June 12, 2025 • 28 mins
What makes some franchise owners wildly successful while others struggle? Scott Greenberg, acclaimed author and former top-performing franchisee, unlocks the secrets of "wealthy franchisees" in this eye-opening conversation.
Scott's journey began unexpectedly when he spotted an Edible Arrangements ad in an airline magazine. As a motivational speaker seeking both real-world business experience and additional income, he took the plunge into franchise ownership. What followed was a decade of powerful lessons as he built multiple top-performing locations while continuing his speaking career.
The mindset difference between successful and struggling franchisees became immediately apparent. While struggling owners focus on external factors—location, market conditions, franchisor support—top performers understand they are the biggest variable in their business success. They approach their first 18 months with a "farming mentality," planting seeds rather than expecting immediate harvest.
One of Scott's most powerful insights is his formula for how franchise owners should spend their time. Take your desired annual income, divide by 2,000 work hours, and you'll get your effective hourly rate. Would you pay someone that amount to sweep floors or answer phones? If not, you shouldn't be doing those tasks either. The most successful franchisees work ON their business (marketing, culture, strategy) rather than IN it (day-to-day operations).
Perhaps most revealing is the stark contrast between franchisees in identical systems. Jack and Jill share the story of two owners in the same franchise—one recently had a successful exit after just two years, while another is calling it "the worst franchise on earth." This perfectly illustrates how personal mindset and approach create dramatically different outcomes.
Ready to explore franchise ownership or improve your existing franchise's performance? Visit scottgreenberg.com for resources, or schedule a free consultation at thefranchiseinsiders.com to receive a complimentary copy of Scott's must-read books: "The Wealthy Franchisee" or "Stop the Shift Now."
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Hi everyone.
Welcome back to the we Bought aFranchise podcast.
I'm Jack Johnson.
Speaker 2 (00:06):
I'm Jill Johnson.
Speaker 1 (00:07):
And we have an amazing guest today.
This is a gentleman, ScottGreenberg.
Scott, welcome to the show.
Speaker 3 (00:14):
Thank you.
It's about time you invited meRight.
Speaker 2 (00:17):
I feel like we have you on every episode because we
talk about you.
Speaker 1 (00:20):
We do.
Speaker 3 (00:22):
Okay, that explains that burning sensation in my ear
.
Why that we talk about we do,okay that explains that burning
sensation in my ear.
Speaker 1 (00:27):
Yes, that's why, scott, we're so thrilled to have
you, because we're obviouslyworking with potential franchise
owners every single day,working with existing franchise
owners, including ourselves,every single day, and Scott is
an acclaimed author.
He's written two excellentbooks that I think everyone
who's exploring franchiseownership, everyone who is a
(00:47):
franchise owner, needs to read.
But Scott practices what hepreaches.
Did you know?
He's been a top performingfranchisee himself.
Scott, we'd love to hear yourmaybe let's start with a little
bit about who you are and yourjourney into franchise ownership
.
Speaker 3 (01:01):
Sure, so I yes, I'm a speaker and writer and I help
franchisees grow theirbusinesses in a variety of
different ways.
So, yes, I'm a speaker andwriter and I help franchisees
grow their businesses in avariety of different ways.
I began years ago as astraight-out motivational
speaker, long before gettinginto franchising, and so it was
great.
I mean, I was traveling thecountry giving these
presentations and my contentevolved into different topics
(01:21):
and I was doing a lot of thingson leadership, speaking to
people who had a lot moreexperience actually doing it
than I did.
So I was mostly just sort oflike restating a lot of the
cliches that you hear there's noI in team, that kind of stuff
like quoting other speakers andit was like, fine, but I always
felt like something was emptyand my wife and I were starting
a family and I'm like, okay, Iwant another stream of income,
(01:42):
but I want some more real worldexperience.
And I saw an airline magazinead for edible arrangements and I
thought, oh, that looks cool.
Before I knew it, I was on anairplane and off to a discovery
day and signing lots ofdocuments, so I ended up buying.
Honestly, I got lucky that Ifound a brand that worked.
I would never advise anybody tojust have an impulse like that
(02:03):
and then start signing.
I would definitely work withsomeone like you.
It's like, well, hang on asecond, let's explore different
options and see what's best.
So I lucked out into asituation that was really good.
So I never left speaking.
But I also pursued that businessas a way to learn as much as to
earn, so I could get some realworld on the ground concepts to
share with my audiences.
(02:23):
So it was tough but we gotbetter and better and eventually
we kind of climbed in therankings and became one of the
top stores in California.
And then we took over astruggling location and for 10
years I did that while stillspeaking.
Well, I started gettinginvitations to speak to
franchise systems.
So I've met franchisees fromall these different brands and
all these different sectors andI got to meet most people and
(02:45):
those who are struggling.
But I also got to meet stillget to meet all their top
performers and I've seen whatthey all have in common.
It is unmistakable.
And so I ended up writing abook the Wealthy Franchisee
about those people, what makesthem different and what the rest
of us can do to replicate that.
So I've since sold my stores.
I now do full-time speaking andwriting and coaching, but
(03:07):
helping people grow theirbusiness by replicating the same
tactics and the same mindset asthose in franchising who are
just killing it.
Speaker 1 (03:17):
Scott, it's like the Bible we tell every.
They need to read this.
And you know, our journeybefore becoming franchise
consultants was being a part ofa company called Home Care
Assistance, which was a homehealth care franchise which now
is known as Key, and it actuallystarted as a family business
(03:59):
and I witnessed firsthandbecause I did all the friend
debt for Home Care Assistancegrowing from one location to
hundreds and same sort of thingas you.
I would watch and you'd bringon new classes of franchise
owners and you would think youwould know who was going to
between the top performers andthe low performers and you would
see it.
The best place to see it wouldbe at the franchise conference,
which I know you do a ton ofspeaking at different franchise
conferences, which is, I mean,gosh, how many different
franchisors have you worked withat this point?
Speaker 3 (04:19):
Oh, I stopped counting a long time ago.
So many that when I'minterviewing franchisees from
different systems, sometimes themiddle of those phone calls or
Zoom meetings I forget whichbrand they're from and after a
while the issues start to soundthe same.
But I've spoken to a lot.
Speaker 1 (04:39):
Okay.
So I would see at ourconference the top performers.
They'd be sitting up at thefront asking questions.
They were brand champions.
Then we had sort of the lowerperformers that were sort of
clustered in the back, that usedthis opportunity to attack and,
(05:00):
you know, bring up the thingsthat were frustrating them.
And I remember watching thatand saying you know, if one day
I'm a franchisee, I'm going todo what these guys at the front
of the room are doing.
And if I have, you know,concerns because nobody's
perfect, every franchise systemhas things that it could improve
on.
