All Activity

Google has begun placing sponsored ad units directly inside the Images tab of mobile search results — a new placement that eligible campaigns can access without any changes to existing keyword targeting. What’s happening. When a user navigates to the Images tab within Google Search on mobile, they may now see sponsored units appearing within the image grid. Each unit shows a full image creative as the primary visual alongside text, and is clearly labelled “Sponsored” — consistent with how Google labels ads elsewhere in search results. How it works. Eligible campaigns can serve into the Images tab without any changes to keyword targeting or campaign structure. The placement draws from existing image assets, meaning advertisers running Search or Performance Max campaigns with strong visual creative are best positioned to benefit. No separate image-only campaign setup is required. Why we care. This is a meaningful expansion of Google’s paid search real estate. For product-led and catalog-heavy advertisers, the Images tab is where purchase-intent discovery often starts — and now ads can appear right in that moment. If your campaigns already use strong image assets, you may be picking up incremental impressions without lifting a finger. The big picture. Early indications suggest this placement behaves more like a visual discovery surface than classic paid search. Expect high impression volume but lower click-through rates — more in line with display or Shopping than traditional text ads. That said, the assist value in multi-touch conversion paths could be significant, particularly for retail and direct-to-consumer brands. Treat it as upper-funnel reach, not a last-click channel. What to watch. Google has not made a formal announcement, and there is no dedicated reporting breakdown for Images tab placements yet. Monitor your impression share and segment data closely to understand whether this placement is contributing — and whether it’s eating into organic image visibility for competitors. First seen. The placement was spotted by Google Ads Expert – Matteo Braghetta, who shared seeing this update on LinkedIn. No official documentation has been published by Google at the time of writing. View the full article

Over 30% of outbound clicks go to just 10 domains, with Google alone taking more than 20%, according to a new Semrush study published today. ChatGPT also relies less on the live web, triggering search on 34.5% of queries, down from 46% in late 2024. The big picture. ChatGPT’s growth has plateaued, and its role in how users navigate the web is evolving unevenly. Referral traffic from ChatGPT grew 206%, comparing January 2025 to January 2026. The details. Most ChatGPT referral traffic still goes to a small set of sites, even as more sites receive some traffic. Google accounts for 21.6% of all ChatGPT referral traffic. The next nine domains bring the top 10 to just over 30% of referrals. Most other sites get a long tail of minimal traffic. The number of domains receiving referrals expanded, peaking at around 260,000 in 2025 before settling near 170,000. Why we care: Visibility in ChatGPT doesn’t translate evenly into traffic, and you’ll likely see marginal referral impact. The decline in search-triggered queries also limits your chances to earn citations and traffic. When ChatGPT searches. It defaults to pre-trained knowledge and uses web search in specific cases, including: User requests for sources. Questions about recent events. Situations where the model lacks confidence. Behavior shift: Most ChatGPT prompts still don’t resemble traditional search queries. Between 65% and 85% of prompts don’t match standard keywords, reflecting more complex, conversational inputs. Meanwhile, engagement is deepening. Queries per session jumped 50% in late 2025. About the data. Semrush analyzed more than 1 billion lines of U.S. clickstream data from October 2024 to February 2026 across a 200 million-user panel, tracking prompts, referral destinations, and search usage. The study. ChatGPT traffic analysis: Insights from 17 months of clickstream data View the full article

Downing Street reiterates that Iran conflict ‘isn’t our war’View the full article

Effective leadership isn’t just about giving orders—it’s about truly hearing your team. Starbucks CEO Brian Niccol believes that listening more and talking less is the most underrated skill a leader can have. View the full article

A term loan calculator is a useful tool that helps you estimate your monthly payments and total interest costs for a term loan. By entering details like the loan amount, interest rate, and repayment period, you can quickly generate payment estimates and see an amortization schedule. This tool is crucial for financial planning, as it allows you to compare different loan options and understand how additional payments can influence your overall costs. But how does it work in practice? Key Takeaways A term loan calculator estimates monthly payments, total interest, and repayment timelines for fixed-term loans. Users input loan amount, interest rate, and repayment period into the calculator for accurate calculations. It helps compare different loan structures and their financial impacts effectively. The calculator can generate an amortization schedule, detailing payment breakdowns over time. It aids in financial planning, allowing borrowers to understand total loan costs before committing. Understanding Term Loans A term loan is a fundamental financial tool that can help you meet specific funding needs. It’s a type of loan providing a fixed amount of money, which you repay over a predetermined period, usually with fixed monthly payments. The duration can range from one year to several years, and longer terms often mean lower monthly payments but higher total interest costs. Interest rates on term loans can be fixed or variable, affecting your overall repayment. To manage these loans effectively, you can use a term loan calculator. This tool helps you estimate your monthly payments and determine the total interest paid on a 25-year mortgage. How to Use a Term Loan Calculator Using a term loan calculator can simplify the process of comprehending your loan obligations and help you make informed financial decisions. To start, input the loan amount, interest rate, and repayment period into the loan payment calculator. This lets you see how to calculate loan payment effectively. You can likewise use a monthly payment calculator to visualize different scenarios, like comparing a 10-year term to a 20-year term. By using the amortization schedule formula, you can generate an amortization table calculator that outlines your payment breakdown over time. If you want to see how extra payments affect your total costs, utilize a loan calculator with extra payments feature. This enables you to calculate total interest paid and understand your financial commitment better. Key Variables in Loan Calculation When calculating loan payments, several key variables come into play that directly impact your financial commitments. The loan amount, which is the total funds borrowed, greatly influences your monthly payment. The interest rate, expressed as a percentage, determines the supplementary cost of borrowing and affects the total interest paid over the loan’s life. The repayment period, or loan term, can likewise impact your monthly payment; longer terms usually mean lower payments but higher total interest costs. In addition, loan fees, such as origination fees, may adjust the initial loan balance, so it’s important to factor these into your calculations. Comprehending whether you have a fixed interest rate or a variable interest rate is vital, as this affects how your payments may change over time based on market conditions. Benefits of Using a Term Loan Calculator Grasping the benefits of a term loan calculator can greatly improve your financial decision-making process. By using this tool, you can quickly estimate your monthly payments based on the loan amount, interest rate, and term. It helps you perceive the total loan cost, including principal and interest, enabling better budgeting. Here’s a summary of key benefits: Benefit Description Quick Estimates Get rapid estimates for your 80000 mortgage payment. Cost Awareness Learn how to calculate total interest paid. Scenario Comparison Compare different loan structures easily. Amortization Simplified Create an amortization schedule with clear breakdowns. Financial Planning Use tools like loan calculator excel for ideal choices. Utilizing an amortization calculator with extra payments excel can further clarify your payment schedule calculator loan, helping you make informed decisions regarding your finances. Real-World Examples of Loan Calculations Real-world examples of loan calculations illustrate how a term loan calculator can simplify your comprehension of monthly payments and overall loan costs. For instance, if you take a $50,000 loan over 10 years, you’d pay about $580.54 monthly, totaling $19,665.09 in interest. A $35,000 car loan with a 3-year term results in monthly payments of approximately $1,048.98, with total interest of $2,763.33. Using a loan amortization schedule calculator for a $10,000 debt consolidation loan over 3 years, you’d see monthly payments of $334.54 and $2,043.31 in total interest. Moreover, if you add an extra $100 to your $20,000 loan’s monthly payment, a loan calculator with extra payments excel shows you can cut total interest by $500 and pay off the loan a year earlier. These examples demonstrate how to calculate amortization expense clearly using an amortization schedule mortgage formula. Frequently Asked Questions How Do You Calculate a Term Loan? To calculate a term loan, start by gathering key details like the loan amount, interest rate, and loan term. You can use the formula for monthly payment: M = P × (r(1 + r)^n) / ((1 + r)^n – 1). Here, P is the principal, r is the monthly interest rate, and n is the total number of payments. Finally, determine the total interest by multiplying the monthly payment by the number of payments and subtracting the principal. What Does Term Mean on a Loan Calculator? The term on a loan calculator refers to the duration over which you’ll repay the loan. It’s typically expressed in months or years, greatly influencing both your monthly payments and total interest. Shorter terms usually mean higher monthly payments but less interest paid overall, whereas longer terms can lower your monthly costs, affecting your financial strategy. Comprehending this helps you make informed decisions about the loan’s impact on your budget and long-term financial health. How Does a Term Loan Work? A term loan provides you with a lump sum that you repay over a set period, usually one to ten years. You’ll make regular payments, which include both principal and interest, gradually reducing your balance. The interest rate can be fixed or variable, impacting your total borrowing cost. Typically, you can use these loans for large expenses like equipment purchases or business expansions, with options for both secured and unsecured loans available. Which Is Better, CC or Term Loan? When deciding between a credit card and a term loan, consider your financial needs. Term loans usually offer lower interest rates and fixed monthly payments, making them better for larger purchases. They provide a clear repayment schedule, reducing the risk of accumulating debt. Conversely, credit cards often have higher interest rates and variable payments, which can lead to unexpected costs. For significant expenses, a term loan is often the more cost-effective option. Conclusion In conclusion, a term loan calculator is an invaluable tool for anyone considering a loan. By comprehending how to input key variables like loan amount, interest rate, and repayment period, you can easily estimate monthly payments and total interest costs. This calculator not just aids in financial planning but additionally enables you to compare different loan options effectively. Using it can lead to more informed decisions, finally helping you manage your finances with greater confidence. Image via Google Gemini This article, "What Is a Term Loan Calculator?" was first published on Small Business Trends View the full article

