The FTC on Earnings Claims Statements
Written by:
Sebastien Page
Article Overview: Are you considering buying a franchise? One of the first steps you ought to take is to determine whether that franchise is doing well or poorly financially, which involves determining what the franchise’s actual quarterly and/or annual earnings are.
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The FTC on Earnings Claims Statements
Are you considering buying a franchise? One of the first steps you ought to take is to determine whether that franchise is doing well or poorly financially, which involves determining what the franchise’s actual quarterly and/or annual earnings are.
The FTC gives franchises an opportunity to disclose franchisee earnings information via the Item 19 section of the UFOC (Uniform Franchise Offering Circular) document (soon to be termed “FDD: Franchise Disclosure Document”). Franchises are free to reveal anything it would like about income, sales and cash flow.
It should be understood, however, that the FTC does not in any way require franchises to disclose this financial information. Many franchisors take advantage of this fact, as they are hesitant about such disclosure. For example: what if individual franchisees have not done particularly well regarding income and earnings? How does that make the franchisor look to potential investors? As one can imagine, many franchisors would rather be safe than sorry and therefore choose to keep such information to themselves.
Luckily, you don’t have to rely on the franchisor to provide you with earnings information; should the franchisor refuse to disclose franchisee financials, you can turn to existing franchisees for answers. Though you should be as sensitive as possible so as not to offend, don’t be afraid to ask a given franchisee questions that will reveal what financial shape his/her business is in.
Some questions you might want to ask are: How did the franchisor help the franchisee get the business up and running? What kind of marketing tactics did the company have in place for creating interest in the franchisee’s location? What supply purchasing strategies did the franchisor employ? Were those strategies notably beneficial to the franchisee?
Through these initial questions you ought to lead up to the big question: How much did it cost and how long did it take for the franchise to break even financially? You also want to know how knowledgeable the franchisee is of the franchisor’s overall profits, and how closely the franchisee’s figures ultimately resemble the franchisor’s original profit projections.
If you proceed carefully and respectfully, you should be able to glean some invaluable information that will either make or break your commitment to joining a franchise team.
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Related Forum Posts
How to valuate a business
- Hi Garth - here is how we did it at Northern Crown Capital when I was helping them raise venture capital for Toronto-based entrepreneurs. Assume the start date is 2003 so 2008 projections are 5 years out:
How Northern Crown Capital Valuates a Business
2008 Financial Projections
Earnings Before Tax
$5,865,000
Tax Rate
42%
Taxes
$2,463,300
Net Earnings
$3,401,700
Amount Seeking to Raise Today
$3,500,000
Discounted Value of Future Opportunity, 5 Years Out
2008 P/E Ratio
15
Value of Company in 2008
$51,025,500
Discount Rate Applied
30%
Year 2008
$51,025,500
Year 2007
$35,717,850
Year 2006
$25,002,495
Year 2005
$17,501,747
Year 2004
$12,251,223
Value of Company at Investment in 2003
$12,251,223
Less: Investment Amount
$3,500,000
Present Value
$8,751,223
Discount for Risk & Private Company
40%
Less: Discount for Risk & Private Company
$3,500,489
Private Company Value
$5,250,734
Present Value (What the Owner Keeps)
$5,250,734
60.00%
Financing (What the Investor Gets)
$3,500,000
40.00%
Total
$8,750,734
100.00%
I hope this helps!
Do you believe in "Mantra" or "Mission Statem
- In the Strategic Management course I'm currently taking, my group and I were supposed to come up with an improved mission statement for the organization we're analyzing or explain why the existing one doesn't need to be revised. However, business expert and author, Guy Kawasaki says "Forget mission statements; they're long, boring, and irrelevant. No one can ever remember them-much less implement them. Instead, take your meaning and make a mantra out of it. This will set your entire team on the right course" ("The Art of the Start" 3).
Which do you use for your own businesses: Mantra, Mission Statements or neither?
Thanks
You can see my Bank statement.........
- Hi there,
Today we are bombarded with 'Business Opportunities' by the multitude.
I believe it is possible to earn a lot through the internet, but it is hard work. Nobody gets it very easy on a long term basis.