But it was then that I saw boymindset really matters in
(05:21):
franchise ownership.
Speaker 3 (05:23):
Yeah, I agree and I will tell you that.
You know, I went into it with,you know, an open mind and open
eyes, not believing that it'ssimply a matter of having a
positive attitude, because Imeet a lot of people with a
positive attitude who are goingbankrupt and some of them don't
even realize it.
Like I talked to one guy I saidhow's business?
He said great, no-transcript,they're focusing on.
(06:10):
They never said hey, what doyou do to build a great culture?
Or what do you do to getthrough those tough times
mentally?
How do you keep yourself pumped?
No, they ask questions likewhere do you find good people
and how are you driving in moreclients?
How are you keeping your costsdown?
Like just focusing on thatlevel.
They were never interested inlooking in the mirror and seeing
what they can do.
And I believe that everyfranchisee is the biggest factor
(06:32):
in the business, for better orfor worse.
And until we ourselves are thegreatest asset, we'll never
really know how good thebusiness can be.
Speaker 1 (06:41):
Yeah, I mean, that's so well said, no-transcript.
(07:05):
And, like you said, you'reright, you better be on top of
that revenue and you better beon top of not only where you are
today, but where are you goingto be a month from now.
Go ahead, scott.
Speaker 3 (07:15):
Well, I was just going to say that.
You know the typical orstruggling franchisee.
They see the P&L as a report.
The wealthy franchisee sees itas a tool that they monitor and
use constantly to look foropportunities and see the
problems.
So the idea is that you have tocall your accountant to get
your P&O.
You should be able to access itwithin moments and should be so
(07:36):
you can see how things aregoing.
You can't just forget your bankaccount or just look at the
operation.
Speaker 1 (07:43):
Right?
Well, again, we feel like it'sso.
The whole mission of FranchiseInsiders is franchise owners
helping future franchise owners,right?
So every one of our consultants, ourselves included, are either
current or former franchiseowners and we believe that
having that experience inrunning a franchise, growing a
franchise, understanding whatit's like to do all these things
that we're coaching our clientsto do, is so vital, because
(08:07):
it's and also building abusiness from day one that you
could sell.
It's amazing to me how manypeople like you know your
experience like you said, youwere very fortunate, it was in
you to be a successfulfranchisee but a lot of people
who just say, hey, you know whatour town needs, our town needs
an ice cream shop, let's bringit here.
Of people who just say, hey,you know what our town needs,
our town needs an ice cream shop, let's bring it here.
(08:29):
You know that one we saw inAtlantic City.
You need to be thinking fromday one about exit strategy.
Even if you might not ever sellthat business, build it to sell
.
Speaker 3 (08:35):
Yeah Well, it's an interesting way of putting it
that if I'm making sure thatthis thing has value that would
be appealing to other people,the only way to make that happen
is to make a lot of greatchoices which will put more
money in your pocket as you'rebuilding up towards that moment.
So it really is important to beable to do that, and so I mean
(08:56):
it's great advice if that's whatyou're offering people and they
should be thinking about itfirst phone call with you where
they want to get into a business, they should be thinking about
what they want on the back end,and so I absolutely love that
guidance.
Speaker 1 (09:11):
Yeah, I mean it's looking at businesses from
multiple layers and I thinkagain, like you said so many
times, people immediately, howmuch is this person making?
What's the net profit?
How much am I going to make?
It's like slow down.
Let's understand that thosefirst few months, probably those
first 18 months, are socritical and you want to make
(09:33):
sure that, financially, you'reprepared to do it and that you
understand what those challengesare.
I don't know, Scott, where doyou see you know in terms of
franchisees in those first sixto 18 months, because I've
always found that's the mostcritical time, probably the most
challenging time.
What have you seen people dodifferently during those initial
months that really sets them onthe right path?
Speaker 3 (09:56):
there's a number of things, but if I really had to
boil it down, they spend 18months learning and giving and
they're not thinking so muchabout taking right.
They're there to promote,they're there to pump up their
team, they're there to build uptheir community, to provide as
much outgoing value to everyonearound them, to get the word out
(10:16):
, to build the loyalty right,and they're not thinking about
how quickly they can startmaking money from the business
and that's not an easy thing todo, right, because often people
are leaving their regular sourceof income in order to run the
business.
So I understand that burden towant to start paying down debt
and want to have a stream ofincome.
But the more you can focus onputting value out there, there
(10:39):
starts to be that boomerangeffect.
That's one thing I've alwaysadmired about the two of you.
I've known you and certainlywatched you on social media and
I constantly see you giving andsharing advice and even like
this podcast, it's all about howcan you just put more value out
into the world.
Well, there's a boomerangeffect to that, and so I think
that we need to just thinkourselves as farmers and that
(11:01):
first year or two is plantingseason.
Speaker 1 (11:04):
Yeah, I love that.
That's super solid advice I'llnever forget when I joined the
Rotary Club for the first time,which was a wild experience for
me.
It was very different and I wasyounger and I went in with a
sales mentality.
Um, I went in like, hey, I'mgonna make these connections,
(11:25):
I'm gonna get clients, and Ilearned very quickly that that
was the wrong mindset for thatum, and fortunately I had
someone in that group who sortof saw that and said listen, if
you're gonna join something likethis, you have to be about
giving first.
You can't just go aroundlooking to to let everyone like
their lead.
You have to give to people andgive value to people and the
(11:46):
other stuff will come.
Um, and I also think that theworld has changed a lot and the
days of the slick sales personthey're gone.
Um, nobody wants to be soldpeople, especially now with all
these choices we have.
We can go on to YouTube, we canfind, we can find the people
that we want to talk to.
Um, but no one wants to be sold.
They want to learn, they wantto have authentic, you know,
(12:09):
guidance and and and for peopleto be real with the, with the
positives and the negatives.
Speaker 2 (12:13):
Yeah, and we, we do that quite often with our
clients, you know, to the pointwhere we tell them not to move
forward with something like thattrue honesty, because we want
the best for them.
You know, it's not just aboutthe dollar signs and we want to
make sure that they're, you know, picking the right franchise
that's right for them, and sowe'll have that authentic
conversation with them.
And it may kill us on the backend, but that's just not in our
(12:37):
nature you know, because we wanteveryone to succeed.
We, I mean for us, their successis our success.
So, um, you know, it's it'simportant to be that.
I mean anyone can make a sale,anyone can, you know, make it
something look really reallygood and, and you know, selling
a business is not a, it's neverworth it.
Speaker 1 (12:56):
Someone has to be ready for that.
Speaker 3 (13:01):
Yeah, yeah, yeah, it's tough.
And, jill, I know you said thatit hurts you on the back end,
but I've got to take issue.
See, I don't believe that,especially with you guys and
your line of work, with what youdo and with what I do.