We may earn a commission from links on this page. Deal pricing and availability subject to change after time of publication. The JBL Xtreme 3 might not be the brand’s newest release, but it remains one of the most reliable portable outdoor speakers on the market with heavy bass and powerful sound, a rugged build designed to withstand the elements, and the ability to link with other JBL speakers for an even more epic listening experience. And right now, the JBL Xtreme 3 speaker is down 39% on Amazon at 199.98 (originally $329.95). JBL Xtreme 3 Speaker $199.98 at Amazon $329.95 Save $129.97 Get Deal Get Deal $199.98 at Amazon $329.95 Save $129.97 Available in three colors, the Xtreme 3 weighs 4.4 lbs and comes with built-in handles and a removable strap to make it even more portable and prevent it from sliding around on your shoulder. Its IP67 rating means it can be submerged in up to one meter of water for 30 minutes, making it safe for poolside hangs and beach days, or rinsing off after dusty adventures. Controls sit on the top and house all the usual functions like power, Bluetooth pairing, volume, and pause/play, as well as PartyBoost, which lets you connect them to other compatible speakers. The companion app is fairly minimal, offering firmware updates and basic audio feedback controls, but no adjustable EQ, which is the one downside at this price point (though the $130 discount does sweeten the deal); it also lacks a speakerphone function. Battery life lasts up to 15 hours, depending on volume level, and the Xtreme 3 supports AAC and SBC codecs. With 4 drivers and dual passive radiators, the audio quality on this speaker is impressive. According to PCMag, which gives it an Editors' Choice award, it has “powerful low-frequency depth,” while DSP prevents distortion, even if it comes at the cost of slightly tempered bass. If you’re looking for a tough, waterproof speaker that’ll last through your adventures and deliver loud, bass-heavy audio both indoors and outdoors, the JBL Xtreme 3 is a solid choice made even more appealing at a 39% discount just in time for warmer weather. Our Best Editor-Vetted Tech Deals Right Now Apple AirPods Pro 3 Noise Cancelling Heart Rate Wireless Earbuds — $224.00 (List Price $249.00) Apple iPad 11" 128GB A16 WiFi Tablet (Blue, 2025) — $299.99 (List Price $349.00) Samsung Galaxy Tab A11+ 128GB Wi-Fi 11" Tablet (Gray) — $209.99 (List Price $249.99) Apple Watch Series 11 (GPS, 42mm, S/M Black Sport Band) — $329.00 (List Price $399.00) Sony WH-1000XM5 — $248.00 (List Price $399.99) Deals are selected by our commerce team View the full article

A reader writes: We recently hired a nursing mother with the understanding that she would be taking time to pump three times a day for about a year. She is being paid for the time used to pump. She was provided a comfortable private space in which to do so and she logs the time as “general overhead” on her timesheets (unbillable); it comes to about 90 minutes per day. We’re just now, a few months in, realizing how quickly this time adds up – in the last billing period (five weeks) it was nearly 40 hours! Is there a tactful, legal way to ask her to make up some of this time (50%?) so that we get more billable hours from her? Ou company is pro-family, but having done the math this comes out to about 10 full work weeks per year in paid pumping time, time that we cannot bill to our clients. I answer this question — and two others — over at Inc. today, where I’m revisiting letters that have been buried in the archives here from years ago (and sometimes updating/expanding my answers to them). You can read it here. Other questions I’m answering there today include: I’m not included in meetings about my team’s work Can I borrow language from other job descriptions? The post our breast-feeding employee is spending too much time pumping appeared first on Ask a Manager. View the full article

Some leadership lessons only come the hard way. Brené Brown reflects on the skills she wishes she had built sooner—and why they matter more than ever. View the full article

Populist party says it would bar citizens of countries demanding compensation over transatlantic slave tradeView the full article

