Group Director of operations & COO (Chief Operations Officer)
Middle East Hospitality Franchise & Restaurants Group
Total years of experience :29 years, 8 Months
Reporting to the chairman & Founder, Working in partnership with the Founder and group, create the strategic five-year plan and implement new processes and approaches to achieve it.
• Direct the development of the Operations business strategy, operational and related Management Policies, Systems, Processes, and Procedures, operating guidelines and standards for the Operations aligned to the mission of the Company, to achieve the short, medium, and long-term business objectives of the Company
• Ensure that the Regional Strategy and Business Plan is cascaded and implemented within each function to align Business operations with the overall company business strategy.
• Provide inputs to the development of the five year Business Plan through well-managed Long term contracts and projects in order to ensure that the revenue and profitability objectives are achieved or exceeded, over the full life cycle of the contracts or projects.
• Serve as the internal leader of the organization:
o Coordinate the annual operations plan and budget
o Lead the performance management process that measures and evaluates progress against goals for the organization
o Provide for all staff a strong day-to-day leadership presence; bridge national and regional operations and support an open-door policy among all staff
• Lead and manage the organization’s vice presidents, who have the following responsibilities:
o Site Development
Raise local funds
Build local fund raising and sales infrastructures within local offices
Generate sufficient local revenue to cover local costs
Increase fee-for-service contracts
Identify geographic growth opportunities and priorities
Communicate the branded message internally and externally
o Program
Increase key impact measurements
Ensure that all programmatic partners renew their contracts
Develop curriculum, tools, and training that meet cost guidelines
o Finance, Technology, and Human Resources
Produce and implement a Balanced Scorecard metric throughout the organization
Cultivate the values of IFA within the organization
Instill a human capital development and “coaching” culture within IFA; upgrade human resources functions including: training, development, compensation and benefits, employee relations, performance evaluation and recruiting
Develop an accounting system that provides the organization with quick access to financial information and enables strategic budgeting
Analyze the current technology infrastructure and scope out the next level of information technology and financial systems that support the growth of specific programs and the organization overall
o Fund Raising—function reports to ED; dotted-line reporting to COO on:
Budgeting
Development and implementation of systems for reporting, measurement and supporting local revenue generation
Administrative aspects including proposal preparation and granting writing
Work with the national board of directors: present to the board at quarterly meetings and serve on several board committees
Specialties
• KRAs / KPAs / KPI.
• Operations Management.
• Sales Forecasting & Budgeting.
• Purchasing & Inventory Management.
• Training & Organizational Development.
• Contract Negotiations & Administration.
• Layout Design & Process Engineering.
• Concept & Brand Development.
• Compliance, Safety & Quality.
• Menu Planning & Specialty Selection.
• Advertising & Promotion.
• Strategic Planning & Tactical Execution.
• Operational Efficiency & Cost Containment.
• Franchise System Builder.
• Situation audits of franchised operations.
• Recruit franchisees and close franchise sales
• Franchise Sales.
• Franchise Start-ups.
• Franchise Development.
• Franchise Disclosure Documents.
• Franchise Consulting.
• Franchise Operations Manuals.
• Franchise Site Selection.
• Franchisee opening support programs and implementation.
My strengths include all aspects of Restaurants, Franchising, Franchise System Builder; Franchise Management Operations & Development; franchise preopening, & opening support programs; Franchise sales compliance training, operations management; Headquarters and field support methods to improve effectiveness and profitability; Recruit franchisees and close franchise sales; Situation audits of franchised operations; Franchise regional Sites Location selecting / Inspection. I am able to generate new and imaginative ways to succeed through strategic tactical plans, which drive market growth and diversification.
1. Planning: Overall company strategy, Strategic Plan, Operational Plan
2. Organization: Organization chart; Job descriptions, Authority levels
3. Management recruitment and development: Succession planning, in-house training, outside training, promotion from within, human resource plan, new positions, active recruiting
4. Policy: Corporate policies, new policies, management input, review
5. Standards of performance and performance reviews: Standards of performance, performance reviews, performance improvement plans
6. Controls: Monthly reports, quarterly reviews, supplemental action programs
7. Management morale: Involvement in planning, salary discussions, access to CEO, management turnover
8. Product development: Overall strategy, quarterly priority meetings, status reports, new products, development expense
9. Community relations: public relations, community participation
10. Profitability and growth: Profit objectives, results compared to industry, sales objectives, dependency on single product/customer, market share, profitability by product line
11. Relationship with board of directors: Communications, Reports by executive managers, Board complaints.
My Progressive record of accomplishment is demonstrated in growing Hospitality & restaurants chains to higher levels of incremental, sustainable, and profitable performance. Among my key strengths are activities aimed at turnarounds and restructuring, start-ups, concept, strategic planning, operational flow and enhancing overall shareholder value.
