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Showing posts with label Franchising Code of Ethics. Show all posts
Showing posts with label Franchising Code of Ethics. Show all posts

MiniBoss Franchisee Summit Takes Place in Dubai




The summit of leaders of business education MiniBoss Global takes place in Dubai. Franchisees and trainers from UAE, Kazakhstan, Russia, Uzbekistan and Ukraine take part in it.







Franchisees will get all the necessary materials to introduce a new education in their countries. Teachers in practice train skills of innovative MiniBoss methods. Training takes place in an interactive format.











After training, franchisee will receive certificates and open branches of a business school in their countries. Now there is a lot of work ahead.



MINIBOSS is in Tashkent / Uzbekistan from now!


MINIBOSS is in Tashkent / Uzbekistan from now!


A new branch opens in Tashkent, Uzbekistan.
Congratulations to Uzbek children and parents on the launch of the most innovative educational program in the capital of Uzbekistan!

#miniboss #minibossbusinessschool #minibossuzbekistan #minibossfranchise #minibossglobal

Do Your Kids Really Need College?


High school kids ended the school year thinking about college, and perhaps some college kids are wondering whether to return. Here’s a revolutionary idea: maybe not.

I’m not against college. My husband and I both have advanced degrees, one of our kids graduated and one of our kids spent two-and-a-half years in college before moving on. Many kids are thriving in college, and that’s fantastic. But, what about the kids who aren’t? A lot of kids are miserable.

Why college?

I’m all for kids who are studying something they love, preparing themselves for the next phase of their life. But, increasingly kids are graduating from college without a clue what they want to do, because for the last 10 years all they’ve done is what they’ve been asked. They took every course in high school and college that someone told them they needed, and now they’re being offered jobs as baristas.
Even worse, they’re loaded down with debt: 44 million now pay $351 on average every month on student loans.
Maybe you have a kid who’s thriving. I’m happy for you; nothing is better than raising a happy child. But, maybe you have one of those other kids. Maybe your kids are smart, but not motivated by schoolwork. Maybe they do well in school, but none of the careers they’ve learned about excite them. Maybe even more than school, they love what they’re doing outside of school: acting, filming, writing music, painting, selling things, organizing protests, running for student government, volunteering. Maybe their true calling in life won’t come from school. Relax. It will be okay. There is another path than the traditional one.

I know this from interviewing 60 successful entrepreneurs and their parents for my book, Raising an Entrepreneur: 10 Rules for Nurturing Risk Takers, Problem Solvers and Change Makers. The entrepreneurs are diverse: half men, half women, from every race, religion, socioeconomic group and family type. And by entrepreneur, I mean anyone who starts something. So, the 60 are not only diverse in terms of inputs, but also in terms of outcomes: They started for-profits, profits-for-purpose, nonprofits, became activists and artists. Some didn’t go to college, some went and dropped out, some graduated and some got advanced degrees. It didn’t matter.
What’s really important?

What did matter is that, despite coming from extremely different backgrounds and having very diverse interests, they were all raised in families that supported them as they pursued their passions. What does my book recommend that parents should do? Start by listening to your kids. Figure out what they love. If you encourage them to pursue it with all they’ve got, they will. They’ll work hard at it because they love it. They’ll become good at it because they’re working hard at it. And they’ll develop confidence because they’re becoming good at something they love, that they chose. Not something that somebody else thinks they ought to do to get into the “right” school or the “right” career. And because they’ve learned to work hard, they’ll develop grit. Nobody becomes an entrepreneur without grit.

Some entrepreneurs translated what they learned by following their childhood passion into a future endeavor. Paige Mycoskie liked to draw. She started lifestyle brand Aviator Nation, with fun designs on shirts, which now has five stores. Matt Mullenweg’s mother supported his passion for the saxophone and then for computers. He started WordPress, the world’s largest website platform. Alexis Jones loved storytelling. She started I Am That Girl, a massive online community for the women’s movement. Kevin Plank started a T-shirt company in high school. He founded multibillion-dollar athletic apparel maker Under Armour. Hooman Radfar’s mom supported his passion for computers. He’s a co-founder of startup studio Expa. Nyla Rodgers did a lot of service projects when she was young. She started Mama Hope, which has established health, education and agriculture projects around Africa. Robert Stephens liked to fix things. He started Geek Squad. Jon Chu only wanted to make movies from the time he was in fourth grade. Lin Manuel Miranda just tapped him to film In the Heights.

