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Scott discusses the controversy surrounding the CSO and former Sunlite pool site with Victoria Vogelsang. Also Councilmember Jeff Cramerding discusses an earnings tax increase that will be on the ballot, and Kate Lincoln-Goldfinch breaks down Biden's new immigration plan.
Scott discusses the controversy surrounding the CSO and former Sunlite pool site with Victoria Vogelsang. Also Councilmember Jeff Cramerding discusses an earnings tax increase that will be on the ballot, and Kate Lincoln-Goldfinch breaks down Biden's new immigration plan.
If you're a regular listener to the Spa Marketing Made Easy podcast, you'll remember I introduced you to Emage Medical® last year. Emage Medical® is a strategic partner that I've developed a relationship with and fully support the devices they offer. For the second time on the pod, Emage Medical® returns as I'm joined by Hannah Beavers who walks me through the features and benefits of the Image Pro® SUNLITE device. If you're listening on Spotify + Apple Podcasts, head over to our website (addoaesthetics.com) to watch the full walkthrough as Hannah shares her screen to show a full tutorial of the device's capabilities + the analysis it provides for each client. In this episode, we discuss: A full walkthrough of the Image Pro® SUNLITE device Client engagement and how the data provided from this device enhances the experience The revenue payoff from investment in this device and how in depth the skin analysis is for each client How the device shows improvements and areas of opportunity that give a full skin care plan for clients To read the full show notes for this episode, visit: https://www.addoaesthetics.com/blog/365 Keep the conversation going inside the Spa Marketing Made Easy Community by clicking here.
After pressing record on their very first episode, Trisha & Estelle sit down to catch up on how things are going now. They talk about what's new, what's exciting, what they're learning and how they're growing in their personal lives. Here at A Better Life Podcast, our desire is that you find some common ground, feel seen, and walk away from this episode feeling like you have new friends. But most of all, we hope you leave this episode with a new perspective on how to create and live a BETTER life. From today's episode: What's making our lives better these days: Trisha's Current Morning Devotional Plan https://my.bible.com/reading-plans/26167-facing-the-giant-of-grief-and-loss Estelle's Red Light Therapy https://www.amazon.com/Sunlite-40471-Colored-Equivalent-Non-Dimmable/dp/B01N9B87R9/ref=sr_1_2?crid=EWLIWV330LXF&keywords=sunlite+40471+LED+A19+Colored&qid=1647220402&sprefix=sunlite+40471+led+a19+colored%2Caps%2C301&sr=8-2 Find us on Instagram at @abetterlifepodcast. If you'd like to be on the show, email us at abetterlifepodcast@gmail.com. Connect with Estelle and Trisha on Instagram. Trisha: @wander_womantr Estelle: @estellecfitness
Great service is hard to come by. This eternal problem is what Jim Penman set out to solve when he started his part-time lawn-mowing business—and even though his business has since grown into a multimillion-dollar enterprise known as Jim’s Group, it’s still the core focus. Jim’s Group was an unintentional empire, started by an aspiring academic back in the 1980s. Today, Penman’s company has almost 4,000 franchisees that provide over 50 services around the world. As a result, Jim’s Group has become a household name in Australia for all things home services. Here’s how Penman grew his business from a humble mowing service to the largest franchise in Australia. The Unintentional Founding of Jim’s Group In the 1970s, Jim Penman was pursuing his Ph.D. in history at Latrobe University in hopes of joining academia. His plans changed, however, when he graduated in 1982 and realized he had little to no chance of working in academia: “My ideas were far too wild.” At the time, Penman also happened to be operating a part-time lawnmowing business, as he made his way through the grueling grad school years. This turned into a full-time gig upon graduation. “It was something to do until my real business came along.” Or so he thought. While he waited for his real life to kick in, Penman was excelling at his temporary one. He had a passion for making customers happy, which made it easy for him to attract and keep regular clients. “It was the biggest thing I had going for me,” he says. He also found success building and selling ramps (for transporting mowing equipment onto raised beds or platforms) to his customers. As his business grew, he tried employing subcontractors, but he couldn’t find people who matched his quality of service. Then in 1986, necessity forced him to evolve. Major competitor V.I.P. Home Services came to town. This was a turning