In addition, I am Expert in setup Retail & Restaurants from Concept to Operations. Assist established franchisors and Develop the new companies to franchise compatible and build franchise System, multi-unit Restaurants Operations, and multi-branded companies in tactical planning, headquarters, and field support systems, manuals and training programs, marketing and expansion strategies, franchise relations, and the strategic restructuring of franchise.
Responsible for GCC & Middle East Region Management & Establishment, Redevelopments and supervising, coordinating, troubleshooting and enhancing GCC FOH/BOH Regional operations and quality standards across our existing locations, analyzing and costing the operations piece of new restaurants proposals, and coordinating and troubleshooting National & local prep during restaurants Regional pre-openings and openings. Fill a key role within Executrices & management team, supporting Business Development and Finance heads
Design HR Software is a software development firm that specializes in providing computer-based management, leave, FMLA, and benefit tracking products.
The program complimentary with their accounting and payroll software that could track employees across multiple locations, support an unlimited number of employees and users, take personnel files paperless, and accrue leave time automatically.
Identify staff vacancies and recruit, interview and select applicants.
Allocate human resources, ensuring appropriate matches between personnel.
Provide current and prospective employees with information about policies, job duties, working conditions, wages, and opportunities for promotion and employee benefits.
Perform difficult staffing duties, including dealing with understaffing, refereeing disputes, firing employees, and administering disciplinary procedures.
Advise managers on organizational policy matters such as equal employment opportunity and sexual harassment, and recommend needed changes.
Plan and conduct new employee orientation to foster positive attitude toward organizational objectives.
Serve as a link between management and employees by handling questions, interpreting and administering contracts and helping resolve work-related problems.
Analyze training needs to design employee development, language training, and health and safety programs.
Maintain records and compile statistical reports concerning personnel-related data such as hires, transfers, performance appraisals, and absenteeism rates.
Analyze statistical data and reports to identify and determine causes of personnel problems and develop recommendations for improvement of organization's personnel policies and practices.
Plan, organize, direct, control or coordinate the personnel, training, or labor relations activities of an organization.
Represent organization at personnel-related hearings and investigations.
Negotiate bargaining agreements and help interpret labor contracts.
1. Workforce.
• Identify “core competencies” of workforce with training director.
• Deploy competency mapping in the company.
2. Knowledge management
• Keeping training materials up to date.
• Using IT to produce training materials and manuals.
• Management of all training materials of company.
• Organizing the using of training materials in company (also include e-learning).
3. Training needs
• Identifying training and development needs within an organization.
4. Design and develop training programs
• Designing and developing training and development programs based on both the organization’s and the individual’s needs.
• Working in a team to produce programs that are satisfactory to all relevant parties in an organization.
5. Implement training programs
• Ensuring that statutory training requirements are met;
• Planning the training title.
• Make training plan monthly, quarterly.
• Amending and revising programs as necessary, in order to adapt to the changes that occur in the work environment.
• Organize training plan approved.
• Helping line managers and trainers to solve specific training problems, either on a one-to-one basis or in groups.
• Supervising the work of trainers.
• Management of training center.
• Train instructors and supervisors in techniques and skills for training and dealing with employees.
6. Appraisal of training effectiveness
• Evaluating training and development programs.
7. Design career development for all positions.
• Design “development way” for each position.
• Communicate career development to all employees.
8. Identify and implement career development for each employee.
• Check competency of each employee as requirements
• Identify development plan for each employee.
9. Workforce competency appraisal.
• Appraisal competency of employee periodically.
• Identify quality of workforce as requirements
• Develop testing and evaluation procedures.
10. Training Budget;
This position reports to the Restaurants Director of Operations and is responsible for managing a specified territory and generating new and repeat business. The Consultant will be responsible for the advancement of the Brand and image within the marketplace. The field activities of the Franchise Business Consultant (FBC) protect the integrity of the Brand by teaching and measuring performance in areas of product quality customer service, cleanliness and profitability.