Others took the grit and competitive drive they learned when they were young and started a company in a different area when they found the right idea. Blake Mycoskielearned grit from playing competitive tennis. He started TOMS shoes. Reggie Aggarwallearned to compete through debate and running for student office. He started event software firm Cvent. Simon Isaacs was on the Olympic development team for skiing. He said the grit and determination he learned competing helped him start Fatherly, the top website for dads. Twins Miki and Radha Agrawal played soccer through college. These serial entrepreneurs started Daybreaker, Thinx and Wild restaurants. Eric Ryan learned grit from competitive sailing. He cofounded Method products.

So, what should you do?

Parents, if you have one of those other kids, who loves something outside of school more than school itself, don’t make them spend four long years bored by their classes and racking up debt. Let go of your anxieties about their future. Encourage them to pursue their passion with all they have. Let them know how proud you are of them for working so hard in their chosen field. And don’t let them think you’re disappointed in them if it doesn’t work out. That’s life. Lots of things don’t work out. With luck, they’ll figure it out and the next one will work out. Or the one after that. Eventually, perhaps something great will happen. And at least they’ll be happier, which is what really matters.

А source: https://www.entrepreneur.com/article/296357


12 rich, powerful people share their surprising definitions of success



Billionaire Richard Branson believes success is about happiness.

Though Sir Richard Branson, founder of the Virgin Group, is worth some $5 billion, the Virgin founder equates success with personal fulfillment.

"Too many people measure how successful they are by how much money they make or the people that they associate with," he wrote on LinkedIn. "In my opinion, true success should be measured by how happy you are."


Huffington Post co-founder Arianna Huffington says that money and power aren't enough.

Huffington says that while we tend to think of success along two metrics — money and power — we need to add a third.

"To live the lives we truly want and deserve, and not just the lives we settle for, we need a Third Metric," she told Forbes' Dan Schawbel, "a third measure of success that goes beyond the two metrics of money and power, and consists of four pillars: well-being, wisdom, wonder, and giving."

Together, those factors help you to take care of your psychological life and truly be successful, or as the title of her 2014 book, "Thrive," suggests.

Billionaire investor Mark Cuban says you don't need money to be successful.

"Shark Tank" regular Cuban offers a surprisingly simple take on success.

In an interview with Steiner Sports, he said:

"To me, the definition of success is waking up in the morning with a smile on your face, knowing it's going to be a great day. I was happy and felt like I was successful when I was poor, living six guys in a three-bedroom apartment, sleeping on the floor." 

Legendary basketball coach John Wooden said it's a matter of satisfaction.

With 620 victories and 10 national titles, Wooden is the winningest coach in college basketball history.

But his definition of success was more about competing with yourself than the other guy:

"Peace of mind attained only through self-satisfaction in knowing you made the effort to do the best of which you're capable," he said in a 2001 TED Talk. 

Legendary investor Warren Buffett values relationships above all else.

With a net worth of $77.4 billion, Buffett is just about the wealthiest person in the world, second only to Bill Gates. And yet his definition of success has nothing to do with money or fame.

As James Altucher writes, the chairman of Berkshire Hathaway once told shareholders at an annual meeting: "I measure success by how many people love me." 

Acclaimed author Maya Angelou believed success is about enjoying your work.

The late, great poet laureate, who passed away at 86 in 2014, left behind stacks of books and oodles of aphorisms.

Her take on success is among the best: "Success is liking yourself, liking what you do, and liking how you do it."

Microsoft cofounder Bill Gates believes it's about making an impact on society.

Gates is the wealthiest person in the world, with a net worth of $86 billion, But to him, success is about relationships and leaving behind a legacy.

In a Reddit AMA, Gates took a tip from Warren Buffett when asked about his definition of success:

"Warren Buffett has always said the measure [of success] is whether the people close to you are happy and love you."

He added: "It is also nice to feel like you made a difference — inventing something or raising kids or helping people in need." 

Spiritual teacher Deepak Chopra believes success is a matter of constant growth.

The physician and author says it's a matter of continual growth.

"Success in life could be defined as the continued expansion of happiness and the progressive realization of worthy goals," Chopra writes in "The Seven Spiritual Laws of Success."

President Barack Obama aims to change people's lives.

Obama once held the highest office in the land — but he doesn't equate power with success.

At the 2012 Democratic National Convention, First Lady Michelle Obama told the audience that her husband "started his career by turning down high-paying jobs and instead working in struggling neighborhoods where a steel plant had shut down."

She went on:

"For Barack, success isn't about how much money you make. It's about the difference you make in people's lives." 

Inventor Thomas Edison recognized that success is a grind.

Edison — holder of over 1,000 patents— had an insane work ethic. He was reported to work 60 consecutive hours on occasion.

