Timberland Walking tall
Try this for size: if more American craftsmen were like the Swartz family, the country's protectionist lobbyists would have nothing to do. Founded by grandfather Nathan Swartz and now run by his son Sidney and grandson Jeffrey, the Timberland Company of Hampton, New Hampshire, is taking on the world in the market  for rugged boots and shoes. And winning.
Low-cost foreign competitors have squeezed other American shoemakers out of business. While a few survivors are begging Congress for more protection against Asian imports, Timberland is rapidly increasing its exports - not only to Western Europe, but also to Hong Kong, Taiwan and Japan. It cannot compete on price with Asian producers. So it sells quality.   In Europe it plugs the message: "The price may cripple you. The  boots won't." Other American companies famed for high quality craftsmanship, like L.L. Bean, could follow Timberiand's lead but don't. So could Stetson Boot and Shoe. There is a huge but hardly exploited market overseas for the sort of handsome, sturdy furniture made by the Shaker Workshops in Concord, Massachusetts. Several of the classic boatbuilders of New England could sail into world markets if they put their minds to it. How does Timberland do it?
Lesson one, say the Swartzes, is to make a better mousetrap. They started as Abington Shoe, making shoes for other makers. But in the early 1970s the Swartzes designed a rugged waterproof, boot and set up a subsidiary to produce it, under the brand name Timberland. By 1978 more than 80% of their output was Timberland. They stopped manufacturing for others, and have not looked  back. Sales rose from $68m in 1985 to $156m in 1989, sales abroad from next-to-nothing in 1978 to 30% of turnover.
Lesson two is to think long-term and remain relaxed about fluctuations in quarterly earnings. It helps that the company is run by a father and son. Mr. Sidney Swartz, the president, describes Mr. Jeffrey Swartz, the executive vice-president, as "my closest confidant and adviser". Both fervently hope that Jeffrey's two toddlers will grow up to be Timberland bosses.
In mid-1987, the Swartzes made a public offering of Timberliind stock. The В shares, with ten votes per share, were concentrated in family hands. The public was sold A shares with one vote per share. Business purists hate this. But it has worked.
Lesson three is not to panic about narrowing margins but hire a tough outsider to take the harsh corrective measures. Timberiand's hard-man is Mr. John Stevenson, with more than 20 years in the shoe business. He persuaded the Swartzes to do what they should done earlier but had not the heart to: stop manufacturing in New England, where labour is scarce and dear, and concentrate
more production in Tennessee, Puerto Rico and especially the Dominican Republic, where workers earn 70 cents an hour.
Lesson four is to know your customers. Timberland at one time tried to sell both to the adventurous sorts who like hiking, camping and boating and to fashion-conscious urbanites, more interested in the outdoor look than the outdoor life. This risked alienating both. So the company decided in America to stress the ruggedness, not the trendiness, of its products. It has made big donations to the Wilderness Society. It sponsors competitive yachtsmen and the annual winter dog-sled race across the Alaskan tundra, where it equips competitors with snow boots that cost about $500 a pair to make.
In some foreign markets, though, Timberland has no choice but to aim at the rich. Japan is a prime example with a 23% tariff on imported shoes, worked in a way that in effect adds a further 50%. So Timberlind is forced to charge what Mr. Jeffrey Swartz calls "silly prices."

The Economist

U2
Recruiting Excellence Since 1970
Over the past three decades, Lucas Group, one of the nation's largest non-franchised recruitment firms, has built a reputation for quality, specialized service. As our company has grown and increased its reach, we have maintained a commitment to high performance and unsurpassed industry knowledge. We offer candidates and client companies personal service, confidentiality, and the most ethical, professional standards in the recruiting industry. As a result, we have placed thousands of individuals in positions of 1000 companies, regional businesses, and entrepreneurial firms.
Lucas Group's more than 225 associates do more than merely match candidates to job openings. We work closely with clients to determine the exact qualifications and skills needed in a prospect, and we interview candidates extensively to ensure their experience and needs are appropriate for the job and culture offered by our clients. Our recruiters stay actively involved through the client interview and follow-up. Our objective is to launch long-term, successful relationships between the individuals we place and our clients.