The FBC also provides necessary counsel and assistance to franchisees to develop and improve business plans to include specific goals, objectives and strategies for sales, controls, profits, human resource plans, development marketing etc. Some of the essential job functions include:
Assist Restaurants franchisees with new store openings and conduct start-up and training. Coordinates training plans including verification that all training materials and tools are ready.
Provides guidance and support to Restaurants franchise management. Protect the operating and financial interest of thee franchisee and the company to ensure compliance with franchise agreements.
Acts as a liaison between grocery wholesalers and Restaurants franchisees and/pr operators. Resolves and issues related to delivery or non-delivery of breading and supplies to operators.
Acts as a liaison between grocery wholesalers and franchisees and/pr operators. Resolves and issues related to delivery or non-delivery of breading and supplies to operators.
Consults with Restaurants companies on the appropriateness of franchising, both domestic and international, as a method to obtain their long-term expansion goals, and in the design and development of their franchise systems.
In addition, assist established franchisors, multi-unit Restaurants companies, and multi-branded companies in tactical planning, headquarters, and field support systems, manuals and training programs, marketing and expansion strategies, franchise relations, and the strategic restructuring of franchise.
Additionally, I bring a vast amount of experience working in different facets of the hospitality business with particular interest in start-up businesses, businesses going through expansion and/or restructuring, franchising, business turnaround, business development, acquisition and market entry of new concepts, concept development, financial feasibility, and business plan analysis, setting up of systems, processes, procedures and building operational capability.
Experience managing Restaurants multiple units, Responsible for 79 units. ( TGI Fridays, Hardee's & KFC )
•FOH/BOH operations input into HQ review/negotiation of restaurants proposals
• coordinating and troubleshooting local FOH/BOH prep during restaurants pre-openings and openings
• Develop and perpetuate a sales and service attitude within the organization through coaching and follow up with restaurants management and staff employees to ensure that guests have an outstanding dining experience. Design and implement specific sales and service improvement initiatives such as guest check average and local marketing programs.
• Responsible for supervising, coordinating, troubleshooting and enhancing FOH/BOH operations and quality standards across our existing locations, analyzing and costing the operations piece of new restaurants proposals, and coordinating and troubleshooting local FOH/BOH prep during restaurant pre-openings and openings. fill a key role within management team, supporting Business Development and Finance heads,
• Responsible for profits at all levels within the district. Ensure through step-downs and follow-ups that all restaurants cost control systems are in place and are working effectively.
• Ensure that each restaurant's General Manager is forecasting their personnel needs accurately, recruiting, and selecting on a timely basis, training the staff properly and retaining the appropriate employees.
• Develop and train the Management Team within the district. Insure that the district team is properly training and developing their staff and crew.
• Inspect, coach and follow up to ensure that all restaurants systems and procedures are used effectively to run our business and make the required targets.
• Progressively responsible restaurants experience required.
• Experience in a complex, fast-paced environment.
• Proven P&L accountability with the ability to build sales and manage up to $45 million in sales volume.
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1- Ensure that the new hires possess the required competencies
2- Has an active role in the promotion process and ensure that promotions are done with accordance to the Company policy and processes and the candidates posses the required competencies
3- Monitor the effective execution of the training programs and ensure that all employees and Managers are trained and certified according to the Brand standards.
4- Monitor and ensure the effective execution of the bench planning system.
5-Endorse and follow up the Management IDPs (Operations up to ARM and support departments up to supervisory Level) and out source the training providers in alignment with the branch management and operation leaders.
6- Follow up and verify the effectiveness of the training and certification standards (Star, All Star, LAS, LAR, LMR…).
7- Follow up/ensure Brand annual HRD plans implementation against the business/ operations KPIs.
8- Assess, determine and satisfy the HRD team individual training and development needs .
9- Cascade the company’s vision, mission and values to the Branch employees.
10- Implement Americana R&R programs effectively to drive HWWT principles, customer mania culture and monitor effective execution.
11- Act like a customer mania and R&R role model
12- Conduct round table meetings to ensure employees equity and fair treatment regardless of nationality, gender, religion and race.
13-Ensure effective communication system.
14- conduct round tables to verify the Restaurant Management empowerment.
15- New Openings: Responsible for availing the needed manpower and their
readiness
• Agrees basic menu with F&B Management
• Informs F&B Management of popular/unpopular items on Room Service Menu and Wine List.
