, which now feature either piston air compression or finely tuned steel helical coil springs to counter-balance the weight, have made the operation safe, almost effortless and much more durable.
Custom Closets have seen significant growth due to an increase in consumer demand. There has been a large increase in the distribution due in large part because the product that was once reserved for high end homes is now a standard. In the “space-saving” solution business, the most prolific product line is closets. Most of the companies in this competitive sector do not use showrooms and usually have a limited product line, problem that Franchisees do not have because of the diverse product line that More Space Place has which easily pulls products from other product categories.
In the past few years the Garage Cabinet business has become a broad base product group and, in conjunction with flooring products, has become a popular home upgrade. This product group has been significantly hurt by the economy in the last couple of years but represents only a fraction of our offering.
The Home Office category has been growing since the early nineties. The home computer created the demand, and as improvements in technology continue, it has fostered more growth in the category. The trend for more “at home work” has also influenced the demand. We now have over 43 million Americans who work at least part-time out of a home office, and that figure is expected to grow to 60 million in the next few years.
The newest opportunity group is the Home Entertainment or media center category. This category started growing when big screen TV’s were introduced and has seen more explosive growth with the conversion from large and deep profile big screen televisions, to today’s wall mounted flat screen technology. Media centers with music, gaming and large screen movies are rapidly becoming the family gathering place.
OUR MARKET OPPORTUNITY
More Space Place has established itself as the premiere retailer for wall beds. As a retailer we have a niche as one of the few custom “true retailers” in the crowded in-home consultation and space-saving industry. Our customer friendly, well placed (not “warehouse” or “out-of-a-van” stores) stores have trained staff with access to exciting technology, all at a reasonable start-up cost.
Over the last decade, the Company has tested, created and re-created local store and distribution models. One highly effective portion of this thought process has been the development of smaller yet better organized and laid out stores. We welcome your inquiry call or email.
START-UP COSTS
ESTIMATED INITIAL INVESTMENT
|
Expenditures |
Estimated Low-High Range |
When Payable |
To Whom Paid |
|
Franchise Fee |
$29,500* |
Upon Signing |
Us |
|
Travel/Living Expense For Training |
$1,500 to $3,000 |
During Training |
Third Parties |
|
Real Estate Improvements |
$20,000 to $38,000 |
Before Opening |
Us or Third Parties |
|
Office Equipment and Supplies |
$1,000 to $3,000 |
Before Opening |
Us or Third Parties |
|
Computer Layout/Design Software |
$3,500 to $6,000 |
Before Opening |
Us or Third Parties |
|
Pallet Lifter or Forklift |
$600 to $2,000 |
Before Opening |
Third Parties |
|
Trailer or Van |
$1,600 to $3,700 |
As Agreed |
Third Parties |
|
Signage |
$5,000 to $12,000 |
Before Opening |
Third Parties |
|
Opening Inventory |
$26,000 to $39,000 |
Before Opening |
Us |
|
Store Display Accessories |
$3,500 to $5,500 |
Before Opening |
Third Parties |
|
Grand Opening Advertising |
$6,500 to $10,500 |
As Due |
Third Parties |
|
Architect’s Fee and Engineering |
$0 to $3,000 |
If Due |
Third Parties |
|
Miscellaneous Opening Costs |
$4,000 to $6,000 |
Before Opening |
Us or Third Parties |
|
Additional Funds/Working Capital |
$25,000 to $35,000 |
As Agreed |
Third Parties |
|
Insurance |
$1,300 to $2,800 |
Before Opening |
Third Parties |
|
TOTAL EST. INITIAL INVESTMENT UNDER SINGLE UNIT PROGRAM |
$133,000 to $203,000 |
Note: This is an estimate of the capital needed to open a store at this time. Some expenditure may provide for a period of time after the Grand Opening of the store.
Although we have relied on our experience from opening units in the past and our experience in the industry to compile these estimates, there are a number of factors which may affect your total cost, including your location, site conditions, local construction costs, local permit and government fees, your creditworthiness and other factors outside of our control.