Over three decades, Lucas Group has built an extensive referral network in each of its niches. Our recruiters use personal contacts, not just advertising, to find the best candidates to fit our clients' needs. This approach leads to long-term relationships between our clients and the candidates they hire. We are proud of our tremendous tenure and low turnover at Lucas Group. The average tenure of our managers is 10 years and our overall ftimover rate is less man J 7 percent. Managers cultivate people for longevity, and clients appreciate knowing their recruiter will be there to serve them in the tuture.
Lucas Group recruiters serve their clients and candidates with integrity. We offer the most ethical, professional standards in the industry. Because we consider our candidates and clients to be our partners in the recruiting process, we take a personal approach and remain committed to delivering high-quality work. We listen to our clients' and candidates' needs and work quickly to maximize opportunities.
With 12 offices nationwide and a commitment to future growth, Lucas Group's size and reach work to our clients' and candidates' advantage. Our locations form an integrated national network, routinely tapped by Lucas Group recruiters who leave no geographic stone unturned in delivering the finest candidate for a client's position. For candidates, Lucas Group recruiters offer established relationships with companies across the country. Lucas Group can meet your career needs, regardless of your location.
When searching for candidates, we don't just get to know those candidates interested in making an immediate career move. We build and maintain an extensive database of professionals satisfied with their current position but open to opportunities that will allow them to achieve their ultimate career goals. As a result, Lucas Group identifies properly motivated candidates who choose to make positive, well-considered moves toward superior opportunities.
Not only is Lucas Group's size impressive, but so is our professional scope. Our recruiting associates specialize in a broad range of functional areas and niche industries allowing our candidates and client companies the opportunity to work with an expert in their field. We know our client's business, understand where it's going and who is taking it there. Lucas Group is not all things to all people. We choose to specialize in our niches and serve as a high-end, high-quality boutique in those markets. Our recruiters target only the top 10 percent of high-profile candidates within their niche, building our reputation of offering top talent.
If your company is looking for professionals, Lucas Group wants to be your talent provider. If you're a candidate looking to make a career move, contact a Lucas Group recruiter to learn how we can help.

U3
Fear, greed and dedication
Last week I discussed the reasons for businesses going bust and concluded that the ultimate problem often lies in the fact that the founder of the business is not cut out to start up and develop his own operation. Sometimes this is due to a lack of knowledge, skill or business experience; sometimes to personal weaknesses.
So let us attempt to analyse the character traits of an entrepreneur. Although entrepreneurs are a diverse species, there are clearly some common factors. Permit me to quote from The British Entrepreneur -a study prepared by accountants Ernst and Young and the Cranfield School of Management. "Not all entrepreneurs are cast in the same mould. Indeed it would be an extremely dull world if they were. Almost by definition they defy categorisation."
Some have a strong sense of humour, some none; some thrive on publicity and adulation, others are virtual hermits; some have an overwhelming need for power, others for creativity; some need the trappings of wealth, others lead very simple lives. Whatever the difference is, there is one factor, which all successful entrepreneurs have in common - they and their firms are always on the move.
It must be appreciated that management skills can be learned, whereas entrepreneurial ability is a matter of flair; either you have it or you don't Business requires both skills, the flair of the entrepreneur and the solid competence of the manager.
It is dangerous to generalise but some of the characteristics of the entrepreneur, in contrast to the manager, are: belief in himself and his business; belief in wealth and material gain.
Entrepreneurial talent and management skills may not both be present in the one person. This may lead to the idea of partnership and, indeed, as the business flourishes and expands, the creation of a management team.
"The British Entrepreneur" encompasses the results of a survey of the views of owner-managers of the top 100 entrepreneurial firms in the UK. One of the questions asked was '"what are the critical factors for success?". The answers came under three main headings:
Marketing:
A unique product; an innovative approach; a good fundamental idea; aggressive sales and marketing strategies; active selling; quality; price; heavy marketing in vestment.
Management:
Dedicated senior management; hard work and commitment of staff; tight financial controls; cash flow; investment for the long term; regular views and overhaul of the management structure. Personal: Vision; hard work; concentration; flexibility; persistence; ability to recognise opportunities.
The owner-managers were asked about their personal life and family background.
Many came from families where the father had some form of small firm or self-employment background and the mother was a full time housewife. It was interesting to note that not one was an only child and more than half came from families with more than two children.
The previous survey, in 1988, revealed that the group showed low educational attainments, 45 per cent having left school at the age of 16 and very few having any post-school qualifications.
