Money Pages Franchise Operations Manual

Table of Contents

SECTION A: INTRODUCTION
WELCOME LETTER ........................................................................................................................................... 1

TRAINING AGENDA – DAY ONE ....................................................................................................................... 2

TRAINING AGENDA – DAY TWO ....................................................................................................................... 3

TRAINING AGENDA – DAY THREE ................................................................................................................... 4

TRAINING AGENDA – DAY FOUR ..................................................................................................................... 5

TRAINING AGENDA – DAY FIVE....................................................................................................................... 6

SERVICES PROVIDED TO FRANCHISEES ........................................................................................................ 7

 Advertising Materials and Sales Aids ........................................................................................... 7

 Advisory Councils........................................................................................................................... 7

 Approved Service Providers .......................................................................................................... 7

 Corporate Website ......................................................................................................................... 8

 Ongoing Training ............................................................................................................................ 8

FRANCHISEE RESPONSIBILITIES ................................................................................................................... 9

 Responsibilities to Your Clients .................................................................................................... 9

 Responsibilities to Your Employees............................................................................................ 10

 Responsibilities to Fellow Franchisees ...................................................................................... 10

 Responsibilities to the Franchisor .............................................................................................. 11

VISITS FROM THE CORPORATE OFFICE ....................................................................................................... 12

SECTION B: PRE-OPENING PROCEDURES

PRE-OPENING CHECKLIST .............................................................................................................................. 1

ESTABLISHMENT OF BUSINESS FORM........................................................................................................... 4

PROTECTED TERRITORY ................................................................................................................................. 5

FINDING AN OFFICE......................................................................................................................................... 6

 Using a Home Office ...................................................................................................................... 6

 Using a Traditional Office .............................................................................................................. 7

 Site Review .................................................................................................................................... 7

 Negotiating a Lease ..................................................................................................................... 10

REQUIRED LIST OF EQUIPMENT, FURNISHINGS, FIXTURES ...................................................................... 12

ORDERING INITIAL MATERIALS .................................................................................................................... 13

SIGNAGE AND LOGO SPECIFICATIONS ........................................................................................................ 17

 Signage Requirements ................................................................................................................. 17

LICENSES AND PERMITS ............................................................................................................................... 18

CONTRACTING WITH REQUIRED UTILITIES AND SERVICES ...................................................................... 19

SETTING UP BANK ACCOUNTS ..................................................................................................................... 20

GETTING INSURANCE.................................................................................................................................... 22

SECTION C: OWNERSHIP CONSIDERATIONS

ENTERING ADDITIONAL ZONES ...................................................................................................................... 1

EXIT STRATEGIES ............................................................................................................................................ 2

 Bringing In Partners ....................................................................................................................... 2

 Owning vs. Managing the Business............................................................................................... 3

FISCAL MANAGEMENT OF THE BUSINESS ..................................................................................................... 4

 The Balance Sheet ......................................................................................................................... 4

MEETING YOUR TAX OBLIGATIONS ............................................................................................................. 10

 Employer Identification Number ................................................................................................. 10

 Federal Taxes............................................................................................................................... 10

 State Taxes .................................................................................................................................. 11

FRANCHISE REPORTING REQUIREMENTS ................................................................................................... 12

 Required Reports ......................................................................................................................... 12

 Financial Statements ................................................................................................................... 12

PAYING OTHER FEES..................................................................................................................................... 13

 Attorneys’ Fees ............................................................................................................................ 13

 Audit ............................................................................................................................................. 13

 Indemnification ............................................................................................................................ 13

 Interest ......................................................................................................................................... 13

 Local Advertising ......................................................................................................................... 14

 Modifications ................................................................................................................................ 14

 Marketing Contributions .............................................................................................................. 14

 Nonsufficient Funds ..................................................................................................................... 14

 Renewal Fee ................................................................................................................................. 14

 Transfer Fee ................................................................................................................................. 14

SECTION D: PERSONNEL
EEOC GUIDELINES ........................................................................................................................................... 1

 Employers Covered by EEOC-Enforced Laws ............................................................................... 1

 How Employees Are Counted ........................................................................................................ 1

 Record Keeping Requirements...................................................................................................... 2

 Reporting Requirements ................................................................................................................ 2

 Charge Processing Procedures ..................................................................................................... 2

 Mediation ........................................................................................................................................ 3

 Remedies ........................................................................................................................................ 4

 Regulatory Enforcement Fairness Act .......................................................................................... 4

 Technical Assistance .................................................................................................................... 4

 Informal Guidance .......................................................................................................................... 4

 Publications.................................................................................................................................... 5

LAWS REGARDING HARASSMENT .................................................................................................................. 6

 Sexual Harassment ........................................................................................................................ 6

 Racial and Ethnic Harassment ...................................................................................................... 6

 Pregnancy Discrimination.............................................................................................................. 7

 Religious Accommodation ............................................................................................................. 7

IMMIGRATION REFORM/CONTROL ACT .......................................................................................................... 8

WAGE AND LABOR LAWS............................................................................................................................... 10

 What the FLSA Requires .............................................................................................................. 10

 Internship Programs Under FLSA ................................................................................................ 12

 What the FLSA Does Not Require ................................................................................................ 13

 FLSA Minimum Wage Poster ........................................................................................................ 13

PROFILE OF THE IDEAL MONEY PAGES EMPLOYEE .................................................................................... 14

JOB DESCRIPTIONS ....................................................................................................................................... 17

 Account Manager/Representative ............................................................................................... 18

RECRUITING EMPLOYEES ............................................................................................................................. 19

 Getting the Word Out ................................................................................................................... 20

 Screening Applicants ................................................................................................................... 21

THE INTERVIEW PROCESS ............................................................................................................................ 23

 Job Offer ....................................................................................................................................... 40

HIRING ON A PROBATIONARY PERIOD ........................................................................................................ 44

ORIENTATION ................................................................................................................................................ 45

 Forms ............................................................................................................................................ 45

 Policies and Benefits ................................................................................................................... 55

  Overview of Office........................................................................................................................ 55

TRAINING ....................................................................................................................................................... 56

 Goals for Training......................................................................................................................... 56

 Initial Training of Account Executives........................................................................................ 56

 Ongoing Training .......................................................................................................................... 59

PERSONNEL POLICIES ....................................................................................................................................... 61

TRACKING EFFECTIVENESS OF SALES STAFF ................................................................................................ 69

UNIFORM/DRESS CODE ...................................................................................................................................... 70

SAMPLE COMPENSATION PLANS...................................................................................................................... 71

PERFORMANCE EVALUATIONS ......................................................................................................................... 73

 Evaluation Process ...................................................................................................................... 74

 Review Meeting ............................................................................................................................ 77

PROGRESSIVE DISCIPLINE................................................................................................................................ 78

TERMINATION/SEPARATION ............................................................................................................................. 81

 Termination .................................................................................................................................. 81

 Resignation .................................................................................................................................. 84

SECTION E: SELLING ADVERTISING

GROWTH TRENDS ............................................................................................................................................ 1

 Developing Base Clients ................................................................................................................ 1

 Growing Your Page Counts ............................................................................................................ 3

TARGETING YOUR MARKET ............................................................................................................................ 4

 Profile of a Typical Advertiser ....................................................................................................... 5

INCOMING CALLS............................................................................................................................................. 6

TYPICAL SALES FLOW ..................................................................................................................................... 7

COLD CALLING ................................................................................................................................................. 8

 Before the Account Executive Calls ............................................................................................. 8

PREPARING FOR SALES APPOINTMENTS .................................................................................................... 11

 Understanding Your Competition ................................................................................................ 11

 Understanding Money Pages Competitive Advantages ............................................................. 12

 What to Bring to an Appointment ................................................................................................ 12

MONEY PAGES SALES PRESENTATION ........................................................................................................ 14

 Client Needs Assessment ............................................................................................................ 15

 Solving the Need .......................................................................................................................... 16

 Positioning Money Pages Services and Products....................................................................... 19

  Ad Specifications ......................................................................................................................... 22

 Answering Objections .................................................................................................................. 24

 Closing the Sale ........................................................................................................................... 31

 Selling Premium Placement......................................................................................................... 35

CALL TRACKING ............................................................................................................................................ 38

PRICING THE AD ............................................................................................................................................ 42

SOLO MAIL ..................................................................................................................................................... 44

TESTIMONIALS............................................................................................................................................... 46

PROSPECT MANAGEMENT ............................................................................................................................ 48

MATRIX CRM .................................................................................................................................................. 50

AD MALL ......................................................................................................................................................... 53

PAYMENT ....................................................................................................................................................... 56

WORKING WITH NATIONAL AND REGIONAL ACCOUNTS ............................................................................ 57

 Money Pages Corporate ............................................................................................................... 57

 Money Pages Franchise to Franchise Sale ................................................................................. 58

 Money Pages Sale Into a Corporate Market ............................................................................... 58

 Exception Process ....................................................................................................................... 60

SECTION F: DIGITAL PRODUCTS

MONEYPAGES.COM.......................................................................................................................................... 1

 Header Image ................................................................................................................................. 1

 Digital Coupons .............................................................................................................................. 1

 Contact Us Page ............................................................................................................................ 2

 Additional Opportunities ................................................................................................................ 3

MONEY PAGES MOBILE APP ........................................................................................................................... 4

DIGITAL MAGAZINE ......................................................................................................................................... 5

DIGITAL SERVICES .......................................................................................................................................... 6

 Website Design............................................................................................................................... 6

 Digital Visibility .............................................................................................................................. 6

 Blogging .......................................................................................................................................... 6

 Social Media ................................................................................................................................... 7

 Display Banners ............................................................................................................................. 7

 Search Engine Marketing Package ............................................................................................. 15

 Hosting Package .......................................................................................................................... 16

 Video Production Package .......................................................................................................... 17

PRODUCTION ................................................................................................................................................. 18

 Sales Agreement .......................................................................................................................... 18

 Website Intake ............................................................................................................................. 18

 Banner Ad Intake ......................................................................................................................... 23

 AdWords Intake ............................................................................................................................ 25

PRODUCTION MANAGEMENT ...................................................................................................................... 26

 Website ......................................................................................................................................... 26

 Digital Advertising........................................................................................................................ 26

 Search Engine Marketing............................................................................................................. 27

 Social Media ................................................................................................................................. 28

 Blogging ........................................................................................................................................ 28

 Video ............................................................................................................................................. 28

CUSTOMER SERVICE..................................................................................................................................... 29

COMPENSATION............................................................................................................................................ 29

SECTION G: AD DESIGN AND PRODUCTION

OVERVIEW OF THE AD FLOW .......................................................................................................................... 1

SUBMITTING NEW ADS .................................................................................................................................... 3

 Production Order ............................................................................................................................ 3

 Accessing Your Google Drive ........................................................................................................ 7

 Adding Files to Your Google Drive ‘To Graphics’ ........................................................................ 11

GRAPHIC REQUIREMENTS ............................................................................................................................ 13

 Submitting Ads ............................................................................................................................. 13

 Ad Layout ..................................................................................................................................... 14

 Artwork ......................................................................................................................................... 14

 Things to Remember .................................................................................................................... 17

PROOFING ADS .............................................................................................................................................. 18

SUBMITTING CHANGES ................................................................................................................................. 20

FINALIZING AND PROOFING THE BOOK LAYOUT........................................................................................ 21

PRODUCTION CALENDAR .............................................................................................................................. 22

SOLO MAIL PRODUCTS .................................................................................................................................. 24

ADJUSTING YOUR MAILING LIST ................................................................................................................. 26

SECTION H: OFFICE PROCEDURES
SUGGESTED HOURS OF OPERATION.............................................................................................................. 1

OFFICE PROCEDURES...................................................................................................................................... 2

 Daily and Monthly Tasks ................................................................................................................ 2

CUSTOMER SERVICE ....................................................................................................................................... 4

 Customer Service Philosophy ........................................................................................................ 4

 Phone Procedures .......................................................................................................................... 5

BILLING PROCEDURES .................................................................................................................................... 6

 Accepting Payment ........................................................................................................................ 8

 Collections ..................................................................................................................................... 8

INVENTORY MANAGEMENT .......................................................................................................................... 11

 Ordering Procedures .................................................................................................................... 11

 Using Approved Suppliers............................................................................................................ 11

 Receiving Procedures .................................................................................................................. 12

SAFETY AND SECURITY PROCEDURES ........................................................................................................ 13

 Accident Reporting and Investigation ........................................................................................ 13

 Workers’ Compensation Issues ................................................................................................... 15

 Fire Safety .................................................................................................................................... 15

 Robbery......................................................................................................................................... 17

 Burglary ........................................................................................................................................ 18

SECTION I: MARKETING AND ADVERTISING

USE OF MARKETING PLAN .............................................................................................................................. 1

 Developing Your Marketing Plan ................................................................................................... 5

REQUIRED ADVERTISING EXPENDITURES..................................................................................................... 6

 Local Advertising Requirement ..................................................................................................... 6

 Advertising Fund ............................................................................................................................ 7

 Initial Launch Advertising.............................................................................................................. 7

PROMOTING MONEY PAGES IN YOUR AREA.................................................................................................. 8

 Money Pages Website .................................................................................................................... 9

 Use of Social Media ....................................................................................................................... 9

 Local Radio & Television ............................................................................................................. 10

 Contests ....................................................................................................................................... 11

 Trade Shows and Event Sponsorships ........................................................................................ 11

 Billboards ..................................................................................................................................... 12
INITIAL LAUNCH ............................................................................................................................................ 14

USING REFERRALS TO BUILD BUSINESS ..................................................................................................... 15

GUIDELINES FOR USING MONEY PAGES MARKS ........................................................................................ 16

PRESS RELEASES .......................................................................................................................................... 17

COMMUNITY INVOLVEMENT ......................................................................................................................... 19

 A
Section

F R A N C H I S E
O P E R A T I O N S M A N U A L

Introduction

Congratulations on making the decision to join our Money Pages family. We created the
Money Pages Franchise Operations Manual to support you as you set out to start your
own Money Pages business and to summarize the nature of the franchisee-franchisor
relationship within the Money Pages system.