* The Initial Franchise Fee for your first Franchise is $29,500. The Additional Store Franchise Fee is $22,000 per store.
Note: This is an estimate of the capital needed to open a store at this time. Some expenditure may provide for a period of time after the Grand Opening of the store.
Although we have relied on our experience from opening units in the past and our experience in the industry to compile these estimates, there are a number of factors which may affect your total cost, including your location, site conditions, local construction costs, local permit and government fees, your creditworthiness and other factors outside of our control.
* The Initial Franchise Fee for your first Franchise is $29,500. The Additional Store Franchise Fee is $22,000 per store.
FASTSIGNS: Sponsor of Franchises4Vets
FASTSIGNS – A “Welcome Home” Banner Flying Proudly
FASTSIGNS Offers Opportunities for Veterans to Prosper Within Proven System
Over one million men and women choose to serve our country in the United States Armed Forces. For these men and women, actively serving the United States is a demanding day-to-day job, requiring the highest dedication and integrity. After their enlistment period ends, veterans return home with the goal of transitioning into civilian life, specifically obtaining employment.
Thousands of veterans continue to choose to participate in the Veterans Transition Franchise Initiative, known as “VetFran,” a program designed to encourage franchise ownership. FASTSIGNS International, Inc., the worldwide franchisor of FASTSIGNS sign and graphic centers, is proud to be one of 400 franchises participating in the program.
FASTSIGNS takes pride as a business leader providing veterans the opportunity to succeed and grow a prosperous business within a proven system, and was recently selected as one of the 50 Top Franchises for Military Veterans by the World Franchising Network. Highlighted for offering an enticing mix of benefits to veterans, including sizeable and meaningful reductions in franchise fees, among other incentives, FASTSIGNS was also recognized for the number of operating units owned by veterans.
Why Veterans?
FASTSIGNS welcomes veterans into its system with open arms. Men and women who have served in the United States Armed Forces develop the drive, motivation and discipline needed to become successful business owners and operators.
With the help of VetFran, two veterans have put their skills they obtained through the United States Armed Forces to work and joined the FASTSIGNS team.
Daniel Nichols
After actively serving in the Navy from 1993 to 1995, Daniel Nichols opened his Spring, Texas, FASTSIGNS location more than two years ago. “My friends own a FASTSIGNS center nearby and they always invited me to come see how it operated,” said Nichols. “After seeing their success, I realized the business had great potential. I knew it was the right choice for me to join FASTSIGNS.”
Kelly Harward
Kelly Harward is another veteran adding to the FASTSIGNS success story. After actively serving in the Army from 1992 to 1995, Harward opened his Washington, Utah, FASTSIGNS location in March 2010. “Amazing corporate structure and the satisfaction of other FASTSIGNS owners initially grabbed my attention,” says Harward. “I felt a true commitment from FASTSIGNS corporate to see the franchisees succeed.”
Financial and Demographic Advantages for Veterans
FASTSIGNS offers a reduced franchise fee of $15,000 for veterans compared to $27,500.
FASTSIGNS recently secured $4 million in financing for franchisees opening new centers. This capital allows FASTSIGNS to continue its franchise growth momentum and stimulate the economy by creating new permanent and sustainable jobs. FASTSIGNS was the second franchisor that was approved by The Bancorp Bank for its new lending program.
With more than 350 markets available, veterans have the flexibility to open a new location in their ideal market.
What Makes FASTSIGNS an Industry Leader?
Since opening its first sign center in 1985, FASTSIGNS® has become a leader in one of the world’s most dynamic franchised industries with a growing store network that spans the globe.
FASTSIGNS offers the dominant brand name in the quick sign industry, sophisticated e-commerce capabilities and the latest technology, access to endless marketing resources and benefits that come from networking with the over 530 FASTSIGNS centers nationwide. With franchisee performance that has consistently outpaced the competition in the more than $12 billion quick-sign industry, FASTSIGNS prides itself on providing the best in class marketing, advanced technology and ongoing training for franchisees and their employees. FASTSIGNS’ successfully opened more than 20 centers in 2010 and anticipates opening an additional 35 centers in 2011.