Scheduling may seem like a simple administrative task, but for many small businesses, it plays a much bigger role in the customer journey than owners realize. When booking a meeting is slow, confusing, or dependent on back-and-forth emails, it can create friction at the exact moment a prospect is ready to take the next step. Recent survey data from Zoho highlights just how common those challenges still are. In the U.S., many small and medium-sized businesses continue to rely on email and phone calls to schedule appointments, even as manual processes contribute to delays, no-shows, double bookings, and lost time. At the same time, the data suggests that scheduling software can do more than improve efficiency. It can also strengthen customer experience and support sales growth. To dig deeper into what the numbers mean for small business owners, Small Business Trends spoke with Bharath Kumar, Head of Marketing and Customer Experience for Zoho Bookings. In the conversation below, Kumar explains why scheduling should be treated as a business-critical function, why manual methods still dominate, and how small businesses can think differently about the hidden costs of booking appointments. Below is the full interview transcript. Leland McFarland All right. I am here with Bharath Kumar, the head of marketing and customer experience for Zoho Booking. And recently Zoho has released a survey that goes over appointments and scheduling trends and challenges among small and medium businesses in the United States and also worldwide. But we’re going to focus on the data here in the US. Well, thank you, Bharath, for coming on. Bharath Kumar My pleasure, Leland. Thank you for the opportunity. Leland McFarland All right, so in the US report, 72.83 % of SMBs say that scheduling meetings daily or weekly, or say that they schedule meetings weekly or daily. Does this number tell you appointment booking is no longer a back office task, but a core business flow that directly affects how SMBs operate? Bharath Kumar Definitely yes, we also look at it as it’s the final step in the conversion like for example If I take a very colloquial Purchase process I figure out that I need shoes I do a lot of research and then I figure out what one I need to buy and I visit the store I’m about to get the shoes and I’m showing my card and it says card declined right the same thing like I am nurturing a lead I’m showing the right set of content I’m generating the interest the lead is now ready to purchase or want to have a conversation with me they come to me and at that time like back and forth on email saying okay can we talk today can we talk tomorrow can we have this in the morning evening you missed the opportunity so it is a business critical function because it converts that the final step like when someone is ready to purchase ready to become your customer you’re using bookings as an opportunity to make the deal happen so hence it is a definite business critical function Leland McFarland Mm-hmm. Leland McFarland Alright, perfect. The US data also shows that 72.83 % still rely on email and 57.09 % still rely on phone calls for scheduling. While only 34.65 % use dedicated scheduling software, why do you think the manual channels are still dominating when the friction seems so obvious? Bharath Kumar couple of reasons predominantly one is the the perceived convenience and ease of use. For example, when I am opening a scheduling link, that means the control is in the customer’s hand. Like I don’t decide when to meet. I’m just being an open book and say, hey, I am available during these times, let’s say 12 hours into five days a week, et cetera. And then I let the customer choose. So while if I am doing a proposal saying, hey, can we talk tomorrow at 5 p.m., then the control is predominantly with me. So that convenience, perceived convenience, Leland McFarland Hmm. Bharath Kumar because actually if you put customer at the center of your transactions, then it is actually not a good thing. But when I am assuming that I am in control of when I am gonna go for this meeting, then the perceived convenience is one important thing. People don’t realize that they give the control in customers’ hands, so that is one important thing. Second aspect is cost. think awareness of cost. assume one, the software cost is one, obvious, yes. But… the sunk cost of missing appointments, the sunk cost of losing a transaction over a back and forth email. I think people are not putting an opportunity cost to that. That’s the right word. So I think because of those two reasons. Leland McFarland In the US, 46.1 % say back and forth scheduling is their biggest challenge. What does that tell you about how much time small businesses are losing before a meeting even gets on the calendar? Bharath Kumar Definitely yes. One is like you rightly said a meeting on the calendar and also other aspects like let’s say collecting payments, triggering other follow-up emails etc. So all of those things can be eliminated if there is a proper scheduling process that happens. Like I said We shouldn’t look at scheduling as a simple final task that is just fixing a meeting. It is much more than that. Like I touched upon earlier, in the complete purchase process, this is the final step that actually converts a lead to a deal. The person is interested, he or she wants to talk to you, do not miss out on that opportunity. So that final step where that conversation is established and the person actually commits saying, OK, I am going to spend the next 30 minutes. talking to you to understand your service or a product and hence may look at a purchase process later. I think that final conversion is happening so hence this is much much important. Leland McFarland So just to go a little off of the script a little bit, do you think that there might be a little bit of an element of impersonalization, like when it comes to using booking software, and maybe that’s why people are resistant a little bit. So you’re doing an email back and forth trying to sell, and then all of a sudden you’re pushing a link to say, hey, go and book a software instead of just saying, hey, I want to work with you to find a good time. Do think there might be a little bit of an element there? Bharath Kumar Definitely yes, definitely yes because I’ve I’ve also heard very rarely like a one two percent conversation where some people Mention this point that by putting a booking link. I am putting the owners on the customer Leland McFarland Mm-hmm. Bharath Kumar Instead of me initiating on me owning the closure saying when are you available? Can we talk today tomorrow? Instead I’m just giving a link. It feels like okay till now you were there with me over an email conversation then now suddenly I’m being transferred to a tool and I am as a customer I need to figure out when to talk and all that. Is there a bit of impersonalization is a very nice word. If I have to be very crude is there a bit of a disrespect in like okay the onus is now on you we have had this email conversation. Here is a link you figure out a time to talk to me. But I think It’s a culture thing maybe the initial friction but once someone uses especially some of the tools like Zoho bookings when the personalization happens at the booking interface itself in terms of the brand look and feel, RAA capabilities ensure that the conversation that you had on an email or the website that you browsed and then the bookings page that you go all feel in sync some of the efforts that we take to ensure that that impersonal effect is not felt it feels like okay I was talking to Leila and all along and then here is a personal page of him which makes it easy for me to continue the conversation to get on a call so how the tool and how the user manages that I think that is very important if you just say hey here is a link book an appointment when you have time yes it will come across a little rude but if you can put it as I leave it to you I am available all the time anytime that you are available please feel free to book a time here the user will feel empowered Leland McFarland Mm-hmm. Leland McFarland All right, great. So the US report showed 34.65 % cite no shows and 31.89 % cite double bookings as a major problem. When you look at those numbers, do you see reminders and calendar syncing as a convenient feature or as a revenue protection tool? Bharath Kumar No, it is definitely an important revenue, augmenting revenue generation tool. Very frankly, when we get into sales conversations, when prospects evaluate us, these are some capabilities that they are very curious about in terms of these calendar syncing and reminders. They explicitly ask us questions on how good is your tool in terms of these aspects? How good does your tool sync with other calendar options and all that? Because that is a definite… revenue support, revenue generation tool in the whole scheme of things. Leland McFarland Perfect. All right. So the US finding suggests that many businesses are spending far too long just to lock in one meeting. How should small business owners think about the hidden labor costs of scheduling when what looks like a quick task is actually repeated over and over and over all week long? Bharath Kumar This is a very, very nice question, Leland. I would answer it a little philosophically, in the sense that not just a scheduling software, a booking software, what is the purpose of any software? It is actually giving you time. Leland McFarland Mm-hmm. Bharath Kumar It can be any tool like can be a CRM, could be an accounting solution any tool that you use if can you not do it manually? Yes, what will happen you will have errors you will take a lot more time you may take 5x 10x more time than what you would do with the so Any software for that matter is actually reducing your possibility of errors giving you more time in hand to do much more value added work. You should look at scheduling also like that. I have had the conversation and at the last minute if I am going to go back and forth on an email waiting for someone else to reply and if you are operating across different time zones maybe your morning could be someone else’s afternoon or evening then all that overlap your mail may be sitting in the in their mailbox when they wake up the next day morning and all that right. So to avoid all of these the last step instead of making that mistake the simple and the easiest thing to do is to look at a software including a scheduling software as a tool that saves you time that saves you avoids you from stops you from wasting time then naturally I think this adoption will happen. Leland McFarland you Leland McFarland All right, perfect. Bharath Kumar It’s not the features, it’s not the capabilities, it’s actually the benefit to the business I think that should be put at the front. Leland McFarland All right. In the US report, 56.82 % say scheduling software improves customer experience. Why do you think customer service came out even more strongly than some purely operational benefits? Bharath Kumar I mean that is very obvious to us also because at the end of the day these tools put the customers need at the front and center based on the severity, based on the criticality, when the customer wants to talk, how important, how critical it is for the customer to have this conversation. it naturally sort of makes the culture feel like an open book. I am an organization, I am engaging with you for some let’s say a sales process, you are evaluating my tool and when I am putting it out and open saying I am available for so many hours, so many days of a week, some companies say 24, 14 hours into 6 days, 12 hours into 5 days etc. So that sort of sends that signal to the customer that whenever you want you can always reach out to me, not just today, this is a permanent link that I am going to use in future if you have something also you can always stay in touch with me anytime that you want you don’t even have to check with me the link is going to available if you see I’m not available at 2 p.m. if I’m available at 3 p.m. go ahead and block the time I will always be available for you I think that culture signal happens that we are open and we are always available for you when you need. I think that is the biggest. And then when you bring the group dynamics, if it is one person, you and I having a conversation is one thing. Let’s say I represent a department, I represent the solutioning department. And when I give you a link of the whole solutioning department, that gives you even more confidence that if not for Bharat, if there is an Ila, if there is a Kumar, someone else is going to be available and they will ensure my needs are taken care of, that gives a lot of confidence to customers. That’s why customer service is the most important aspect that is being serviced by these scheduling solutions. Leland McFarland I know I’ve had that happen to where I’ve given a customer my meeting schedule link and you know just later down the road all of sudden it came up like they scheduled a meeting with me. I’ve also had it the opposite where someone I had no idea I’ve never talked to in my life all of a sudden schedule a meeting so Bharath Kumar Yeah. Leland McFarland And that one wasn’t necessarily a good meeting. They were trying to sell me something more so than the opposite way. Bharath Kumar Okay, okay. Leland McFarland So yeah, it can be very beneficial. I agree. Bharath Kumar Definitely, definitely. Leland McFarland All right, the US report shows