Over the next week, you will participate in our Money Pages Franchisee Training
Program, which consists of classroom education and training in the field. As a Money
Pages franchisee, we will share with you our proven methods, professional expertise, and
extensive experience. This process will ensure that you have the necessary tools and
techniques needed to launch and grow a successful Money Pages market.
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Table of Contents
WELCOME LETTER ......................................................................... 1

TRAINING AGENDA – DAY ONE ...................................................... 2

TRAINING AGENDA – DAY TWO ..................................................... 3

TRAINING AGENDA – DAY THREE.................................................. 4

TRAINING AGENDA – DAY FOUR.................................................... 5

TRAINING AGENDA – DAY FIVE ..................................................... 6

SERVICES PROVIDED TO FRANCHISEES....................................... 7

 Advertising Materials and Sales Aids ................ 7

 Advisory Councils............................................... 7

 Approved Service Providers ............................... 7

 Corporate Website ............................................. 8

 Ongoing Training ................................................ 8

FRANCHISEE RESPONSIBILITIES .................................................. 9

 Responsibilities to Your Clients ........................ 9

 Responsibilities to Your Employees ................ 10

 Responsibilities to Fellow Franchisees ........... 10

 Responsibilities to the Franchisor ................... 11

VISITS FROM THE CORPORATE OFFICE...................................... 12

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Welcome Letter
Welcome to the Money Pages family! We are thrilled that you are joining us in our quest to
partner with local businesses and provide them with the best service, highest quality, and
most cost-efficient venue for their advertising investment while also saving our readers
money every day. You are embarking on an adventure that will have a tremendous impact
on your local community and help keep businesses thriving in both strong and slow
economic periods.

At Money Pages, we are all about the circle of success. We strive to help small
businesses grow, and generate leads and customers, while also providing a valuable
resource for our readers. We revel in the idea of doing business with local businesses and
offering them the support they need to reach their goals. This is not only accomplished
through our monthly magazine, but also through our digital marketing assets. With the
addition of our 3D Digital Solutions Team, we now have the ability to create SEO-
optimized, mobile-friendly websites, manage social media and emails, as well as create
targeted, digital banner advertisement campaigns. As our clients’ businesses grow, we
intend to grow with them and provide additional opportunities for their advertising dollars.

As a Money Pages franchisee, it is essential that you fully understand the hard work and
commitment it takes to find success in this industry. You should page through your
magazines and feel invested in them, knowing your hard work has helped create a
worthwhile product. You have to truly see the magazine as a valuable resource for
everyone - business owners and readers alike. At the same time, we hope you love what
you do and develop a passion for making a difference in the local business community.
Everyone succeeds when your magazine is in mailboxes and on coffee tables, and your
clients’ phones are ringing and customers are saving money.

And most importantly, you can count on our support to help you achieve your business
goals.

Best wishes for your continued success!

May 2017 A1

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TRAINING AGENDA
MONDAY, MAY 1
Unit Topic Speaker Run Time

Introduction Alan 8:30-9:00

 Team Introductions
 Review of Agenda
 Expectations of Training

Section A - Overview Alan 9:00-9:30

 Company History and Culture
 Use of the Operations Manual
 Roles and Responsibilities

Section B – Pre-Opening Procedures Chris 9:30-10:00

BREAK 10:00-10:15

Section C – Franchise Ownership Chris 10:15-12:00

 Growth Trends
 Exit Strategies
 Financials
 Paying Other Fees

LUNCH 12:00-1:00

Section E – Sales Allison 1:00- 5:00

 Targeting Your Market
 Incoming Calls
 Sales Presentation
 Cold Calling
 Preparing for Sales
 Appointments
 Call Tracking
 Premium Products
 Electronic Sales Resources
 One Sheets
WRAP UP Chris 5:00 - 5:30

May 2017 A2

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DAY TWO - TUESDAY, MAY 2

Unit Topic Speaker Time

Questions from Yesterday’s Material Chris 8:30-8:45

Sales Training Part 1 Pat 8:45 – 11:30

WORKING LUNCH 11:30- 12:00

Sales Training Part 2 Pat 12:00 – 1:30

In Field – Marie Atnip 1:30 – 5:00

WRAP UP Chris 5:00 - 5:30

May 2017 A3

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DAY THREE - WEDNESDAY, MAY 3

Unit Topic Speaker Time

Questions from Yesterday’s Material Chris 8:30 - 8:45

Section F – Digital Allison 8:45 - 11:30

 Digital Products
 Website
 App
 Packages

BREAK 10:30-10:45

LUNCH 11:30 - 1:00

Section I – Marketing & Advertising Alan 1:00 - 2:00

Section G – Design & Proofing Alberta 2:00 - 4:00

Call Tracking / Matrix / Layout Mindy 4:00 - 5:00

WRAP UP Chris 5:00 - 5:30

May 2017 A4

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DAY FOUR – THURSDAY, MAY 4

Unit Topic Speaker Time

Sections D & H – Personnel / Office Becky 8:45-11:30

 EEOC Guidelines / harassment
 Laws regarding harassment
 Wage and Labor Laws
 Immigration Reform Control Act
 Probationary Periods
 Orientation, Policies, Time
 Dress Code
 Discipline / Termination
 Office and Billing Procedures
 Inventory / Safety
 Quickbooks / Accounting
 Bank Drafts and Schedules
 Remote Deposit Capture / Credit cards
Pages D 1 – 13, 24-25, 44-49, 61-70, 78-86, H1-3, H6-18

LUNCH 11:30- 12:30

Section D – Personnel Jodi 12:30- 2:30

 Employee Profiles
 Job Descriptions
 Recruiting Employees
 Interview Process
 Training
 Sales Staff Effectiveness
 Commission Systems
 Performance Evaluations
 Customer Service
Pages D14-23, 26-43, 50-60, 71-77, H4-5

BREAK 2:45-3:00

Solo Mail, Mail Lists, Samples Monica 3:00-4:00

WRAP UP 4:00-5:30

May 2017 A5

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DAY FIVE – FRIDAY, MAY 5

Unit Topic Speaker Time

Questions from Yesterday’s Material Chris 8:30 – 8:45

Shadow Proofing – Cynthia Maycott 8:45 – 11:00

LUNCH / Debrief / Planning 11:00 – 12:30

In Field – Cynthia Maycott 12:30 – 4:00

WRAP UP Chris 4:00 - 4:30

Jason Flight to CHA

May 2017 A6

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Services Provided to Franchisees

We are dedicated to the success of our franchise network. For this reason, each
franchisee can expect consistent support from Money Pages. As part of this support, the
following services have been developed to assist you in all aspects of operating your
Money Pages franchise.

 Advertising Materials and Sales Aids

We developed a variety of advertising materials and sales aids specifically designed to
promote the Money Pages concept. A Starter Pack of sales collateral materials will be
provided to you when you start your Money Pages business. The Starter Pack will include
the following: business cards, sales agreements, sales one sheets, invoices, envelopes,
as well as thank you cards and envelopes. We will also provide ongoing assistance with
marketing programs that can be used in your local area.

 Advisory Councils
At such time as it is deemed appropriate, we may develop an Advisory Council program
for the purpose of encouraging the exchange of ideas between us and franchisees, and
providing suggestions for improving the overall quality of the system. Such a program is
designed to foster communication between us and all franchisees, as well as among
franchisees.

 Approved Service Providers

As a Money Pages franchisee, you may benefit greatly from the relationships we have
established with key service providers, both mandatory and optional. As a result of
combined buying power, you may receive discounts on services and products. This will
also enable us to better ensure quality and continuity of the Money Pages products and
equipment.

May 2017 A7

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 Corporate Website
We have established a corporate website that provides money saving digital offers to local
readers as well as extensive information about Money Pages. As a franchisee, you will
have a dedicated geo-targeted website for your market on moneypages.com. Each of
your magazine clients will have a digital offer and you will receive additional information on
selling enhanced profiles and banner opportunities for additional revenue. You will also
receive a geo-targeted Contact Us page specifically listing you and your sales team.
Finally, each of your website listed clients will be loaded to the Money Pages app to
provide mobile access to digital savings for your community. Dedicated sections of the
manual will cover the specifics of your available digital offerings.

 Ongoing Training
We may offer national and/or regional conferences on a yearly basis for you and/or your
staff members at a cost of $200 per day per participant. This training may address new
products and services or offer insight into managing the business and growing revenues.

May 2017 A8

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Franchisee Responsibilities
As a Money Pages franchisee, your success is directly tied to your active, daily
involvement with the businesses in your market area. It is important that you do your part
to offer the most reliable and professional service possible.

Some other responsibilities that may immediately come to mind pertain to your
responsibilities to protect our techniques, our trademarks, and your financial
responsibilities to us. (These financial requirements are covered extensively in your
franchise agreement.) In this discussion, we will cover how you can address all areas of
responsibility from clients to the franchisor.

 Responsibilities to Your Clients

 Build a relationship based on a genuine investment in mutual success
and mutual respect.

 Foster a strong rapport with your clients and build on the shared identity
as locally owned businesses.

 Create a magazine with ads that help bring your clients’ messages to
life in the mailboxes of your readers.

 Create a valuable resource that provides your readers with top quality
offers.

 Educate and train your clients how to sell their products and services.

 Be the best at what you do. We want to stand out in our industry as
being the best, and we want to be proactive in considering how to
improve on what we do.

 Take advantage of local marketing opportunities by promoting your

business at festivals, sporting events, and other public gatherings.

 Maintain an ownership mentality, not a sales mentality!

May 2017 A9

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 Responsibilities to Your Employees

 Empower your employees; teach and train them well.

 Stay involved and support your employees with an ongoing relationship

with clients.

 Understand that clients want to stay involved with the owner of the
company. Be part of the relationship that your Money Pages account
executives have with clients.

 Treat them fairly and respectfully.

 Keep open lines of communication so you can stay on top of any

issues and know what is happening in the office.

 Responsibilities to Fellow Franchisees

 Operate your business consistent with all Money Pages standards.

 Assist other franchisees, whenever possible, through shared ideas,

submission of suggestions, and attendance at seminars.

 Refer business to other franchisees in the network whenever possible.

 Protect all proprietary Money Pages materials from the scrutiny of

casual review by competitors, visitors, or the public.

 Submit written suggestions to us in an effort to improve the entire

network.

May 2017 A10

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 Responsibilities to the Franchisor

 Maintain the highest standards of service and client satisfaction.

 Abide by the terms of the franchise agreement.

 Protect all confidential information.

 Collect money as necessary and submit all required reports and

payments on a timely basis.

 Operate the franchise in accordance with all applicable laws and

governmental regulations.

May 2017 A11

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F R A N C H I S E O P E R A T I O N S M A N U A L I N T R O D U C T I O N

Visits from the Corporate Office

In an effort to maintain the good name and reputation of Money Pages, a field consultant
may contact you to provide advisory support to help you improve and grow your business.
This may also include:

 Evaluating operations and products.

 Observing sales appointments.

 Interviewing management, employees, and clients.

 Inspecting all books and records relating to the business.

 Evaluating progress on achieving business plan goals.

During these visits, your field consultant will complete a Franchise Survey Form (see next
pages) to facilitate discussion and bring into focus areas of strength and weakness.

In addition to conducting visits, the field consultant will work with you to develop your
annual business plan. This annual process will provide you with a thorough review of your
business and assist in setting goals for the upcoming year.

May 2017 A12

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Figure A.1 – Franchise Survey Form

May 2017 A13

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May 2017 A14

 B
Section

F R A N C H I S E
O P E R A T I O N S M A N U A L

Pre-Opening Procedures

As you prepare to open your new Money Pages franchise, there are many general
business tasks to attend to. This includes things like securing a location (unless you are
using a home office), setting up bank accounts, purchasing required equipment and
supplies, obtaining required licenses and permits, securing the necessary services and
insurance, and initially spreading the word about your new Money Pages business in the
local area.

This section covers the tasks you must complete to begin operation of your franchise in
accordance with our standards.
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Table of Contents

PRE-OPENING CHECKLIST............................................................. 1

ESTABLISHMENT OF BUSINESS FORM ......................................... 4

PROTECTED TERRITORY ............................................................... 5

FINDING AN OFFICE ....................................................................... 6

 Using a Home Office .......................................... 6

 Using a Traditional Office .................................. 7

 Site Review ........................................................ 7

 Negotiating a Lease ......................................... 10

REQUIRED LIST OF EQUIPMENT, FURNISHINGS, FIXTURES...... 12

ORDERING INITIAL MATERIALS .................................................. 13

SIGNAGE AND LOGO SPECIFICATIONS ....................................... 17

 Signage Requirements ..................................... 17

LICENSES AND PERMITS ............................................................. 18

CONTRACTING WITH REQUIRED UTILITIES AND SERVICES ...... 19

SETTING UP BANK ACCOUNTS ................................................... 20

GETTING INSURANCE .................................................................. 22

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Pre-Opening Checklist
Opening up a new business requires organization and decision-making skills. The
checklist on the following page is designed to help you in planning the opening of your
Money Pages office. It includes a general outline of what needs to be done so you can
equip the business, complete training, and commence operation within 60 days from the
time you sign the franchise agreement, and publish your first magazine within 90 days of
signing the franchise agreement.

To aid you in your opening process, we have designed a Pre-Opening Checklist (see
Figure B.1) that lists the typical steps required to open a Money Pages franchise. This
sequence of activities is also outlined below. Your business development may not
proceed exactly in the order outlined below; however, the outline will give you an overview
of the process. Keep in mind that each state, county, city, or township has its own set of
laws and codes particular to your business. You will need to discuss these matters with
your local business organization, as well as with your accountant or attorney, to make
sure you obtain all necessary permits and legal documents.

In addition, if you are using a home office, your process will be different.

Figure B.1 - Pre-Opening Checklist

TASK WHEN TO DO
 Sign franchise agreement. 2 months before
 Apply for all required business licenses and permits. opening

 Establish business entity.

 Begin to search for sites that meet our site criteria or choose
to use a home office.
 Once site is accepted, work on negotiating lease terms.
 Submit economic terms of lease for our review.
 Begin recruiting account executives

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TASK WHEN TO DO
 Order office furniture, equipment and supplies. 1 month before
 Make a plan with us for initial and in-field training. opening

 Arrange for utilities, as needed.