Its franchised centers use state-of-the-art computer technology to create custom signs and graphics for businesses and organizations of all sizes. One of the most important factors to its success is the quality and commitment of its franchisees. Highly driven strategic entrepreneurs, its franchisees receive extensive training and support – and every possible competitive advantage, including:
Dominant brand name in the visual communications industry
Highest average unit volume
Unparalleled franchisee satisfaction
Access to endless marketing resources
Unlimited benefits that come from networking with various centers worldwide
Additionally, FASTSIGNS commitment to businesses and customers alike can be seen through:
Professionalism. Employing the most experienced professionals in the industry, FASTSIGNS owners work diligently to accurately execute every client’s demands.
Sign and Graphics Expertise. FASTSIGNS provides a wide variety of products and services, and acts as the central point to the visual communication industry’s most powerful resources.
Customer Focus. Every franchisee is committed to building long-term relationships that help make the sign buying process simple.
Complete Services. From concept to completion, FASTSIGNS specializes in total sign project management.
Integrated Network. With its private intranet connections linking each location, along with corporate headquarters and suppliers, each project is ensured to be completed quickly and accurately.
Experience. FASTSIGNS applies its more than 25 years of experience to make clients’ signs and graphics more attractive, durable and effective.
FASTSIGNS® solves communication challenges for businesses, organizations or events. From the simple to the simply impossible™.
For more information, please visit www.fastsigns.com or contact Mark Jameson at (800) 827-7446, mark.jameson@fastsigns.com.
Coverall: Sponsor of Franchises4Vets
Coverall – Take Charge of Your Future
Coverall Helps Dreams of Business Ownership Take Flight for Former U.S. Navy Aviation Support Equipment Technician
A year before he completed 20 years of service with the U.S. Navy, Marlon Ingram began thinking of ways to apply his military experience to starting a small independent business.
“I had a friend who was also a military enlistee who already owned a Coverall franchise. He knew I was unsure of what direction to take upon leaving the military and suggested that I visit his accounts with him one night to see what a commercial cleaning franchise opportunity was all about. The more I saw and the more I spoke with him about his positive experience, the more confidence I had that a Coverall franchise would be a successful venture for me.”
Marlon started his Coverall franchise business a year before he retired from the U.S. Navy in 2003. Any initial uncertainty was soon allayed when Marlon found that the transition from military life to business ownership went smoothly.
“The key to a smooth start was the technical and business training provided by my Coverall Support Center. I may also have had an advantage because I already knew someone in the business – and had an idea of how the process works,” said Marlon.
Ready to Be His Own Boss
Marlon found there is a lot to like about running a franchise – like being his own boss and controlling his own destiny. He also enjoys the freedom that entrepreneurship brings – having the freedom to set his own schedule to get his work done. “In the military, I learned both discipline and responsibility,” says Marlon. “That helps in running your own business where you can’t point fingers at anybody else when it comes to the success of your business.”
Marlon recommends that every prospective franchise owner do their homework “Talk to people in the business and make sure this is what you want to do. Owning a business takes commitment, and being committed sometimes means working seven days a week to be sure your customers’ needs are met.”
Today, Marlon serves as a mentor to other Coverall military franchisees who are starting up. His franchise business, which operates in the Virginia Beach area, currently has two employees and services nine accounts including a military recruiting office for the U.S. Army Corps of Engineers – Norfolk District.
Military Experience is Key to Success
It’s one thing to start a franchise, it’s another to stay on top over the years and remain successful. For Marlon the key to long-term success is establishing a good rapport with his customers. Once again Marlon relied on what he learned while in the U.S. Navy: “In the military I learned to work and communicate with people from all walks of life. To this very day, this skill continues to help me in communicating and establishing a good rapport with my customers.”
Marlon reflects on his successful experience as an independent business owner: “I’ve been a Coverall Franchise Owner since 2003, and my experience has been very positive. With Coverall you have a lot of flexibility and get many opportunities to grow; you have the ability to grow your franchise business as large as you want.”
