This document summarizes the Max Muscle Convention held on Saturday. It includes the following:
- A welcome by Patrick Sanders and the keynote address by Aaron Davis.
- Two sessions on customer experience and improving the bottom line through multi-unit franchising.
- Breakout sessions on execution of priorities and putting first things first through time management.
- Tips provided on organizing weekly schedules, prioritizing tasks daily, evaluating progress regularly, and using time logs to analyze time spent on various activities.
The convention focused on better understanding customers and staff to improve the in-store experience and business performance through priority setting, goal achievement, and efficient use of time.
12. Max Muscle Sports Nutrition Changing Lives One Customer at a Time Video Presentation
13. What Do We Need To Stop Doing, Keep Doing, andStart Doing to Serve Our Customers Better?What works, what doesn’t?If you don’t measure it, you can’t change it.Sometimes you don’t even know it’s happening.
25. Consistent In Store Experience “More customers stop shopping in your store because they have varying customer experience, not because they have one negative experience.”
37. Multi Unit Stores Do you love your franchise? Do you realize you are capable of doing more? Have you mastered the strategies and tactics of the system and have your stores been profitable for at least 3 months straight with consistent growth every quarter?
38. Are You Ready For the Next Level ? If you answered yes to these questions then pay very close attention. If you answered no then you need to pay closer attention because this is where you want your business to go.
39. Why should you consider leveraging your business with another store? The single most attractive benefit of multi-unit franchising is profitability. Reduce your risk as it is absorbed by several units. Access to more cash flow.
40. Why would you consider leveraging your business with another store? Familiarity operational processes and procedures. you are simply doing what you do now, somewhere else. implement the system and reap the reward. Proximity same franchisee within a close geographic proximity allows you to leverage the power of regional marketing strategies. use multiple sites to create a mini-monopoly within the region and control the promotions that are available in your region.
41. Why would you consider leveraging your business with another store? Efficiency Discounts by ordering supplies and product not on a store-by-store basis, but on a multi store regional basis. Margin improvement from MMSN volume Discount Program.
42. Why would you consider leveraging your business with another store? Efficiency Save money by assigning staff to cover more than one location. One person to manage two stores or even three Higher part time employee that can cover two stores and different events for both stores
43. Why would you consider leveraging your business with another store? Multi-site franchises offer a unique opportunity to shift staff back and forth between stores. Provide advancement opportunities for employees who are interested in pursuing a career track with your company.
44. Challenges of Multi-Unit Franchises Shedding the desire to micro manage. You have a vested interest in how each store functions but much of the responsibility should be placed on an infrastructure of managers you hire. Hire managers to serve as an extension of you.
45. Challenges of Multi-Unit Franchises Allow each manager to assume responsibility of store operations. Staffing is always problematic, but you can improve it by treating your managers and their staff members well.
46. Multi-Unit Franchising Fundamentals The longest journey begins with the first step, so start right. Build your infrastructure well! First, consider any skills you may have. An entrepreneurial spirit, store sales, accounting? Build your infrastructure “AROUND” your skills. Plan and design your infrastructure to umbrella all units.
47. Multi-Unit Franchising Fundamentals A large infrastructure will help the launch go much more smoothly. To few people will leave you scrambling to meet the demands of a new business franchise. Carefully plan and build the infrastructure slowly.
48. Multi-Unit Franchising Fundamentals Plan on opening additional stores like you did the first one. Plan on a renewed commitment to your business
49. Get a firm foundation in the basics What are the best sources for qualified multi unit owners in our system and how do I leverage their experience? What creative financing techniques are growing franchisees using to fund present growth? What kind of additional training do you and your infrastructure need and from whom? What should your organizational model look like?
50. Get a firm foundation in the basics What do your expert business partners think of the idea? Figure out a budget
51. Get a firm foundation in the basics How does the possible increase in volume discount effect you new Break Even Point What does spreading the expenses...such as legal, accounting, and advertising effect the Break Even Point?
52. Get a firm foundation in the basics How do you move from a reactive to proactive growth model? There is no one-size-fits-all approach to growth. Successful multi-unit owners agree on one thing: Strategic planning and effective leadership, supported by an efficient, high-performing infrastructure are the foundation to success.
53. A new and different mindset Delegation becomes paramount to success. Performance reports to manage and grow your organization. “You can’t manage what you can’t measure.” Analyze and integrate this information into daily action and long-range strategic planning. What reports tell the best story about your business ?