that 31.82 % say scheduling software improves sales and revenue. Why do you think something as simple as making booking easier can make it can end up affecting growth that directly? Bharath Kumar Exactly, I think The most important aspect that is not gatekeeping your availability by clearly saying that here is the different, I’m available for so many hours across so many days, making it convenient for the user to decide when they want to have the conversation. And most importantly, how you use a scheduling link also. For example, not just over an email, it can even be at a website. Someone is browsing through your website, reads, let’s say a white paper or like a product capability document and is very interested. Then you ask, them to fill a form, collect that information, then you trigger an automated email saying, okay, these are the different times you whenever you want to talk, let’s talk instead. Just imagine at the website interface itself, there is a scheduling that is available. So it closes the thread faster. When, when the, when the iron is hot, you strike the same thing happens. The customer or the prospect has read through what you have to offer. He or she is very interested in evaluating this further, maybe having a demo conversation before the purchase happens instead of making them wait or instead of going through back and forth on an email at the website itself let’s say if you’re if you’re showing a link for Someone to schedule a meeting with you the next day then there is a commitment that happens the prospect is like okay I’ve read through whatever I want now. Let me spend the next one hour. Maybe tomorrow I’ll spend a one hour with them to understand this further That’s the second level of maturity in the purchase process and it’s a clear indication that When someone books a meeting and shows the probability of them purchasing is 50 times more than what happens without a bookings meeting. those are indications that the prospect is willing to go to the next step if your product offers what you committed on the website or like in other communication. Then naturally the conversion is higher and naturally it gravitates to higher sales and revenue opportunities. Leland McFarland It’s good to know. right, Zoho Bookings talks about letting customers self-schedule through a branded booking page. You covered that a little bit earlier. When more than seven out of ten US SMBs are still using email to book meetings, do you think many owners still underestimate how much the booking experience shapes the customer’s first impression? Bharath Kumar 100 % I think what we have learnt over time is leave the vendor it could be Zoho it could be some other vendor also but what we have learnt over time is the aha moment happens after you use a scheduling solution like if you’re always used to emails, if you’re always used to this back and forth and maybe you don’t realize there is a better way to do it, you may still continue doing it. But once you use a booking solution, the churn rates in our solutions are very, very minimal because… you either have to worst case go to some other competitor for some reason or you will have to use a booking solution forever because that experience transforms how you see your overall the sales purchase process in completion. What we have learned over time is that initial exposure using a scheduling link and then having those conversations with customer once you get used to it Then naturally the adoption will continue then you will stick to that as your standard operating procedure forever So that’s the benefit. I think that’s what small and medium businesses also Will learn so typically what happens it is not even a scheduling problem if you if you step back and really look at what happens in our space in a lot of small medium the focus is on the core business right like I am I am a small organization I am trying to do something let’s say I’m trying to sell a product I’m trying to make a living I’m trying to excel by doing a certain business Bharath Kumar All my focus is on that, on the core operations, on let’s say the core making of whatever is the produce that I have and then taking it to the market. So software typically takes a backseat. Typically what happens is I have an idea, I come up with a prototype, I do something and then I launch, I find customers. At some point I feel like I’m getting stuck, I’m not able to scale, I’m not having the visibility, I’m not able to manage my pipeline, I’m not able to manage my leads. Then I start to think of where do I use my software and then gradually you use different solutions. Leland McFarland Mm-hmm. Bharath Kumar and in that order a scheduling booking solution also will come. I think that is something that we need to relook at. When you buy a solution is different but that clarity when you start that okay for me to scale I would need a different set of software solutions including a CRM, including a bookings. If that becomes a part of a small medium businesses thought process itself when they start to grow I think that will add a lot of value to how they scale and how they grow faster. Leland McFarland All right. So even with these benefits that we’ve been talking about, all these benefits, only 34.65 % of US SMPs are using dedicated scheduling software. Is the biggest barrier here awareness, habit, set up friction, or the fact that many businesses still do not realize how expensive manually booking appointments really is? Bharath Kumar Yeah, it is predominantly awareness because let’s say an email solution when you start a business when you want to engage with customers you will need an email solution it’s not an optional thing you need an email provider you need an email ID for you to interact with someone at some point a website becomes a mandate it’s not like you whatever be your industry, whatever work you doing for an identity, you will definitely need a site, a simple site at least. A tool like bookings or scheduling software is not in that league. Until a point where you miss appointments where you are missing out on customers when the problem happens It is not it is definitely a must-have but from a business point of view It just feels like a good to have and not a must-have unless they go through a problem Experience so I think that awareness that that maturity and okay this helps my life makes my life better So that happens at different stages for different organizations. So that is one reason Definitely provide us like us also have some responsibility in ensuring that the adoption can happen faster in the sense that like like a test upon like our AI capabilities now ensuring that the look and feel the ease of creating a booking space that looking very similar to your overall branding and messaging guidelines and all that those are things that we are also investing on but as providers as service providers as software providers if we also are very conscious in ensuring that the adoption is at the focus naturally I think it will make it easy for the user also to expand like I want to try for let’s say two three of my team first then I feel this is good enough then I can scale it across my department then I can scale it across my organization that definitely happens over time Leland McFarland Perfect. So yeah, that first part that you’ve talked about, I totally get, know, don’t, people don’t want to deal with it until something’s broken, until it becomes a kind of, you know, a fire that needs to be put out. All right. So U.S. users say that they want AI capabilities added, 40.91%. More integrations at 39. Bharath Kumar Correct. Yeah. Yeah. Yeah. Leland McFarland 37.77 % and better customer support at 37.5%. What do these numbers, what do these three numbers tell you about SMBs, what SMBs think? Currently, scheduling tools are still missing. Bharath Kumar We touched upon the AI capabilities. think yes, using AI not just because there has to be some AI force fit into the system, that’s not what providers should do, but genuinely seeing how it can add value to the overall user experience, which I think a lot of us are doing now. Very interesting aspect that you mentioned is the integration part. How seamlessly these tools connect with other aspects or other tools in your ecosystem like calendar, like a video booking solution to your chat interface. How easy it is for you to just at a click of a button connect your bookings solution to different search entities, to your CRM, maybe to your accounting solution to cross check some of these insights. Because… you are introducing this tool to eliminate the manual work of email back and forth but if this tool brings a set of manual work for you to consolidate, do a separate analytics, take dashboard or data from this bookings tool and then go map it again something else and manually figure out how many of your bookings actually converted as customers, how many of your bookings actually gave good revenue or what is the percentage of revenue that came through customers who came through booking channel and all that all of that should be seamless it should happen at a click of a button and not like you download data, import somewhere else and do some analysis, paralysis in some other place, then literally what you’re doing is eliminating email manual work and introducing some integration manual work. So that is one thing that because maybe we are a part of Zoho which operates with this integration, privacy, security and user focus. These are some of the fundamental tenets of how we operate. Also because we have 55 plus applications and naturally it is in our tendency to ensure that Zoho CRM connects easily with the Zoho bookings and so on. So we see a lot of benefit in that. The integration component that you mentioned in addition to AI, AI is one aspect of making the whole user experience, user journey seamless and faster. But integration is much, much more powerful, especially for a space like scheduling. Only then a user will actually get a benefit Bharath Kumar of introducing a tool like this and not get into a new set of manual work replacing the old email manual work. Leland McFarland So could you see that with the possibility of like integrating into multiple aspects, could that actually be kind of a little bit of a deterrent, like information overload a little bit? it’s like, well, I just wanted something that booked. Yeah. But now I’m going to get like reports and I’m going to, it’s going to go all in on to CRM. Do I have to manage that? Do you think that that could be a little bit of a barrier? Bharath Kumar Honestly, no. Primarily why is that is because initially what is the problem you are trying to solve. I am sending emails to my 10 prospects. Leland McFarland Okay. Bharath Kumar And I’m getting confused on when I am available when they are available and in the process I’m missing out three prospects only seven are actually having a conversation with me that problem is easily solved or That’s the straightforward benefit you get from a bookings like tool where you are ensuring that anybody who is ready to have a conversation with you will have a conversation with you your availability or Email when you send an email when this user sees the email those things are not going to impact this whole process So that is taken care of The second level of maturity is what I talked about. Okay, I solved that problem, but then how do I get maximum benefit out of investing in a system like this is when the system connects to multiple other solutions in your ecosystem. If you are someone who feels like as long as I am able to meet 10 out of 10 customers and I’m not worried about from this 10 how many became, how many prospects became customer, what is the dollar value revenue that I made from those. If those are the insights that I’m not very particular about, it’s optional for or you don’t have to worry or you don’t have to get into those. Leland McFarland Well, that sounds great. Thank you for coming on with me and I appreciate you putting up with all my questions. Leland McFarland Thank you. The interview makes one point especially clear: scheduling is not just about finding an open time slot. For small businesses, it can shape first impressions, influence customer confidence, and determine whether a sales conversation happens at all. Kumar’s comments also highlight a challenge many owners will recognize. Businesses often keep using manual systems until missed appointments, wasted time, or stalled growth force them to look for a better option. That helps explain why dedicated scheduling tools are still underused, even when the benefits appear obvious once a business adopts them. For small business owners, the takeaway is straightforward. If appointment booking still depends heavily on email chains, phone calls, or manual calendar management, it may be worth looking at the process more closely. What feels like a minor operational task can carry real costs in time, customer experience, and revenue opportunities. As more SMBs look for ways to operate efficiently without losing the personal touch, scheduling may become one of those foundational systems that matters more than it first appears. If you’d like, I can also turn this into a more polished intro/outro pair that matches your usual Small Business Trends editorial style more closely. This article, "Interview with Bharath Kumar | Head of Marketing and Customer Experience for Zoho Bookings" was first published on Small Business Trends View the full article