Every transaction is amarketing opportunity, right
that, if done well, it's goingto lead a lot more.
So you say you help someonedetermine that it's not the
right thing for them.
The word of mouth, the trustthat's there, has got to be
(13:23):
worth so much more than what youmight make if they do move in
that one transaction.
Speaker 2 (13:28):
Oh, 100% Right.
Speaker 3 (13:30):
The trust and integrity that you're
demonstrating there.
And so a couple of years ago Ibacked out of a full fee
speaking engagement with apretty major brand because what
they wanted me to speak on Ijust couldn't get behind.
I had interviewed thefranchisees and I'm like if I
get up and give this message,I'm going to have things thrown
at me.
It just was not in line withwhat they wanted.
(13:50):
And I said you know what?
I think we could maybe focus onthis other message.
And they're like no, this iswhat we want you to speak on.
And I'm like, yeah, I'mprobably not the guy for you and
it was tough to do that andthey were angry about it.
But I could sleep well at nightbecause I didn't want to take
their money to say things that Ididn't mean.
I knew that I wouldn't be ofmuch help.
So it's hard to say no, but Ithink in the long run you want
(14:11):
to have the right kinds oftransactions.
So I support your approach ahundred percent.
Speaker 1 (14:17):
Yeah, I think that's exactly right.
You know, what's so interestingis how many people we still get
to this day who call us and sayListen, I want to own a
business, but I want someoneelse to run it for me Do you
have any of those absenteefranchises and it feels like in
COVID that really became a thing, right With good reason.
people.
People were starting todiversify and they started to
(14:39):
look at franchises like thestock market or like real estate
and, like you, our experiencehas been that the most
successful franchisees thatwe've placed the success.
Yes, having a great franchiseis really important.
But as I looked at our client,hector, who comes to mind, he
owns a senior helpers franchiseand the average just to make
(15:01):
sure we're FTC compliant herethe average in their item 19
shows franchisees gross $1.6million after they've been a
franchisee for 60 months or more.
Hector did $3 million in histhird year.
So why does Hector do twicewhat the average post 60 months
does?
And the answer is is thatHector is relentless.
Even in his diligent processwith us, he was so focused, he
(15:27):
was so detail-oriented, he gotthe deal he wanted, he got the
extra zip codes.
Maybe you can speak to thatwhat you've seen in those high
performers.
What is it that separates them?
Speaker 3 (15:39):
It's interesting we're talking about a few
different things here.
One of them is just honesty andintegrity with franchise
systems.
I know at least one franchisesystem.
On their website they say, yes,this is great for people who
want to be absentee owners.
And then I went to theirconvention.
I spoke to the owners andthey're like uh-uh, and so you
have to be careful when afranchisor, you know, says that,
(16:01):
um, this can't just be aninvestment, right?
A franchise is a living thingthat needs love and energy and
cultivation and we don't want tobe deadbeat owners.
But that doesn't mean that weneed to work at full time.
And again, for me, I never gaveup professional speaking, and
the real name for professionalspeaking is traveling, right.
You know, for me to go nevergave up professional speaking,
and the real name forprofessional speaking is
traveling, right.
You know, for me, to go to afranchise conference and speak
(16:23):
for an hour, it might be twodays that I'm gone for that and
I never wanted to leave that.
So I had to build my franchisesin a way where I knew that I
didn't have to be there always,but I was engaged constantly.
Multiple phone calls and textmessages, you know, all day long
.
I'm looking at the securitycameras to make sure someone
showed up and turned on thelight, that they're preferring
(16:44):
the fruit, to make sure theyclosed at night.
They would send me reports.
And then, when I'm not on theroad, then I was definitely in
the stores having a presence.
But I was able to open up asecond store, able to continue
to travel.
I was able to scale by workingintelligently, the whole thing
of working in the businessversus working on the business.
(17:05):
And so if Hector's running asenior in-home care thing, he
can do that and he can scale it.
But not if he's the one who'sgoing into someone's home and
he's looking after an elderly.
He can't be doing that.
But he has to do things thatallow him to scale.
And so I don't know that.
Again, you physically have tobe the one operating a business,
(17:27):
but you got to be engaged andgive the business the love and
attention it deserves.
But again I'm doing a sessionat the QSR Evolution Conference.
I'm doing a whole presentationthe wealthy franchisee.
Then I'm bringing up a panel offranchisees and interviewing
them.
Some of these people have acouple hundred units but they
only have 24 hours in the day,just like someone who's
(17:48):
operating a single unit.
So it's about smart use of yourtime and knowing what kind of
energy and how to manage yourtime.
Speaker 1 (17:56):
That's a great point.
And we've placed people in thesame franchise that have opted
to fill shifts for caregiversand their revenue is a quarter
of what Hector's is.
And we've always said,especially in that type of
business, work on it, not in it.
The minute you're out theredoing that, you're not doing
(18:17):
what you should.
Speaker 3 (18:18):
Let me share with you a really sloppy formula that I
think is good enough to sharewith people.
I ask franchisees, how muchmoney do you think you deserve
to take home every year?
How much money do you want tomake?
And they give me a number.
Usually it's probably less thanit should be, sometimes it's
way more than it should be.
But they give me a number andthen I say, okay, divide that by
(18:40):
2,000.
You work 40 hours a week, 50weeks a year.
That's 2,000 hours.
So take the money you want tomake, divide it by 2,000.
That's what you think you'reworth per hour.
And ask yourself would you paysomeone that much to be sweeping
up, to be in that home, to beanswering phones?
And usually the answer is no.
Well, if you're doing ityourself, you are, because
that's an hour you're notspending doing the bigger things
(19:02):
, such as the marketing and thecommunity involvement and the
coaching employees so they cando those things.
And so I think we need to.
If we think that we want totake home a certain amount of
money, if we're worth it, thenwe need to do the kind of work
that aligns with that and trainothers and not think, well, I'm
saving money on labor.
It's costing you something morevaluable, which is your time.
Speaker 1 (19:23):
Awesome.
I mean not alone worth theprice of admission.
That's fabulous.
Thank you, scott.
I mean so much of this again isworking smartly.
I have a question for you.
Here's a big thing that comesup Validation in terms of
franchisees that we'revalidating with.
You know, for years I've saidtalk to the high performers that
(19:49):
have joined in the last fewyears so you get a sense of how
the system is growing right nowand get a sense of what they've
been doing.
I myself personally have alwaysthought and I think Jill and I
are aligned on this that therewasn't much we could learn from
the low performers.
But I don't know, I'm kind ofcoming around to.
Maybe some diligence there isworthwhile.
What are your thoughts on that?
Speaker 3 (20:06):
I like collecting as much data and perspective as is
possible.
So, if I'm talking to aprospective franchisee, I really
encourage them to do thevalidation calls.