54. Double Your Pleasure STOP PUTTING OFF FEELING GOOD! MAKE IT HAPPEN. OUTLOOK DETERMINES OUTCOME!!!!!!!!!!!!
55. Fact: 53% of all Franchise stores in America are operated by multi-unit Franchisees* * International Franchise Association (IFA)
61. Why Put First Things First Improved productivity Better performance Improved planning and control of business systems through time based management Better alignment of activities Reduction of stress that arises due to crisis management Increased profitability through better use of human and non-human resources
62. Foundations THE SEVEN HABITS PARADIGM Stephen Covey Time Management is covered in Habit 3 Put First Things First. Habits 1 and 2 essential for maximum impact.
70. Leaders do the right things.Efficient management without effective leadership is…“like straightening deck chairs or polishing brass on the Titantic.” Stephen Covey
76. The Clock and the Compass The Clock Commitments Appointments Schedules Goals Activities What we do and how we manage our time. The Compass Vision Values Principles Conscience Direction What we feel is important and how we lead our lives.
77. 4 Generations Stephen Covey identified 4 generations of time management 1 Notes and Checklists Recognition of the demands on energy & time 2 Calendars and appointment books Scheduling with some focus on the future 3 Prioritization Comparison of the relative worth of activities 4 Self management Realization that time cannot be managed - it is ourselves that we have to manage! The Seven Habits of Highly Effective People: Covey,1989
78. Time Matrix Urgent Not Urgent Q1 Q2 Prevention Relationship Building Planning Recreation Education Crises Deadlines Important Q3 Q4 Interruptions Some Meetings Popular Activities Pleasant Activities Busy Work Time Wasters Trivia Not Important
79. Quadrant 1 (Procrastinator) Being in Quadrant 1 brings Stress Burnout Crises management Firefighting Focus on the immediate
80. Quadrant 3 (Yes Man) Being in Quadrant 3 brings Short term focus Crises management Low value on goals Feeling of victimization / lack of control Shallow relationships
81. Quadrant 4 (Slacker) Being in Quadrant 4 brings: Irresponsibility High dependency on others for basics Short career path or business life
82. Quadrant 2 (Prioritizer) Being in Quadrant 2 brings: Vision Perspective Balance Discipline Control The Seven Habits of Highly Effective People: Covey,1989
83. Characteristics of a Quadrant 2 Person There are six basic choices a person makes allow maximum function in Quadrant 2: I choose to be Coherent I choose to be Balanced I choose to be Focused I choose to get on with People I choose to be Flexible when necessary I choose to be Portable
84. Quadrant 2 Requirements The basic requirements to reach Quadrant 2 are: Clear definition of organizational roles and specifically your own role Selection of and focus on goals that are Specific Measurable Achievable Relevant Timebound (SMART) Development and utilization of schedules The practice of daily adapting in work roles
85. 74 Saying No and Quadrant 2 To stay within Quadrant 2, there is a requirement that you must say no to 3 and 4: Unless you have UNLIMITED time, saying NO to something less important means saying YES to something MORE IMPORTANT! “A no uttered from the deepest conviction is better than a yes merely uttered to please, or what is worse, to avoid trouble.” Mahatma Gandhi
86. Essential Habits Essential habits for good time management are: Know where the hours are going Keep focused on the end result Work to defined priorities Schedule time for important issues Delegate routine tasks and responsibility for them Confront your own indecision and delay Take the stress out of work Keep applying the essential habits!