 If building signage is available, work with a sign vendor to
place your order.
 Work with us to execute your grand opening marketing plan.
 Discuss the contents of the Welcome Kit with us and
supplement with any additional marketing pieces you want to
order. Be sure we have all pertinent contact information for
business cards and marketing materials.
 Visit the local Chamber of Commerce for maps, phone
books, and information on business startups and networking
groups.
 Set up bank accounts with approved bank and arrange for
deposits.
 Research local taxes.
 Finalize hiring of account executives. 2 weeks before
 Research local networking groups and make plans to join opening
and attend meetings.
 Role play sales situations and ensure account executives 1 week before
are fully trained. opening
 Make sure all computer equipment is working properly.
 Make sure the phone system is operational.
 Set up administrative files.
 Prepare list of suppliers and service providers.
 Using the Initial Prospect List, visit local businesses and sell
the Money Pages products.

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We understand that you may feel overwhelmed during the pre-opening process; there are
many details that must be attended to and many decisions that must be made. Be
assured that the corporate staff understands this and will work closely with you throughout
this process.

Opening a new business is an exciting experience. Careful planning will help make
starting your new business the positive experience we all want it to be.

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Establishment of Business Form

Once you have signed the franchise agreement, you have started your journey to opening
your Money Pages business. Unless you have already done so, one of the first items that
you must turn your attention toward is establishing a legal identity for your business. You
will need to consult with your accountant, attorney, or professional advisor about
establishing a new legal entity suitable for your business. For more information on
business structures and the implications of each, visit the website of the Small Business
Administration at:

www.sba.gov/smallbusinessplanner/start/chooseastructure

Note: When setting up the business, franchisees should establish their own
independent business identity doing business as (dba) Money Pages. While we
grant franchisees permission to use the Money Pages marks to identify your
business to the public, your legal business name may not include the Money Pages
name or any variation of the Money Pages name. Accounts with suppliers, services,
banks, etc. should be set up using your independent business name. In addition, any legal
documents that include the Money Pages marks such as employment contracts,
employee forms, insurance policies, etc, should also include the legal identity of the
franchisee’s independent business.

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Protected Territory
Each franchisee will be granted a protected area within which he or she will be given the
right to market products and services under the Money Pages name. Provided the
franchisee is not in default of the franchise agreement, we will not locate another
franchised or company-owned facility within the franchisee’s protected area.

The franchise territory is an area that contains 25,000 to 50,000 households. We may
determine the boundaries of the franchise territory using the most current data from any
demographic information provider and/or public information (including public information
available on counties, municipalities, zip code, voting districts) we deem appropriate.

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Finding an Office
One of the first issues you need to address is finding a small office area where you can
handle day-to-day operations and keep your business records and supplies. Whether you
choose to have a traditional or home office, you must maintain a place of business.

As your franchise agreement states, you must find an acceptable office within 30 days of
signing the agreement, unless you had an office in place prior to signing the agreement.
You must be ready to open for business within 60 days of signing the agreement.

 Using a Home Office

If you are operating the office from your home, you must have a quiet, dedicated office/
room with a door, separate from other rooms in your house. Your office space must be
large enough to house all of the required office equipment and supplies listed later in this
section. In addition, you must have access to a specific off-site conference room at a
business location where you can meet with clients and prospective clients. If you plan to
have outside employees working in your home office, check your zoning to make sure this
is allowed. Many ordinances do not allow outside employees in home offices.

Office Requirements
 Dedicated call tracking number will be assigned to your business. This number
must be included on your website and all agreements. This number must be
answered only by you, or your manager and employees. The phone should be
forwarded to a cell phone when no one is available to answer the office line.
 Voice mail
 High-speed Internet access
 Smart phone

Office Equipment
 Fax/scanner/printer/copier
 Computer
 Desk
 File cabinet
 Chair
 Traditional office supplies, including paper, folders, staplers, tape, etc.

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 Using a Traditional Office

You need to spend time considering different locations and choosing the right one for your
office. We will assist you in your efforts to select and obtain a site; however, you are
ultimately responsible for selecting and securing a site.

Ideally, you will find a space with 250 square feet. You may find that an executive suite
where you share utilities, conference rooms, receptionists, etc. will fit your needs. Ideally,
your office should be centrally located in the territory to provide easy access to all areas.

You must submit all proposed sites to us for review and you may not move forward
without acceptance from us.

 Site Review
You must submit to us a Site Evaluation Form (see next page). This form includes a
description of the site, including evidence that the site satisfies our site selection
guidelines, as well as a letter of intent or other evidence that confirms your favorable
prospects for obtaining the site. Once a site has been reviewed, you must finalize the
purchase, lease, or sublease of the site.

Promptly following our review of the site, you must enter into a lease or contract of sale for
the site.

Understand that having a location reviewed simply means that we feel the building is
compatible to Money Pages system needs and to your approved business size.
Adaptation is still required to enable you to operate your Money Pages franchise smoothly
and systematically from the location.

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Figure B.2 – Site Evaluation Form

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 Negotiating a Lease
Once we have reviewed your office space, you must negotiate a lease to secure the
property. The terms of the proposed lease, including the financial terms, should be
comparable to the fair market terms of similar leases in the geographic area. When
negotiating a lease, have your attorney review the lease provisions and make sure you
fully understand your rights and responsibilities under the lease. In addition, your lease
should allow you to display Money Pages signage and receive first right of refusal for
adjoining space.

If you are interested in a space, a landlord will typically provide you or your broker with an
initial letter of intent, or LOI. We highly recommend that you use an experienced office
broker.

Always involve your attorney and other advisors in the process of assessing potential
deals that are on the table. Take the time necessary to flush out all details of your counter
offers and respond accordingly. A good deal will:

1. Meet your needs and budget, and

2. Be as favorable, or better, as the local market conditions dictate.

It is reasonable to negotiate more than one lease at the same time. It is very possible that
the landlord with whom you are talking is negotiating with another prospective tenant
simultaneously.

The documentation you provide the leasing agent will help them to gain a better
understanding of your business. It is important that the leasing agent fully understands the
difference in your business.

The rental rate and cost will differ by area. We recommend that you choose several
locations and compare what you get with each. Ask questions of the local neighbors of the
sites you are considering. Arm yourself with as much information as you can. Below are
some key questions to ask present renters:

Questions to ask of  What did they pay for their location?

neighboring
businesses:
 What benefits do they have? (so you will know what the market bears)

 Are these business owners happy with the landlord?

 Is the management company/landlord easy to work with?

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Leased property is generally priced as:

Property pricing:  Community Area Maintenance fee (CAM) – this is not a negotiable fee

 Base rent

 Utilities and sometimes real estate taxes

 Monthly rental to increase by X% yearly

Ask to see the landlord’s policy for their signage requirements so that you know what to
expect, then get estimates for your sign per the guidelines you are provided.

Check the building in and out for physical appearance; if you find conditions that warrant
work, include this in your lease negotiations.

First negotiations begin by finding out the rental rate. Begin your negotiations by always
asking for less than the first amount quoted.

Also ask for a clause in your lease that would allow you the option of extending your lease
for an additional term at the end of the original contract.

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Required List of Equipment, Furnishings,

Fixtures
You will need to equip your office with appropriate office furniture. In addition, you will
need the following computer equipment before you can begin to do business as a Money
Pages franchisee.

Computer Equipment:

 Desktop computer, laptop and/or iPad

 Mac or Windows operating system

 Smartphones with data plan for real-time access to email

 MS Office 2010 or later

 Multi-function inkjet printer with at least 300dpi scanning resolution

 Digital camera

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Ordering Initial Materials

In addition to office equipment, you will need an adequate supply of marketing and office
supplies before you can open for business. We will supply you with a Starter Kit that
includes business cards, sales agreements, sales one sheets, thank you notes, thank you
envelopes, invoice envelopes, and other items. You may, however, want to supplement
this kit with additional materials which you may purchase from us. Be sure that you always
have enough supplies to run a professional, efficient business by using the Money Pages
Online Ordering System (www.moneypagespromo.com) to purchase any materials you
may need. It’s simple to use (follow the steps on next page) and your items will be billed to
your account. At the end of each month, we will provide an invoice and submit a draft to
your bank account to cover any outstanding balance.

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1. Go to http://www.moneypagespromo.com.

2. Click on the ‘Shop’ tab and select ‘Collateral’ under ‘Product Categories’ in the left pane
for everyday business items you may need.

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3. If you need tablecloths or other Money Pages branded items for events and trade shows,
select ‘Promotional Items’ under ‘Product Categories’ in the left pane.

4. To order an item, click on the picture to view its price, the quantity provided, the product
details, and to select how many you may need.

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5. Once you have selected all your items, click on the ‘Cart’ tab and review your order prior to
checking out.

6. If everything is correct, select the ‘Checkout’ tab, fill in your information and place your
order. Please note that payment will automatically default to ‘billable.’

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Signage and Logo Specifications

Whenever you use the Money Pages logo, you must be sure it conforms to the
specifications of the marks owned and registered by us by ordering any and all the
materials displaying the logo through us. We do this to maintain quality control of our
logo, brand materials, and corporate image. This would include its use on business cards
or letterhead, signage, advertisements, and any other printed materials you use in the
operation of your business, as well as custom items.

All uses of the Money Pages marks, whether in print or electronic format, must be
consistent with the colors and design of the Money Pages logo. Upon request, or for a
specific situation, we may provide the Money Pages logo to you electronically.

These symbols and marks are designed to provide significant recognition and goodwill for
the corporation as a whole, and the proper use of the marks serves importantly to
establish Money Pages as a nationally recognized, branded name.

It is important to note that you may not use the trademark as part of your legal
business name. You should only use Money Pages when referring to us, the goods and
services, or the Money Pages business opportunity. Franchisees may not use Money
Pages in their corporate or legal name.

Only Money Pages franchisees are authorized to use the registered symbols and marks.
When it is appropriate, news media may use the corporate symbol when reporting on the
corporation or franchisees.

 Signage Requirements
The specifications for signage in your area may, to an extent, be controlled by your
landlord and the terms of your lease. Specifications for exterior signage may also be
dictated by local ordinances. Note that any signage plans must be approved by us.

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Licenses and Permits

Compliance with licensing and permit rules and regulations differs state by state, so each
franchisee has the responsibility to become informed about all state and local
requirements before providing service. You must secure and maintain in force all required
licenses, permits, and certificates relating to the operation of your Money Pages business.
You will also have to obtain a business license from your city/town hall or local
government office, and you will have to register with the state to obtain a Taxpayer I.D.
number, as required.

You may also encounter a variety of permits, inspections, and other requirements that
must be met prior to opening your business, many of which are construction-related.

Typical permits and  Certificate of occupancy

inspections:
 Signage permits

There are also laws and ordinances that regulate businesses. You must operate in full
compliance with these laws and ordinances.

Regulated areas:  Workers’ compensation insurance

 Unemployment insurance

 Withholding and payment of income taxes, social security taxes

Since laws and ordinances may vary from state

Understand that you are responsible for
to state, be sure to make your investigations
knowing and abiding by all of the
well in advance of your proposed opening date. regulations pertaining to the operation
Also, be sure to determine who needs to be of your Money Pages business.
involved in the permitting process.

Inquiries: ? The licenses and/or permits required in your area

? The cost of each license or permit

? The time required for approval of each

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Contracting with Required Utilities and

Services
To plan properly, make inquiries about utilities and services well in advance of your
proposed opening date.

Inquiries: ? What advance notice is required for installation, connection, and

maintenance schedules

? Whether deposits are required and, if so, how much they are

At a minimum, you will need to make arrangements for the following services; some of
these may be included in your lease – be sure to ask:

Minimum services:  Electricity

 Gas

 Water and sewer

 High speed Internet – minimum speed of 10 megabits per second or

greater

 Phone services

 Cleaning services (if not provided by your landlord)

Services set up  QuickBooks Enterprise

through us:
 Email & E-Fax

 Call Tracking

 Money Pages Website & Mobile App

 Ad Mall

 Money Pages CRM software

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Setting Up Bank Accounts

As a business owner, you want to develop a good working relationship with a bank in your
area. When choosing a bank, be sure to visit in person and introduce yourself to the bank
officers; speak frankly with them, describing your business and your needs.

Once you have chosen a bank, you need to set up an account to support your operations.
Be sure to have your EIN number and Articles of Incorporation with you when you visit the
bank to initiate your account. In addition, you will need to name the account to match the
name of your business identity.

Keep in mind that your main deposit account will be required to be a Bank of
America account or a designated corporate provider that offers remote deposit
capture (RDC) services to ensure our hardware is compatible with your banking system’s
needs. For other business related accounts, you may use any bank of your choice.

General Operating Account

Open this account under your business’ name, and have your checks clearly imprinted
with your business’ name and address. With this account, you can control the general
income and expenses of your business.

In addition, prior to opening for business, you will need to have a Banking Authorization
(see Figure B.3) on file with us and with your bank authorizing us to make deposits and
withdraw debits from your account. The Authorization is also included as Appendix E to
the franchise agreement.

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Figure B.3 – Banking Authorization

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Getting Insurance
As a Money Pages franchisee, you are required to maintain in force certain insurance
policies to cover various risks as specified by us.

A simplified list of these insurance obligations is shown here:

Required coverage:  General Liability policy in the amount of $1,000,000

 Workers’ Compensation insurance in the amount required by law
 Automobile insurance with coverage specified by law
 Any other insurance required by law
Such insurance policies must be written by a reputable insurance carrier, preferably a
company having an A.M. Best rating of ‘A’ or better. You must name Money Pages
Franchising Group, LLC as an additional insured. Also, such policies may not be
cancelled or altered without 30 days prior written notice to us.

All required policies must be maintained during the entire term of operation. We may
periodically increase or decrease the amounts of coverage required under these
insurance policies and require different or additional kinds of insurance at any time,
including liability, higher damage awards, or other relevant changes in circumstances.

Before the expiration of the term of each insurance policy, you must furnish us with a
Certificate of Insurance for each policy to be maintained for the upcoming term, along with
evidence of payment of the premium for each.

In addition to required coverage, you may wish to consider other types of insurance for
your employees, such as health insurance, life insurance, disability insurance, etc. If you
wish to consider such additional insurance as benefits for your employees, discuss them
with a qualified insurance agent or broker.