point for Penman. “I simply franchised in self-defense,” he says. “Otherwise, they’d swallow me whole.” For those unfamiliar, franchising allows other entities to use your company’s name, trademark, business strategies, and so on in order to share essentially the same products and/or services offered by the franchisor. Franchisees typically pay a licensing fee and a percentage of sales revenue to their franchisors. It’s an effective way to quickly expand a business without massive financial investment. Penman started with about a dozen franchisees, most of whom were previous customers. But even as Penman expanded his business, his focus still remained on the short term. He truly had no idea his business would grow to where it is today. “When people asked me how I thought might go, I said, ‘If it's really successful, one day I could have as many as 100 franchisees,’” Penman says, laughing. “That was my reach goal. Now, I have just under 4,000.” Franchising Jim’s Group to 4,000 Strong When Penman was a contractor, he had one simple idea: He wanted to make customers into raving fans. “I wanted customers to be so delighted that they’d recommend me and use me forever.” That was the core concept of Penman’s business, and when he franchised, he had the same concept for his franchisees. With that in mind, he developed a contract that would catch the eye of any prospective franchisee. His goal was to make it so enticing that potential owners would be “mad not to join the system.” Penman even got ahold of a competitor’s contract to better understand how he could make his more favorable. For example, he promised his franchisees that he wouldn’t take regular clients from his franchisees without their consent (unless a customer complained). He promised territory rights—meaning he couldn’t give any client in their area to anyone else, but they could take work wherever they wanted. Penman also promised an automatic right to renew. “This was all really strange stuff,” Penman says. “One reason it took nine months to get the contract done was because the lawyers kept arguing with me.” They thought he was being way too nice and that the contract was unreasonable and extreme. They encouraged him to “soften it down,” but over time, he actually provided his franchisees more rights. These included the right to move to another regional franchisor, to walk away from the franchise for a small exit fee, and to vote out their franchisor. At every stage, Penman put his franchisees first. In his opinion, the secret to looking after your customers is having a great staff. The same thing applies to great franchisees—you make them the actual first priority. “There’s nothing particularly clever about what has done,” he says. “It’s more how we do it that matters. The way we treat our franchisees, how we maintain quality, how we make sure they're looked after, that they're happy…that's the innovative part of the system.” As you can imagine, Penman’s franchisee selection process is quite rigorous. With such a favorable franchising package, many people apply, but few are chosen. “We are very selective,” he said. “Unless I’m convinced they’ll succeed, I don’t accept them.” When interviewing franchisees, Penman looks for a handful of key attributes: Good character, a concern for customers, reliability, and basic decency. He takes each interviewee on test drives to watch them perform their service. He also never accepts anyone who is not putting up their investment money themselves. “To run a successful cleaning or mowing, you don't have to be a genius,” Penman said. “You have to be somebody with good character.” Expanding the Jim’s Group Services In the first few years of his business, Penman didn’t just expand through franchising. He also began adding different service divisions. With a successful mowing system in place, Penman considered how he might apply his approach to other services, such as cleaning. He created a separate cleaning brand called SunLite and sold a couple of franchises. That avenue failed completely. Penman liked the idea of expanding under the Jim’s Group name, but he didn’t think it’d be successful, because the brand image was so vastly different. Who’d hire a cleaning service with a brand image of gardening and mowing? Well, a lot of people did. Penman added a cleaning division to Jim’s Group and found that the familiar brand name actually helped grow his new business. Penman continued expanding under the Jim’s Group brand to include services such as dog washing, computer services, bookkeeping, and roof repair. Today’s Jim’s Group has 52 divisions, and the company cross-sells through a client newsletter with about 500,000 recipients. “The brand just works far beyond what you think it would,” Penman says. When asked about how he manages such a wide variety of services, he