87. Busy v Productive Work Just because you are busy does not mean that you are productive Differentiate between Effectiveness -- doing the right things Efficiency -- doing the right things correctly
88. Busy v Productive Work Problem No 1: Procrastination Putting off doing the things that you should be doing right now! Solution List all tasks that you are currently putting off Remove two from the list by doing them now! Plan and set a schedule for dealing with the rest Reward when tasks are completed Punish when tasks are not completed on schedule
89. Dealing with Indecision or Delay When faced with a task - decide to deal with it according to one of the following actions: Do it Delegate it Dump it Deadline it Dissect it
90. Busy v Productive Work Problem No 2: Paralyzing perfectionism This is a failure to recognize the difference between excellence and perfection Excellence Achievable Healthy Satisfying Realistic Perfection Unattainable Frustrating Unrealistic Remember the 80/20 rule
91. Urgency V Importance Differentiating between Urgent tasks assume importance as they demand immediate attention Important tasks May become urgent if left undone Usually have a long term effect To judge importance v urgency, gauge tasks in terms of Impact of doing them Effect of not doing them
92. Prioritization The main aim of prioritization is to avoid a crisis or pressure situation. Schedule your Priorities as opposed to Prioritizing your Schedule
93. Proactive v Reactive Work Reactive work - concentrates on getting things done Handling daily routines Dealing with urgency Resolving crises Handling interruptions
94. Proactive v Reactive Work Proactive work - concentrates on making things happen Developing plans and schedules Focusing on key tasks Achieving deadlines & targets Managing projects and relationships
116. Renew your power to respond to changes in a meaningful wayYES DO THIS EVERY DAY
117. Step 3: Execute Daily The Daily Plan should cover three main areas: Scheduled activities for the day showing time allocated to each Identification of key tasks for the day to allow them to be prioritized Indication of who you need to contact or delegate to during the day to allow you to complete tasks
118. Step 3: Execute Daily When setting out the daily plan pay attention to the following points: When do you perform best, suit your bio-rhythm Build in planning time at the start and end of the day Prioritize actions into “musts, shoulds and coulds” and focus on the ‘musts’ (you can use A, B or C’s) Leave room for the unexpected Don’t stack meetings back to back
131. Tips: Quality Time Quality time is where you can plan to do the most important high priority tasks It allows for deep concentration through eliminating interruptions It imposes a structure on work It allows you to move away from reactive work to proactive work
132. Tips: Dealing with Documents Document handling can steal a vast quantity of time from our working day Improve your document handling by: Handling documents only once by : Act on what is required by the document File the document for reference later Dump the document
133. Tips: Dealing with Documents Have a good system for handling your documents that allows you to: Define what you need to keep and for how long Allows you to file materials easily and logically Facilitates access to materials Purge the files on a regular basis
134. Tips: Managing Interruptions Try to reduce the number of interruptions by applying the following techniques: Create a visual barrier at your workspace to reduce the incidence of ‘drop-in’ visits Don’t have extra chairs in your workspace - people do not hang around as long if they must stand For important work - move to another space so the potential interruptors can’t find you! Tell people that you are busy, explain why and arrange to contact them at a more suitable time
135. Tips: Managing Your Workspace How our workspace is organized has an impact on how efficient we are - try the following to improve efficiency De-clutter your desk by clearing it at the end of each working day File documents once they have been used Purge files regularly Organize a work flow system in your space
136. Tips: Managing Your Phone The telephone can be responsible for eating vast quantities of time - control the phone by using: Batch your outward calls Delegate calls that you don’t have to make personally to one of your team Terminate calls once the business has been done Set up a rotation in your team for handling incoming calls
137. In Closing Be Proactive – CHOOSE your responses and your life Begin with the End in mind – KNOW your own desired outcomes Put First Things First – Don’t procrastinate or waste time – MANAGE YOUR SELF Define and use periods of quality time in your schedule Learn to say No with deep conviction Stay away from perfectionism and aim for excellence Build in timefor planning and personal development
153. Marketing Market Nutrition Plans as you would your Products Certain products appease certain people just as certain NP’s will appease certain people. Prospects Improve body composition Fat-loss, Muscle Gain, Improve Health Reduce blood lipids, increase insulin sensitivity Improve Performance General, Athletic,
154. Marketing Once contacts are established Free consultation “coupons” Ads that contain perceived value Buy Core 4 and receive a free nutrition plan Buy Test-Boosting Stack get free consult Buy Fat-burning stack get free consult Put Expiration dates on coupons and Ads This will force the to have a sense of urgency
155. Marketing All Marketing for the store should integrate the NP’s This gives Perception Potential customers/clients will know Nutrition Plans are a part of what MM does and represents
158. Building Rapport Building rapport is key to acquiring that first consultation. Start with customers that you already have rapport with.
159. Building Rapport Building rapport is key to acquiring that first consultation. Start with customers that you already have rapport with. How can you tell if you have good rapport with someone?
160. Building Rapport Building rapport is key to acquiring that first consultation. Start with customers that you already have rapport with. How can you tell if you have good rapport with someone? Customers that only come in when you are working. The ones that purchase everything you tell them to get. Friends and family.
166. Rapport through Physiology Pacing a persons behavior non-verbally Mirroring - Looks like they are looking into a mirror Matching - Opposite of a mirror Crossover – Pacing with a different part of the body all together.