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F R A N C H I S E
O P E R A T I O N S M A N U A L

Ownership Considerations

As a Money Pages franchisee, you have particular considerations to help ensure the
health and growth of your business. We have designed this section as an explanation of
particular business considerations that are unique to franchisees. As always, we are
available to provide support to all our franchisees, but understand that we are not
engaged as your professional consultants. Consider these explanations as guidelines and
consult with your attorney or accountant when you have a specific question or concern.
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Table of Contents

ENTERING ADDITIONAL ZONES .................................................... 1

EXIT STRATEGIES .......................................................................... 2

 Bringing In Partners ........................................... 2

 Owning vs. Managing the Business ................... 3

FISCAL MANAGEMENT OF THE BUSINESS.................................... 4

 The Balance Sheet ............................................. 4

MEETING YOUR TAX OBLIGATIONS ............................................ 10

 Employer Identification Number ...................... 10

 Federal Taxes................................................... 10

 State Taxes ...................................................... 11

FRANCHISE REPORTING REQUIREMENTS .................................. 12

 Required Reports ............................................. 12

 Financial Statements ....................................... 12

PAYING OTHER FEES ................................................................... 13

 Attorneys’ Fees ................................................ 13

 Audit ................................................................. 13

 Indemnification ................................................ 13

 Interest ............................................................. 13

 Local Advertising ............................................. 14

 Modifications.................................................... 14

 Marketing Contribution .................................... 14

 Nonsufficient Funds ......................................... 14

 Renewal Fee ..................................................... 14

 Transfer Fee ..................................................... 14

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Entering Additional Zones

Your initial franchisee fee covers up to 50,000 homes in your zone.

Your initial zone should be showing growth or stability for 18-24 months prior to
considering adding another zone. Before entering additional zones, you need to consider
your staffing and cash flow, as both of those elements of your business will be affected by
the addition of a zone. Your staff’s responsibilities will grow and account executives may
need to be added. In addition, your cash flow will be greatly affected with the necessity for
additional investment in the business. Be sure to consider the demographic of neighboring
zones to ensure they meet the demographic of Money Pages clients and readers.
Research any competing publications in neighboring zones to determine if you can
penetrate the zone well enough to make it a profitable experience.

As you grow into additional zones, however, you can leverage off of your presence in the
initial zone and package promotions for clients, offering them a wider presence in the area
and the opportunity to grow their customer base.

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Exit Strategies
If you decide that you want to pull yourself out of the franchised business, you will need a
process for doing so. We suggest the following as a general guide to the selling process,
but there are many more specific decisions and considerations that are unique to your
situation.

1. Weighing all factors, make the decision to pull out of the business. Be
sure to notify us of your intention and your estimated timetable for
selling the business. As stated in the franchise agreement, the
corporate office holds the right of first refusal to purchase the business.

2. Research the local market for a buyer looking for an opportunity.

3. Apply for approval from us. See the franchise agreement for specific
information regarding the transfer and sale of your franchise.

4. Negotiate the terms of the sale that are acceptable to you and your
buyer.

5. Research tax considerations of the sale and ensure you are in

compliance with all tax regulations.

6. Meet with the buyer to discuss existing ad contracts, existing

receivables, etc., and determine how these will factor into the sale.

7. Discuss your intention with current clients so as to ensure a smooth

transition to the new owner.

 Bringing In Partners
You may also find that bringing in a business partner can help infuse some additional
capital into the business and ease some of the stress of single ownership. There are
benefits to partnership, such as additional labor and sharing of management duties. There
are, however, disadvantages to consider as well, such as sharing decision making,
sharing profits, etc.

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Deciding to bring in a partner should be a decision you consider fully, and make sure you
are well-versed in the legal ramifications of the business partnership. If you choose to
bring on a partner who will hold more than 10% ownership, you will need to gain corporate
approval.

 Owning vs. Managing the Business

As a Money Pages franchisee, you must take an active role in managing your business.
Passive ownership is prohibited, as all Money Pages franchises must be owner-operated.
If you are hiring a manager to assist with the day-to-day operations, you will want to
conduct a full search and hire the candidate who best fits your needs. Look for talent in
managing others, as well as someone who is comfortable with the responsibility of
running the business efficiently and effectively. You will need to make sure your manager
is fully trained by us and has successfully completed the initial training program.

As an owner, it is your responsibility to look closely at sales reports and identify any
trends, positive or negative. Do not leave these details to your manager as you are
ultimately responsible for the health of your business. It is important that you stay involved
at every level so as to make sure receivables and payables don’t spin out of control.

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Fiscal Management of the Business

In order to successfully manage and maintain a fiscally sound business, you need to
closely track cash flow and monitor key performance indicators. We have provided an
overview of fiscal management in this section. Additional details about billing and
collections can be found in section H of this manual.

If a client mails a check into the corporate office, we will post that payment into
QuickBooks and deposit those funds into your account. You are responsible for posting all
other payments into QuickBooks.

Since Money Pages franchisees have a variety of experience and expertise in financial
matters, the following information is provided as a primer on the financial statements the
accountant prepares. You are encouraged to become familiar with this terminology.

Most financial information a franchisee is required to report is on the balance sheet and
the income statement (also known as the profit and loss statement).

 The Balance Sheet

The balance sheet provides an overview of a company’s financial position at a given time
by listing assets and liabilities. Assets must balance (or equal) liabilities plus net worth. By
convention, assets are listed on the left side of the balance sheet and liabilities plus net
worth on the right.

The following example illustrates how assets (on the left) and liabilities and net worth (on
the right) balance each other. The entry of net worth on the liabilities side is used to
ensure that the balance sheet does, in fact, balance. Because net worth is simply assets
minus liabilities, listing it as a liability ensures that the two sides balance.

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ASSETS LIABILITIES

Current Assets Current Liabilities

Cash and cash equivalents Accounts payable
Trade receivable Notes payable (short-term)
Inventory Current maturities of long-term debt
All other current assets Income taxes payable
All other current liabilities
Fixed Assets
Intangible Assets Long-Term Liabilities
All other non-current assets Long-term debt
Deferred taxes
All other non-current liabilities
Net worth
Common stock
Additional paid in capital
Retained earnings

ASSETS

Current Assets are made up of the following:

Cash and Cash Equivalents

All cash, marketplace securities, and other near-cash items.

Trade Receivables
All accounts from trade, net of allowances for doubtful accounts.

Inventory
Anything constituting inventory for the company.

All Other Current Assets

Any other current assets, not including prepaid items.

Total Current Assets

Total of all current assets listed above.

Fixed Assets include all property, improvements, renovation, and equipment. Fixed
assets have accumulated depreciation or depletion.

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Intangible Assets include goodwill, trademarks, patents, catalogs, brands, copyrights,

formulas, franchises, and mailing or customer lists. Intangible assets have accumulated
amortization.

All Other Non-Current Assets include prepaid items (such as insurance), deposits, and
any other non-current assets.

LIABILITIES

Current Liabilities are made up of the following:

Accounts Payable
Open accounts due.

Notes Payable (short-term debt)

All short-term note obligations, including bank and commercial paper
(due within the next fiscal year).

Current Maturities (long-term debt)

That portion of long-term obligations that is due within the next fiscal
year.

Income Taxes Payable

Including current portion of deferred taxes. All other current liabilities,
including bank overdrafts, accrual expenses, and payroll taxes.

Total Current Liabilities

Total of all current liabilities listed above.

Long-Term Liabilities contain the following:

Long-Term Debt
All senior debt, including bonds, debentures, bank debt, mortgages,
deferred portions of long-term debt, and capital lease obligations not
due within the next fiscal year, but beyond. It is recommended that
your long term debt reach maturity between 3 to 5 years.

Deferred Taxes
All deferred taxes.

All Other Non-Current Liabilities

Any other non-current liabilities, including subordinated (stockholder
loan to company) and liability reserves.

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Net Worth In all cases, the total

Net worth is the difference between total liabilities and net
liabilities and total assets. It represents worth must equal the
the owner’s (or shareholders’) equity in total assets listed on
the business at a given time. the balance sheet.

The income statement provides key information about the financial performance of a
company for a given period of time and is typically prepared monthly, quarterly and
annually. It also provides historical perspective about the company’s revenue generation,
its costs, and various measures of profitability. This is in contrast to the balance sheet,
which provides a snapshot of the company’s position at a given moment in time.

Net Sales Gross Sales

Gross sales, less discounts allowed. - Discounts
= Net Sales
Cost of Goods Sold (COGS)
Cost of producing finished goods.
Net Sales
- Cost of Goods Sold
Gross Profit = Gross Profit
Net sales, less cost of goods sold.

Gross Profit Margin Gross Profit

÷ Gross Revenue
Gross Profit divided by Gross Revenue. = Gross Profit Margin

Operating Expenses
All selling and general and administrative expenses, including
depreciation, but not interest. Inspect this item quarterly and attach it
first when you receive an undesirable P&L.

Operating Profit
Gross profit minus operating expenses.

Other Expenses/Income
Expenses such as interest expense and miscellaneous expenses
not included in general and administrative expenses, including other
miscellaneous income such as recoveries, interest income,
dividends received, and miscellaneous income.

Net Income or Loss

Operating profit less all other income/expenses.

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There are particular benchmarks and key performance indicators that you should monitor
in order to maintain control and a positive cash flow for your Money Pages franchise.

Key Performance Indicators:

 Billing Per Page

Keep the billing per page amount at $1,000 or above. This is key to
help ensure the profitability of the magazine. The Billing Per Page
amount is your total sales revenue divided by the page count of your
magazine.

 Receivables

All receivables should be paid in advance or have a credit card on file

with your office. If necessary, you may allow clients to complete a credit
application and arrange terms of net 30, but all accounts should be
current prior to the magazine going to print. Track receivables that are
30/60/90 days and ensure no clients are ever allowed to go longer than
90 days. Clients who are two issues in arrears should not be authorized
to run in a third issue. All advertising should be pulled from the
magazine and digital products until past due amounts are satisfied.

 Operating Margin

 Labor Costs

 Percentage of Long-Term Contracts—the goal for long-term contracts

(agreements of 6 months or longer) should be, at minimum, 40% of all
contracts.

 Revenues

The chart of accounts lists all accounts in the general ledger; each account is
accompanied by a reference number. All Money Pages franchisees will use the same
chart of accounts that will be set up by us.

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Account Order

Balance sheet accounts follow a standard that lists the most liquid assets first. Revenue
and expense accounts follow the standard of first listing the items most closely related to
the operations of the business. For example, sales would be listed before non-operating
income. In some cases, part or all of the expense accounts simply are listed in
alphabetical order.

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Meeting Your Tax Obligations

As a for-profit business, you have tax obligations to your federal, state, and local
governments. As a business owner, you are required to file reports and pay taxes
throughout the year to fulfill these tax obligations under federal law. You are also required
to pay state and local taxes based on the amount of income you report at the end of the
year.

Tax deposit and reporting requirements can be complex; you may find that the services of
an experienced tax accountant may be well worth the fees charged. Even with this
assistance , you will find that you must devote a great deal of time to record keeping and
tax reporting. Keep in mind that you are subject to penalties incurred for late payment of
taxes, so you must establish an effective method for submitting appropriate taxes
accurately and on time.

Note that any questions pertaining to tax collection and payments should be
addressed with a professional advisor. You own the franchise and you are responsible
for payment of applicable taxes.

 Employer Identification Number

By law, you are required to have a federal taxpayer identification number so the Internal
Revenue Service can process your tax returns. Depending on your specific situation, this
would be either your social security number or an employer identification number. Internal
Revenue Service or Social Security Administration offices should be able to help you
determine which applies to you. The Small Business Association’s website is also a
helpful resource: www.sba.gov.

 Federal Taxes
The type of business you operate determines what federal taxes you must pay and how
you pay them. In most cases, the following taxes will apply to businesses:

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Payable taxes:  Income taxes

 Self-employment taxes

 Social security and withheld income taxes for employees

 Unemployment taxes
Circular E (Employer’s Tax Guide) and Publication 509 (Tax Calendar) can help you file
the appropriate federal taxes on time. This publication is updated annually, so be sure to
regularly request it or go online to get updates at the website for the IRS: www.irs.gov.

You meet the “file or “furnish” requirement if the form is NOTE: If any filing date falls on a
properly addressed and postmarked first-class on or Saturday, Sunday, or a legal
before the due date. holiday, the deadline becomes
the next business day.

 State Taxes
Each state has its own sales tax law. In some areas, there are local regulations governing
the amount and method of collection of this tax. As a business owner, you may also be
subject to state income and unemployment taxes depending on the state and your form of
business. You are responsible for obtaining any rules, regulations, and tax charts from
your local governmental agencies.

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Franchise Reporting Requirements

As a Money Pages franchisee, you are required to make certain payments to us and
provide reports that provide information regarding the operation of your Money Pages
business. We are in partnership with you in an effort to establish growth and success with
your magazine. Below, we have outlined the procedures for remittance and the
information that should be submitted.

 Required Reports
No later than 10 days after the end of the 6-month period (January 31 and June 30
annually), you must provide a statement of local advertising and promotion expenditures
for each 6-month period and fiscal year to date along with invoices documenting these
expenditures.

If requested, you must also provide copies of federal and state income and other tax
returns, or any other forms, records, books, and information requested that relate to the
operation of your Money Pages business.

In general, as a Money Pages franchisee, you agree to maintain and furnish to us upon
request all records of or relating to your business and all income and other tax returns filed
by you reflecting the activities of your Money Pages business.

 Financial Statements
In addition, no later than 90 days after the end of your fiscal year, we will pull a financial
report from QuickBooks showing the results of your operations, including the balance
sheet, income statement and cash flow related to your Money Pages business during the
fiscal year. At our request, you may be required to have these financial statements
audited.

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Paying Other Fees

As certain situations present themselves, you may incur additional fees. These fees,
which are spelled out in your franchise agreement, are summarized below for your quick
reference. As fees change, these pages of your operations manual will be revised and
notice will be sent to you.

 Attorneys’ Fees
If we incur expenses in connection with your failure to pay amounts owed to us when due,
to submit when due any reports, information, or supporting records or otherwise to comply
with the franchise agreement, you must reimburse us for any of the costs and expenses
which we incur, including, without limitation, reasonable accounting, attorneys’,
arbitrators’, and related fees.

 Audit
We reserve the right to audit the books of all of our franchisees. When an audit is
conducted and we identify more than a 3% difference in what you owe us and what you
have reported to us, the cost of the audit is due to us.

 Indemnification
You must indemnify us and list Money Pages Franchising Group, LLC as an additional
insured on your insurance policies. If we are found liable for claims arising from your
operations, you will be responsible for reimbursing us for our costs resulting from these
claims.

