Employment Law Update – July 2019
Terminating an employee is a risky process, no matter how many times you have done it. One risk sometimes ignored is data security.
Delivering Infrastructure Better, Faster and Cheaper
Charles V. McPhillips authored the article "Delivering Infrastructure Better, Faster and Cheaper: Lessons in Shifting Risk and Reducing Life-Cycle Cost for the Public Owner" which appeared in the June 2019 issue of Virginia Lawyer.
Top 10 Things A Potential Franchisee Should Know About A Franchise Offering
These are the top ten things you should know before you decide to purchase a franchise.
Employment Law Update – Summer 2019
Workplace sex gossip, new K&C Employment Law team member, deadline to submit pay date to EEOC, sick day that leads to a firing...
Franchising Client Alert – June 2019
Our Franchising Team presents the latest information you need to know.
How Much Money Does it Take to Franchise My Business?
This is one of the most common questions I hear from successful entrepreneurs who are considering franchising their businesses. Often they’ll tell me that they’ve been told they need to have at least $100,000 in the bank. I don’t know where this number comes from or who has said it is true, but it is a persistent phenomenon. As with most things in life, the answer is “It depends.”
A Word on Financial Performance Representations
Recently, a number of my franchise colleagues have been debating on whether it is ever a good idea to buy into a franchise system that does not make any sort of financial performance representation (“FPR”) in its Franchise Disclosure Document.
Five Commandments for New Franchisors
One of the most common -- and insightful -- questions that we hear from new franchisors is "What are the most common mistakes made by new franchisors?" It is a great question. Not long ago we sat down and wrote our top 5 New Franchisor Commandments.
Systems or Habits? – Are You Really Ready to Franchise Your Business?
I’ve seen a lot of new franchise systems fail. In almost every case, their underlying businesses were wildly successful, with a well-identified market and solid revenues. Their owners and management teams were typically motivated, dynamic people. Their brands were strong and their marketing proven and effective. What went wrong?