says, “There’s no real difference between mowing and cleaning and dog washing. The basic issue is the same: Follow up on a lead, respond quickly, turn up on time, provide a reasonable quote, and satisfy the customer.” To Penman, it doesn’t matter what the service is. His goal is getting everyone to do provide consistent, high-quality service. Still, Penman is always making tweaks to Jim’s Group to constantly improve that service. For example, Jim’s initially offered a flat rate fee system to its franchisees. Over time, Penman learned that franchisees weren’t always following up on leads. In fact, a survey found that 25 percent of client leads never received a follow up. Penman changed the fee system to reflect a lower base fee and a separate charge per lead. After that, the number of leads not being followed up on dropped to just 3 percent. Penman also made recent changes to the Jim’s Group complaint system. In the pre-franchise days, Penman would see approximately 100 complaints for every 100 leads. After franchising, that number dropped to about five complaints. However, Penman wasn’t satisfied with 5 percent. To fix the issue, he went to his regional franchisors, who manually receive these complaints. The team decided that every time a complaint comes in, the franchisor would alert Penman and the respective franchisee. Then, the franchisor would call the franchisee to better understand what happened and how to solve it. Today, Jim’s Group has an automated complaint system. If a franchisee gets six complaints within six months, they receive a warning letter. Another six, and the franchisee has to attend retraining. They’re now down to just 1 percent, and working to cut that at least in half. In a world full of new ideas, how does Penman stay focused on Jim’s Group? “You might think we do 50 different things, but as a national franchisor, I do one thing: I provide a service. Jim’s Group is a very focused and limited company.” With almost 4,000 franchisees, it’s even easier to provide global services. Today, the company also benefits from a much more sophisticated software and a wide variety of resources for franchisees. Beyond Jim’s Group While Penman continues to expand Jim’s Group, he never forgot his original passion: research. The only difference now is that he can afford to really pursue it. Until his academic career stalled, Penman never considered becoming wealthy. “I've never been that interested in money,” he laughed. “I'm notoriously stingy. I go around the house and office turning lights off.” But now he’s able to use the success of his company as a vehicle for funding, so he can dedicate more time and resources into continuing his research on the epigenetics of social behavior. He believes this could help in the treatment of mental illness and addictive disorders. Valuable Advice to Franchisors In Penman’s opinion, many people have a misleading idea of business. They think they must have a breakthrough or a big idea to be successful. “It's not the brilliant ideas,” he said. “It's thousands of little ideas. Every day I say, ‘How can I do this better?’” Penman encourages anyone who wants to grow to focus on yourself before considering franchising. “If you don't do it well, there’s no point in franchising, because you don't have anything to teach anyone else.” He encourages entrepreneurs to build a brilliant business, then, master a working model that you constantly change to make better. Penman also believes in a people-first mindset, instead of money first. He encourages people to ask themselves: What's the long-term interest of the people I'm dealing with? How can I make my customers and franchisees into raving fans? “Every day, I’m asking myself the same question,” Penman says. Finally, he recommends keeping in touch with the grassroots. Every single franchisee has Penman’s personal number and email. “I get multiple contacts a day,” he says. “I’m always listening to what's going on. I also read through most complaints.” After all, it's the thousands of little things that count. Key Takeaways Penman’s journey from being an aspiring academic to unintentionally starting Jim’s Group Why the arrival of a competitor pushed Penman to franchise his brand The importance of running a customer-centric business Why lawyers were not fans of Jim’s Group’s franchisee contract The reason Jim’s Group started to expand to different service divisions How Penman’s success as an entrepreneur helped him circle back to his original passion Penman’s most valuable advice to aspiring franchisors
Lee Danna from Natural Sunlite Inc. talks to Dan Humiston on this episode of Raising Cannabis Capital about their company's cannabis grow fixtures. Using Chip On Board technology in their fixtures they can improve grow facility efficiency, lower electric cost and lower payroll. He also discusses their current capital raise and how investors can participate. For additional information about their capital raise go to MJBulls.com Pitch Deck. Produced By MJBulls Media