[b][b]How much notice do people take[/b], [/b]when the Bank Statements are shown as means of 'how credible' their business idea is?
Are they always totally true? They look authentic.
The whole industry is growing rapidly.
What is your experience? Is there any regulation in presenting the 'Bank Statement' or other statements from 'Click Bank' etc ?
Kindest Regards
Beat
"Unlock People's Potentials!"
Re: Is A Business Plan A Waste Of Time?
- [quote="Kevin":dzvusovb]... However, after reading some of Martin Lindstrom's "Buyology: Truth and Lies About Why We Buy"... I'm beginning to think that all business plans and traditional market research (i.e. using focus groups, surveys, etc.) are a total waste of time. No joke, I'm serious.
Lindstrom says "That's because, just like market research, economic modeling is based on the premise that people behave in a predictably rational way", but "Most of the brain is dominated by automatic processes, rather than deliberate thinking. A lot of what happens in the brain is emotional, not cognitive." ("Buyology" pg 28). Basically, consumers will tell you one thing, and do simply do another with their unconscious minds.[/quote:dzvusovb]
Please explain more.
I get your point, but STRONGLY disagree with your generalized statement that bplans and traditional market research are a total waste of time.
Statements such as this without sufficient evidence are dangerous to potential young entrepreneurs who might trust your opinion.
The business owner who does their own business plan will find that it is not a waste of time.
Think about the probable benefits from completing just one component of market research in a business plan: A comparative analysis of your competition.
A wealth of information critical to planning your survival will be gained from a well organized SWOT of your competitors and their products/services. (SWOT analysis is certainly not limited to plotting logical decisions. Emotion can be factored in the analysis.)
You know as well as I do that it has been understood for a while now that most buying decisions are emotional and nearly devoid of logical decision making.
Many sources say that focus groups are an inefficient use of resources. Your conclusion that [quote="Kevin":dzvusovb]I'm beginning to think that all business plans and traditional market research (i.e. using focus groups, surveys, etc.) are a total waste of time. No joke, I'm serious.[/quote:dzvusovb] because focus groups are found to be inefficient is wrong.
Your logic is faulty. You must qualify your statement more.
Re: Is A Business Plan A Waste Of Time?
- [quote="MississippiInventor":1gcdhgrl]Please explain more.
I get your point, but STRONGLY disagree with your generalized statement that bplans and traditional market research are a total waste of time.
Statements such as this without sufficient evidence are dangerous to potential young entrepreneurs who might trust your opinion.
The business owner who does their own business plan will find that it is not a waste of time.
Think about the probable benefits from completing just one component of market research in a business plan: A comparative analysis of your competition.
A wealth of information critical to planning your survival will be gained from a well organized SWOT of your competitors and their products/services. (SWOT analysis is certainly not limited to plotting logical decisions. Emotion can be factored in the analysis.)
You know as well as I do that it has been understood for a while now that most buying decisions are emotional and nearly devoid of logical decision making.
Many sources say that focus groups are an inefficient use of resources. Your conclusion that [quote="Kevin":1gcdhgrl]I'm beginning to think that all business plans and traditional market research (i.e. using focus groups, surveys, etc.) are a total waste of time. No joke, I'm serious.[/quote:1gcdhgrl] because focus groups are found to be inefficient is wrong.
Your logic is faulty. You must qualify your statement more.[/quote:1gcdhgrl]
Hi MississippiInventor,
All I'm saying is that if your data collected is unreliable, then what was the point of collecting it in the first place (i.e. creating a business plan)? But at the end of the day, it's just my opinion and I knew my post would draw out strong opposition. I'm a huge fan of branding expert, Martin Lindstrom's research and he's been hired by multi-billion/million dollar companies as a consultant, so his logic (and my decision to side with him) can't be too far fetched. In fact, Martin was able to raise millions from investors to conduct his brain study research on consumer behavior. You see, the key isn't to necessarily stop creating business plans... BUT to learn to "unlearn" and to look at how we can find the truth behind why people support (and favour) some products/services, instead of others.
Things like focus groups, and customer surveys are ineffective and archaic tools (I already explained why in my previous post).
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