I encourage them to askquestions that bring out facts
and data, as opposed to opinionsLike do you like the business?
(20:28):
Well, you don't know theirvalue system.
You don't know theirtemperament, right, what they
want that you know, as opposedto asking questions like you
know, describe the culture, orhow much money did it actually
cost you to open the business?
Yeah, what do you do to market?
Now, when you're talking to toppeople, that's great
information.
Sometimes, when you're talkingto struggling people, it's a
cautionary tale, right, and so Ithink there's use in hearing
(20:53):
all those perspectives.
But it's like reading onlinereviews.
It's like, well, hang on asecond, let's really look at
what is the review, who's sayingit?
That kind of thing.
You're probably going to getmore truthful things, more
useful things, from those topperformers, because they're
determining what's possible.
I will say this, though what Ilearned when I wrote the Wealthy
Franchisee and I interviewedall these great franchisees is
(21:16):
very often they themselves don'tknow why they're successful.
The most common answer I gothey, why are you so great?
They said, well, I just have agreat team, or I got lucky or I
don't know.
To me it was obvious.
Talking to them, they have thatkind of mindset, but they
wouldn't always be able toreflect on that.
On that, and if you ask thestruggling people why these
people are succeeding, they'regoing to say, well, they've got
(21:43):
the best location, or they workthe hardest, or they're just a
favorite of the franchisor.
So we have to be discerning.
But I think there's somethinguseful, even if it's knowing
what not to do, who not to belike.
We can get that as well.
But I will say this, andfranchisors will not be thrilled
with me encouraging this butwhen I was doing validation for
edible arrangements, yes, Icalled the people they told me
(22:03):
to call, but that's likechecking someone's references.
Yes, for someone's referencesthey're not going to give you
the people who are angry.
So because I travel a lot, Iwould always try to go by the
local edible arrangement storeand see if I could get someone
to give me some perspective.
So you want to hear from a lotof people, but don't necessarily
believe just one franchise.
Kind of take it all in and tryto get to the facts as opposed
(22:26):
to just their subjectiveopinions.
Speaker 1 (22:29):
Yeah, I think that's really great advice.
I mean, even just looking atPinks, the top performer right
right now, he is fabulous whenit comes to networking and, um,
he has a different approach thanthan we've had, which was ours
was more.
Hey, we're going to spend moreon marketing.
Um, his was more.
I'm going to spend less onmarketing, but I'm going to get
(22:49):
out in the community, I'm goingto network, and for a long time,
both businesses were doingabout the same thing, but we
were doing it in different ways,and the reason why I bring this
up is, if you talk to us versustalking to him, you're going to
get two different approaches torunning the same franchise, and
the cool thing is is that thefranchisor supported both and
said, look, you need to be doingboth, but if you want to put
(23:10):
more into one and more into less, it's fine, as long as the net
results the same.
Which brings to mind anotherthing that just came yesterday.
We have a client who owns afranchise and he acquired it in
(23:30):
2023, two units and just lastweek he sold it for $5 million.
We spoke to another owner ofthis very same franchise
different market who claims it'sthe worst franchise on earth
Came in same time and says nosupport, terrible franchise is
going to close the doors.
Isn't it incredible how twopeople, same franchise, can have
such wildly differentexperiences?
Speaker 3 (23:50):
Yeah, Well, if it's the worst franchise ever and for
two units you can sell for 5million, Imagine, if it was a
decent franchise, what he couldhave sold it for.
Yeah, and you hear that inevery system, right, Some people
who, like you, know franchisor,they're just in their cubicles.
All they care about is theiryou know royalty on the gross
(24:12):
sales.
They don't care about me On mylocation, my territory is
different and they don't get.
You know, you hear that stuff.
But the top franchisees, theydemonstrate what's possible.
There's so much human naturethat is reflected in franchise
performance and I guess, assomeone who just used to do
straight out motivationalspeaking, maybe that's what
attracted me to franchising is.
It's a great space to see allthat kind of psychological stuff
(24:34):
at play and how it correlateswith performance.
So I think if you're in adecent system and they have that
top tier group of people indifferent markets, people
succeeding with the business indifferent markets, they've
proven there's an opportunity.
So now what it takes is afranchisee who's willing to make
not just the financialinvestment but that kind of
mindset investment.
(24:55):
And again, until they do that,they'll never know what it's
worth.
And so I meet those struggling,complaining franchisees all the
time and I'm just thinkingyou're leaving money on the
table.
Speaker 2 (25:04):
Yeah.
Speaker 3 (25:05):
Right, because you're holding your business back by
your belief system, by theassumptions that you make.
Speaker 2 (25:11):
When it's easy to get caught in that cycle,
especially if you're talking toother franchisees who are in the
same spot and you just feed offeach other.
You know it's really it's hardto get out of that, but that's
always why we encourage talkingto the top performers.
But looking at people'sstrengths, you know, like in the
pinks example, you knowmarketing is more of our
strength, whereas thatparticular owner, he, was great
(25:33):
at networking.
So, finding what you're good atand really using that, and it's
going to be different foreverybody and it's not to say
that one's better than the other.
Speaker 3 (25:40):
Right, but that's why working with consultants like
you is great, because you cantake people through that process
to figure out what are theirinterests and what are their
strengths so you can line themup with an appropriate
opportunity.
Speaker 1 (25:53):
Well, and what's interesting is that that
franchise reference I gave you,where our client just had the
really successful exit, there'sgoing to be certain markets
where that business is going toperform better.
And I would actually argue thatthe client who we spoke to, who
we didn't place in thatfranchise, who was unhappy with
it, was in a market that was notwell suited for that franchise.
And that is true.
Like you know, when I was inhome healthcare, it was hate.
(26:17):
In any market you've got anaging Like there's certain, like
you can't go into Louisianabecause there's a proof of need
that you know you'll never get.
But in most every other state,home health care is really
needed.
But there are other types offranchises that, frankly, are
going to do well in some marketsand not do as well in others.
And that's where, to your point, scott, I think working with a
consultant, whether that be usor any of the other hundreds of
great consultants out there whoknow about this stuff, can help
(26:40):
guide you in the right direction.
Yeah, but mostly you guys, ofcourse, franchise owners,
helping future franchise owners.
Speaker 3 (26:47):
That's right.
Speaker 1 (26:47):
That's right.
Speaker 3 (26:50):
I'm just saying all things being equal should be you
.
Speaker 1 (26:55):
So, scott, where can people go to learn more about
you?
And also, if they want to buyyour books, what can they do?
Speaker 3 (27:01):
My website is scottgreenbergcom, so everything
is there.
My books are available whereverbooks are sold Amazon
everywhere else.
And I'm on social mediaCertainly on LinkedIn is where
I'm most active.
Speaker 1 (27:15):
Awesome and we're doing a special promo for any of
you that would like to get afree copy of Scott's book from
us.