The 1989 list reveals somewhat greater academic attainments but apart from the obvious value of management skills, few of these owner-managers saw any relationship between educational achievements and their current success.
There is a misconception that successful entrepreneurs fail a number of times before making the breakthrough. Not true with this sample, where only 20 per cent had started more than one business.
The average age of the entrepreneurs when they started their first business was 32, while the youngest was 24. Presumably they had gained valuable skills and product knowledge between school and start-up. On the other hand, the majority had started businesses, which bore no commercial relationship to their previous employment.
All rather confusing. Perhaps we should dwell on the wisdom of Sir James Goldsmith: "First you must have the appetite to succeed - ambition. When you have no ambition you are dead. You have to be willing to work. You have to be ready to let go of a smart, safe, socially acceptable job in pursuit of your objective. Fear, greed, dedication and luck - all play their part. The rest follows."
The Observer

U3
RETAILING Warfare in the aisles
Next time you are hurtling through a supermarket, slow down and look around the packaged-goods battlefield. There are the massed battalions of supermarkets' own labels - no longer just cheap stuff, but increasingly segmented into things like ready meals, "healthy" options or pricey treats. Confronting them are goods from branded manufacturers, which must pay for the privilege of appearing in the grocery department. And surrounding everything are shelves heaving with personal-care products, clothing, books and DVD recorders.
Even if you can resist the smell of fresh bread from the in-store bakery, other forms of psychological warfare will entice you to spend more than you intended. Dairy products, which most people buy regularly, tend to be lined up at the back of the store, so shoppers have to pass along the aisles where temptation can be put their way. Positioning is everything: people typically spend at most six seconds selecting a grocery item, and if they cannot find it they may not buy it. The best slots are at adult eye-level, so that is where relatively expensive products are put, often to the right of popular items (to increase the chances that right-handed shoppers will pick them up). Price is not always the deciding factor: more than half the people leaving a supermarket cannot recall exactly what they paid for individual items.
Those rules apply in supermarkets no matter where they are. If you live in America, you might be shopping in a Wal-Mart, run by a company that has become the world's biggest retailer by driving down suppliers' prices and passing the savings on to its customers. In Britain, you could be in a Tesco store, owned by the biggest of four large supermarket chains that between them sell around three-quarters of the country's groceries. Tesco's recent growth has come mostly from expanding into nonfood lines. In China, you could be in a Carrefour, run by the French-owned inventor of the hypermarket, which by the end of this year could have some 300 Chinese stores, making it the leading foreign chain in a hugely coveted developing consumer market.
Pity the   shopper, says   Saatchi   & Saatchi's Mr. Roberts-and in a supermarket the poor creature is usually a woman. There are so many items on offer and they are so jumbled up that she often cannot find what she is looking for. It is cold because fresh produce needs to be refrigerated on open shelves to make it easy to pick up. "The lighting is awful and she has to listen to Phil Collins," he commiserates. "She can't wait to get out." Mr. Roberts knows a bit about consumer goods. He was a marketing executive with p&g, Gillette and Pepsi-Cola before becoming the head of one of the world's best-known advertising agencies.
Female supermarket shoppers' interests range from health, family matters and the enviromnent to politics and social issues, such as the welfare of overseas workers making some of the products they buy. They also share and discuss the information they acquire, much more so than men. This is how they become attached to certain brands and products, says Saatchi & Saatchi. So it is no good simply to bombard shoppers with ads for items that are invariably billed as bigger, brighter, stronger and so on. It leaves them bored to tears, says Mr. Roberts. In order to reach and influence them, packaged-goods producers have to engage them in many different ways - for example on the internet, where many women now spend as much time as they do watching television.
Who needs brands?
With so much choice and information available, why don't shoppers simply ignore brands
and make a purely rational, economic decision about what to buy? Because that is not human
nature, says Jez Frampton, chief executive of Interbrand, a London brand consultancy. "Brands
offer trust," he expands, "and they enable people to navigate through complex markets." There is something in that. In the old Soviet Union, where all products were supposed to be the same, consumers learnt how to read barcodes as substitutes for brands in order to identify goods that came from reliable factories.
Consumer-goods companies invest in brands to convince supermarkets - to stock their products and to get shoppers to buy them. This is never straightforward. Jeremy Bullmore, an advertising guru with WPP, once likened brand-building to a bird building a nest "by the scraps and straws they chance upon". Consumers used to get most scraps of information from advertisers. Now they are more likely to find them by themselves.