• Ensures standard of food presentation and quality of dishes served to guests
• Places necessary orders for foods tacks and products
• Liaises with Chef/F&B Management on "special" available for promoting in Room Service
• Ensures that all guest complaints are attended to personally, followed up and reported, and organizes measures to prevent problems from recurring (liaison with staff/F&B Management, Training etc)
• Personally assists waiters in service for VIP suites and Presidential suites
• Ensures that each and every subordinate has a clearly defined job description, and discusses it with him/her in detail to check understanding
• Ensures that each subordinate receives training necessary for job competence.
• Ensures that all staff are aware of departmental and hotel policies and procedures.
• Prepares duty rosters and time sheets for all Room Service staff.
• Ensures perfect appearance and hygiene for all Room Service staff
• Holds daily and weekly meetings with staff to
• Inform them of happenings in the hotel
• Point out problems and discuss corrective action needed
• Find out and discuss staff queries and problems
• Strengthen communication links with staff and make them feel part of the team
• Supervises staff performance
• Issues disciplinary warnings.
• Regularly checks department for maintenance requirements
• Is responsible for maintaining food and equipment par stocks.
• Is responsible for regular stock taking of operating equipment to control losses.
• Ensures that working area is kept clean and tidy at all times.
• Supervises mise-en-place, set up before service, and checks all trolleys/trays before departure.
1.Plan, develop and implement strategy for staff training and development, establish and maintain appropriate systems for measuring necessary aspects of staff training and development
2.Monitor, measure and report on staff training and development plans and achievements within agreed formats and timescales
3.Manage and develop direct reporting staff
4.Manage and control departmental expenditure within agreed budgets
5.Liaise with other functional/departmental managers so as to understand all necessary aspects and needs of staff training and development, and to ensure they are fully informed of staff training and development objectives, purposes and achievements
6.Maintain awareness and knowledge of contemporary staff training and development theory and methods and provide suitable interpretation to directors, managers and staff within the organisation
7.Ensure activities meet with and integrate with organisational requirements for quality management, health and safety, legal stipulations, environmental policies and general duty of care
Promote the image of Le Hotel as a professional organization.
• Ensure to maintain a personal attitude of a high standard and quality, which produce efficiency, and productivity of the restaurant department.
• Support the management operations and decisions.
• Assist the daily meeting.
• Run assessments throughout the year.
• Deal with several personal projects
• Train and continually develop the Restaurant team to achieve their personal best. Support training initiatives in line with the business needs and Investors in People.
• On a day-to-day basis plan, organize and direct the work of the Restaurant team.
• Encourage and coach the department and to develop teamwork and Working practices to deliver excellent standards.
• Development the culture of Training within the Restaurant department and assist in the improvement of the retention of staff.
• Comply with all Company policies and legal requirements relating to the operations of the hotel with special reference to Health and Safety.
• Maintain the standards of the Restaurant in keeping with the five AA Rosettes and the Michelin Star criteria.
• To react to all customer requests positively and deal with them appropriately.
• Ensure the correct appearance of all of the Restaurant areas.
• Comply with all security measures to ensure the protection of guests and company property.
• Ensure that all equipment is functional and used according to company/ manufacture’s guidelines.
• To support effective communication within the hotel by being receptive to issues communicated to you and to ensure that you pass all relevant communications from colleagues or guests to the appropriate person.
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• Served as Assistant General Manager for a full-service, casual dining restaurant with seating capacity of 295 guests and revenues of $1.5 to $2 million per year.
• Assisted General Manager with all restaurant operations, including customer service, wait staff and kitchen supervision, ensuring food and beverage quality, opening / closing, scheduling, and overall management.
• Coordinated management of staff, hiring, training, and employee development.
• Monitored food cost budgets, menu specials, and cost controls. Assisted in marketing and merchandising of restaurant services. Directed facility maintenance, and emphasized clean, fun, and hospitable dining facilities.
• Managed cost controls for food and labor, expense budgets, and quality control. Monitored security measures and loss prevention and coordinated facility maintenance and upkeep.
• Developed employee customer service skills, conducted productivity enhancement, and performance evaluations. Served as liaison and team leader to improve work flow and restaurant efficiency.
• Achieved high employee satisfaction covering the areas of unit teamwork, management trust, professional growth, guest service, and work environment.
• Successfully increased sales every month in 1995-1996 over the previous year by approximately 8%.
• Decreased food costs by 1.2%.