So naturally, his definition of success is equally ambitious: "Success is 1% inspiration, 99% perspiration."

Popular author Stephen Covey said that the definition of success is deeply individual.

The late Covey became a massive success — and a part of popular culture — with his 1989 book, "The Seven Habits of Highly Effective People," which has sold over 25 million copies.

Yet for Covey, success was categorically individual.

"If you carefully consider what you want to be said of you in the funeral experience," he writes in the book, "you will find your definition of success." 

Billionaire John Paul DeJoria sees success as working hard — all the time.

DeJoria co-founded Paul Mitchell hair products and Patron tequila. In an interview with Business Insider, he reflected on the lessons he learned while working at a dry cleaner's as a young man.

Apparently, the head of the store was impressed by how spic and span DeJoria kept the floors, even though no one was watching him clean.

That's why he now believes:

"Success isn't how much money you have. Success is not what your position is. Success is how well you do what you do when nobody else is looking." 


MiniBoss Business Incubator: Project management


Franchisees and teachers MiniBoss Business School International have completed training and received certificates. Eight branches from three countries. This is Lithuania, Ukraine and Bulgaria. The training course was called "MiniBoss Business Incubator: project management"!

Vilnius is the second city where a branch is opened. The first school started last year in Kaunas. 

Laura Narakaite - MiniBoss Business School Kaunas, Lithuania


Daurija Sabaliauskiene - MiniBoss Business School Kaunas, Lithuania


The new branch of the school in Burgas, Bulgaria - is also ready to receive children. The team is ready to share the best experience.

Irina Сheremoshkina - MiniBoss Business School Burgas, Bulgaria


A new branch is also opening in Kiev, Ukraine. According to the franchisee Elena Podtopta, acquaintance with the MiniBoss Business School system has turned over the outlook on education.

Elena Podtopta - MiniBoss Business School Kiev, Ukraine: "We are one big, global system, which is aimed at one result: to give a happy future and successful realization of the child's potential".

MiniBoss Business School - a unique educational system for children. The business school operates on a franchising system. You buy a ready business and get the best experience.

More in the reportage:

Franchising Code of Ethics

Introduction
This Code of Ethical Conduct in franchising takes as its foundation the Code developed by the European Franchise Federation. In adopting the Code, the Federation recognised that national requirements may necessitate certain other clauses or provisions and delegated responsibility for the presentation and implementation of the Code in their own country to individual member National Franchise Associations.

The Extension and Interpretation which follows the European Code has been adopted by the British Franchise Association, and agreed by the European Franchise Federation, for the application of the European Code of Ethics for Franchising by the British Franchise Association within the United Kingdom of Great Britain and Northern Ireland.

European Code of Ethics for Franchising

https://www.thebfa.org/shop/guide-to-the-code-of-ethicsPreface 

The European Franchise Federation, EFF, was constituted on 23rd September 1972. Its members are national franchise associations or federations established in Europe.

The EFF also accepts affiliates, i.e. non-European franchise associations or federations, and other professional persons, interested in or concerned with franchising. Affiliates have no voting rights and cannot be appointed officers of the EFF.
The objectives of the EFF are, among others, the ongoing unbiased and scientific study of franchising in every respect, the co-ordination of its members' actions, the promotion of the franchise industry in general and of its members' interests in particular.

The EFF also comprises a Legal Committee, composed of two lawyers from each national member association or federation who are highly qualified in franchise matters.

The EFF has, furthermore, installed a Franchise Arbitration Committee which is at the disposal of parties preferring to submit their disputes  for the latter's determination.

The evolution and the ever-growing importance of franchising in the EC economy as well as the EC Block Exemption Regulation for franchise agreements, entered into force on 1st February 1989, prompted the EFF to revise its existing Code of Ethics.

This Code of Ethics is meant to be a practical collection of essential provisions for fair behaviour for franchise practitioners in Europe, but not to replace possibly related national or EC law.

This Code of Ethics is the end-product of work carried out by the European Franchise Federation and its member associations (Austria, Belgium, Denmark, Germany, France, Italy, the Netherlands, Portugal and the United Kingdom) in conjunction with the Commission of the European Community. It shall replace the previous European Code of Ethics as well as all national and regional Codes existing at that time in Europe.

By subscribing to the EFF, its members accept the European Code of Ethics and undertake not to delete or amend it in any way. It is, however, recognised that national requirements may necessitate certain other clauses or provisions and, providing these do not conflict with or detract from the Code and are attached to the Code in a separate document, permission to do this will not be withheld by the EFF.