To keep in touch with their customers, consumer-goods companies are shifting their spending away from traditional media, such as network TV and print, to other types of promotion. A decade ago, P&G used to put about 90% of its advertising budget into tv, but now it spreads the money more widely. For some new products, TV may account for only a quarter of total spending, P&G has long been an advertising pioneer: by sponsoring radio programmes, and later tv shows, as a way of promoting its detergents, the company helped to create a new term: "soap opera".
Nowadays, advertisers want to do more than just sponsor a TV show. Kellogg's, for instance, promotes its cereal brand, Special K, in co-productions with the Discovery Health Channel in America. The benefit of a strong brand is that it can convey information about a product very efficiently, reckons the company. Nevertheless, even venerable brands have to be worked on constantly to keep them fresh, says Alan Harris, Kellogg's chief marketing officer. "In some cases we have got to experiment and do things differently to learn how our brands can operate in this different environment."
A brand may have only seconds to convey its message. "If I'm going to get shelf-space in the major retailers I need to stand for something, and that something needs to be relevant and it needs to be clear. That's what brand-building is at its most basic," says Scott Garrett, the brand director for Heinz in Britain and Ireland. Some of Heinz's ads are classics. The company's "Beanz Meanz Heinz" campaign, for its tinned baked beans, first ran on British television in the 1950s, and many British consumers still recognise the phrase. But Mr. Garrett accepts that it would be unrealistic to expect today's shoppers to march into a supermarket and demand his products. "I have to get people pre-dispositioned to the Heinz brand and then hope that the wavering hand on the shelf veers towards the turquoise can [the colour of the Heinz baked-bean label] rather than another one."
Will the big supermarkets take an ever-increasing slice of consumer spending? Target and others have shown that there are ways to counter-attack. Some people avoid supermarkets and buy their groceries online. The Internet has also enabled suppliers to go direct to the consumer. Riverford, a British organic-vegetables specialist, runs a successful web-based home-delivery service.
The big retailers like their private labels because they typically provide 5-10% more profit than branded products, says Euro-monitor International, a market-research company. This limits the pricing power of the branded-goods producers: consumers may not be able to recall the price of an individual item, but they usually remember whether their purchase was more or less expensive than similar items.
Here today, gone tomorrow
But it is hard to stand out from the crowd. Every day an astonishing 400-700 new brands are added to the 2.lm brands tracked by TNS Media Intelligence. "It's very easy to get a brand out there," says Steven Fredericks, the company's chief executive. But there is no guarantee that any of them will be noticed, he adds. "Consumers' attention is becoming a scarce economic resource."
To boost their sales and negotiating power with the supermarkets, consumer-goods companies are concentrating on their most powerful "superbrands". Unilever, Europe's biggest producer of consumer goods, has cut its portfolio of brands from 1,600 to around 400.
With fewer brands, producers can concentrate their resources to better effect. This is especially necessary in Japan, the second-biggest advertising market in the world after America, and one of the most cluttered. Drinks and snacks are one of the hottest areas: hundreds of new
ones are launched every year. Andrew Meaden, the chief executive of MindShare Japan, a media
agency, calls the process "commercial Darwinism". Newness matters at lot, so many products
appear just to catch the moment. Most struggle and die, not only in their efforts to get noticed but
also in the battle to find shelf space in Japan's small shops. And if you are selling to young
people, "you have to be much more savvy about how you talk to them," says Mr. Meaden. Some
companies are trying to cut through the noise with a combination of old and new marketing
techniques. Switzerland's Nestle, for instance, has discovered that people get stressed by having to decide what to cook for dinner, so in Japan it provides recipes that its customers can download to a mobile phone, enabling them to pick up the ingredients on their way home. Other companies
provide coupons over the Internet and deliver them to mobile phones. These electronic coupons
can be exchanged for samples or discounts on new products. In such ways, Asia is well ahead in
its use of digital media for marketing.

The Economist

U4
International! Franchising
International Franchising Checklist
Short and Long-Term Considerations
By Chuck Woolweaver
1-(954)718-8687
http://www.franchiseconsulting.net
If the growth of U.S. franchising continues at its current rate, domestic sales alone could top the $1 trillion mark by the year 2000, says the International Franchise Association, the world's oldest and largest organization representing the sector. Franchisors are also finding fertile ground for their operations beyond U.S. borders, reports a study by the IF A Educational Foundation.