Get a free franchiseconsultation.
You go tothefranchiseinsiderscom, fill
out a contact form, schedule aconsultation and once you've had
your free consultation, we'llsend you a copy of either one of
Scott's books Stop the ShiftNow or the Wealthy Franchisee.
(27:37):
Both are must-reads if you'rethinking about becoming a
franchise owner.
Scott knows his stuff.
He's super well-regarded.
We were very fortunate to getthis interview with him today.
So, scott, thank you so muchfor spending time with us.
Thanks for having me.
Speaker 2 (27:51):
Thanks, Scott.
Speaker 1 (27:52):
For this episode.
I'm Jack.
Speaker 2 (27:54):
I'm Jill.
Speaker 1 (27:59):
We'll talk to you next time.
Thanks for joining us on the webought a franchise podcast.
Hi everyone.
Welcome back to the we Bought aFranchise podcast.
I'm Jack Johnson.
Speaker 2 (00:06):
I'm Jill Johnson.
Speaker 1 (00:07):
And we have an amazing guest today.
This is a gentleman, ScottGreenberg.
Scott, welcome to the show.
Speaker 3 (00:14):
Thank you.
It's about time you invited meRight.
Speaker 2 (00:17):
I feel like we have you on every episode because we
talk about you.
Speaker 1 (00:20):
We do.
Speaker 3 (00:22):
Okay, that explains that burning sensation in my ear
.
Why that we talk about we do,okay that explains that burning
sensation in my ear.
Speaker 1 (00:27):
Yes, that's why, scott, we're so thrilled to have
you, because we're obviouslyworking with potential franchise
owners every single day,working with existing franchise
owners, including ourselves,every single day, and Scott is
an acclaimed author.
He's written two excellentbooks that I think everyone
who's exploring franchiseownership, everyone who is a
(00:47):
franchise owner, needs to read.
But Scott practices what hepreaches.
Did you know?
He's been a top performingfranchisee himself.
Scott, we'd love to hear yourmaybe let's start with a little
bit about who you are and yourjourney into franchise ownership
.
Speaker 3 (01:01):
Sure, so I yes, I'm a speaker and writer and I help
franchisees grow theirbusinesses in a variety of
different ways.
So, yes, I'm a speaker andwriter and I help franchisees
grow their businesses in avariety of different ways.
I began years ago as astraight-out motivational
speaker, long before gettinginto franchising, and so it was
great.
I mean, I was traveling thecountry giving these
presentations and my contentevolved into different topics
(01:21):
and I was doing a lot of thingson leadership, speaking to
people who had a lot moreexperience actually doing it
than I did.
So I was mostly just sort oflike restating a lot of the
cliches that you hear there's noI in team, that kind of stuff
like quoting other speakers andit was like, fine, but I always
felt like something was emptyand my wife and I were starting
a family and I'm like, okay, Iwant another stream of income,
(01:42):
but I want some more real worldexperience.
And I saw an airline magazinead for edible arrangements and I
thought, oh, that looks cool.
Before I knew it, I was on anairplane and off to a discovery
day and signing lots ofdocuments, so I ended up buying.
Honestly, I got lucky that Ifound a brand that worked.
I would never advise anybody tojust have an impulse like that
(02:03):
and then start signing.
I would definitely work withsomeone like you.
It's like, well, hang on asecond, let's explore different
options and see what's best.
So I lucked out into asituation that was really good.
So I never left speaking.
But I also pursued that businessas a way to learn as much as to
earn, so I could get some realworld on the ground concepts to
share with my audiences.
(02:23):
So it was tough but we gotbetter and better and eventually
we kind of climbed in therankings and became one of the
top stores in California.
And then we took over astruggling location and for 10
years I did that while stillspeaking.
Well, I started gettinginvitations to speak to
franchise systems.
So I've met franchisees fromall these different brands and
all these different sectors andI got to meet most people and
(02:45):
those who are struggling.
But I also got to meet stillget to meet all their top
performers and I've seen whatthey all have in common.
It is unmistakable.
And so I ended up writing abook the Wealthy Franchisee
about those people, what makesthem different and what the rest
of us can do to replicate that.
So I've since sold my stores.
I now do full-time speaking andwriting and coaching, but
(03:07):
helping people grow theirbusiness by replicating the same
tactics and the same mindset asthose in franchising who are
just killing it.
Speaker 1 (03:17):
Scott, it's like the Bible we tell every.
They need to read this.
And you know, our journeybefore becoming franchise
consultants was being a part ofa company called Home Care
Assistance, which was a homehealth care franchise which now
is known as Key, and it actuallystarted as a family business
(03:59):
and I witnessed firsthandbecause I did all the friend
debt for Home Care Assistancegrowing from one location to
hundreds and same sort of thingas you.
I would watch and you'd bringon new classes of franchise
owners and you would think youwould know who was going to
between the top performers andthe low performers and you would
see it.
The best place to see it wouldbe at the franchise conference,
which I know you do a ton ofspeaking at different franchise
conferences, which is, I mean,gosh, how many different
franchisors have you worked withat this point?
Speaker 3 (04:19):
Oh, I stopped counting a long time ago.
So many that when I'minterviewing franchisees from
different systems, sometimes themiddle of those phone calls or
Zoom meetings I forget whichbrand they're from and after a
while the issues start to soundthe same.
But I've spoken to a lot.
Speaker 1 (04:39):
Okay.
So I would see at ourconference the top performers.
They'd be sitting up at thefront asking questions.
They were brand champions.
Then we had sort of the lowerperformers that were sort of
clustered in the back, that usedthis opportunity to attack and,
(05:00):
you know, bring up the thingsthat were frustrating them.
And I remember watching thatand saying you know, if one day
I'm a franchisee, I'm going todo what these guys at the front
of the room are doing.
And if I have, you know,concerns because nobody's
perfect, every franchise systemhas things that it could improve
on.
But it was then that I saw boymindset really matters in
(05:21):
franchise ownership.
Speaker 3 (05:23):
Yeah, I agree and I will tell you that.
You know, I went into it with,you know, an open mind and open
eyes, not believing that it'ssimply a matter of having a
positive attitude, because Imeet a lot of people with a
positive attitude who are goingbankrupt and some of them don't
even realize it.
Like I talked to one guy I saidhow's business?
He said great, no-transcript,they're focusing on.
(06:10):
They never said hey, what doyou do to build a great culture?
Or what do you do to getthrough those tough times
mentally?
How do you keep yourself pumped?
No, they ask questions likewhere do you find good people
and how are you driving in moreclients?
How are you keeping your costsdown?
Like just focusing on thatlevel.
They were never interested inlooking in the mirror and seeing
what they can do.
And I believe that everyfranchisee is the biggest factor
(06:32):
in the business, for better orfor worse.