By adhering to the EFF its members commit themselves to impose on their own members the obligation to respect and apply the provisions of this Code of Ethics for Franchising.


1. Definition of Franchising

Franchising is a system of marketing goods and/or services and/or technology, which is based upon a close and ongoing collaboration between legally and financially separate and independent undertakings, the franchisor and its individual franchisees. The franchisor grants its individual franchisees the right, and imposes the obligation, to conduct a business in accordance with the franchisor's concept. The right entitles and compels the individual franchisee, in exchange for a direct or indirect financial consideration, to use the franchisor's trade name, and/or trade mark and/or service mark, know-how(*), business and technical methods, procedural system, and other industrial and/or intellectual property rights. This is supported by the continuing provision of commercial and technical assistance, within the framework and for the term of a written franchise agreement, concluded between parties for this purpose.

(*)"Know-how" means a body of non-patented practical information, resulting from experience and testing by the franchisor, which is secret, substantial and identified;

"secret" means that the know-how, as a body or in the precise configuration and assembly of its components, is not generally known or easily accessible; it is not limited in the narrow sense that each individual component of the know how should be totally unknown or unobtainable outside the franchisors business;

"substantial" means that the know-how includes information which is of importance for the sale of goods or the provision of services to end users, and in particular for the presentation of goods for sale, the processing of goods in connection with the provision of services, methods of dealing with customers, and administration and financial management; the know-how must be useful for the Franchisee by being capable, at the date of conclusion of the agreement, of improving the competitive position of the franchisee – in particular by improving the Franchisee's performance or helping it to enter a new market.

"identified" means that the know-how must be described in a sufficiently comprehensive manner so as to make it possible to verify that it fulfils the criteria of secrecy and substantiality; the description of the know-how can either be set out in the franchise agreement or in a separate document or recorded in any other appropriate form.

2. Guiding Principles

2.1 The Franchisor is the initiator of a franchise network, comprising itself and its individual franchisees, of which the franchisor is the long-term guardian.

2.2 The obligations of the franchisor: The franchisor shall:

  • have operated a business concept with success, for a reasonable time and in at least one pilot unit before starting its franchise network
  • be the owner, or have legal rights to the use of its network's trade name, trade mark or other distinguishing identification
  • provide the individual franchisee with initial training and continuing commercial and/or technical assistance during the entire life of the agreement.
2.3 The obligations of the individual franchisee: the individual franchisee shall:

  • devote its best endeavours to the growth of the franchise business and to the maintenance of the common identity and reputation of the franchise network
  • supply the Franchisor with verifiable operating data to facilitate the determination of performance and the financial statements necessary for effective management guidance, and allow the Franchisor, and/or its agents, to have access to the individual franchisee's premises and records at the franchisor's request and at reasonable times
  • not disclose to third parties the know-how provided by the franchisor, neither during nor after termination of the agreement
2.4 The ongoing obligations of both parties:

Parties shall exercise fairness in their dealings with each other. The Franchisor shall give written notice to its individual franchisees of any contractual breach and, where appropriate, grant reasonable time to remedy default. Parties should resolve complaints, grievances and disputes with good faith and goodwill through fair and reasonable direct communication and negotiation.

3. Recruitment, Advertising and Disclosure

3.1 Advertising for the recruitment of Individual Franchisees shall be free of ambiguity and misleading statements.

3.2 Any publicly available recruitment, advertising and publicity material containing direct or indirect references to future possible results, figures or earnings to be expected by individual franchisees, shall be objective.

3.3 In order to allow prospective individual franchisees to enter into a binding document with full knowledge, they shall be given a copy of the present Code of Ethics as well as full and accurate written disclosure of all information material to the franchise relationship, within a reasonable time prior to the execution of these binding documents.

3.4 If a franchisor imposes a pre-contract on a candidate individual franchisee, the following principles should be respected:

  • prior to the signing of any pre-contract, the candidate individual franchisee should be given written information on its purpose on any consideration he may be required to pay to the franchisor to cover the latter's actual expenses, incurred during and with respect to the pre-contract phase; if the franchise agreement is executed, the said consideration should be reimbursed by the franchisor or set off against a possible entry fee to be paid by the individual franchisee
  • the pre-contract shall define its term and include a termination clause
  • the franchisor can impose non-competition and/or secrecy clauses to protect its know-how and identity

 4. Selection of Individual Franchisees

A franchisor should select and accept as individual franchisees only those who, upon reasonable investigation, appear to possess the basic skills, education and personal qualities and financial resources sufficient to carry on the franchised business.