 Interest
Should you fail to make a payment or submit required reports within the timeframes
established in the franchise agreement, you will be charged the lesser of 18% per annum
interest or the maximum rate allowed by applicable law.

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 Local Advertising
In addition to the Marketing Contribution, we require all franchisees to spend a minimum
of $250 per month ($1,500 per six-month period) on local advertising, marketing, and
promotion.

 Modifications
If we change or modify the Money Pages system, you must make such expenditures as
necessary to conform to such changes or modifications.

 Marketing Contribution
Recognizing the value of uniform national and regional advertising and promotion of the
system, we require all of our franchisees to contribute $250 per month to the Money
Pages Marketing Fund.

 Nonsufficient Funds
If there are insufficient funds in your account to pay fees to us when due, you must pay a
nonsufficient funds fee of $1,000 for each occurrence. This fee is in addition to applicable
late fee and interest on overdue amounts.

 Renewal Fee
In order to renew your franchise agreement, you must meet all specifications listed in the
franchise agreement and pay us a renewal fee of $2,000 upon signing the new franchise
agreement.

 Transfer Fee
If you choose to sell your franchise to a new franchisee, you or the transferee must pay us
a transfer fee equal to 60% of the initial franchise fee for a Money Pages franchise. This is
to defray expenses we may incur in connection with the transfer. If you transfer ownership
to a current franchisee, you must pay a transfer fee equal to 30% of the initial franchise
fee for a Money Page franchise.

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 D
Section

F R A N C H I S E
O P E R A T I O N S M A N U A L

Personnel

This section of the Money Pages Franchise Operations Manual addresses the issues
related to recruiting, hiring, training, supervising, and disciplining employees. It provides
guidance regarding the legal and practical concerns you will need to deal with when
managing employees.

As a general rule, remember…

You should always treat your employees in the same way

you would want them to treat your clients.

While the contents of this section of the manual will prove to be invaluable to you at such
time as you hire employees, it is not possible to cover every issue you will face when
working with employees. So, whenever a specific challenge faces you, contact us for
more support, or contact your attorney or accountant for professional advice.
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Table of Contents

EEOC GUIDELINES ......................................................................... 1

 Employers Covered by EEOC-Enforced Laws .... 1

 How Employees Are Counted............................. 1

 Record Keeping Requirements .......................... 2

 Reporting Requirements .................................... 2

 Charge Processing Procedures.......................... 2

 Mediation............................................................ 3

 Remedies............................................................ 4

 Regulatory Enforcement Fairness Act............... 4

 Technical Assistance......................................... 4

 Informal Guidance .............................................. 4

 Publications ....................................................... 5

LAWS REGARDING HARASSMENT ................................................. 6

 Sexual Harassment ............................................ 6

 Racial and Ethnic Harassment .......................... 6

 Pregnancy Discrimination .................................. 7

 Religious Accommodation ................................. 7

IMMIGRATION REFORM/CONTROL ACT......................................... 8

WAGE AND LABOR LAWS ............................................................. 10

 What the FLSA Requires .................................. 10

 Internship Programs Under FLSA .................... 12

 What the FLSA Does Not Require .................... 13

 FLSA Minimum Wage Poster ............................ 13

PROFILE OF THE IDEAL MONEY PAGES EMPLOYEE ................... 14

JOB DESCRIPTIONS ..................................................................... 17

 Account Manager/Representative ................... 18

RECRUITING EMPLOYEES ........................................................... 19

 Getting the Word Out ....................................... 20

 Screening Applicants ....................................... 21

THE INTERVIEW PROCESS ........................................................ 223

 Job Offer........................................................... 40
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HIRING ON A PROBATIONARY PERIOD ....................................... 44

ORIENTATION .............................................................................. 45

 Forms................................................................ 45

 Policies and Benefits ....................................... 55

 Overview of Office............................................ 55

TRAINING ………… ........................................................................ 56

 Goals for Training............................................. 56

 Initial Training of Account Executives ............ 56

 Ongoing Training .............................................. 59

PERSONNEL POLICIES ................................................................. 61

TRACKING EFFECTIVENESS OF SALES STAFF ........................... 69

UNIFORM/DRESS CODE ................................................................ 70

SAMPLE COMPENSATION PLANS ................................................ 71

PERFORMANCE EVALUATIONS ................................................... 73

 Evaluation Process .......................................... 74

 Review Meeting ................................................ 77

PROGRESSIVE DISCIPLINE .......................................................... 78

TERMINATION/SEPARATION........................................................ 81

 Termination ...................................................... 81

 Resignation ...................................................... 84
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EEOC Guidelines
As a Money Pages franchisee, you must provide equal opportunity in all aspects of
employment to all qualified persons and avoid discriminating against any person because
of age, race, color, religion, national origin, gender, marital status, or physical or mental
disability, unrelated in nature and extent so as to reasonably preclude the performance of
employment.

The U.S. Equal Employment Opportunity Commission (EEOC) enforces the federal laws
that prohibit employment discrimination on the basis of an individual’s race, color, religion,
gender, national origin, age, or disability. The pages that follow will provide you with basic
information about EEOC-enforced laws and processes. They highlight issues of particular
interest to small businesses.

 Employers Covered by EEOC-Enforced Laws

Title VII of the Civil Rights Act of 1964 (Title VII) prohibits discrimination on
the basis of race, color, religion, gender, and national origin. Title VII
applies to employers with 15 or more employees.

The Age Discrimination in Employment Act of 1967 (ADEA) prohibits age

discrimination against individuals who are 40 years of age or older. The
ADEA applies to employers with 20 or more employees.

Title I of the Americans with Disabilities Act of 1990 (ADA) prohibits

employment discrimination against qualified individuals with disabilities.
The ADA applies to employers with 15 or more employees.

The Equal Pay Act of 1963 (EPA) prohibits wage discrimination between
men and women in substantially equal jobs within the same establishment.
The EPA applies to most employers.

 How Employees Are Counted

All employees, including part-time and temporary workers, are counted for purposes of
determining whether an employer has a sufficient number of employees.

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An employee is someone with whom the employer has an employment relationship. The
existence of an employment relationship is most readily (but not exclusively) shown by a
person’s appearance on the employer’s payroll. Independent contractors are not counted
as employees because the work they perform is based on an independent contractual
relationship, not an employment relationship.

 Record Keeping Requirements

In general, employers must keep all personnel or employment records for three to six
years. If employees are involuntarily terminated, their personnel records must be retained
for one year from the date of termination. If a claim of discrimination is filed, all relevant
personnel records must be retained until final disposition of the matter.

Under ADEA record keeping requirements, employers must also keep all payroll records
for three to seven years. Additionally, employers must keep on file any employee benefit
plan information (such as pension and insurance plans) and any written seniority or merit
systems for the full period the plan or system is in effect and for at least one year after its
termination.

Under Fair Labor Standards Act (FLSA) record keeping requirements applicable to the
EPA, employers must keep payroll records for at least three years. Some requirements
are state-specific for all of the above.

 Reporting Requirements
The EEOC requires larger employers to file an EEO-1 report each year, which provides a
breakdown of an employer’s work force by race, gender, and national origin. However,
employers with fewer than 100 employees and federal contractors with fewer than 50
employees and contracts under $50,000 are exempt from this requirement.

 Charge Processing Procedures

As an employer, you should encourage your employees to communicate any concerns
directly to you if there is reason to believe the equal employment opportunity policy is
being violated.

Also, the EEOC has field offices across the country. An employee or applicant for
employment who believes he/she has been discriminated against can file a charge of
discrimination at any EEOC field office.

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Filing process: 1. EEOC will send a copy of the charge to the employer.

2. EEOC will immediately dismiss charges that raise no legal claim under
EEOC-enforced laws.

3. Otherwise, EEOC will investigate the charge to determine whether

there is reasonable cause to believe discrimination occurred. EEOC will
request that the employer provide information on the matters raised in
the charge.

4. If the evidence shows there is no reasonable cause to believe

discrimination occurred, EEOC will notify both the charging party and
the employer, and the charging party will be given a notice of right to
sue in court.

5. If the evidence shows there is reasonable cause to believe

discrimination occurred, EEOC will seek to conciliate the charge by
working with the employer to achieve a voluntary resolution. In
conciliation, EEOC will require the employer to provide the appropriate
remedy(ies) for the discrimination.

6. If conciliation fails, the case may be litigated by EEOC or the charging

party.

 Mediation
EEOC has implemented a mediation program that is now available in most EEOC field
offices across the country. Mediation is an alternative to the sometimes lengthy
investigative process.

Benefits of Participation in the mediation process is voluntary and provides an

mediation: employer and the charging party the opportunity to discuss the charge
before a neutral mediator and resolve it to the mutual satisfaction of all
parties.

Mediation is quick, easy, informal, and confidential.

Mediation agreements are not an admission by an employer of any

violation of the laws enforced by EEOC.

Mediation agreements result in the closure of cases with EEOC.

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 Remedies
Under EEOC-enforced laws, principal remedies for unlawful employment discrimination
include reinstatement or hiring, court orders to eliminate discriminatory practices,
restoration of lost wages, damages, and attorneys’ fees. An employer is responsible for
the full amount of lost wages and attorneys’ fees. Lost wages are not considered
damages.
Employers with… Maximum
The size of a company will determine the
15 to 100 employees ................ $50,000
“cap” on the damages available from an 101 to 200 employees .............. $100,000
employer to a complaining party. 201 to 500 employees .............. $200,000
More than 500 employees........ $300,000

 Regulatory Enforcement Fairness Act

The Small Business Regulatory Enforcement Fairness Act (SBREFA) allows small
businesses to comment about federal agency enforcement actions to an SBA
Ombudsman. For information about this process and how to submit a comment, contact
the Small Business and Agriculture Regulatory Enforcement National Ombudsman.

 Technical Assistance
The EEOC’s Technical Assistance Program Seminars (TAPS) are designed to educate
employers and provide the technical assistance necessary to comply with federal laws
prohibiting employment discrimination. TAPS programs are offered across the country, on
a fee-for-service basis. To find out where and when TAPS programs are given, contact
the nearest EEOC field office by calling (800) 669-4000.

 Informal Guidance
Employers who have questions about the laws enforced by EEOC or about compliance
with those laws in specific workplace situations may seek informal guidance by writing to
EEOC’s Office of Legal Counsel.

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 Publications
EEOC publications (including text of the laws enforced by the EEOC, facts about
employment discrimination, and enforcement guidelines and related documents) are
available free of charge by writing the EEOC’s Publications Information Office.

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Laws Regarding Harassment

Title VII prohibits employers from discriminating against employees because of race,
color, religion, gender, or national origin.

 Sexual Harassment
Sexual harassment is a form of unlawful sex discrimination. Sexual harassment includes
any unsolicited sexual advances, requests for sexual favors, or any other sexually-
oriented action, object, or dialogue that may be considered by the recipient to be
personally offensive, derogatory, or abusive. Examples include, but are not limited to,
sexual bartering, personal touching, obscene jokes, derogatory or sexist comments,
and/or suggestive material or objects (e.g., photos, posters, T-shirts).

Employers are responsible for maintaining a workplace that is free of sexual harassment.
Employers may be liable for the unlawful conduct of their associates, supervisory
employees, employees and, in certain circumstances, even non-employees who sexually
harass employees at work.

 Racial and Ethnic Harassment

Harassment on the basis of an individual’s race or national origin violates Title VII. There
are certain actions that are unlawful if the conduct creates an intimidating, hostile, or
offensive work environment or unreasonably interferes with an employee’s work
performance.

Unlawful actions: Racial or ethnic slurs, jokes, or other offensive or derogatory comments

Other verbal or physical conduct based on race or nationality

Employers are responsible for maintaining a workplace that is free of racial and ethnic
harassment. Employers may be liable for unlawful conduct of their associates, supervisory
employees, employees and, in certain circumstances, non-employees who harass
employees at work.

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 Pregnancy Discrimination
Under Title VII, discrimination on the basis of pregnancy, childbirth, or related medical
conditions is unlawful sex discrimination. Title VII’s prohibition against pregnancy
discrimination applies to all terms and conditions of employment, including hiring,
termination, promotion, leave, and benefits.

 Religious Accommodation
Employers are required to provide an accommodation for employees’ sincerely held
religious observances or practices unless the accommodation would impose an undue
hardship on the employer’s business.

Undue hardship Undue hardship can be claimed if an accommodation imposes more than
claims: “de minimis” cost, generally meaning more than ordinary administrative
costs.

Undue hardship can also be claimed if an accommodation requires

violating the terms of a seniority system (e.g., denying another employee’s
job or shift preference).

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Immigration Reform/Control Act

The Immigration Reform and Control Act of 1986 (IRCA) makes it unlawful for employers
to hire any person who is not legally authorized to work in the United States. The Act
requires employers to verify the employment eligibility of all new employees by requiring
them to complete an Employment Eligibility Verification Form (I-9) (see sample on next
page). Visit www.uscis.gov to obtain the most current version of Form I-9.

IRCA also prohibits discrimination in hiring and discharge based on national origin (as
does Title VII) and on citizenship status.

IRCA’s anti-discrimination provisions are intended to prevent employers from attempting

to comply with the Act’s work authorization requirements by discriminating against foreign-
looking or foreign-sounding job applicants. These provisions apply to smaller employers
than those covered by EEOC-enforced laws:

IRCA provisions: IRCA’s national origin discrimination provisions apply to employers with
between 4 and 14 employees (who would not be covered by Title VII).

IRCA’s citizenship discrimination provisions apply to all employers with at

least 4 employees.

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Sample Eligibility Verification Form (I-9)

Full form in back of binder

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Wage and Labor Laws

The Department of Labor administers and enforces the Fair Labor Standards Act (FLSA)
through the Wage and Hour Division of the Employment Standards Administration.

 What the FLSA Requires

Basic requirements: Payment of a minimum wage

Overtime pay for time worked over 40 hours in a work week

Restrictions on the employment of children

Record keeping

The FLSA has been amended on many occasions since 1938.

Current standards: The federal minimum wage was set at $7.25 per hour as of July 24, 2009.
As of this writing, the federal minimum wage requirement had not changed.

Employees under 20 years of age may be paid a training wage of $4.25 per
hour during their first 90 consecutive calendar days of employment.

Certain full-time students, student learners, apprentices, and workers with

disabilities may be paid less than the minimum wage under special
certificates issued by the Department of Labor.