Put Your Military Experience to Work for You
Coverall Health-Based Cleaning System® recognizes that those with military experience are familiar with working in a structured environment and have a process-oriented method of completing a task. If you’re a U.S. military veteran, why not put your experience to work for your future. You can become part of the most innovative franchise system in the commercial cleaning industry when you join the Coverall Health-Based Cleaning System program.
Our industry leading approach to Franchise Owner training and support, together with our proprietary, science-based program that provides, cleaner, healthier workplaces, will help you succeed in building your own business.
Franchisor Information
Coverall Health-Based Cleaning System
Founded in 1985, Coverall Health-Based Cleaning System is one of the world’s leading commercial cleaning franchising companies with a worldwide network of more than 90 Support Centers and 9,000 Franchisees. Franchisees currently service nearly 50,000 customers in over 90 metropolitan areas. Coverall Health-Based Cleaning System is revolutionizing the commercial cleaning industry with its science-based cleaning processes and procedures designed to reduce cross-contamination and aid infection control. For more information, visit www.coverall.com.
- Start-up Costs
Franchise fee: $10,000 – $32,200
Veterans discounts and/or incentives: Qualified veterans receive up to a 10% discount on the Initial Franchise Fee or a 25% discount if they qualify under the IFA VetFran Program. Under the VetFran Program, veterans who qualify for and obtain an 85% Small Business Administration Loan Guarantee will receive a 25% discount on the Initial Franchise Fee. Qualified veterans must choose only one of the discounts offered.
Minimum initial investment: $10,612 – down payment as low as $2,000
Available financing:
Initial Franchise Fee
Equipment Purchases
Additional Business obtained from Coverall
Corporate support: Coverall provides complete back office support to our franchisees at our nationwide Support Centers and the Global Support Center including account sales, customer service and operations support, training, and billing and collection services. Coverall’s comprehensive initial training includes classroom and hands-on training. This state-of-the-art education curriculum is also available to our franchise owners and their employees online.
It’s Official: Once a Marine, Always a Marine
The following PDF document begins with the Commandant’s Priorities, is followed by his Planning Guidance and ends with some very important information. A quote from the Commandant, General James F. Amos:
“A Marine is a Marine. I set that policy two weeks ago: there’s no such thing as a former Marine. You’re a Marine, just in a different uniform and you’re in a different phase of your life. But you’ll always be a Marine because you went to Parris Island, San Diego or the hills of Quantico. There’s no such thing as a former Marine.”
June 6, 2011
Freedom Rally Speech
Sent by a Navy veteran of Vietnam.
On Saturday, July 24th, the town of Prescott Valley, AZ, hosted a Freedom Rally. Quang Nguyen was asked to speak on his experience of coming to America and what it means. He spoke the following in dedication to all Vietnam Veterans.
Thought you might enjoy hearing what he had to say.
35 years ago, if you were to tell me that I am going to stand up here speaking to a couple thousand patriots, in English, I’d laugh at you. Man, every morning I wake up thanking God for putting me and my family in the greatest country on earth.
I just want you all to know that the American dream does exist and I am living the American dream. I was asked to speak to you about my experience as a first generation Vietnamese-American, but I rather speak to you as an American.
If you hadn’t noticed, I am not white and I feel pretty comfortable with my people.
I am a proud US citizen and here is my proof. It took me 8 years to get it, waiting in endless lines, but I got it and I am very proud of it. Guess what, I did legally and it ain’t from the state of Hawaii.
I still remember the images of the Tet offensive in 1968, I was six years old. Now you might want to question how a 6 year old boy could remember anything. Trust me, those images can never be erased. I can’t even imagine what it was like for young American soldiers, 10,000 miles away from home, fighting on my behalf.
35 years ago, I left South Vietnam for political asylum. The war had ended. At the age of 13, I left with the understanding that I may or may not ever get to see my siblings or parents again. I was one of the first lucky 100,000 Vietnamese allowed to come to the US. Somehow, my family and I were reunited 5 months later, amazingly, inCalifornia. It was a miracle from God.