5. The Franchise Agreement

5.1 The Franchise agreement should comply with the National law, European community law and this Code of Ethics.


5.2 The agreement shall reflect the interests of the members of the franchised network in protecting the franchisor's industrial and intellectual property rights and in maintaining the common identity and reputation of the franchised network. All agreements and all contractual arrangements in connection with the franchise relationship should be written in or translated by a sworn translator into the official language of the country the individual franchisee is established in, and signed agreements shall be given immediately to the individual franchisee.

5.3 The franchise agreement shall set forth without ambiguity, the respective obligations and responsibilities of the parties and all other material terms of the relationship.

5.4 The essential minimum terms of the agreement shall be the following:

  • the rights granted to the franchisor
  • the rights granted to the individual franchisee
  • the goods and/or services to be provided to the individual franchisee
  • the obligations of the franchisor
  • the obligations of the individual franchisee
  • the terms of payment by the individual franchisee
  • the duration of the agreement which should be long enough to allow individual franchisees to amortize their initial investments specific to the franchise
  • the basis for any renewal of the agreement
  • the terms upon which the individual franchisee may sell or transfer the franchised business and the franchisor's possible pre-emption rights in this respect
  • provisions relevant to the use by the individual franchisee of the franchisor's distinctive signs, trade name, trade mark, service mark, store sign, logo or other distinguishing identification
  • the franchisor's right to adapt the franchise system to new or changed methods
  • provisions for termination of the agreement
  • provisions for surrendering promptly upon termination of the franchise agreement any tangible and intangible property belonging to the franchisor or other owner thereof

6. The Code of Ethics and The Master-Franchise System

This Code of Ethics shall apply to the relationship between the franchisor and individual franchisees and equally between the master franchisee and individual franchisees. It shall not apply to the relationship between the franchisor and master-franchisees.

British Franchise Association Code of Ethical Conduct: Extension and Interpretation

This Extension and Interpretation forms an integral part of the Code of Ethical Conduct adopted by the British Franchise Association and to which its members adhere.

Application

1. This Code of Ethical Conduct forms part of the membership agreement between the British Franchise Association and its member companies. It does not form any part of the contractual agreement between franchisor and franchisees unless expressly stated to do so by the franchisor in the franchise agreement. Neither should anything in this Code be construed as limiting a franchisor's right to sell or assign its interest in a franchised business.

Disclosure

2. The objectivity of recruitment literature (Clause 3.2) refers specifically to publicly available material. It is recognised that in discussing individual business projections with franchisees, franchisors are invariably involved in making assumptions which can only be tested by the passage of time.

Confidentiality

3. For the generality of this Code of Ethical Conduct, 'know-how' is taken as being as defined in the European Block Exemption to Article 85 of the Treaty of Rome. However for the purposes of Article 3.4 of the European Code of Ethics it is accepted that franchisors may impose non-competition and secrecy clauses to protect other information and systems where they may be reasonably regarded as material to the operation of the franchise.

Contract Language

4. Franchisors should seek to ensure that they offer to franchisees contracts in a language in which the franchisee is competent.

Contract Term

5. In suggesting in Article 5.4 of the European Code of Ethics that the minimum term for a franchise contract should be the period necessary to amortize those of a franchisee's initial investment which are specific to the franchise, it is recognised:

  1. that for a minority of the largest franchise opportunities amortizing initial investments may not be a primary objective for the franchisee. In such cases the objective should be to adopt a contract period which reasonably balances the interests of the parties to the contract.
  2. that this section could be subject to national laws concerning the restraint of trade and may need to be met through renewal clauses.

Contract Renewal

6. The basis for contract renewal should take into account the length of the original term, the extent to which the contract empowers the franchisor to require investments from the franchisee for relinquishment or renovation, and the extent to which the franchisor may vary the terms of a contract on renewal. The overriding objective is to ensure that the franchisee has the opportunity to recover his franchise-specific investments, both initial and subsequent ones, and to exploit the franchised business for as long as the contract persists.

Adoption

7. This Code of Ethical Conduct comprising this Extension and Interpretation and the European Code of Ethics for Franchising was adopted by the British Franchise Association, replacing its previous Code of Ethics on 30th August 1990, subject to a transitional period for full compliance ending 31st December 1991. During the transitional period members of the Association are nonetheless required to comply at least with the Code of Ethics previously in force. In October 1991 the Association agreed with the European Franchise Federation some amendments to the Code agreed in August 1990 and at the same time extended the transitional period to full compliance to 31st December 1992.

Additional Information

If you would like more information about the work of the bfa please contact the bfa

A full list of bfa members can be found on the Directory of Accredited Members and Advisors.