Compensation for overtime must be made at a rate of one and one-half

times the employee’s regular rate of pay. Overtime is defined as work in
excess of 40 hours per workweek (though not necessarily in excess of 8
hours per day).

Employers are required to keep records on wages, hours, and other items
that are generally maintained as an ordinary business practice.

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Money Pages does Child labor provisions are designed to protect the educational opportunities
not recommend that of youth and prohibit their employment in jobs and under conditions
any franchisee hire
employees younger detrimental to their health or safety. Employees must be at least 16 years of
than 18 years of age to work in most non-hazardous jobs and at least 18 years of age to
age. work in jobs declared hazardous under the FLSA. Youths 14 and 15 years
of age may work outside school hours in various non-manufacturing, non-
mining, non-hazardous jobs under the following conditions:

 Maximum three hours on a school day or 18 hours in a school

week

 Maximum eight hours on a non-school day or 40 hours in a

non-school week

 Between the hours of 7:00 a.m. and 7:00 p.m., except from
June 1 through Labor Day, when evening hours may be
extended to 9:00 p.m.

Wages required by the FLSA are due on the regular payday for the pay period covered.
Deductions made from wages for such items as cash or product shortages, employer-
required uniforms, and tools of the trade are not legal if they reduce the wages of
employees below the minimum wage or reduce the amount of overtime pay due under the
FLSA.

The Department of Labor may recover back wages, either administratively or through
court action, for employees who have been underpaid in violation of the law. Violations
may result in civil or criminal action. Fines of up to $10,000 per violation may be assessed
against employers who violate the child labor provisions of the law and up to $1,000 per
violation against employers who willfully or repeatedly violate the minimum wage or
overtime pay provisions.

Exceptions: Certain occupations and establishments are exempt from the minimum
wage and/or overtime pay provisions. This includes Money Pages sales
professionals who are paid a base salary and draw a commission, as well
as 1099 contract employees who are paid entirely on commission.

 Where state law requires a higher minimum wage, the higher standard
applies.

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This law prohibits discriminating against or discharging workers who file a complaint or
participate in any proceedings under the Act. However, for the FLSA to apply, there must
be an employment relationship between an employer and an employee. The FLSA also
contains some exemptions from these basic rules. Some apply to specific types of
businesses and others to specific kinds of work.

 Internship Programs Under FLSA

Under some circumstances, you may find it beneficial to use an intern to help in certain
areas of your business, such as sales or graphic design. There are some circumstances
under which individuals who participate in “for-profit” private sector internships or training
programs may do so without compensation. This may apply to interns who receive
training for their own educational benefit if the training meets certain criteria. The
determination of whether an internship or training program meets this exclusion depends
upon all of the facts and circumstances of each such program.

The following six criteria must be applied when making this determination:

 The internship, even though it includes actual operation of the facilities

of the employer, is similar to training which would be given in an
educational environment;

 The internship experience is for the benefit of the intern;

 The intern does not displace regular employees, but works under close
supervision of existing staff;

 The employer that provides the training derives no immediate

advantage from the activities of the intern; and on occasion its
operations may actually be impeded;

 The intern is not necessarily entitled to a job at the conclusion of the

internship; and

 The employer and the intern understand that the intern is not entitled to
wages for the time spent in the internship.

If all of the factors listed above are met, an employment relationship does not exist under
the FLSA, and the Act’s minimum wage and overtime provisions do not apply to the
intern.

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In General, Money Pages does not bring on unpaid interns due to the nature of our
business and the tasks assigned to them.

 What the FLSA Does Not Require

Non-regulated  Vacation, holiday, severance, or sick pay
areas:
 Meal or rest periods, holidays, or vacations

 Premium pay for weekend or holiday work

 Pay raises or fringe benefits

 A discharge notice, reason for discharge, or immediate payment of final

wages to terminated employees

 Pay stubs or W-2 forms

The FLSA does not provide wage payment or collection procedures for an employee’s
usual or promised wages or for commissions in excess of those required by the FLSA.
Also, the FLSA does not limit the number of hours in a day, or days in a week, an
employee may be required or scheduled to work, including overtime hours, if the
employee is at least 16 years of age. However, some states do have laws covering some
of these issues, such as meal or rest periods or discharge notices, which would then
apply.

These types of matters that are not covered by the FLSA are generally for agreement
between the employer and the employees or their authorized representatives.

 FLSA Minimum Wage Poster

Every employer who has employees that are subject to minimum wage provisions under
the FLSA must keep posted in a conspicuous place a notice explaining the Act so as to
permit employees to easily read it. The content of the notice is prescribed by the Wage
and Hour Division of the Department of Labor.

For additional information regarding the FLSA, contact the nearest Wage and Hour
Division office, listed in most telephone directories under United States Government,
Labor Department. Information is also available online at www.dol.gov/elaws.

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Profile of the Ideal Money Pages Employee

The first step in preparing to hire is determining what traits are important for employees.
You can teach employees the technical skills of the job, but you can’t teach people
positive attitudes, values, and strong work ethic.

Keep in mind that you need to have at least two individuals whose primary task is to sell to
clients. These individuals may include you as the franchisee, an account executive, or an
account manager. Regardless of the individual’s title, your legal documents require you to
have two sales people at all times.

Think about what you are trying to accomplish. The primary objective is to place the right
number of employees in positions where they can do the job, will do the job, and fit with
your business and the job. You may have secondary objectives, such as developing your
staff (grooming some for management roles), controlling expenses, or maybe even
helping people with difficult personal situations. But keep the primary objectives as your
main focus, or you will only be frustrated in hiring employees.

Below are some traits that define can do, will do, and fit. These are traits to look for in
any employees you hire.

Team Player

An employee who is a team player is essential to your success. Team players work well
together and are willing to learn from each other. A team player understands individual
responsibilities and tasks, but is willing to lend a hand for the success of the entire
operation.

Sales Personality

An outgoing personality is obviously important because you want to hire employees who
are not intimidated when they speak to people they don’t know. People with outgoing
personalities tend to be confident, happy, energetic people, and this will spread
throughout your business. They also tend to have a bit of a competitive streak, which can
help keep the energy level and drive high in your office.

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Driven & Motivated

Look for applicants who are independent, self-motivated, and take initiative. Ideally, you
don’t want to have to tell your account executives what they are supposed to do every
minute of the day. They should be able to see what needs to be done and take the
initiative to complete tasks. A self-motivated person wants to do a job well, both for
financial rewards and for personal success.

Pride

People who take pride in their work are generally better employees. You want to hire
people who take pride in themselves: their appearance, work ethic, work experience,
accomplishments, etc. And then you want those people to take pride in working at Money
Pages!

Previous Sales Experience

Applicants with previous sales experience are essential to the success of your Money
Pages Franchise. Potential employees need not have past experience with advertising
sales, but they should be able to demonstrate a history of building client relationships,
calling customers, and closing deals.

As part of the hiring process, we strongly encourage you to take advantage of our
Predictive Indexing Tool. This easy-to-use tool may be ordered through our Money
Pages Franchise Portal and includes a short quiz that is given to all applicants as part of
the employment screening process. The quiz is sent via email to the applicant. Upon
completion of the quiz, you will receive a two-page report (see sample on next page)
detailing the applicant’s personality traits. It’s a valuable tool that can help you select the
best people for your business.

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Sample Predictive Indexing Report (Page 1)

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Sample Predictive Indexing Report (Page 2)

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Job Descriptions
We have developed the following breakdown of responsibilities to help you fully
understand the various positions that may develop in your office. In the beginning, you will
likely start with just account executives, but as your business grows and you consider
adding zones, you may need to hire for additional positions. We can help provide job
descriptions when you have determined that you need to hire for additional positions.

 Account Manager/Representative
Reports to: Franchisee

Primary Work with local business owners, decision makers, decision

Responsibilities: influencers, and advertising agencies to create and implement
successful marketing campaigns using company resources.
Uncover clients’ marketing challenges and develop solutions
that help them meet their goals by using Money Pages
resources.
Develop long-term relationships with new and existing clients.
Work independently while taking direction from franchisee
and/or account manager.
Speak well in front of groups.
Prospect and develop new business via the Internet, direct mail
and the magazine.
Perform such other duties as are customarily performed by an
employee in a similar position and such other and unrelated
services and duties as may be assigned from time to time.

Qualifications: Successful candidate will have experience and knowledge of

Microsoft Office, including Word, Excel and Outlook. Candidate
must be a detail-oriented team player who works well under
pressure.

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Recruiting Employees
Selecting the right employees is the first major step you can take to help your business be
successful. The key to obtaining the right people for the right positions at the right time is
an involved process. But, it is a necessary process because the success of your franchise
depends to a large extent on your ability to hire people who can perform the job reliably
and successfully.

The information included in these next discussions has been assembled to enable you to
properly staff your business office without resorting to desperate measures or sacrificing
standards, whether you are staffing initially or hiring when your business grows.
Understand that the employees you hire are your employees, not ours. Thus, the
guidelines that follow for hiring are recommendations based on what we have found to be
effective; you may utilize other methods if you prefer. Your employees are a reflection of
your business and you. Their appearance, professionalism, and treatment of clients will
strongly impact the success of your business.

When hiring, keep the following in mind:

Hiring tips:  Hire the applicant who best demonstrates the ability to perform the
essential duties necessary to fulfill the essential requirements of the job,
as specified in the written job description.

 Do not deviate from your established policies during any part of the
hiring process.

 Do not let bias or stereotypes enter into the decision-making process.

 Do not exclude any applicant because of race, religion, national origin,

ethnic origin, skin color, age, gender, or disability.

 Treat all applicants with common courtesy and respect at all times.

 Hire an applicant because the person appears to be the best person for
the job, regardless of “what” or “who” that person is.

 Hire attitude, train skills.

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 Getting the Word Out

To begin the recruitment process, you need to spread the word that you are looking to
hire. There are many ways you can do this.

 Use word of mouth. Talk to current account executives and consider

offering a financial incentive for successful referrals that stay with the
company for at least 90 days.

 Post ads on sites such as LinkedIn, Indeed, Zip Recruiter, Career

Builder, Monster, Facebook, etc.

 Use local college websites and consider establishing an intern program.

 Seek referrals from existing and perspective clients

 Post an ad in your magazine.

Sample Recruitment Ad
Money Pages has an immediate opening for an Account Executive in XXXXX

Job Description:

Jacksonville’s premiere savings magazine opened as a locally-owned and operated marketing franchise in XXXXXX.
The owner and publisher are excited to offer a first class opportunity to help local businesses grow by delivering a full
color monthly direct mail magazine to more than XXXX homes in XXXXX. Each issue contains thousands of dollars
in local savings for dozens of the best in local area businesses. As an Account Executive, you will work closely with
business owners, decision makers, decision influencers and advertising agencies to create and implement
successful advertising and marketing campaigns. We are building a team of experienced marketing professionals to
expand our footprint and help the local community through our direct response publication. Help businesses grow
their reach with our marketing tools while helping local readers save money on everyday purchases. Motivated
individuals who are excited to be part of a dynamic sales team environment will find this a compelling opportunity to
be part of a top tier marketing company. This is your opportunity to participate in building the area’s newest and
most effective choice in direct response media.

Qualifications:

• A college degree is preferred (Marketing or Communications a plus).

• One to two years advertising or marketing experience preferred.
• Motivated self-starter
• Demonstrated organizational skills and attention to detail
• Ability to build professional networks
• Comfortable in a high energy sales environment
• Strong oral and written communication skills

Requirements and Responsibilities:

Prospect new sales opportunities through direct marketing and monitoring other marketing channels to identify
business owners that have an immediate need to get their message to the marketplace. Present solutions that help
businesses meet their marketing goals using the full suite of Money Pages print, direct mail, and interactive products.
Foster long term relationships with new and existing customers to help them continue to grow. Significant
engagement with the local community, participation in networking groups and local events to build a strong referral
network. Monitor and evaluate ad campaign performance to ensure maximum effectiveness.

Please send resumes to:

[EMAIL ADDRESS]

An independently owned and operated franchise of Money Pages Franchising Group, LLC

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 Screening Applicants
After you have posted a position, applicants will begin to send in their résumés via email
or in whatever manner you requested in your ad. The goal is to narrow down the
applicants and categorize them by your degree of interest in that applicant. Use the
Telephone Talent Screener (see next page) and your own experience to screen
applicants.

As you review résumés, you can focus your review on several areas:

 Experience—look for relevant experience, such as sales experience.

 Education—degree in marketing, advertising, communications,

psychology.

 Attention to detail—typos in the letter or on the résumé may indicate a

less than satisfactory attention to detail.

 Red Flags—note any gaps in employment or job hopping that might

indicate a lack of commitment or of employability.

Call these pre-qualified applicants and schedule an initial phone interview.

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Figure D.1 – Telephone Talent Screener

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The Interview Process

An interview process is designed to make qualified judgments about an applicant’s
suitability for a job. Unfortunately, many interviewers either don’t have a clear picture of
what the job requires or they let non job-related factors influence their thinking. Either way,
they ask questions that don’t appropriately relate to the job, thereby placing themselves
and the company in a legally vulnerable position.

All questions used during the interview process should center on the applicant’s ability to
do the job, availability to work the hours required, willingness to accept the salary/wage,
conformity to Money Pages standards for such things as grooming, punctuality,
appearance, and apparent demeanor. Questions asked should never suggest any biases.
Each question must be directly related to the requirements of the job and not suggest
assumptions about any protected class or group.

The five categoriesability, availability, willingness, conformity, and demeanorprovide a

starting point for you to use as you interview applicants. Think about what you need to
know about the applicant and why you think that characteristic relates to the job. However,
also keep in mind that the Equal Employment Opportunity Commission has an opinion
about what you need to know, and you are required to live by those standards (see
“EEOC Pre-Employment Inquiry Guidelines” on next page).

If an applicant volunteers information that you aren’t permitted to ask (e.g., family status),
this does not give you license to discuss the matter further. Instead, you must redirect the
conversation to job-related factors and make it clear that you won’t use the unqualified
information as part of the decision process.

