Empowering franchisees to tap into the brand's collective expertise has led to award-winning advancements
For ERA Group (ERA), ‘collaboration’ isn’t merely a buzzword; it stands as a fundamental principle deeply ingrained in the company’s identity, shaping its trajectory since the business began in 1992.
Back then businesses were seeking ways to streamline costs. Recognising this growing need, ERA’s founder, Fred Marfleet, envisioned a way to help companies optimise their costs through leveraging his extensive background in finance, mixed with his passion for working with people. Thus, ERA was born.
Yet, the journey from a local start-up to a global franchise powerhouse wouldn’t have been conceivable without an effective framework for both local and international collaboration.
Referring to ERA’s humble beginnings, head of training, Tasha Starks, explains: “Many might not realise, but ERA started off as a training company. Our founder, Fred Marfleet, started training professionals to be consultants, laying the groundwork for what would eventually evolve into ERA.”
However, it wasn’t until 1996 when technological advancements and the advent of the intranet presented ERA with an opportunity for global scalability.
Today, collaboration remains at the heart of ERA’s success story, illustrating how collective efforts and innovative thinking have propelled the company from modest origins to its current status as an internationally-acclaimed franchise and winner of ‘Best White Collar Franchise’ at the Global Franchise Awards 2024.
Working together
For franchisees, embracing the concept of collaboration within ERA’s ecosystem is not only intuitive but instrumental to their success. The business model actively promotes joint ventures, empowering individual franchisees to tap into the collective expertise within the network. This allows franchisees to capitalise on their own unique strengths, whether in client management or project delivery, while collectively delivering the best possible solutions to clients.
Tim Barber-Lomax, ERA’s head of EMEA, echoes this sentiment: “Collaboration is very much at the heart of what we do as a business. No one is a master of everything and the way in which we operate means franchisees can bring in their colleagues to assist and advise with certain clients and projects. My job is to help foster these collaborations and create a platform for franchisees to share best practice.”
This approach has proven immensely beneficial for ERA, which consistently attracts new franchisees eager to establish their own consultancy under the umbrella of an international network. The draw lies in the prospect of entrepreneurial freedom coupled with the invaluable support of seasoned colleagues and an experienced franchisor.
In many ways, the key to fostering collaboration lies in effective communication and creating a culture of openness to sharing ideas and best practices. In this aspect, ERA is very much ahead of the curve.
Knowledge-sharing for growth
Organisations with a strong focus on knowledge-sharing will always generate opportunities for self-growth and create an environment to learn from one another. For ERA, the emphasis on sharing expertise begins at the foundation training, where aligning new franchisees with the company’s ethos is paramount for both immediate and long-term success.
“Sharing knowledge is basically what we’re designed to do. It’s one of the reasons why we invite so many experienced franchisees to help deliver the training. Because who better to deliver the training than the people who’ve made it work?” emphasises Tasha Starks.
It’s a concept deeply rooted in the company’s DNA, a collective appreciation that sharing ideas and knowledge helps individuals, and teams, to perform at their best.
Unlocking new opportunities
Another benefit of effective collaboration is the ability to unlock new opportunities for business growth. Innovative franchise organisations will always take a strategic view on how to get the best out of everyone, from franchisees to employees.
“Every country we support is different,” agrees Tim Barber-Lomax, with much of his role focused on facilitating collaboration at an international level. “It’s important to understand the strengths and the challenges of those different countries because often the challenges in one region present an opportunity for another.”
This collaborative spirit extends beyond franchisees to the global support teams, where regular communication and cross-departmental collaboration spark new ideas and ensure alignment with the network’s evolving needs.
“We have a responsibility to promote the brand, to build trust and advocacy, to foster a connection with our audience on a global level,” adds John Mockler, head of marketing, “But we are also very ‘hands-on’ with our franchisees and tailor our support accordingly, rather than promoting a one-size-fits-all approach. People work in different ways and we try and cater for this.”
Collaboration for problem-solving
Innovation and problem-solving are integral to ERA’s growth strategy. Establishing strong communication channels is essential for encouraging an environment where creative solutions flourish.
“My team must adapt to new technologies very quickly. To allow us to have global communication with our franchisees, we have created a variety of solutions available to the network,” shares David de la Nougerede, head of IT. By leveraging the right tools and channels, an organisation like ERA can bring together diverse minds, skills, ideas, and perspectives to spark change, foster innovation and, ultimately, drive business growth.
“Our model and structure fits the current, fast-changing business scene and is extremely well suited to today’s economy. Our vision is to continue unlocking potential and that applies equally for franchisees, clients and employees,” concludes Fred Marfleet, ERA founder and chairman.
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