And until we ourselves are thegreatest asset, we'll never
really know how good thebusiness can be.
Speaker 1 (06:41):
Yeah, I mean, that's so well said, no-transcript.
(07:05):
And, like you said, you'reright, you better be on top of
that revenue and you better beon top of not only where you are
today, but where are you goingto be a month from now.
Go ahead, scott.
Speaker 3 (07:15):
Well, I was just going to say that.
You know the typical orstruggling franchisee.
They see the P&L as a report.
The wealthy franchisee sees itas a tool that they monitor and
use constantly to look foropportunities and see the
problems.
So the idea is that you have tocall your accountant to get
your P&O.
You should be able to access itwithin moments and should be so
(07:36):
you can see how things aregoing.
You can't just forget your bankaccount or just look at the
operation.
Speaker 1 (07:43):
Right?
Well, again, we feel like it'sso.
The whole mission of FranchiseInsiders is franchise owners
helping future franchise owners,right?
So every one of our consultants, ourselves included, are either
current or former franchiseowners and we believe that
having that experience inrunning a franchise, growing a
franchise, understanding whatit's like to do all these things
that we're coaching our clientsto do, is so vital, because
(08:07):
it's and also building abusiness from day one that you
could sell.
It's amazing to me how manypeople like you know your
experience like you said, youwere very fortunate, it was in
you to be a successfulfranchisee but a lot of people
who just say, hey, you know whatour town needs, our town needs
an ice cream shop, let's bringit here.
Of people who just say, hey,you know what our town needs,
our town needs an ice cream shop, let's bring it here.
(08:29):
You know that one we saw inAtlantic City.
You need to be thinking fromday one about exit strategy.
Even if you might not ever sellthat business, build it to sell
.
Speaker 3 (08:35):
Yeah Well, it's an interesting way of putting it
that if I'm making sure thatthis thing has value that would
be appealing to other people,the only way to make that happen
is to make a lot of greatchoices which will put more
money in your pocket as you'rebuilding up towards that moment.
So it really is important to beable to do that, and so I mean
(08:56):
it's great advice if that's whatyou're offering people and they
should be thinking about itfirst phone call with you where
they want to get into a business, they should be thinking about
what they want on the back end,and so I absolutely love that
guidance.
Speaker 1 (09:11):
Yeah, I mean it's looking at businesses from
multiple layers and I thinkagain, like you said so many
times, people immediately, howmuch is this person making?
What's the net profit?
How much am I going to make?
It's like slow down.
Let's understand that thosefirst few months, probably those
first 18 months, are socritical and you want to make
(09:33):
sure that, financially, you'reprepared to do it and that you
understand what those challengesare.
I don't know, Scott, where doyou see you know in terms of
franchisees in those first sixto 18 months, because I've
always found that's the mostcritical time, probably the most
challenging time.
What have you seen people dodifferently during those initial
months that really sets them onthe right path?
Speaker 3 (09:56):
there's a number of things, but if I really had to
boil it down, they spend 18months learning and giving and
they're not thinking so muchabout taking right.
They're there to promote,they're there to pump up their
team, they're there to build uptheir community, to provide as
much outgoing value to everyonearound them, to get the word out
(10:16):
, to build the loyalty right,and they're not thinking about
how quickly they can startmaking money from the business
and that's not an easy thing todo, right, because often people
are leaving their regular sourceof income in order to run the
business.
So I understand that burden towant to start paying down debt
and want to have a stream ofincome.
But the more you can focus onputting value out there, there
(10:39):
starts to be that boomerangeffect.
That's one thing I've alwaysadmired about the two of you.
I've known you and certainlywatched you on social media and
I constantly see you giving andsharing advice and even like
this podcast, it's all about howcan you just put more value out
into the world.
Well, there's a boomerangeffect to that, and so I think
that we need to just thinkourselves as farmers and that
(11:01):
first year or two is plantingseason.
Speaker 1 (11:04):
Yeah, I love that.
That's super solid advice I'llnever forget when I joined the
Rotary Club for the first time,which was a wild experience for
me.
It was very different and I wasyounger and I went in with a
sales mentality.
Um, I went in like, hey, I'mgonna make these connections,
(11:25):
I'm gonna get clients, and Ilearned very quickly that that
was the wrong mindset for thatum, and fortunately I had
someone in that group who sortof saw that and said listen, if
you're gonna join something likethis, you have to be about
giving first.
You can't just go aroundlooking to to let everyone like
their lead.
You have to give to people andgive value to people and the
(11:46):
other stuff will come.
Um, and I also think that theworld has changed a lot and the
days of the slick sales personthey're gone.
Um, nobody wants to be soldpeople, especially now with all
these choices we have.
We can go on to YouTube, we canfind, we can find the people
that we want to talk to.
Um, but no one wants to be sold.
They want to learn, they wantto have authentic, you know,
(12:09):
guidance and and and for peopleto be real with the, with the
positives and the negatives.
Speaker 2 (12:13):
Yeah, and we, we do that quite often with our
clients, you know, to the pointwhere we tell them not to move
forward with something like thattrue honesty, because we want
the best for them.
You know, it's not just aboutthe dollar signs and we want to
make sure that they're, you know, picking the right franchise
that's right for them, and sowe'll have that authentic
conversation with them.
And it may kill us on the backend, but that's just not in our
(12:37):
nature you know, because we wanteveryone to succeed.
We, I mean for us, their successis our success.
So, um, you know, it's it'simportant to be that.
I mean anyone can make a sale,anyone can, you know, make it
something look really reallygood and, and you know, selling
a business is not a, it's neverworth it.
Speaker 1 (12:56):
Someone has to be ready for that.
Speaker 3 (13:01):
Yeah, yeah, yeah, it's tough.
And, jill, I know you said thatit hurts you on the back end,
but I've got to take issue.
See, I don't believe that,especially with you guys and
your line of work, with what youdo and with what I do.
Every transaction is amarketing opportunity, right
that, if done well, it's goingto lead a lot more.
So you say you help someonedetermine that it's not the
right thing for them.
The word of mouth, the trustthat's there, has got to be
(13:23):
worth so much more than what youmight make if they do move in
that one transaction.
Speaker 2 (13:28):
Oh, 100% Right.
Speaker 3 (13:30):
The trust and integrity that you're
demonstrating there.
And so a couple of years ago Ibacked out of a full fee
speaking engagement with apretty major brand because what
they wanted me to speak on Ijust couldn't get behind.
I had interviewed thefranchisees and I'm like if I
get up and give this message,I'm going to have things thrown
at me.
It just was not in line withwhat they wanted.
(13:50):
And I said you know what?
I think we could maybe focus onthis other message.
And they're like no, this iswhat we want you to speak on.