This online course assists aspiring entrepreneurs in developing great ideas into great companies. With strong economies presenting rich opportunities for new venture creation, and challenging economic times presenting the necessity for many to make their own job, the need to develop the skills to develop and act on innovative business opportunities is ever present. Using proven content, methods, and models for new venture opportunity assessment and analysis, students will learn how to enhance their entrepreneurial mindset and develop their functional skill sets to see and act entrepreneurially. The initial steps to creating a business plan, and raising financial capital to launch the firm, are examined as well. Our goal is to demystify the startup process, and to help you build the skills to identify and act on innovative opportunities now, and in the future. Course Syllabus Week One: Entrepreneurial Perspective Welcome Course overview What is entrepreneurship? Who is an entrepreneur? Entrepreneurship, creativity, and innovation The world's most innovative companies Types of innovations Entrepreneurs and strategic decisions The opportunity analysis canvas Week Two: Entrepreneurial Mindset, Motivations and behavior's Entrepreneurial mindset Entrepreneurial motivations Entrepreneurial behaviors Risk taking in entrepreneurial decision-making Risk, uncertainty, and stakeholder involvement Week Three: Industry Understanding Knowledge conditions Demand conditions Industry lifecycle Industry structure Competitive advantage Learning curve Complementary assets Reputation effects Week Four: Customer Understanding Macro changes that increase new venture opportunities Exploring real market needs Satisfying real market needs Strategic positioning Strategic planning Week Five: Business Modeling Value innovation Opportunity identification Introduction to business models The business model canvas - Part 1 The business model canvas - Part 2 Partnerships Outsourcing Week Six: Business Planning Defining the business plan Authoring the business plan Sales forecasting Managing the sales pipeline Developing the marketing mix - Part 1 Developing the marketing mix - Part 2 Pricing Building financial statements Sources of financial capital Final thoughts
HAS SUCCESSFULLY COMPLETED THE UNIVERSITY OF GENEVA'S online course OF “International Organizations Management" and received a Statement of Accomplishment with distinction. I have earned 97.4% About the Course International and not-for-profit organizations present an increasingly complex environment to work in and therefore require for their successful management an unprecedented level of managerial skills on top of a deep understanding of the socioeconomic and political context they operate in. This course is designed to provide students with. (1) Basic notions of the practice of international relations. (2) A general overview of the management challenges international and not-for-profit organizations are faced with as well as key theoretical frameworks and practical tools for managers to excel in this environment. Key areas of management will be reviewed, from strategy setting to implementation through marketing & fund raising, and assessment. (3) Given the growing interaction between public and private sectors, this course also touches upon the management of public/private partnerships.
This course assists aspiring entrepreneurs in developing great ideas into great companies. With strong economies presenting rich opportunities for new venture creation, and challenging economic times presenting the necessity for many to make their own job, the need to develop the skills to develop and act on innovative business opportunities is ever present. Using proven content, methods, and models for new venture opportunity assessment and analysis, students will learn how to enhance their entrepreneurial mindset and develop their functional skill sets to see and act entrepreneurially. The initial steps to creating a business plan, and raising financial capital to launch the firm, are examined as well. Our goal is to demystify the startup process, and to help you build the skills to identify and act on innovative opportunities now, and in the future. Course Syllabus Week One: Entrepreneurial Perspective Welcome Course overview What is entrepreneurship? Who is an entrepreneur? Entrepreneurship, creativity, and innovation The world's most innovative companies Types of innovations Entrepreneurs and strategic decisions The opportunity analysis canvas Week Two: Entrepreneurial Mindset, Motivations and behaviors Entrepreneurial mindset Entrepreneurial motivations Entrepreneurial behavoirs Risk taking in entrepreneurial decision-making Risk, uncertainty, and stakeholder involvement Week Three: Industry Understanding Knowledge conditions Demand conditions Industry lifecycle Industry structure Competitive advantage Learning curve Complementary assets Reputation effects Week Four: Customer Understanding Macro changes that increase new venture opportunities Exploring real market needs Satisfying real market needs Strategic positioning Strategic planning Week Five: Business Modeling Value innovation Opportunity identification Introduction to business models The business model canvas Partnerships Outsourcing Week Six: Business Planning Defining the business plan Authoring the business plan Sales forecasting Managing the sales pipeline Developing the marketing mix Pricing Building financial statements Sources of financial capital Final thoughts