The question firm leaders often ask is simple: Where did the capacity go? By William Englehaupt Go PRO for members-only access to more William Englehaupt. View the full article

The question firm leaders often ask is simple: Where did the capacity go? By William Englehaupt Go PRO for members-only access to more William Englehaupt. View the full article

Ten benefits and ten challenges. By Matt Rampe Go PRO for members-only access to more Matt Rampe. View the full article

Ten benefits and ten challenges. By Matt Rampe Go PRO for members-only access to more Matt Rampe. View the full article

Ginny Wright, CEO of beauty conglomerate Orveon Global—owner of BareMinerals and Laura Mercier—is no stranger to the beauty business. She spent much of her career rising through the ranks of L’Oreal, eventually becoming president of legacy skincare brand Kiehl’s. Then, in 2021, she pivoted to work in luxury as one of the few female CEOs in the luxury watch business when she took the helm of Audemars Piguet Americas. During her tenure, she prioritized marketing to women, raising the percentage of women purchasing watches for themselves from 14% to more than 30% in just over four years. Now back in the beauty industry, Wright is using her knowledge of the luxury consumer to find new areas of growth for Orveon’s premium brands. In particular, the company is moving quickly in India with prestige brand Laura Mercier. Ginny WrightFast CompanyElizabeth Segran At a recent summit at Harvard University’s Loeb House—organized by The Shift, a media platform devoted to women shifting culture—Wright spoke to Fast Company senior staff writer Elizabeth Segran about discussed what she learned from the male-dominated luxury watch industry, how young people should think about their careers and what beauty consumers are looking for now. This interview has been edited and condensed. You spent a long time at L’Oreal—what was your trajectory to the beauty industry, and what led you to shift to luxury watches? I thought I was going to go into politics or become a lawyer. I started down that path for about a year, and then I wanted to be a press secretary. I’ve always been the kind of person who hears something interesting and thinks, “I’ll try that road.” I moved to Atlanta and worked in PR for a while. One of my clients was [consumer product conglomerate] Georgia-Pacific, and I remember pitching Walmart to the Today Show and thinking, “There has to be more to life than this.” That’s when I realized what I was really passionate about: luxury and beauty. So I found an MBA program in Paris sponsored by L’Oréal and LVMH. I told my husband, who I had just married, “We’re moving to Paris.” He said, “Cool. I don’t speak French, but we’ll figure it out.” So we did. After that, I was fortunate to get hired by L’Oréal. Eventually I moved to New York, rose through the ranks, and after COVID I was serving as president of Kiehl’s, which is such an amazing brand. Then I got a call from an executive recruiter about a high-end luxury firm looking for a CEO. It turned out to be Audemars Piguet. I literally made the decision to take that job while on a SoulCycle bike during COVID, wearing a mask and listening to Eminem’s “Lose Yourself.” During the line about “you only get one shot,” I decided to do it and leave the beauty industry for watches. The watch industry has traditionally been very male-dominated. A big part of your work there was appealing to women—how did you make women less of an afterthought in that industry? It’s interesting, because many of the great innovations in watchmaking trace back to women, including figures like Queen Victoria. Women wore pendant watches, and early watchmaking involved extraordinary craftsmanship. Over time, watches became associated with men as they became status symbols. In more recent years, men really got deeply into watches. Women, on the other hand, were never really marketed to in the right way. The messaging was often something like: “Here’s the real watch culture for men—and women can join too.” [The marketing message] was never truly built for women from the start. I wanted to change that. I knew that brands like Audemars Piguet and Rolex watches often retain or increase in value, and I didn’t think women fully understood that. At the same time, the economic shift toward women is massive. Women now make up the majority of undergraduates and a huge share of postgraduates. Wealth is shifting, and brands need to be ready for that. So I focused on women entrepreneurs, founders, and executives. We also worked more intentionally with Serena Williams. Men didn’t always understand her value after retirement, but I did. She’s not just an athlete; she’s a mother, philanthropist, investor, and entrepreneur. She represented the full modern identity of a powerful woman. By the time I left, we had increased self-purchasing women from 14% to over 30%. What was it like being a woman in such a male-dominated industry? Were you treated differently? It was brutal. [Luxury is] one of the most brutal industries outside of tech in terms of gossip and scrutiny. The watch world treated executive moves like a soap opera, and it was mostly men driving that culture. More women did come into senior leadership while I was there, which helped. But yes, it was harder. If you’re a Swiss or French man in that world, it’s much easier. People questioned whether I could do the job, especially because I came from beauty. They didn’t understand that beauty is actually an incredibly complex industry. But I had a strong retail background, and the brand was shifting from wholesale to direct retail, which was exactly where my strengths were. Watches aren’t just about the product. They’re about access, experience, and emotion. There are only so many watches in the world, and many more people want them than can have them. So we built extraordinary experiences around the brand—private dinners, intimate events, unique access. That became a powerful new kind of luxury. Then beauty came calling again. What led you back? I was at a Baby2Baby event in Los Angeles and ran into Artemis Patrick from Sephora North America. I’ve known her for years, and her whole team was there saying, “We miss you. You need to come back to beauty.” I don’t know whether that was manifestation or coincidence, but after that I started thinking: I’ve been here four and a half years, I’ve done what I came to do, the strategy is in place, and I’m ready for something new. I knew I wanted to do private equity, and I knew I wanted to do beauty. Then several opportunities came up at once, and Orveon really stood out. It had three heritage brands, all founded about 30 years ago and all created by women: Laura Mercier, bareMinerals, and Buxom. I felt these were beloved brands that had lost some attention, and I love reviving love brands and helping them grow again. Laura Mercier especially felt personal to me. It was one of the first prestige beauty brands I ever spent my own money on. I felt like this was my calling. You’ve worked in ultra-luxury and in beauty brands aimed at a broader market. What do those experiences tell you about the economy right now? There’s clearly a huge wealth divide right now. At Audemars Piget, our clients were recession-resistant. No matter what happened, they were willing to spend tens of thousands of dollars on a watch. That’s very different from asking someone to spend $68 on foundation or loose powder. What I’ve learned is that people will still spend—but they’ll spend on brands they trust and products they believe in. That matters even more in uncertain times. At BareMinerals, for example, there’s a very strong repeat customer base. The challenge is bringing in new customers while continuing to serve the loyal ones. We’re deliberately targeting women in their 30s, 40s, and 50s—professionals who have their own money and some level of disposable income. That aligns with the brand and gives us some resilience. I think it would be much harder right now to build a brand that relies heavily on Gen Z consumers who are just coming out of school and dealing with financial uncertainty. It sounds like today’s shopper is very focused on value. Does that favor established brands? Yes, absolutely. For years, the direct-to-consumer movement was great at grabbing attention. Now, in a tougher environment, people don’t want to waste money on something untested. That gives established brands an advantage because people know what they’re getting. They know the products work. If they’re going to spend, they want confidence in the purchase. We haven’t grown consistently in recent years, so I want to be honest about that. But now we are growing again, and that’s exciting. We’re positive in March, which is fantastic. I’m really proud of the team. You made a major pivot in your 20s and early 30s. What advice do you have for people who realize the path they chose may not be the right one? If your heart isn’t in it, get out. That doesn’t mean your earlier work was wasted. I started in PR, and I still use those skills every day. I learned how to communicate, influence, manage clients, and evaluate messaging. Those abilities carried forward into everything I’ve done since. No experience is wasted if you learn from it. But you can absolutely tell the difference between waking up excited to do your work and waking up dreading it. If you feel that difference, pay attention to it. View the full article