And I'm like, yeah, I'mprobably not the guy for you and
it was tough to do that andthey were angry about it.
But I could sleep well at nightbecause I didn't want to take
their money to say things that Ididn't mean.
I knew that I wouldn't be ofmuch help.
So it's hard to say no, but Ithink in the long run you want
(14:11):
to have the right kinds oftransactions.
So I support your approach ahundred percent.
Speaker 1 (14:17):
Yeah, I think that's exactly right.
You know, what's so interestingis how many people we still get
to this day who call us and sayListen, I want to own a
business, but I want someoneelse to run it for me Do you
have any of those absenteefranchises and it feels like in
COVID that really became a thing, right With good reason.
people.
People were starting todiversify and they started to
(14:39):
look at franchises like thestock market or like real estate
and, like you, our experiencehas been that the most
successful franchisees thatwe've placed the success.
Yes, having a great franchiseis really important.
But as I looked at our client,hector, who comes to mind, he
owns a senior helpers franchiseand the average just to make
(15:01):
sure we're FTC compliant herethe average in their item 19
shows franchisees gross $1.6million after they've been a
franchisee for 60 months or more.
Hector did $3 million in histhird year.
So why does Hector do twicewhat the average post 60 months
does?
And the answer is is thatHector is relentless.
Even in his diligent processwith us, he was so focused, he
(15:27):
was so detail-oriented, he gotthe deal he wanted, he got the
extra zip codes.
Maybe you can speak to thatwhat you've seen in those high
performers.
What is it that separates them?
Speaker 3 (15:39):
It's interesting we're talking about a few
different things here.
One of them is just honesty andintegrity with franchise
systems.
I know at least one franchisesystem.
On their website they say, yes,this is great for people who
want to be absentee owners.
And then I went to theirconvention.
I spoke to the owners andthey're like uh-uh, and so you
have to be careful when afranchisor, you know, says that,
(16:01):
um, this can't just be aninvestment, right?
A franchise is a living thingthat needs love and energy and
cultivation and we don't want tobe deadbeat owners.
But that doesn't mean that weneed to work at full time.
And again, for me, I never gaveup professional speaking, and
the real name for professionalspeaking is traveling, right.
You know, for me to go nevergave up professional speaking,
and the real name forprofessional speaking is
traveling, right.
You know, for me, to go to afranchise conference and speak
(16:23):
for an hour, it might be twodays that I'm gone for that and
I never wanted to leave that.
So I had to build my franchisesin a way where I knew that I
didn't have to be there always,but I was engaged constantly.
Multiple phone calls and textmessages, you know, all day long
.
I'm looking at the securitycameras to make sure someone
showed up and turned on thelight, that they're preferring
(16:44):
the fruit, to make sure theyclosed at night.
They would send me reports.
And then, when I'm not on theroad, then I was definitely in
the stores having a presence.
But I was able to open up asecond store, able to continue
to travel.
I was able to scale by workingintelligently, the whole thing
of working in the businessversus working on the business.
(17:05):
And so if Hector's running asenior in-home care thing, he
can do that and he can scale it.
But not if he's the one who'sgoing into someone's home and
he's looking after an elderly.
He can't be doing that.
But he has to do things thatallow him to scale.
And so I don't know that.
Again, you physically have tobe the one operating a business,
(17:27):
but you got to be engaged andgive the business the love and
attention it deserves.
But again I'm doing a sessionat the QSR Evolution Conference.
I'm doing a whole presentationthe wealthy franchisee.
Then I'm bringing up a panel offranchisees and interviewing
them.
Some of these people have acouple hundred units but they
only have 24 hours in the day,just like someone who's
(17:48):
operating a single unit.
So it's about smart use of yourtime and knowing what kind of
energy and how to manage yourtime.
Speaker 1 (17:56):
That's a great point.
And we've placed people in thesame franchise that have opted
to fill shifts for caregiversand their revenue is a quarter
of what Hector's is.
And we've always said,especially in that type of
business, work on it, not in it.
The minute you're out theredoing that, you're not doing
(18:17):
what you should.
Speaker 3 (18:18):
Let me share with you a really sloppy formula that I
think is good enough to sharewith people.
I ask franchisees, how muchmoney do you think you deserve
to take home every year?
How much money do you want tomake?
And they give me a number.
Usually it's probably less thanit should be, sometimes it's
way more than it should be.
But they give me a number andthen I say, okay, divide that by
(18:40):
2,000.
You work 40 hours a week, 50weeks a year.
That's 2,000 hours.
So take the money you want tomake, divide it by 2,000.
That's what you think you'reworth per hour.
And ask yourself would you paysomeone that much to be sweeping
up, to be in that home, to beanswering phones?
And usually the answer is no.
Well, if you're doing ityourself, you are, because
that's an hour you're notspending doing the bigger things
(19:02):
, such as the marketing and thecommunity involvement and the
coaching employees so they cando those things.
And so I think we need to.
If we think that we want totake home a certain amount of
money, if we're worth it, thenwe need to do the kind of work
that aligns with that and trainothers and not think, well, I'm
saving money on labor.
It's costing you something morevaluable, which is your time.
Speaker 1 (19:23):
Awesome.
I mean not alone worth theprice of admission.
That's fabulous.
Thank you, scott.
I mean so much of this again isworking smartly.
I have a question for you.
Here's a big thing that comesup Validation in terms of
franchisees that we'revalidating with.
You know, for years I've saidtalk to the high performers that
(19:49):
have joined in the last fewyears so you get a sense of how
the system is growing right nowand get a sense of what they've
been doing.
I myself personally have alwaysthought and I think Jill and I
are aligned on this that therewasn't much we could learn from
the low performers.
But I don't know, I'm kind ofcoming around to.
Maybe some diligence there isworthwhile.
What are your thoughts on that?
Speaker 3 (20:06):
I like collecting as much data and perspective as is
possible.
So, if I'm talking to aprospective franchisee, I really
encourage them to do thevalidation calls.
I encourage them to askquestions that bring out facts
and data, as opposed to opinionsLike do you like the business?
(20:28):
Well, you don't know theirvalue system.
You don't know theirtemperament, right, what they
want that you know, as opposedto asking questions like you
know, describe the culture, orhow much money did it actually
cost you to open the business?
Yeah, what do you do to market?
Now, when you're talking to toppeople, that's great
information.
Sometimes, when you're talkingto struggling people, it's a
cautionary tale, right, and so Ithink there's use in hearing
(20:53):
all those perspectives.
But it's like reading onlinereviews.
It's like, well, hang on asecond, let's really look at
what is the review, who's sayingit?
That kind of thing.
You're probably going to getmore truthful things, more
useful things, from those topperformers, because they're
determining what's possible.
I will say this, though what Ilearned when I wrote the Wealthy
Franchisee and I interviewedall these great franchisees is
(21:16):
very often they themselves don'tknow why they're successful.