If you haven’t heard lately that this is the greatest country on earth, I am telling you that right now. It is the freedom and the opportunities presented to me that put me here with all of you tonight. I also remember the barriers that I had to overcome every step of the way. My high school counselor told me that I cannot make it to college due to my poor communication skills. I proved him wrong. I finished college. You see, all you have to do is to give this little boy an opportunity and encourage him to take and run with it. Well, I took the opportunity and here I am. This person standing tonight in front of you could not exist under a socialist/communist environment. By the way, if you think socialism is the way to go, I am sure many people here will chip in to get you a one way ticket out of here. And if you didn’t know, the only difference between socialism and communism is an AK-47 aiming at your head. That was my experience.
In 1982, I stood with a thousand new immigrants, reciting the pledge of allegiance and listening to the National Anthem for the first time as an American. To this day, I can’t remember anything sweeter and more patriotic than that moment in my life.
Fast forwarding, somehow I finished high school, finished college, and like any other goofball 21 year old kid, I was having a great time with my life. I had a nice job and a nice apartment in Southern California. In someway and somehow, I had forgotten how I got here and why I am here.
One day I was at a gas station, I saw a veteran pumping gas on the other side of the island. I don’t know what made me do it, but I walked over and asked if he had served in Vietnam. He smiled and said yes. I shook and held his hand. The grown man began to well up. I walked away as fast as I could and at that very moment, I was emotionally rocked. This was a profound moment in life. I knew something had to change in my life. It was time for me to learn how to be a good citizen. It was time for me to give back.
You see, America is not a place on the map, it isn’t a physical location. It is an ideal, a concept. And if you are an American, you must understand the concept, you must buy into this concept, and most importantly, you have to fight and defend this concept. This is about Freedom and not free stuff. And that is why I am standing up here. Brothers and sisters, to be a real American, the very least you must do is to learn English and understand it well. In my humble opinion, you cannot be a faithful patriotic citizen if you can’t speak the language of the country you live in. Take this document of 46 pages – last I looked on the internet, there wasn’t a Vietnamese translation of the US constitution. It took me a long time to get to the point of being able to converse and until this day, I still struggle to come up with the right words. It’s not easy, but if it’s too easy, it’s not worth doing.
Before I knew this 46 page document, I learned of the 500,000 Americans who fought for this little boy. I learned of the 58,000 names scribed on the black wall at the Vietnam Memorial. You are my heroes. You are my founders.
At this time, I would like to ask all the Vietnam veterans to please stand. I thank you for my life. I thank you for your sacrifices, and I thank you for giving me the freedom and liberty I have today. I now ask all veterans, firefighters, and police officers, to please stand. On behalf of all first generation immigrants, I thank you for your services and may God bless you all.