Multimedia and experiential brand Sunnie is turning over a new page with the announcement of its first zine, launching in Target stores and online on April 7. The limited edition, 50-page print issue will feature actress Kiernan Shipka on the cover. Target stores will sport a Sunnie endcap through July. The zine will be available for purchase alongside Sunnie Reads book picks, an exclusive tote, and products from Sunnie brand partners like e.l.f., Gimme Beauty, OFF!, and Not Your Mother’s haircare. The zine itself will feature classic teen-mag pieces like personal essays, advice, quizzes and horoscopes, and the Shipka cover story. In her interview, the actress discusses how she prioritizes wellness. Sunnie’s mission centers on creating a community for young women to find joy and self-expression. The zine aims to deliver the teen mag the team behind it always wanted. “It’s such an honor to be on the very first cover of the Sunnie Zine,” Shipka said in a statement. “What I love about Sunnie is that it creates space for young people to really connect with themselves and with each other in a way that feels honest and real. It’s thoughtful, creative, and genuinely supportive, which is rare.” Shipka isn’t a Sunnie newbie: In 2025, she gave a fireside chat about cultivating meaningful friendships to maintain your true self at the inaugural Sunniefest—a one-day festival for Gen Z girls to connect offline. Sunnie is an offshoot of Hello Sunshine, Reese Witherspoon’s media company, whose mission is to platform women’s stories. The brand’s emphasis on offline connection and interest in creating a print issue is evident of its focus on the younger generation, whose interest in physical media has brought retro tech and zines back into fashion in recent years. “This limited-edition zine reimagines the teen magazines we grew up with for a new generation—one that’s craving more intention, creativity, and real connection,” Maureen Polo, CEO of Hello Sunshine, told Fast Company in an email. “That’s the heart of Sunnie: following your curiosity, stepping into your power, and finding your people along the way.” While the full endcap is available now, the brand is hosting an in-person celebration at the Target Whitebridge Store in Nashville on April 12 from 12-4 p.m. The event will feature gifting, a book signing by March Sunnie Select author Kristin Dwyer, and more. View the full article

Who are you selling to? By Jody Padar Radical Pricing – By The Radical CPA Go PRO for members-only access to more Jody Padar. View the full article

Who are you selling to? By Jody Padar Radical Pricing – By The Radical CPA Go PRO for members-only access to more Jody Padar. View the full article

Yesterday, astronauts Reid Wiseman, Victor Glover, Christina Koch, and Jeremy Hansen became the first humans in over 50 years to see the far side of the moon. Artemis II launched at 6:35 p.m. ET on Wednesday, April 1. The 10-day mission is a slingshot around the moon, paving the way for a moon landing with Artemis IV in 2027. (Artemis III, scheduled for 2026, will test out systems to land humans on the surface of the moon in orbit next year.) While there are satellites around the moon, and rovers and landers on the lunar surface, unaided human eyes have not seen the moon’s surface details since Apollo 17 in 1972. That changed on Monday, April 6. The crew surpassed the distance record for the farthest humans have ever traveled from Earth at 1:56 p.m. ET. The previous record, 248,655 miles, was held by Apollo 13 astronauts Jim Lovell, Fred Haise, and Jack Swigert. The lunar observation period, which is when the four forward-facing windows of Orion spacecraft were oriented toward the moon, began at 2:45 p.m. ET. (Normally the tail of Orion faces the sun to avoid cabin heating and to charge the solar panels). The closest the capsule traveled to the moon’s surface was approximately 4,070 miles, and at that distance the moon appeared about the size of a basketball held at an arm’s length. Approximately 20% of the moon’s far side was lit during the flyby. At 6:41 p.m., the crew snapped an “Earthset” photo, which is a companion to the iconic Earthrise photo taken by William Anders on Apollo 8 in 1968. The photo shows a brilliant blue Earth setting behind the gray lunar surface, as the astronauts head home. At 7:02 p.m., the crew reached their maximum distance from Earth, 252,756 miles, and at 8:35 p.m. they observed a solar eclipse, with the moon moving in front of the sun. Because of the relative size of the moon in their window, the event lasted around 54 minutes, unlike the totality durations here on Earth. The crew observed the sun’s corona and were able to see stars and planets normally obscured by the sun’s brightness. The bright dash on the left of this photo is Venus. The Artemis II crew will continue on their journey, checking out systems on this test flight, for the next few days. Their splashdown near San Diego, California, is scheduled to occur on Friday at 8:07 p.m. ET, bringing their almost 10-day journey to a close. [carousel_block id=”carousel-1775570455516″]View the full article

Focus on your client’s concerns, not yours. By Martin Bissett Winning Your First Client Go PRO for members-only access to more Martin Bissett. View the full article

Focus on your client’s concerns, not yours. By Martin Bissett Winning Your First Client Go PRO for members-only access to more Martin Bissett. View the full article

Why did Toyota‘s design firm build a model American dining room in Japan back in 1986, and then invite the company’s top brass to spend some time there? The easy answer, and the one you see in headlines and social media posts, is that they were trying to teach Toyota executives just how much bigger Americans are than Japanese people. While that’s certainly part of the explanation, it isn’t all of it. If you look at the whole picture, it can teach you a lot. That’s especially true if you hope to bring your company’s product to new markets. Today, Toyota is the world’s biggest carmaker. Back then it trailed badly behind both GM and Ford. Toyota had big ambitions, and to make them come true, the company would have to do better in the U.S. market. Calty, Toyota’s U.S. design firm, was trying to help the automaker do that. And that’s why its executives arranged to ship an American dining room set, along with a mockup of an American dining room, complete with windows, curtains, candle holders, and a chandelier, to Japan. To celebrate Calty’s 50th year, the design firm released a limited-edition book of photographs, including one of the Japanese executives standing in that fake dining room and taking it all in. Americans are bigger. But there was more to learn Think about it. The point of all this couldn’t have been just to teach the Japanese about American size. Calty could have done that better and more easily by bringing over some typical sizes of American clothes, or introducing the Toyota execs to a few American football players. The larger point was to teach them about who we are. And the dining room did that perfectly. It showed them our size, but also our expectation of a certain kind of luxury and comfort. It was a fairly large dining table with six chairs arranged around it. That’s probably a typical setup in an American home, but those chairs likely seemed far apart to the Japanese execs. Our nation is large with relatively low population density. Even when we’re at home with our families, we like a fair amount of elbow room. Japanese people, on the other hand, live on a space-restricted island. They have a tradition of eating at a kotatsu, or heated table, where they gather in close. A typical kotatsu might be half or two-thirds the size of the table in Calty’s model dining room. These differences in furniture preferences also reflect different societal values. The first Europeans in the United States were pioneers, and to this day, our culture values self-reliance and rugged individualism. Japanese culture values the collective and group togetherness. Where we strike out boldly on our own, they make decisions by consensus. Learning how customers think To succeed in our market, the Japanese executives first needed to understand Americans. Not just our size, but how we think, what we wish for, and what we expect. That’s what Calty set out to teach them with its model dining room. The number of Toyotas you see today on American roads tells you just how well they learned that lesson. Are you trying to reach new customers in a new market, whether they’re in a different country or a different community, come from a different culture, or live a lifestyle different from yours? Think about what those Toyota executives learned in that mock dining room. Should you consider putting yourself into these new people’s shoes, or sitting down to eat at their table? It just might give you the insight you need. —Minda Zeitlin This article originally appeared on Fast Company’s sister website, Inc.com. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy. View the full article