U.S. franchisors are highly satisfied with their international operations, the Arthur Andersen study "International Expansion by U.S. Franchisors" discovered. Based on responses of 386 U.S. franchisors, the study noted that if given a choice, 98 percent of those surveyed would make the decision to establish an international franchise system again. What's more, 95 percent said they're planning to expand the number of their international units.
Another key finding of the study revealed that more franchisors are recognizing the importance of modifying domestic strategies for international operations. Whether it be marketing, training, recruitment or fees, the report said, sophisticated international franchisors understand that the same strategies may not be successful in countries with different cultures, taste, regulations or other distinctions.
Further, U.S. franchisors are expanding their operations into many countries previously not considered, both developed and developing. Canada, while still the most popular country for U.S. franchise expansion, is today attracting a smaller percentage of franchising activity than it did six years ago. Researchers said this attributed to the growing popularity of expansion into other countries. Asia, South America, Central America and Mexico are the areas of greatest international franchising growth, the study found.
Reactive decision making is a key component of franchising's growth outside the U.S., respondents said. More than two-thirds of those who made the decision to establish an international franchise system did so as a result of an inquiry from an interested potential franchisee. Similarly, when choosing the location for the first international franchise, U.S. franchisors said that first contact was the method they most frequently relied upon.
With the ever-increasing export of products and services available through franchised businesses to marketplaces worldwide, there has fortimately been a corresponding increase in the information available to franchisors initiating such an effort. This information covers a wide range of subjects - from general data concerning the culture, political climate and economic trends of a target country to specific product or market surveys and, in some cases, a review of a country's treatment of certain legal issues.
In many cases, this information will be helpful to a franchisor interested in determining if its franchise program and, more particularly, the products and services offered through its franchised businesses, will be well received in the target foreign country, or if the economics of the arrangement contemplated by the franchisor and its prospects makes good business sense.
Unfortunately, often such information is not obtained until after a deal "in principle" has been reached or worse, after final agreement has been executed. There are painful lessons in conducting business in this way, not the least of which may be finding that the mark to be licensed to the prospective franchisee is already owned by another party in the target country; finding that the withholding tax on royalties severely eats away at the franchisor's expected return or that the services being performed and the fees attributable to such services are subject to the target country's income tax; finding that the trade secrets so highly valued in the U.S., for example, will become the franchisee's property at the end of the relationship; finding that certain provisions in the agreement are illegal and that the agreement will need to be renegotiated with the foreign government's involvement; finding, finding, finding....
Accessing information which addresses the various issues which may, or should be, of concern to a franchisor may be time-consuming, however, because of the numerous sources available answers on a particular point will likely require assistance from the franchisor's professional advisors. There is absolutely no substitute for the thorough analysis required before a transaction is seriously pursued. Depending on the nature of the transaction there are likely to be numerous issues to be examined.
Being aware of the issues which are the most likely to arise in any international franchise arrangement and how such issues will likely affect certain fundamental decisions may, however, save both franchisor and franchisee from committing themselves to terms they cannot live with later on or "losing face" because certain representations made early on cannot be supported.

U4
FRANCHISING
Franchisees of Molly Maid: How to run a franchise?
personal views
Molly Maid has successfully turned doing other people's housework into a viable business for franchisees who employ teams of staff. A domestic maid service team usually comprises two maids working together from a liveried car provided by the franchisee. Molly Maid started in Canada in 1978 and now operates in the USA, Japan and Portugal as well as the UK
Six months after starting her Molly Maid business, Margaret King gave her reactions to this wholly new experience.
Q.I Why did you become a franchisee?
To be my own boss and run my own business but with the support of an ethical, respected Franchisor. Molly Maid, to me, represented a reputable, well recognised and established name and a very viable business system, without which I would never have entered into the agreement
Q.2 How would you describe your franchisor?
I cannot speak highly enough of all of the above and have no hesitation in recommending Molly Maid to the right candidate.
Q.3 Is it easy to run a franchise?
It's very different to being an employee, as an employer you are no longer 'one of the girls'. You have to learn to
listen, take criticism and be the voice of experience when required.
