Preservation for Motorcars

A Franchising Story:

The Creator knows how to develop a National operation for Car Storage. The franchise model he learned during his early career was by undertaking a consultancy role for a well-known (he says successful, but it depends on who was successful? - ask about it when you enquire) Retail outlet. At it peak, the franchise held 246 franchisees in the UK and around 16 franchisees in the EU.  He was hired for almost to two years to oversee the US Investment Management Buyout to the tune of £18m.

He was involved with the reconciliation of the Franchisee sales ledgers, which included monthly management fees, adversity levy and stock purchases as these franchisees were legally required to purchase through the warehouse at (HQ) Head Office.

This entailed him communicating extensively with all franchisee owners, building a repour with them directly to understand their business operations, understand their finances and understand what Head office support was required to make them successful on the basis that HQ, as you can imagine, with 246 retail outlets, had limited resources.

"If you want to grow your Automotive Business - You are in the right place!"

Head office Business Development managers were deployed to stores that were struggling. Resources were optimised accordingly, and done so in a fair manner. Some store owners welcomed the support, and the BDMs helped them develop skills they perhaps lacked. Whilst others were perhaps unmotivated and unable to benefit from HQ resources. Why? Because even a franchised business is also a business in itself and, as such, is only as successful as the person or people running it. Sometimes people who had committed to a franchise had the funds to do so initially (therefore were signed up) but perhaps lacked the ability to push forward, develop and run a business for many reasons, which are unfair to state here.

The total volume of balance the creator was involved with on a month-by-month basis was £1.4-£1.8m. This was the monthly turnover of operations for Head Office, including the above fees and stock purchases. 

He oversaw the replacement of two Managing Directors, the initial one left due to the sudden change of business direction. A new Finance Director who actually hired the creator when she first joined the company. A new Head of Operations who obtained valuable insights from the creator due to his in-depth company knowledge at that time. And finally, a new Marketing Director.

The Marketing Director was certainly an eye opener for the creator. He learned that sometimes a person has the ability to sell themselves, present themselves in perhaps a superior manner, "they are the best", "they know what they're doing". What happened is - the guy almost put the company bankrupt via a lack of cash flow. And he did this by signing up with a Touring Car team with the intention of advertising by coverage on TV.

The fees were astronomical.

The company began the Touring Car deal (and it was amazing! - all this fancy VIP access to tracks - gosh!, I bet the Marketing Director had a few champagnes...). The deal was signed, but there was a fundamental error made. Something deep within the contract that was either hidden of missed.

Everything was supposed to be planned out (budget-wise for HQ), but one day a huge £50k invoice hit the table, an unexpected one. This was after the season had begun, therefore all the advertising logos were on the cars etc. The touring car company demanded money immediately - something to do with paying for tires.    

But what did the creator know about Marketing? It was his role to reconcile monies outstanding, resolve disputes and resolve issues relating to the brand. He was, in essence, operating at the very heart of the Business from Head Office, at the soul of the business. He was not hired to Market the company but his insights, therefore knowledge acquired is very valuable.

The knowledge obtained working in Franchising is one reason for how and why this current creation came about.

"Why is this relevant to my Business?"

Becoming a Network member provides a region for your Business, just like a franchise does. However, the strict terms of a franchise do not apply.

1. We don't take liability over a property.
2. We don't take personal liability.
3. You wish to stop service? You can request a 60-day notice period only.
4. We develop Business for you separately via our own means.
5. We don't take a cut from all your Business. If you find your own Business, it's yours.
6. We provide you with knowledge to grow your Business.

When we provide knowledge, it has been gathered together with over 20 Years of experience in multiple industries. Much of this gained experience was from large corporations. Large corporations have systems and processes in place which allow the Directors to safely and efficiently monitor the company from behind. Meaning, the processes allow your company to grow using employed staff.

"We specialise in finding areas of concern for improvement & growth."

We found that one SME automotive company had staff in place, however, lacked operational systems to be efficient when they sought to diversify into a new area of Business due to a decline in track day hires. We brought them the Supercar repair work. Within the first 3 months of going live with us, they couldn't cope with demand. Cars were parked in the unit, unable to be worked on. Parts were not ordered in a timely way, the organisational side to deliver on the client side and the promise was not met- their old manual system was outdated. 

"Honorability is paramount for the success of this operation"

We want people to come on board and value what we provide them. 

Our main website www.thejohnrosegroup.co.uk  . You can read some more stories and find out about the Advisory side of the operation used to pull in commercial deals.

"Thank you for reading and taking an interest - hope to hear from you!"     

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