The most common answer I gothey, why are you so great?
They said, well, I just have agreat team, or I got lucky or I
don't know.
To me it was obvious.
Talking to them, they have thatkind of mindset, but they
wouldn't always be able toreflect on that.
On that, and if you ask thestruggling people why these
people are succeeding, they'regoing to say, well, they've got
(21:43):
the best location, or they workthe hardest, or they're just a
favorite of the franchisor.
So we have to be discerning.
But I think there's somethinguseful, even if it's knowing
what not to do, who not to belike.
We can get that as well.
But I will say this, andfranchisors will not be thrilled
with me encouraging this butwhen I was doing validation for
edible arrangements, yes, Icalled the people they told me
(22:03):
to call, but that's likechecking someone's references.
Yes, for someone's referencesthey're not going to give you
the people who are angry.
So because I travel a lot, Iwould always try to go by the
local edible arrangement storeand see if I could get someone
to give me some perspective.
So you want to hear from a lotof people, but don't necessarily
believe just one franchise.
Kind of take it all in and tryto get to the facts as opposed
(22:26):
to just their subjectiveopinions.
Speaker 1 (22:29):
Yeah, I think that's really great advice.
I mean, even just looking atPinks, the top performer right
right now, he is fabulous whenit comes to networking and, um,
he has a different approach thanthan we've had, which was ours
was more.
Hey, we're going to spend moreon marketing.
Um, his was more.
I'm going to spend less onmarketing, but I'm going to get
(22:49):
out in the community, I'm goingto network, and for a long time,
both businesses were doingabout the same thing, but we
were doing it in different ways,and the reason why I bring this
up is, if you talk to us versustalking to him, you're going to
get two different approaches torunning the same franchise, and
the cool thing is is that thefranchisor supported both and
said, look, you need to be doingboth, but if you want to put
(23:10):
more into one and more into less, it's fine, as long as the net
results the same.
Which brings to mind anotherthing that just came yesterday.
We have a client who owns afranchise and he acquired it in
(23:30):
2023, two units and just lastweek he sold it for $5 million.
We spoke to another owner ofthis very same franchise
different market who claims it'sthe worst franchise on earth
Came in same time and says nosupport, terrible franchise is
going to close the doors.
Isn't it incredible how twopeople, same franchise, can have
such wildly differentexperiences?
Speaker 3 (23:50):
Yeah, Well, if it's the worst franchise ever and for
two units you can sell for 5million, Imagine, if it was a
decent franchise, what he couldhave sold it for.
Yeah, and you hear that inevery system, right, Some people
who, like you, know franchisor,they're just in their cubicles.
All they care about is theiryou know royalty on the gross
(24:12):
sales.
They don't care about me On mylocation, my territory is
different and they don't get.
You know, you hear that stuff.
But the top franchisees, theydemonstrate what's possible.
There's so much human naturethat is reflected in franchise
performance and I guess, assomeone who just used to do
straight out motivationalspeaking, maybe that's what
attracted me to franchising is.
It's a great space to see allthat kind of psychological stuff
(24:34):
at play and how it correlateswith performance.
So I think if you're in adecent system and they have that
top tier group of people indifferent markets, people
succeeding with the business indifferent markets, they've
proven there's an opportunity.
So now what it takes is afranchisee who's willing to make
not just the financialinvestment but that kind of
mindset investment.
(24:55):
And again, until they do that,they'll never know what it's
worth.
And so I meet those struggling,complaining franchisees all the
time and I'm just thinkingyou're leaving money on the
table.
Speaker 2 (25:04):
Yeah.
Speaker 3 (25:05):
Right, because you're holding your business back by
your belief system, by theassumptions that you make.
Speaker 2 (25:11):
When it's easy to get caught in that cycle,
especially if you're talking toother franchisees who are in the
same spot and you just feed offeach other.
You know it's really it's hardto get out of that, but that's
always why we encourage talkingto the top performers.
But looking at people'sstrengths, you know, like in the
pinks example, you knowmarketing is more of our
strength, whereas thatparticular owner, he, was great
(25:33):
at networking.
So, finding what you're good atand really using that, and it's
going to be different foreverybody and it's not to say
that one's better than the other.
Speaker 3 (25:40):
Right, but that's why working with consultants like
you is great, because you cantake people through that process
to figure out what are theirinterests and what are their
strengths so you can line themup with an appropriate
opportunity.
Speaker 1 (25:53):
Well, and what's interesting is that that
franchise reference I gave you,where our client just had the
really successful exit, there'sgoing to be certain markets
where that business is going toperform better.
And I would actually argue thatthe client who we spoke to, who
we didn't place in thatfranchise, who was unhappy with
it, was in a market that was notwell suited for that franchise.
And that is true.
Like you know, when I was inhome healthcare, it was hate.
(26:17):
In any market you've got anaging Like there's certain, like
you can't go into Louisianabecause there's a proof of need
that you know you'll never get.
But in most every other state,home health care is really
needed.
But there are other types offranchises that, frankly, are
going to do well in some marketsand not do as well in others.
And that's where, to your point, scott, I think working with a
consultant, whether that be usor any of the other hundreds of
great consultants out there whoknow about this stuff, can help
(26:40):
guide you in the right direction.
Yeah, but mostly you guys, ofcourse, franchise owners,
helping future franchise owners.
Speaker 3 (26:47):
That's right.
Speaker 1 (26:47):
That's right.
Speaker 3 (26:50):
I'm just saying all things being equal should be you
.
Speaker 1 (26:55):
So, scott, where can people go to learn more about
you?
And also, if they want to buyyour books, what can they do?
Speaker 3 (27:01):
My website is scottgreenbergcom, so everything
is there.
My books are available whereverbooks are sold Amazon
everywhere else.
And I'm on social mediaCertainly on LinkedIn is where
I'm most active.
Speaker 1 (27:15):
Awesome and we're doing a special promo for any of
you that would like to get afree copy of Scott's book from
us.
Get a free franchiseconsultation.
You go tothefranchiseinsiderscom, fill
out a contact form, schedule aconsultation and once you've had
your free consultation, we'llsend you a copy of either one of
Scott's books Stop the ShiftNow or the Wealthy Franchisee.
(27:37):
Both are must-reads if you'rethinking about becoming a
franchise owner.
Scott knows his stuff.
He's super well-regarded.
We were very fortunate to getthis interview with him today.
So, scott, thank you so muchfor spending time with us.
Thanks for having me.
Speaker 2 (27:51):
Thanks, Scott.
Speaker 1 (27:52):
For this episode.
I'm Jack.
Speaker 2 (27:54):
I'm Jill.
Speaker 1 (27:59):
We'll talk to you next time.
Thanks for joining us on the webought a franchise podcast.
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