Q.4 What advice would you offer to someone thinking of buying their first franchise?
Make sure you are right for the franchise as well as it being right for you!
Ernest and Pat Torrance launched their franchise in Edinburgh in March 1994. Ernest is the principal to the franchise agreement, Pat is responsible for contact with customers. The business has grown steadily, and Ernest and Pat see no real limit to their possible expansion.
Q.I Why did you become a Franchisee?
Er: We wanted to do something we could work at together, and Molly Maid seemed to fit our joint need. We had no business experience but we wanted to run our own business and franchising seemed a good way to achieve this.
Q.2 What knowledge or skills have been useful to you in the business?
Er Pat had a variety of positions within the retail environment, dealing with the general public. I was with ШМ. Pat's experience of selling to the public has been a great advantage and she loves meeting people. My management experience helped us in setting up a good support structure.
Q.3 How well prepared for self-employment were you before taking up your franchise?
Er: Not well enough! We recognised that we knew very little about the legal side of running a business. I had to do two months' full-time training. T covered bookkeeping, staff management, wages, etc.
Q.4 What disappointments have you experienced?
Er: None, really. The business has outperformed our expectations. We are surprised how difficult it is to find staff who care for their work, but Molly Maid had told us to expect this. We have certainly not had any disappointments or let-downs with the franchise itself
Q.5 How woidd you describe your Franchisor, and how would you rate the training, advice and support you have received so far?
Er: Molly Maid has been an excellent choice for us. They impressed us initially as a very professional and capable organisation and they have not let us down. They exceeded our expectations in training, advice and support We got advice and support at every turn. I admit to being a bit surprised at tin's. We have a good working relationship, but also a family atmosphere; we all look out for one another. I continue to rind our franchisor approachable with any type of problem, be it professional or personal.
Q.6 What advice would you offer to someone thinking of buying their first franchise?
Er: Prepare. Investigate. Do not be afraid of asking questions and ensuring you get the answers. Get rid of the things that you should not need to worry about in your business by learning about them in advance, such as wages, tax, etc. Staff recruitment must have as much time as possible spent on it since the right staff are your key to success. Remember, you buy a franchise because you want a proven business process to follow - then follow it! Do not try to re-invent the business. Expect a lot of hard work, especially in the early stages.
Franchisee Clare Carter, Preston
Q.I Why did you become a franchisee?
Having worked in huge corporation, I felt that going into business on my own, I would be far more successful if I had the support of a franchisor while operating a franchise business. I was also aware from my background in banking that the business failure rate is considerably reduced when operating within a franchise network. That's why I made the franchise fee deposit
Q.2 What was your occupation before taking up a franchise, and what knowledge or skills have been useful to you in the business?
I was an Area Manager for the Royal Bank of Scotland with responsibility for 12 branches. Reporting directly to me were the Branch Managers and the direct sales force which I looked after on both personal and business levels. I have been the top retail manager for the north of England.
Q.3 How well prepared for self-employment were you before taking up your Franchise?
My previous experience made me feel confident and well-equipped to meet the challenge of running my own business. But despite this, I have to say that starting out is a shock to the system because, even with all the available support, there is so much that you have to do yourself.
Q.4 What disappointments or let-downs have you experienced?
Staffing is the biggest issue. The old saying, "you're only as good as your staff, is so true. They let you down; have little or no commitment, which has been very frustrating. I now have several very good members of staff, who are very loyal and highly motivated. This helps with being able to sleep at night!
Q.5 How would you describe your franchisor and how would your rate the training, support and advice you have received so far?
I chose Molly Maid because they were the cleaning franchise that most impressed me with their support. I attended the training course. I gained an overall insight into the day-to-day activities of a Molly Maid Franchisee. During my training, Molly Maid were organising leaflet drops to generate customer enquiries.
Q.6 Has being a franchisee changed you in any way?
I'm a much nicer person with a lower level of stress. I'm also in control of my own destiny and, as a working mother, I appreciate the flexibility of working that goes with being my own boss. Q.7 How do you view the prospects for your business over the next five years?
Fantastic! My five-year plan highlights a real growth industry. I will also ensure that my customers recognise what Molly Maid stands for - Quality, Service and Value. I have always had the vision that this business will work and that I would be successful.

from british-ficmchise.org.uk/
Case Studies/ Molly Maid UK Limited