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…it’s true the franchise path has its own hurdles, such as barriers to entry into certain franchise systems and potential limitations when it comes to franchise owner-operators selling the business. All these factors, combined with an absence of franchise entrepreneurship courses in most MBA programs, contribute to the hesitation among ETAs to pursue buying an existing franchise.
Despite all the challenges, there are a few compelling reasons why an ETA might want to take a look at buying an existing franchise. First off, the franchise model offers a blend of entrepreneurship and structure; providing access to proven business models and processes that significantly reduce the risk of business failure. Here are a few key reasons you might want to consider:
Read Silverwave’s article here.
Several key factors are propelling the growth of EtA:
-The "Silver Tsunami": This phenomenon, characterized by baby boomers reaching retirement age, is creating a surge in available, cash-flow-positive businesses for acquisition. This generational shift presents a wealth of opportunities for new business owners.
-Technological Advancements: The rise of technology has democratized entrepreneurship, making it accessible to a broader audience. The journey of scaling a business from an established base ("1 to 10") is distinct from starting from scratch ("0 to 1"), and not everyone chooses to embark on the latter. Today's environment facilitates the processes of starting, selling, or acquiring a business more seamlessly than ever before.
-Economic and Societal Shifts: Increasingly, individuals are driven by a desire to break free from the traditional 9 to 5 job structure, opting instead to “bet on themselves”. This pursuit of financial freedom and autonomy is a strong motivator fueling interest in EtA. A common term I see being used to describe these individuals is “Corporate Refugees”.
Find the rest of The Business Inquirer’s post here.
Your role in the company determines whether you execute work through systems as a teammate or through people as a manager.
-Teammates execute work through systems, acting as individual contributors. This means they focus on tasks and processes. As a teammate, you might be actively involved in the day-to-day operations, ensuring that things run smoothly.
-Managers execute work through people. This means you're responsible for scaling output through multiple team members. Managers coordinate, guide, and optimize the efforts of their team members, driving efficiency and productivity.
Management is about driving 10x output through 10 people, not 1x through yourself. Management is about scaling capability.
Read the rest of Joshua Schultz’s post here.
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