The New Nordic Diet is a new food culture developed in 2009-13 with key emphasis on gastronomy, health, and environment. Major research in its effect on acceptability, behavior and learning skills, and disease prevention have been conducted by the OPUS centre at the University of Copenhagen and the people behind the award-winning restaurant Noma in Copenhagen. This course will give the participants the opportunity to experience a healthy and palatable new food and eating concept diet “The New Nordic Diet” and an understanding of how food and diets can affect mental and physical health and ensure the foundation for a healthier life style for future generations with a regional based diet and food culture. In Denmark “the Nordic cuisine”, has expanded from food eaten at the award-winning Copenhagen restaurant Noma to homemade dishes of local ingredients of whole-grain rye bread, root vegetables, berries, fresh fish and seaweed. Course Syllabus Week 1: Developing a new meal system the New Nordic Diet based on local ingredients at the same time taking account of the health and well-being of the individual, environmental sustainability and the sensory aspects of the diet. Week 2: The OPUS School Meal Study. Gives an introduction to design, rationale and concept of the school meals and investigate the effect of serving the New Nordic Diet on the well-being, development and state of health of schoolchildren comparing the New Nordic Diet with the current situation in schools studying how the diet affects children's academic performance and behavior, body weight and body composition as well as their risk of developing lifestyle diseases. Week 3: The OPUS Supermarket intervention investigates the effect on adults eating the New Nordic Diet and Average Danish Diet, respectively, in terms of body weight, body composition and general health. Week 4: Investigate the New Nordic Diet – from food to health.
This course examines the emergence of a new story about business. This new story locates business within a societal framework. Almost every business creates or destroys value for customers, suppliers, employees, communities and society, in addition to shareholders and other financiers. A number of new models of business can be built on this idea such as corporate responsibility, philanthropy, shared value and sustainability. Profits and stakeholder value go together, and this course explains how. The final session explores the idea of how to become a stakeholder entrepreneur and create a business that makes money and makes the world a better place. Course Syllabus Week One: Business in Society: The Problem Week Two: Corporate Responsibility, Philanthropy and Shared Value: The Role of Capitalism in Society Week Three: Building Sustainable Value Week Four: Creating Value for Stakeholders Week Five: Becoming a Stakeholder Entrepreneur: The Social Enterprise Model Reconstructed.
Franchise Executives Diploma
The Programme provides participants with the necessary knowledge and tools to develop and implement a Food Safety Management System (FSMS) for an organisation in compliance with the International Standard ISO 22000.2005. The programme involves FSMS Modules 1 to 5 in the development of the food safety management system and FSMS Modules 6 to 7 in the Implementation of what has been developed in the first five modules. The last two modules FSMS 8 and FSMS 9 are used for Auditor Professional Development. PROGRAMME CONTENTS •FSMS Module 1: How Food Safety and HACCP Issues are managed within an organisation. •FSMS Module 2: How Food Safety HACCP Risks, Hazards and related Policy Objectives relate to an organisation. •FSMS Module 3: How to develop a Food Safety Management System. •FSMS Module 4: How to develop a Draft Food Safety Manual for an organisation. •FSMS Module 5: How to write clear and concise documents for an effective Food Safety Management System. •FSMS Module 6: How to implement a Food Safety Management System includes Auditor Training plus RABQSA PAAS Master online examination. •FSMS Module 7: How to review a Food Safety Management System and prepare for External Audits includes online pre-assessment for Auditor, Lead Auditor Business Advisor Course. FSMS 8 and FSMS 9 are used for Auditor Professional Development in both integrated Business Systems and introduction to Triple Bottom Line reporting capabilities. These final two modules or courses also allow the graduate, employee or student the necessary time and continuous professional development supported by ACI Global to obtain the experience required to apply for full registration with RABQSA International Inc in their required skill set
• Franchising management • Values, Ethics and Culture in Franchising • How U.S. Laws Regulate Franchising • Franchising Law • Strategic Thinking and Planning - The Key to Profit and Growth • Marketing and Brand Development • Franchise marketing • Franchise Relations • Operations Management. • Operating Systems That Manage Results • Finance, Financial Planning and Management • Recruiting Top Quality Franchisees • Real Estate management and Site Selection • Human Resource Management • Best Practices for Hiring in the 21st Century • Diversity Today – More Inclusive Franchise Systems Tomorrow • Change management. • Managing System Change • Communications and the Public Relations Functions in a Franchise System • International Development • Franchising – E-business and the Internet • Resolution of Franchise Disputes
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