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EEOC Pre-Employment Inquiry Guidelines

SUBJECT LAWFUL INQUIRIES UNLAWFUL INQUIRIES
Address/ Applicant’s address. Inquiry into place and Specific inquiries into foreign addresses
Residence length of current and previous addresses. that would indicate national origin. Names
“How long a resident of this state or city?” or relationship of persons with whom
applicant resides. Whether applicant owns
or rents a home.
Age Minor. You can inquire about proof of age in Discrimination against persons who are
form of work permit or certificate of age. between 40 and 70 years of age is
forbidden by EEO law.
Arrests/ Inquiry into actual convictions that relate Since arrest does not establish guilt, any
Convictions reasonably to fitness to perform a particular inquiry into arrests is unlawful.
job. (A conviction is a court ruling where the
party is found guilty as charged. An arrest is
merely the apprehending or detaining of the
person to answer the alleged crime.)
Citizenship You may tell applicants that, if hired, they “What country are you a citizen of?”
will be required to present proof of Whether an applicant or his/her parent or
citizenship or right to work prior to starting spouse is a naturalized or native-born U.S.
the job. If hired, asking if they have such citizen. Date when applicant or parents or
proof is legal. spouse acquired U.S. citizenship.
Credit Report None Any inquiry concerning an applicant’s credit
rating, charge accounts, past assets or
liabilities, or garnishments.
Education Applicant’s academic, vocational, or Dates of attendance or completion of
professional education, including school elementary or high school. Inquiries asking
attended. Inquiry into language skills, such specifically the nationality, racial, or
as ability to read, speak, and write in religious affiliation of a school. Inquiries as
foreign languages. to what the mother tongue is or how foreign
language ability was acquired.
Family None Cannot inquire concerning an applicant’s
spouse or spouse’s employment or salary,
number of children, childcare
arrangements, or marriage plans.
Disabilities Can inquire concerning specific disability “Do you have any handicaps?” or any
that might affect an applicant’s ability to general inquiry as to diseases an applicant
perform job requirements. If the answer is may have had. Questions regarding receipt
“yes,” a follow-up question should be of worker’s compensation.
asked: “Is there anything that can be done
to accommodate your disability so you
could do the job?”
Language Can inquire into an applicant’s ability to Cannot inquire as to how an applicant
read, speak, or write specific languages acquired the ability to read, speak, or write
when such skills are related to the job for a foreign language.
which the person is applying.

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EEOC Pre-Employment Inquiry Guidelines (cont.)

SUBJECT LAWFUL INQUIRIES UNLAWFUL INQUIRIES

Marital Status None Cannot inquire as to an applicant’s marital
status.
Military Type of education and experience in Type of discharge. Questions regarding
Record service as it relates to a particular job. service in a foreign military.
Name “Have you ever been employed under Inquiries about the name that would
another name that I should know to check indicate an applicant’s lineage, ancestry,
references?” national origin, or descent. Inquiries into
previous name of applicant where it has
been changed by court order, marriage, or
otherwise.
National Origin None Cannot inquire concerning an applicant’s
lineage, descent, birthplace, native
language, or origin of the applicant’s
parents or spouse.
Organizational “Do you belong to any organization in which “List all of the clubs, societies, and lodges
Memberships you’ve gained experience that you think to which you belong.” General questions
may be related to this job?” regarding organizational memberships that
are not job-related.
Pregnancy None Cannot question regarding an applicant’s
past or present pregnancies and future
plans concerning pregnancy.
Race/Color None Cannot inquire concerning race or physical
characteristics, such as height or weight.
Relatives/ Names of an applicant’s relatives already Name or address of any relative of adult
Friends employed by the company. Names and applicants. “With whom do you reside?” or
addresses of parents or guardian of minor “Do you live with your parents?”
applicant.
Religion/Creed Statement by employer of regular days, Questions regarding an applicant’s religion.
hours, or shifts available. Religious days observed or “Does your
religion prevent you from working
weekends or holidays?”
References “By whom were you referred for a position Require the submission of a religious
here?” Names of persons willing to provide reference. To request a reference from an
professional and/or character references for applicant’s pastor.
applicant. Name of person who suggested
that applicant apply for a position at the
company.
Salary Questions concerning salary history and Any inquiries or statements that might
whether the salary being offered is suggest that men and women or minorities
acceptable. and non-minorities are paid at different
rates for work of equal value.
Sex None Cannot inquire concerning an applicant’s
sex or sexual orientation.

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When conducting interviews, remember that first impressions will tell you a lot about an
applicant who wants to be hired. Be observant throughout the interview. Your goal is to
collect enough information on the applicant to make an informed decision. But at the
same time, you must develop an accurate picture of the job for which you are hiring and
communicate that to the applicant. Ultimately, you need to determine the ability of an
applicant to successfully perform the duties of the job.

The phone interview is the first step of the Money Pages interview process. Use the
Sales Team Selection Questionnaire (see Figure D.2) to ensure you ask all pertinent
questions and are consistent among sales applicants. Look for answers that represent
what you are looking for in an account executive.

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Figure D.2 – Sales Team Selection Questionnaire

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If you do not wish to hire this person, be sure to thank the applicant and let the applicant
know you are doing a lot of interviewing and if he/she doesn’t hear back in three days, you
have probably moved ahead with a different applicant.

If you are interested in talking to this applicant more about the open position, let the
applicant know the next steps.

The face-to-face interview is the next step in the application process for qualified
candidates who had a strong phone interview.

Before interviewing, review the Do’s and Don’ts below so you can get the most out of the
interview.

Do conduct the interview in a quiet, private, Don’t keep an applicant waiting; this increases
comfortable place. anxiety and could give the applicant a negative
impression.
Do try to put the applicant at ease from the start
with brief, friendly conversation. Don’t build false hopes.

Do show interest in the applicant. Don’t oversell the position.

Do clearly outline the requirements and essential Don’t give opinions; only provide answers to any
elements of the job. questions that are asked.

Do explain all conditions of employment. Don’t prejudge an applicant.

Do encourage the applicant to ask questions and Don’t develop a “canned” interview.
talk about himself/herself.
Don’t use inappropriate or non-job-related
Do listen; an applicant should do most of the excuses to turn down a candidate.
talking.
Don’t send applicants away upset or angry. Make
Do ask questions that are specific to the position sure they leave with a positive feeling, whether or
you are looking to fill. not you plan to offer them a job.

Do close the interview by providing information

about the next step in the process, if applicable.

Also consider these additional guidelines:

Interviewing  Most applicants are nervous during interviews. Try to make applicants
guidelines: feel as comfortable as possible.

 Give the applicant some background and history of Money Pages.

Explain the business and the organization’s philosophy.

 When you ask a question, wait for the applicant to respond; resist the
temptation to converse. Silence can be a powerful tool for eliciting

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additional information.

 Inquire about pay requirements by asking the kind of income the

applicant is looking to make

 Observe the applicant’s body language. Is there a level of enthusiasm?

Does the person sound confident? Does the applicant consistently
make eye contact?

 Note whether or not the applicant took time to review the company
website or investigate the details of the position himself/herself. This
demonstrates initiative and a higher level of interest in the role.

 Ask open-ended questions to encourage applicants to talk.

 If the applicant gives you an incomplete answer to a question, ask for

clarification or ask follow-up questions to obtain clarification.

 Emphasize the customer service and sales aspects of the business

and explain the standards of behavior and appearance.

 Give the applicant an accurate picture of the job.

 Use your intuition. If something doesn’t feel right, investigate.

Sometimes uncomfortable facts have to be uncovered, but better now
than later. If you are unsure about the applicant, consider asking the
individual to return for another interview. Many times you are better
able to determine what an applicant is really like on a second interview;
generally, the individual is less nervous during that time.

 End the interview on a positive note. Let the applicant know what the
next step in the process will be and when to expect notification of your
decision.

Above all, remember to consistently use the same job-related criteria for all applicants. As
you consider the applicants you have interviewed, keep in mind that you should make
your selection on the basis of ability as demonstrated by past performance, employment
history, and education. Past performance is usually the best predictor of future job
successes.

Greet the applicant when he/she arrives and have the applicant complete an Employment
Application (see Figure D.3).

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Figure D.3 – Employment Application (Page 1)

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Figure D.3 – Employment Application (Page 2)

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Make the following initial observations:

? Is the applicant appropriately dressed for the interview and on time?

? Does the applicant make eye contact?
? Does the applicant seem confident, yet approachable?
? Did the applicant bring something to write with and to write on?

Discuss the applicant’s background. Encourage the applicant to talk about his or her
experience and impressions by asking open-ended questions. Focus on the applicant’s
résumé and drill down his/her experience. Discuss Money Pages and our philosophy and
approach with clients. Don’t embellish or try to paint the most positive picture of the job
either. It’s best to set realistic expectations and be honest about the day-to-day
expectations of the position. Our experience has shown that if you under-promise and
over-deliver, you tend to retain better employees. Be sure sales applicants understand the
challenge of a sales job.

As the applicant talks, be observant and assess profile characteristics.

? Is the applicant personable?

? Is the applicant a good communicator?
? Does the applicant present himself or herself well?
? Does the applicant have a professional look?
? Does the applicant seem genuinely interested in Money Pages? What
is the quality of the questions he/she asks?
? How capable would the applicant be in terms of working independently?
? Does the applicant show a passion for small business?
? Does the applicant reflect a balanced approach to life?

? Is the applicant likeable?

You must also try to determine whether there is a good fit. To accomplish this, you should
let applicants do most of the talking. However, knowing what questions to ask during an
interview is very important. While you want to ask specific questions, remember that
there are guidelines (see page D-24) that dictate the types of inquiries that are unlawful
according to the EEOC.

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Allow time for applicants to ask you questions they may have about Money Pages, the
job, or their expectations. This will sometimes help to shed some light on whether or not
an applicant is really interested in the job, especially if the questions are more specific
regarding duties, benefits, the typical workday, and the like.

If you are still interested in the applicant by the end of the interview, ask the applicant to
complete a background check immediately and ask for references that you can call. Use
the Reference Check form (see Figure D.4) provided.

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Figure D.4 – Reference Check

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 Job Offer
Once you have considered your hiring criteria and the characteristics of all applicants, and
you are satisfied with your choice, contact the successful applicant and make an offer of
employment. We typically make a job offer over the phone and follow up with an offer
letter (see sample next page).

Offer inclusions:  Position being offered

 Rate of pay

 Hours to be worked

 Benefits associated with the position being offered

 Start date

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Sample Offer Letter

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When applicants accept an offer for employment, they must complete the I-9 Employment
Eligibility Verification Form (see example next page). Make sure they understand that you
will require them to present a valid driver’s license (or other photo identification) and a
copy of their social security card, birth certificate, or any other employment eligibility card
or document on their first day of employment.

We also give our new employees an Employee Handbook and ask them to sign for that
as well.

Every applicant who has been interviewed should receive a response. When applicants
have been eliminated, notify them within two or three days. Just call those applicants and
explain that you have selected another applicant who better meets your needs.

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Copy I-9 Eligibility Verification Form

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Hiring on a Probationary Period

Implementing a probationary period helps determine the value of a new employee. It also
helps to see if the fit is good for both Money Pages and the new employee. And if it’s not,
the probationary period provides a structure that makes it possible for either you or the
employee to end the working relationship.

We recommend a probationary period of 90 days. If the employee is not working out, we

recommend that you terminate before the end of 90 days. You won’t incur liability for
unemployment if terminations happen before 90 days. At the end of the 90 days, prepare
an evaluation (see “Performance Evaluations”) and review it with the employee. Make
sure both you and the employee sign the completed evaluation; then file it in the
individual’s personnel file.

If at any point the employee is not performing to standards but you feel the individual has
the potential to improve and become a good employee with guidance and direction, you
might consider extending the probationary period.

While a probationary period is recommended, you still need to do all you can to make the
relationship work. During training, provide instruction and constructive feedback, handle
problems proactively, and provide counseling and additional training as necessary. That
way, if a new employee is not meeting the performance standards, will never perform to
standards (even with additional training), or is obviously not matched to the position, you
can be confident that you have done everything in your power to give the working
relationship a chance.

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Orientation
The training and development of your employees starts with an orientation to the
business. As with any new relationship, the first few days a new employee spends on the
job will begin to shape impressions and attitudes that will stay with him or her for a long
time. So you should ensure that new employees complete a well-organized and thorough
orientation and ongoing training from day onenot just relating to duties and
responsibilities of the job, but to the Money Pages philosophy as well.

Proper orientation will help ensure that your new employees understand the values
upheld by Money Pages and are ready to become members of your team. Beginning a
new job is always intimidating, so reassure your new employees that they have just joined
a great and unique organization, and let them know how important they are to your
business.

 Forms
Step 1: Have the new employee complete employment-related forms. Once you have
welcomed a new employee and have briefly described the orientation and training
process, there is information you must provide and forms you must have the new
employee complete and sign. Each employee should have a personnel file, which should
contain a copy of the following:

Personnel File  Résumé

Contents:
 Signed Employee Handbook Acknowledgement form

 W-4 Formdeclaration of withholding for income tax

 I-9 Formverification of eligibility to work in the U.S.—may be kept

in a different file

 Applicable Workers’ Compensation information

 Equal Employment Opportunity information

 Direct Deposit information

 Confidentiality and Non-Compete Agreement (see sample page 47)

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 “What You Should Know About Me”—employee management tool

that helps you learn more about your new employee and his or her
work and management preferences (see sample page 50)

Although an Employee Status Change Form (see Figure D.7) is not completed at this
time, make sure the employee knows it exists and that it needs to be completed if any
personal information changes, such as marital status, change in federal withholding, or
change of address or phone number. This will help you maintain current personnel
information for payroll purposes. Also obtain the employee’s emergency contact
information.

Finally, ask to see the employee’s driver’s license An exception to the rule: To protect
(or other photo identification), as well as his/her the confidentiality of the information
social security card, birth certificate, or any other contained in individual personnel
employment eligibility card or document. files, all I-9 Forms must be kept
together in a separate file, not in
All information should be kept in the employee’s each individual’s personnel file.

personnel file.

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Sample Confidentiality and Non-Compete Agreement

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Sample “What You Should Know About Me” Employee Management Tool

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 Policies and Benefits

Step 2: Review pay, work schedule, benefits, and pertinent company policies/
procedures. To confirm your new employee’s understanding of the terms and conditions
of employment, these areas should be covered in detail. Your new employees should
complete this phase of orientation with a basic understanding of how your pay and
benefits programs work, what benefits they may initially be eligible for and what, if any,
waiting periods for eligibility are required.

