Strategies for starting a replicable model

Strategies for starting a replicable model

Strategies for starting a replicable model

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davide d andrea ricchi

Strategies for starting a replicable model

Step 6:
the fundraiser.


Once the size of the initial expense to be incurred is known, Marco has several avenues to finance his idea: A: He has his own capital to get started; B: He goes in search of bank or public grants (zero- or low-interest calls); C: He sets out to find financing partners and can only do so if he has built a very solid business plan; D: Uses new forms of financing, such as crowdfunding (equity or lending). Which of these avenues would be best for you?

Step 7:
the bureaucrat.


Marco has made up his mind. He has all the credentials to set up his own business and move away from the boredom of his old job. To make his commitment official, he must identify the legal entity that best suits his type of business (SpA, Srl, etc.) and establish the company. To do this there are three necessary steps. First, the signing of the company contract at a notary public, in the presence of all the founding partners. Second, the creation of bylaws containing the rules and principles that all members of the company give to each other. And finally, the registration with the Registrar of Companies.

Step 8:
the director


How many people does Marco need to run his business? Let’s try to imagine: a team of developers, to create institutional site, ecommerce, apps and other digital tools, a marketing expert able to build him the right strategy, a design expert, and then again “sommeliers”, i.e., figures who can bring real value to the business. Generally, my advice is to already provide some replacements for the key figures on the team. It may happen, and it happens often, that one of the members is no longer motivated to continue, and then it is a good rule to have had worthy replacements “warmed up on the bench.”

Step 9:
the marketer.


The mistake Marco might make is to create a logo and payoff for his business, well before creating a marketing plan. Brand identity activities, on the contrary, are subsequent to the development of a strategy. The structure of brand identity is complex because at its core it has several voices, which must convey, for example, the brand’s values, its identity (the tone of voice), the visual identity, which must be present in all forms of consumer interaction: elements that make the brand recognizable and easy to remember. In short, brand identity is a delicate matter and needs the support of an expert to be developed at its best.

Step 10:
the tester.


Last point, but not least. Remember: there is no franchise without the concepts of standardization and formalization, as I recount in Chapters II and VI of the book Let’s Franchise. Standardization occurs with the drafting of an operating manual, with which Marco and his team put in writing the rules and work processes useful to give themselves an effective organization and necessary for the future franchisee to follow to open and run the franchise brand business. If in your model you don’t know exactly who does what and how these things are to be done, then your model still lacks an operating set-up.

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