059 Pinks and Blues Episode 59: Show Notes On today’s Pinks and Blues episode we will be answering the following questions: What are some of the items you've recommended on Scaling UP! H20? Titration - How can you find a new drop count when you change the sample size? How do I know if I am doing a good job since I am so new to the water treatment industry? Key Points From This Episode: Differences of RSI|LSI|PSI [0:03:22] Finding tools to help us [0:05:24] Changing sample size [0:10:12] Knowing what test you are using [0:13:51] Drop Test [0:14:00] Keeping track on how you are doing as a water treater [0:14:42] Importance of having a mentor [0:16:05] And much more! Tweetables: "Get the people you trust that you want to become like. That you want to use what they've done so you can start going on that path." @traceblackmore #scalinguph2o #scalingup #scalinguppodcast #scalingupnation #scalinguph2opinksandblues "If you are not setting time deadlines to your goals, then they are no good!" @traceblackmore #scalinguph2o #scalingup #scalinguppodcast #scalingupnation #scalinguph2opinksandblues "You have to work towards something or it's just a dream and you're never going to get there." @traceblackmore #scalinguph2o #scalingup #scalinguppodcast #scalingupnation #scalinguph2opinksandblues "Make the water industry better because you are in it. And because you are in it, be the best in what it is that you do." @traceblackmore #scalinguph2o #scalingup #scalinguppodcast #scalingupnation #scalinguph2opinksandblues Links Mentioned in Today’s Episode: 046 The One About Phosphate Testing 024 The One With All the Questions Audible The Leathermen Supertool 300 Sunlite 51003
Steven Czeiger is the Managing Director of Sunlite Mitre 10 - a chain of hardware stores that is dedicated to providing exceptional customer experiences. In this episode Steven will share his tips for hiring great people who have a service mindset, and how to make sure you give customers a great experience in a retail environment. Resources mentioned: Elephant Journal (website) Key takeaways (starts at 22:31): Have an obsession with hiring the right people. Highlight staff who go above and beyond. Use customer feedback as part of your daily business. Invest in ‘Wow’ experiences even if you can’t see an immediate ROI.
Jean-Michel discute d’un cas de Rencontre rapprochée du troisième type (RR3) à Nancy, en 1969. L’article (en anglais) sur lequel se base cet épisode se trouve ici: Case study of a Close Encounter of the Third Kind (Nancy, France, 1969): Hallucination or false memory? (SUNlite, vol. 9, n°6, p.4-5).
Reigning in from Brooklyn, NY. Astral provides us with an all original Podcast. ENjoY. https://soundcloud.com/straloul https://www.facebook.com/astralgrooves/ https://astral-soul.bandcamp.com/ Sunlite (unreleased) $mall $tars (unreleased) wayves.patturns rip.drizzy (unreleased) happ¡e othur erykah (unreleased) dangur fence (unreleased) cffee honey (unreleased) her(n)happiness (unreleased) suitz&tie (unreleased) 22cosmokramur pfunk (unreleased) astral travellin (unreleased) notorius.fitty cpt.nog d i v e (unreleased) fender.twins (unreleased) lovur boy (unreleased) mr nobody (unreleased) no.luv rhodes (unreleased) see.sharp (unreleased) summer (unreleased) sun.ßoy (unreleased) tree.king (unreleased) yur.future sching (unreleased) hunedmill + rokstar (unreleased) free_mayne (unreleased) pceful (unreleased) paradise.soul (unreleased) dear.dorothy (unreleased) mrning sunshine (unreleased) brazil.tyme (unreleased) sun-muria (unreleased) ßuff ßae (unreleased) space_mice (unreleased) we b livin (unreleased)
Buy Laurence Guy – ‘Sunlite’ at http://bit.ly/m2beatport Follow Turned On on SoundCloud for more new music http://soundcloud.com/turned-on Follow the Spotify playlist bit.ly/turnedonspotify Antilope – Singing Ghost [Black Jukebox] Henrik Schwarz – Walk Music Four [Sony Classical] Laurence Guy – Sunlite … Continue reading → The post Turned On 076: Henrik Schwarz, Voyeur, DAUWD, Kevin Over, Edmondson appeared first on Turned On.
Even Christian Zionist pastors can change their minds about the Israel/Palestine conflict when they thoroughly study the issues with some help and encouragement from friends and relatives. Thanks to the efforts of our friend and brother in Christ, Palestinian Pastor Alex Awad from Bethlehem Bible College and the Christ At The Checkpoint conferences that layed the groundwork, We Hold These Truths' founder Chuck Carlson, shares the results of one of our activist friends in a four minute audio nugget of sunshine and hope that encouraged and inspired us. We hope you will be inspired, too!