June 3, 2011
A Christmas Story
It started last Christmas, when Bennett and Vivian Levin were overwhelmed by sadness while listening to radio reports of injured American troops. "We have to let them know we care," Vivian told Bennett. So they organized a trip to bring soldiers from Walter Reed Army Medical Center and Bethesda Naval Hospital to the annual Army-Navy football game in Philly, on Dec. 3. The cool part is, they created their own train line to do it. Yes, there are people in this country who actually own real trains. Bennett Levin - native Philly guy, self-made millionaire and irascible former L&I commish - is one of them. He has three luxury rail cars. Think mahogany paneling, plush seating and white-linen dining areas. He also has two locomotives, which he stores at his Juniata Park train yard. One car, the elegant Pennsylvania , carried John F. Kennedy to the Army-Navy game in 1961 and '62. Later, it carried his brother Bobby's body to D. C. for burial. "That's a lot of history for one car," says Bennett. He and Vivian wanted to revive a tradition that endured from 1936 to 1975, during which trains carried Army-Navy spectators from around the country directly to the stadium where the annual game is played. The Levins could think of no better passengers to reinstate the ceremonial ride than the wounded men and women recovering at Walter Reed in D. C. and Bethesda , in Maryland . "We wanted to give them a first-class experience," says Bennett. "Gourmet meals on board, private transportation from the train to the stadium, perfect seats - real hero treatment." Through the Army War College Foundation, of which he is a trustee, Bennett met with Walter Reed's commanding general, who loved the idea. But Bennett had some ground rules first, all designed to keep the focus on the troops alone: No press on the trip, lest the soldiers' day of pampering devolve into a media circus. No politicians either, because, says Bennett, "I didn't want some idiot making this trip into a campaign photo op" And no Pentagon suits on board, otherwise the soldiers would be too busy saluting superiors to relax. The general agreed to the conditions, and Bennett realized he had a problem on his hands. "I had to actually make this thing happen," he laughs. Over the next months, he recruited owners of 15 other sumptuous rail cars from around the country - these people tend to know each other - into lending their vehicles for the day. The name of their temporary train? The Liberty Limited. Amtrak volunteered to transport the cars to D. C. - where they'd be coupled together for the round-trip ride to Philly - then back to their owners later. Conrail offered to service the Liberty while it was in Philly. And SEPTA drivers would bus the disabled soldiers 200 yards from the train to Lincoln Financial Field, for the game. A benefactor from the War College ponied up 100 seats to the game - on the 50-yard line - and lunch in a hospitality suite. And corporate donors filled, for free and without asking for publicity, goodie bags for attendees: From Woolrich, stadium blankets. From Wal-Mart, digital cameras. From Nikon, field glasses. From GEAR, down jackets. There was booty not just for the soldiers, but for their guests, too, since each was allowed to bring a friend or family member. The Marines, though, declined the offer. "They voted not to take guests with them, so they could take more Marines," says Levin, choking up at the memory. Bennett's an emotional guy, so he was worried about how he'd react to meeting the 88 troops and guests at D. C.'s Union Station, where the trip originated. Some GIs were missing limbs. Others were wheelchair-bound or accompanied by medical personnel for the day. "They made it easy to be with them," he says. "They were all smiles on the ride to Philly. Not an ounce of self-pity from any of them. They're so full of life and determination." At the stadium, the troops reveled in the game, recalls Bennett. Not even Army's lopsided loss to Navy could deflate the group's rollicking mood. Afterward, it was back to the train and yet another gourmet meal - heroes get hungry, says Levin - before returning to Walter Reed and Bethesda . "The day was spectacular," says Levin. "It was all about these kids. It was awesome to be part of it." The most poignant moment for the Levins was when 11 Marines hugged them goodbye, then sang them the Marine Hymn on the platform at Union Station. "One of the guys was blind, but he said, 'I can't see you, but man, you must be beautiful!' " says Bennett. "I got a lump so big in my throat, I couldn't even answer him." It's been three weeks, but the Levins and their guests are still feeling the day's love. "My Christmas came early," says Levin, who is Jewish and who loves the Christmas season. "I can't describe the feeling in the air." Maybe it was hope. As one guest wrote in a thank-you note to Bennett and Vivian, "The fond memories generated last Saturday will sustain us all - whatever the future may bring." God bless the Levins. And bless the troops, every one.
June 2, 2011
Everyday Life at Camp Bastion
Camp Bastion is the main British military base in Afghanistan. It is situated northwest of Lashkar Gah, the capital of Helmand Province. It is the largest British overseas military camp built since World War II.[1] Built in early 2006, the camp is situated in a remote desert area, far from population centres. Four miles long by two miles wide, it has an airstrip and a field hospital and full accommodation for the 2000 men and women stationed there.[2] The base is divided into 2 main parts, Bastion 1 and Bastion 2. Bastion 2 includes two tenant camps, Camp Barber (US) and Camp Viking (DK). Bastion also adjoins Camp Leatherneck (US) and the Afghan National Army (ANA) Camp Shorabak. Bastion’s airstrip can handleC-17s; C-130 transport aircraft; Apache and Chinook helicopters are forward-deployed at the Heliport.
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