167. Rapport through Physiology Pacing a persons behavior non-verbally Mirroring - Looks like they are looking into a mirror Matching - Opposite of a mirror Crossover – Pacing with a different part of the body all together. Whole body – pace the other persons stance or overall position Part body- pace any consistent behavior shrugs, gestures, head nods, or any other types of shifts in their behaviors Half body- pace upper or lower portion of persons body Breathing – pace depth and/or speed
174. Performing the Consultation Have all material for presentation ready prior to consult
175. Performing the Consultation Have all material for presentation ready prior to consult Paperwork Calipers Tape-measure Computer
176. Performing the Consultation Take weight Measure body fat % Take body-part measurements
177. Performing the Consultation Ask them what their ideal weight/body-type is. Explain to them what the ideal/healthy body fat % is. Puts things into perspective Time frame How much they can actually gain/lose
178. Closing the Sale By establishing the rapport through their mean of “communication” (speaking their language) should make them more inclined to sign with you
181. EFA balances(Note: use the communication techniques to be on the same level as them) This will give you a better chance at closing your sales.
182. Closing the Sale How many sessions do they need? Do not pressure them, let them feel that they are still in control. You are just here to help them make a decision that will benefit them and yourself. This is the time that I emphasis the importance of consistency.
fat-loss, and muscle gainTypically 90% of the people who walk through the your doors will be pursuing some form body composition change.Fat-loss not weight lossMuscle gain, not weight gain
Whether it be, to lower cholesterol, lower blood pressure, increase energy, prevent diabetes or and other possible disease related to malnutrition and lack of exercise.
These are our athletes.
Spread your name “branding” in other industriesTypically in these groups they only allow one person of each industry.It is a give and take society.Gaining contacts with small business owners and large businesses.Typically you will find better feedback from the small business owners, unless you get your foot into a large company like COSTCOExamples: My cousin works for costco in the marketing department. Therefore I was able to gain access to their data base.In Marks other stores they were able to get into some if not all of the major gyms.
Typically, you can offer them a cut, or what I prefer which is a perceived value (product)One thing all of these people have in common is that they need supplements.Whether they send you people for NP or just supplementation, it is a win/win situation.These all have great benefits, but how do we allow “them” to actually send you people.Provide the service to them first. Do trade with them, offer your time as a nutrition/fitness expert for their services.Good Marketing that is track able is should provide you with the best results.
MM is the place to go for your supplements and nutrition/meal plans.We provide all the proper tools to help them reach their goal.
First and foremost building rapport is the key to acquiring that first/initial consultation.
Offer them free consultations. Put a value on this by telling them it is normally $100.00, but because you are so kind. Or just ask them to do you a favor and volunteer. Trust me people will jump at this opportunity. Your going to have to do this for awhile until you get a reputation.
How can you tell if you have good rapport with somebody? This is should be easy to answer…
Every new customer is a potential client. Never judge anyone by what they are buying or not buying, Its about finding that “need” they have and meeting that “need”
But more importantly be sincere about it. I would hope that because you are in this industry you not only care about yourself, but the well-being of others.
We want every customer to know this is the place where you come to get results. And we have the tools and resources to help them.Will touch on the basis of executing a sale.
Why do we want to match our clients’ body, breathing, voice, and modalities?And what works more???
Why do we want to match our clients’ body, breathing, voice, and modalities?Words represent 7%Tonality represent 38 %Physiology represents 55%
Ways to communicate through NLP.I am not certified to teach this nor am I an expert.
Ways to communicate through NLP.I am not certified to teach this nor am I an expert.This is not used to manipulate but to help them make a decision that will benefit them
Why do we want to match our clients’ body, breathing, voice, and modalities?Define modalities – This will in essence help you speak the same “language”, which will make it easier to communicate.
Refer Back to prospectsIMPROVE BODY COMPOSITIONIMPROVE HEALTHIMPROVE PERFORMANCE Away from pain“Loss fat so they wont feel so bad”Towards Pleasure“Lose fat so they can go hiking” or any other kind a activity that induces pleasure “To feel better!”Opportunity“making weight for the military”
Have everything ready, the last thing you need is for someone to think you are unorganized and unprepared.
Have everything ready, the last thing you need is for someone to think you are unorganized and unprepared.
What are they trying to achieve/goals?? Do they want to look like someone else, certain way, improve in performance??This is not said to demean them, but only to inform them.This is a great opportunity to utilize the same communication techniques that got them in the door.
Of course you want them to sign up for more.
Reasons- 1st-you need to make sure they are on the ball, checking them 1-2 weeks out will keep them motivated and ensure them that you care. 2nd- Your body needs time to respond3rd – they should be on track
Reasons- 1st-you need to make sure they are on the ball, checking them 1-2 weeks out will keep them motivated and ensure them that you care. 2nd- Your body needs time to respond3rd – they should be on track
There are ways to help you manage what they are doing, and whether they are following the program.