You don’t need all the answers to be a leader—but you do need this mindset. Emma Grede explains why excellence is non-negotiable and why trying to please everyone will hold you back. This is the leadership advice nobody tells you. View the full article

When defining the roles of franchisors and franchisees, it’s crucial to clarify their distinct responsibilities and the nature of their relationship. The franchisor, as the brand owner, provides the framework and support for success, whereas the franchisee manages day-to-day operations within that framework. Comprehending these roles helps establish a solid partnership. As you explore these aspects further, you’ll uncover critical elements that contribute to a thriving franchising business model. Key Takeaways A franchisor is the brand owner who creates and manages the franchise system, offering support and resources to franchisees. Franchisees purchase rights to operate a business under the franchisor’s brand, managing daily operations independently. The Franchise Disclosure Document (FDD) outlines responsibilities, obligations, and operational guidelines for both franchisor and franchisee. Legal compliance is essential for both parties, ensuring adherence to federal and state franchising laws and regulations. Franchise agreements define the relationship, rights, and responsibilities, making legal support crucial for understanding and navigating these contracts. Understanding the Franchisor Role Comprehending the role of a franchisor is vital for anyone considering entering the franchise business. A franchisor is the original brand owner who develops the business model and operational systems that franchisees replicate. To define franchisor and franchisee clearly, the franchise relationship involves the franchisor providing training, ongoing support, and resources to guarantee franchisee success during maintaining brand integrity. They likewise collect initial franchise fees and ongoing royalties, which are critical for their revenue. Through the Franchise Disclosure Document (FDD), the franchisor discloses its responsibilities and the operational framework of the franchise. This structured approach guarantees compliance with established systems, allowing franchisees to deliver a consistent customer experience across all locations, reinforcing the brand’s reputation and reliability. Key Responsibilities of a Franchisor The foundation of a successful franchise system lies in the key responsibilities of a franchisor, which are essential for guaranteeing consistent brand performance and franchisee success. Here are four primary responsibilities you should know: Develop a Proven Business Model: Create and document a business model in the Franchise Disclosure Document (FDD) to verify brand credibility. Provide Training and Support: Offer thorough training and ongoing support to equip franchisees with the tools and knowledge they need to succeed. Protect the Brand: Maintain and safeguard the registered trademark, which differentiates your franchise from competitors. Establish Operational Systems: Set up business systems that yield reliable results, helping franchisees maintain brand standards and achieve profitability. The Franchisee’s Role Explained Understanding the role of a franchisee is crucial for anyone considering this business model. As a franchisee, you purchase the right to operate a franchise, utilizing the established brand and business model of the franchisor. You’re responsible for managing daily operations independently as you follow the franchisor’s operational guidelines and brand standards. To maintain this relationship, you’ll pay an initial franchise fee and ongoing royalty fees, typically ranging from 4% to 8% of gross sales. The franchisor provides thorough training covering operational procedures and marketing strategies, along with access to proprietary systems. Furthermore, you’ll contribute to national advertising campaigns and manage local marketing efforts within the franchisor’s framework, ensuring your business aligns with the overarching brand. Responsibilities of the Franchisee Even though operating a franchise offers numerous benefits, it also comes with specific responsibilities that franchisees must diligently fulfill. To succeed, you need to focus on the following key areas: Financial Obligations: Pay the initial franchise fee and ongoing royalty fees to maintain your rights to operate under the brand. Operational Management: Manage day-to-day expenses, including employee salaries, rent, and other costs vital for running your business effectively. Brand Standards: Uphold the brand’s reputation by ensuring consistency and quality across all franchise locations. Adherence to Guidelines: Follow the operational systems and guidelines outlined in the franchise operations manual, while contributing to national advertising campaigns and handling local marketing efforts. Meeting these responsibilities is critical for your franchise’s success. The Franchisor-Franchisee Relationship In the franchisor-franchisee relationship, both parties play crucial roles that contribute to mutual success. The franchisor sets the framework with a proven business model and provides fundamental support, whereas the franchisee brings local knowledge and manages daily operations. Comprehending these dynamics can improve collaboration and guarantee the franchise thrives within its market. Symbiotic Partnership Dynamics The franchisor-franchisee relationship thrives on a symbiotic partnership, where each party plays a crucial role in the overall success of the brand. This dynamic relies on four key factors: Brand Recognition: Franchisors provide a recognizable brand, helping franchisees attract customers. Operational Support: Franchisors offer systems and guidelines, enabling franchisees to manage daily operations efficiently. Local Insight: Franchisees contribute valuable knowledge of their local markets, tailoring strategies to meet community needs. Communication: Effective communication between franchisors and franchisees nurtures clarity, preventing confusion and enhancing productivity. Roles and Responsibilities Defined Understanding the roles and responsibilities within the franchisor-franchisee relationship is essential for a successful partnership. The franchisor develops and supports the business model, meanwhile you, as the franchisee, implement it in your local market. This creates a symbiotic relationship that benefits both parties. You’re responsible for daily operational expenses and must adhere to the brand standards established by the franchisor, ensuring consistency and reputation. The franchisor, in turn, provides thorough training and ongoing support, equipping you with the necessary tools and knowledge to thrive. Clear definitions of these roles help mitigate potential legal issues, facilitating smoother operations. Furthermore, the franchisor collects initial fees and ongoing royalties, allowing you to benefit from an established brand and a proven business model. Operational Support Structure Operational support serves as the backbone of the franchisor-franchisee relationship, guaranteeing that both parties can effectively collaborate toward shared business goals. This support not only aids franchisees thrive but also preserves brand integrity. Here’s what you can expect: Training Programs: Extensive training equips you with vital skills for managing your franchise effectively. Ongoing Assistance: Regular evaluations and updates to the operations manual guarantee adherence to brand standards and best practices. Marketing Support: Access to marketing materials and strategic guidance aids in maintaining consistent brand messaging. Clear Communication: Defined roles and open lines of communication prevent misunderstandings and align business objectives. Legal Framework in Franchising When you enter the realm of franchising, comprehending the legal framework is crucial. You’ll need to familiarize yourself with the Franchise Disclosure Document (FDD), which lays out critical information about fees, obligations, and the franchise agreement itself. Compliance with federal and state laws is key, as it safeguards your interests and guarantees a smooth partnership with the franchisor. Franchise Disclosure Document Essentials The Franchise Disclosure Document (FDD) serves as a significant legal instrument in the franchising environment, providing fundamental information to potential franchisees. Comprehending the FDD is essential as it outlines important aspects of the franchise relationship. Here are some key components you should know: Disclosure Items: The FDD contains 23 specific items detailing franchise agreements, fees, and obligations. Timing: You must receive the FDD at least 14 days before signing any agreements or making payments. Updates and Registration: The FDD needs annual updates and registration in states with franchise laws, including specific state modifications. Risks of Non-Compliance: Failing to follow FDD regulations can lead to serious legal repercussions for franchisors, including lawsuits. Compliance With Franchise Laws Maneuvering through compliance with franchise laws is essential for both franchisors and franchisees, as it guarantees a clear comprehension of legal obligations and protections. Franchisors must adhere to federal and state laws, making sure their Franchise Disclosure Document (FDD) includes 23 required items and is provided to prospective franchisees at least 14 days before any agreements are signed or fees are collected. Updating the FDD annually is necessary, along with registering it in states where you plan to offer franchises. Multi-state compliance often requires state-specific addendums and modifications. To navigate these intricacies, seeking legal assistance is imperative, as it helps ascertain that franchise agreements and documentation are properly prepared and compliant with various regulations. Franchise Agreement Requirements A franchise agreement is an important document that establishes the legal framework for the relationship between a franchisor and a franchisee. This binding contract outlines various aspects significant to both parties. Here are some key requirements: Franchise Disclosure Document (FDD): Must be provided at least 14 days before signing, detailing 23 required disclosure items. Scope of Franchise: Clearly defines what the franchise entails, including operational guidelines. Fees and Royalties: Specifies the financial obligations, including initial fees and ongoing royalties. Training and Support: Outlines the training provided by the franchisor and the franchisee’s commitment to maintaining brand standards. Compliance with federal and state laws is crucial, ensuring the FDD is registered where necessary. Advantages of Franchising for Franchisees When you consider franchising, you’ll find several advantages that can make it an attractive option for aspiring business owners. First, you gain immediate access to an established brand name, boosting consumer trust and leading to higher initial sales than starting a new business. By using the franchisor’s proven business model, you reduce your risk of failure, as the concept is already validated in the market. In addition, you’ll receive extensive training and ongoing support, equipping you with necessary skills, even without prior experience. You can also benefit from the franchisor’s purchasing influence, resulting in cost savings on supplies. Finally, you’ll participate in national marketing campaigns funded by the franchisor, enhancing brand visibility and attracting more customers to your location. Disadvantages of Franchising for Franchisors Franchising can come with significant disadvantages for you as a franchisor. You might find that you lose some control over franchise locations since franchisees operate independently, which can lead to inconsistencies in how your brand is represented. Furthermore, the ongoing support demands can be taxing, as you’ll need to allocate resources and time to train and assist franchisees, ensuring they meet your standards. Loss of Control As franchisors expand their networks, they often face a significant challenge: the loss of control over individual franchise locations. Franchisees operate independently, which can lead to inconsistencies in brand representation and service quality. This situation can impact your brand’s overall reputation and success. Here are some key issues you might encounter: Inconsistent customer experiences across locations. Difficulty maintaining uniform standards and practices. Potential disputes over operational guidelines, leading to legal issues. Challenges in managing compliance with franchise agreements. As you scale your system, these factors can leave you vulnerable to breaches and negatively affect your market position, complicating your ability to uphold the brand’s integrity. Ongoing Support Demands The loss of control over franchise locations often leads to significant ongoing support demands for franchisors. You’re obligated to provide ongoing training and assistance to franchisees, which can strain your operational capacity. This continuous demand for support can increase your operational costs, impacting profitability and strategic focus. You’ll need to regularly update training materials and operational systems to keep up with industry changes, requiring ongoing investment. Furthermore, ensuring franchisee compliance with brand standards creates an additional burden, as you must monitor performance and proactively address issues. Standardizing support across diverse franchise locations can be challenging, leading to inconsistencies that may affect your brand reputation and overall franchise performance. Balancing these demands is essential for effective franchisor management. Steps to Franchise Your Business When considering how to franchise your business, it’s vital to first evaluate its readiness for such an expansion. Follow these important steps to get started: Assess scalability, profitability, and operational systems to guarantee your business can be effectively replicated by franchisees. Prepare a compliant Franchise Disclosure Document (FDD) with all required disclosure items, making sure it’s provided to potential franchisees 14 days before any agreements or payments. Create a confidential operations manual that details your brand’s purpose, operational standards, and guidelines for franchisees to uphold consistency and quality. Register your trademarks with the United States Patent and Trademark Office (USPTO) and establish a legal entity to manage franchise operations, protecting your brand as you expand. Importance of Brand Consistency Franchising your business opens up opportunities for growth, but it additionally requires a strong emphasis on brand consistency to guarantee success. A consistent brand image is vital, as it guarantees every franchise location delivers a uniform experience. This uniformity strengthens customer loyalty and recognition across different markets. As a franchisee, you’re obligated to follow the franchisor’s established branding standards, which include logo usage, product offerings, and marketing materials. Adhering to these guidelines protects the overall brand equity. Regular brand audits and training sessions conducted by franchisors help you maintain these standards. Research shows that businesses with strong brand consistency can see a 20% increase in sales, making brand consistency critical for long-term success in franchising. Navigating Real Estate in Franchising Steering through the real estate environment in franchising can be a complex task, especially since choosing the right location is crucial to your franchise’s success. Here are key points to reflect on as you navigate this setting: Site Selection: Work closely with your franchisor’s team to evaluate potential locations based on market analysis. Lease Negotiation: Negotiate and sign leases, ensuring they align with your franchisor’s guidelines for consistency. Local Insights: Balance your local market knowledge with the franchisor’s brand objectives to make informed decisions. Lease Management: Stay compliant with lease terms through regular oversight from your franchisor, including site inspections and assistance during renewals. Following these steps can streamline your real estate decisions and contribute to your franchise’s overall success. Legal Support for Franchisees Maneuvering the legal terrain of franchising can be challenging, so having robust legal support is important for franchisees. Legal assistance helps you navigate franchise agreements, ensuring compliance with federal and state laws that define your rights and obligations. You’ll need guidance in preparing and reviewing the Franchise Disclosure Document (FDD), which is significant to receive 14 days before signing any contracts or making payments. Furthermore, legal support is critical during lease negotiations, as you’ll be responsible for managing lease agreements in spite of franchisor guidelines. Ongoing legal help can likewise be beneficial in resolving disputes with franchisors or landlords, which safeguards your investment and maintains operational continuity. Consider reaching out to specialized firms like LPJ Legal for customized advice. Frequently Asked Questions What Is the Difference Between a Franchisee and a Franchisor? A franchisor owns the brand and business model, granting you, the franchisee, the right to operate under that name. During you pay initial fees and ongoing royalties, the franchisor provides training, support, and brand standards. You manage daily operations and expenses at your location. The relationship is mutually beneficial, with the franchisor relying on your local execution and you benefitting from an established brand and proven business practices to grow your venture. Which Is Correct, Franchiser or Franchisor? The correct term is “franchisor,” which identifies the brand owner granting rights to franchisees. “Franchiser” isn’t recognized in the industry and can cause confusion, especially in legal documents like the Franchise Disclosure Document (FDD). Using “franchisor” emphasizes the role of the entity creating and supporting the franchise system. It’s essential to use accurate terminology to guarantee clarity in agreements and discussions within the franchising environment. What Is the Definition of a Franchisor in the Context of Franchising? A franchisor is the original business owner who establishes a brand and operational system for others to operate under its name. You’ll find that a franchisor provides training, support, and resources to guarantee that franchisees maintain brand integrity. In return, the franchisor collects initial fees and ongoing royalties. Moreover, they develop marketing strategies and guidelines that franchisees must follow, protecting the brand’s reputation and promoting consistency across all locations. Which Document Provides Comprehensive Information About the Franchisor and the Franchise System to Potential Franchisees? The document you’re looking for is the Franchise Disclosure Document (FDD). It provides essential details about the franchisor, the franchise system, and the obligations of both parties involved. You’ll find information on financial performance, fees, and the franchise agreement within its 23 disclosure items. Conclusion In conclusion, comprehending the roles of franchisors and franchisees is vital for a successful partnership. The franchisor provides fundamental support and resources, whereas the franchisee manages daily operations within established guidelines. By recognizing these responsibilities and maintaining brand consistency, both parties can thrive. Moreover, maneuvering legal frameworks and real estate considerations can improve the franchise’s success. A clear comprehension of these elements will empower you to effectively engage in the franchising environment. Image via Google Gemini This article, "How to Define Franchisor and Franchisee in a Comprehensive Guide" was first published on Small Business Trends View the full article

Google is rolling out new Google Maps features that make it easier to contribute photos, reviews, and local insights, while adding Gemini-powered caption suggestions. Local Guides redesign. Contributor profiles are getting more visibility. Total points now appear more prominently, Local Guide levels are easier to spot, and badge designs have been refreshed. Top contributors will also stand out more in reviews with new gold profile indicators. AI caption drafts. Google is also introducing AI-generated caption drafts. Gemini analyzes selected images and suggests text you can edit or discard. Caption suggestions are available in English on iOS in the U.S., with Android and broader global expansion planned. Media sharing. Google Maps now shows recent photos and videos directly in the Contribute tab, making uploads faster. If you enable media access, Google Maps will suggest images from your camera roll that are ready to post with a tap. This feature is now live globally on iOS and Android. Why we care. Google is making it easier to create and scale fresh local content, which can directly affect rankings and visibility. At the same time, stronger contributor signals may influence which reviews users trust and which businesses win clicks. View the full article