During this phase of orientation, an employee’s NOTE: Since new employees

personal work schedule should be reviewed, as well are absorbing a great deal of
as related time keeping procedures. On the first day, information during orientation,
policies such as reporting personal absences/ be patient and allow ample
tardiness, customer service, dress, employee and opportunities throughout
client safety, etc., should be addressed. We suggest orientation and beyond for
creating an Employee Handbook to give to all new questions.
employees.

 Overview of Office
Step 3: Give new employees an overview of the office. Introduce new employees to
those who are in the office; where appropriate, explain what the various positions are.
Also briefly talk about the new employee’s job description and their role in the office flow.

Your goal in orientation and training is to provide employees with the information they
need to excel in their jobs, which will ultimately help your business to reach its maximum
potential. Outline all of the standards you expect your employees to meet and then
provide the training needed to enable your employees to meet your expectations.

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Training
As a business owner, you must understand that good employees are the foundation of
any business. The time and money you invest in training will return to you in the form of
confident, efficient employees and happy, loyal clients. But to train effectively, you must
have a plan so you know how long training will take, who will do the training, and how and
when the training will be conducted. Developing good employees depends on the quality
and effectiveness of the training you provide.

 Goals for Training

Before you even begin training, there are some things you need to remember. These are
the building blocks of effective training.

Training principles:  To teach is to provide knowledge.

 Be an instructor, not a professor.

 Don’t improvise.

 Make easy what appears difficult.

 Make clear what is not.

 Emphasize important points with your voice.

 Be prepared.

 Initial Training of Account Executives

To train effectively, you must guide your account executives thoroughly.

Consider the following Training Overview. Note that the first two weeks of sales training is
formalized training to build the new account executive’s product knowledge and sales
skills.

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Week 1:

Discuss the magazine and other products we offer. Highlight key points to
remember about our products, packaging and rates. Note what works,
what doesn’t work, how to sell each product, solo mail, exclusive products,
digital packages, etc.

Discuss targeting the right prospects, how to prospect, establishing valid

business reasons to contact a prospect, getting to decision makers,
overcoming objections, ways your clients can “work for you” and asking for
referrals.

Discuss competitive media in the area, including pros and cons, strengths
and weaknesses, best categories to contact, industry rules, lead sources,
how to network.

Discuss putting together a good ad, what makes an ad succeed or fail, and
managing client expectations.

Week 2:

Discuss asking the right questions and coming up with the right CNA and
what should be the outcome, mini closes, contracting next steps.

Discuss follow up to the sale, growing accounts, selling with ideas and
production.

Give the Money Pages Training Test (see sample).

Review the test and answers.

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Sample Money Pages Training Test

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Following these first two weeks, pair the new account executive up with an experienced
account executive to observe and learn the sales process in detail. The new employee
also needs to see the whole process of the magazine through the month and what his or
her role will be. You should also have a sense of what a new account executive’s first
three months will look like.

Training should include Sales Training and Administrative Training topics during the
employee’s first three months.

 Sales Training: Product Training and Pricing; Sales Collateral; Setting the Sales
Appointment; Call Sheets.

 Administrative Training: Using the CRM; Production Process; Payments; Forms &
Agreements; Layout; Communicating Deadlines.

 Ongoing Training
A well-trained employee is essential to satisfying clients. Remember that even the best
athletes in the world train on a regular basis. Their natural abilities only take them so far.
They only succeed when they strive to continually improve their skills through ongoing
instruction and repeated practice.

Why is it important to view the training process as an ongoing one? There are several
reasons.

Reasons for  Responsibilities change from time to time after initial training is
ongoing training: completed.

 Company policies and procedures change.

 New services are always being developed.

 All employees should be given the opportunity to gain additional

knowledge that would put them in a position to maintain long-term
employment with Money Pages.

 Proper training eliminates the frustration employees feel when they are
asked to step in and do a job that they don’t know how to do.

Certainly the need for training is obvious. What is less obvious, however, is the fact that
training never ends. No one is ever fully trained. There is always something more to

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learn about the many aspects of customer service at Money Pages, and there is always
something new to learn as a result of change.

Ongoing Training:

1. Weekly Sales Meetings—all account executives meet weekly to

discuss successes. In addition, train on a specific topic, such as upfront
contracting, overcoming objections, asking the right questions, CNA,
right categories, and brainstorming.

2. Individual Focus Meeting—IFM—the account manager or franchisee

should meet weekly with individual account executives to discuss
account, needs, challenges, and expected business for the month.

3. Ride Alongs—the account manager or franchisee should ride along

with reps in the field and evaluate client interactions.

Ideally, train with your account executives on a weekly basis to role play and work on skills
that need additional work.

Individual Focus Meeting:

Each account executive should have his/her own binder to use as a sales tool. Each week
when the account executive meets with the account manager or franchisee, the binder
should be used to track current sales and forecast sales for the next 90 days. The forecast
will be revised each week as some contracts close or fall through. The account executive
will also enter the forecast into the CRM system so as to have a complete look at sales in
the pipeline. During the IFM, the manager can review the previous week’s activities and
sales closed as well as discuss any clients with collections issues. Finally, there should be
an established sales goal for each account executive, both new business and current
client sales. New business is the term for any client who has not run an ad with us in 4
months.

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Personnel Policies
As a business owner, you must develop personnel policies that clearly define guidelines
for conduct. Once developed, you will then need to modify and expand these policies as
your business grows and changes.

To ensure consistent and uniform enforcement of the policies you establish, we

recommend that you develop an Employee Handbook to serve as a code of conduct.
Whenever you issue a handbook, obtain the employee’s signature to acknowledge receipt
and understanding of the handbook. File the signed acknowledgement in the individual’s
personnel file.

The list of topics on the next pages will give you an idea of the subject areas for which you
should create formal policies. As a business owner, you will want to establish policies in
these areas to suit your particular operation. Always make sure the personnel policies that
you do establish conform to applicable laws.

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Subject Area Policy Statement

Absenteeism

Bereavement leave

Computer Usage

Confidentiality

Conflict of interest

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Subject Area Policy Statement

Criminal violations

Disciplinary Action

Drug/alcohol abuse

Harassment

Holidays

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Subject Area Policy Statement

Internet abuse

Jury duty

Leaves of absence

Maternity/family
leave

Meal/break periods

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Subject Area Policy Statement

Military leave

Open door policy

Outside employment

Overtime

Personal
appearance

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Subject Area Policy Statement

Personal information

Personal property

Posters in workplace

Re-employment

Resignation

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Subject Area Policy Statement

Safety/security

Solicitation

Standards of
Conduct

Tardiness

Telephone/fax/
cell phone usage

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Subject Area Policy Statement

Uniforms/Dress
Code

Workplace violence

Workweek

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Tracking Effectiveness of Sales Staff

In order for your franchise to be successful, your sales need to be consistent and grow.
Ensuring your account executives are selling and fostering strong relationships is one of
the vital tasks of a franchisee.

We believe in setting specific goals with account executives and discuss their progress in
reaching these goals in each week’s IFM. We have included the following goals for
account executives, but you can adjust as necessary for your business. We suggest
having sit-down meetings every 6 months with the sales staff to discuss their
effectiveness.

15-20 face to face meetings a day when account executives first start—
these meetings are more than an exchange of business cards; rather,
these are dialogues about the business.

Ongoing Goals:

 New business percentage

 Growth of existing business

 Number of accounts the rep is handling—should continue to

grow

 New business ratio to company’s new business total

 Whether or not the rep is meeting budget

 Receivables and AR management

 Franchise owner is responsible for training new employees to the

standards of the Operations Manual. This includes sharing product and
ad sales knowledge.

 New employees should have a minimum of two daily interactions with

the franchise owner until base of accounts is established.

 Need to identify problem areas early!

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Uniform/Dress Code
The image of your Money Pages businessand, thus, the entire Money Pages
networkis reflected in the way your employees dress. The old saying goes, “You only
have one chance to make a first impression.” Clients cannot look and see your work ethic
physically, so they will judge you and your employees by appearance. If your appearance
is shabby, unclean, or unusual, you will most likely be regarded with suspicion and
possibly contempt by clients, and you will be treated accordingly. Clients will generally
treat you with the same amount of respect that you have shown for your appearance.

For this reason, we require the following guidelines for dress:

Dress Code  All clothing is expected to be clean, neat, well fitting, and in good repair.
Guidelines:
 Business casual is our required dress code.

 The following are not permitted: hats, shorts, sweatshirts or t-shirts with
unprofessional messages, tank tops or crop tops, flip flops or similar
sandals, jeans, etc.

In addition to attire, there are other general standards you should impress upon your
employees. Remember that the appearance of your employees is one of the factors
making a positive contribution to your image, so you must instill in your employees the
pride you possess in Money Pages.

Standards of  Employees must always project a clean and appropriate image.

appearance:
 Attire should only be part of your standards for appearance. Hygiene
and personal appearance are also importantall employees should be
well groomed.

Under no circumstances should dress constitute a safety hazard. In addition, all

employees should practice common sense rules of neatness, good taste, and comfort.

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Sample Compensation Plans

As an independent businessperson, you have full control over what you wish to pay your
employees and how you want to structure that remuneration. We only require that you do
so within the law and in a manner that encourages your employees to do well in their jobs
and maintain a positive mindset regarding their jobs.

The most effective staff commission system is tied closely with sales, but also takes into
account client turnover and location growth. We have experimented with many forms of
incentives for our employees and have created the system outlined here.

Monthly Bonus Structure: Monthly bonus tied to financial performance. Ideally, this will
motivate the employees to make sales, control expenses and care about the “bottom line.”

 Location Goals – When setting goals, keep in mind they should be attainable but not
a given. It is also suggested that the bonus is all or nothing and the criteria is very
clear.

 Example: $200 for meeting monthly revenue goal (goals set with manager
or franchisee). A monthly bonus structure is suggested, but not required.

 Non-Financial Bonuses – Contests or challenges can become fun motivators for

employees and help to keep them focused on other important areas of the business
office aside from the financial performance. Typically, the rewards for these
challenges are not monetary and can be very creative. Since each person is
motivated by different incentives, it is great to involve the employees in designing
these contests and determining the reward.

Suggested Challenge Topics:

 Keeping reports/lists updated
 Location maintenance
 Planning client appreciation events
 Generating business referrals

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Potential Rewards:
 Paid Time Off (PTO)
 Gift cards
 Certificates/trophies
 Lunch
 Sports tickets
 Treats for employees & clients

Employee Salary Structure: Typically, we do not recommend a high base salary for
sales representatives, but franchise owners are free to determine their own employee
compensation structure. The following are merely examples to help guide you. Feel free
to adjust them as you see fit.
 Regular Sales Associates
 Base salary of $1,500 to $2,000
 Commission range of 10% to 20%
For example: $1,500 base salary and a 15% commission on sales over $5,000.
Please note that commissions are only paid on collected billing, not sales.

Regular employees should be paid on the 1st and 15th of each month. Commissions
are paid on the 1st of every month.
 1099 Contract Employees
 Paid on commission only (suggested rate is 20%)
 Exclusive product sales (not part of the actual magazine) should be paid at
a flat rate of $250 to $400, or a commission rate of 10% to 15%

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Performance Evaluations
While developing reliable and effective employees certainly depends on the quality of the
training they receive, it also depends on providing continual feedback regarding the work
they are doing. Constantly keep the lines of communication open. Compliment employees
when they have done a good job. If there is room for improvement, don’t just tell
employees they did something wrong; provide suggestions and show them what could
have been done differently to do the job right and, thus, improve performance.

One thing you must remember is that the evaluation process actually begins on an
employee’s first day of employment, when you and the employee reach a mutual
understanding of what needs to be accomplished. If expectations are not clearly stated,
mutually understood, and presented in measurable terms, performance will be difficult to
evaluate and may not reflect the desired results.

A formal performance evaluation is most effective when it serves as reinforcement of

ongoing discussions you have had with your employees regarding their performance.
Such an evaluation serves several purposes:

Reasons for  To provide a regular, periodic opportunity for communication between

evaluations: the person who assigns the work and the person who performs it.

 To show employees that you are interested in their job progress and
personal development. This should foster high morale and job
satisfaction.

 To enable discussion of mutual expectations and how well those

expectations are being met.

 To provide you with a systematic guide for planning future training for
employees.

 To assist in discovering, determining, and recording the special talents

and knowledge of employees that otherwise might go unnoticed or
unrecognized.

 To guarantee that each employee’s performance is evaluated on the

basis of considered judgments and a set of criterianot on snap
decisions or inconsistent standards.

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 To give employees an opportunity to discuss job problems, interests,

and aspirations with you.

 To gather data for use as a guide for such actions as wage increases,
promotions, disciplinary action, etc. It should be noted that evaluations
should never be the single factor in such cases.

We recommend that you review your employees after the probationary period (see
“Hiring on a Probationary Period”), and then annually. If an employee shows unusual
improvement or decline in work habits any time between evaluations, you may need to
schedule a special evaluation.

 Evaluation Process
1. Give the employee a blank evaluation form to review prior to the
evaluation meeting.

2. Review the job requirements to be sure you are completely familiar with
them.

3. Review the goals and standards you previously discussed and agreed
upon with the employee, plus any notes you have regarding the
employee’s accomplishments.

4. Review the employee’s work history.

5. Evaluate job performance versus job expectations for the period being
evaluated.

6. Complete an Employee Evaluation Form (see Figure D.5).

7. Note any variances in the employee’s performance that need to be

discussed. Make sure you can provide specific examples.

8. Outline a development action plan for the employee to correct any

performance shortcomings and to develop the individual for future
growth opportunities.

9. Plan your ratings by using the most recent completed evaluation, the
appropriate job description, and notes from the employee’s personnel
file.

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Figure D.5 – Employee Evaluation Form

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 Review Meeting
Once you have completed the evaluation process, you must schedule a time to meet with
the employee. To avoid interruptions, find a convenient time and private place to meet.

Review meeting 1. Outline the purpose of the meeting.

process:
2. Discuss your ratings of each performance factor with the employee. Be
specific and provide examples for strengths and weaknesses in each
area.

3. Review areas needing improvement and action plans to be carried out

by the employee. Develop and agree on a final version of the action
plan.

4. If a merit increase is being included, present it at this time.

5. Obtain the employee’s signature and allow him/her to make any

comments in writing on the evaluation form.

6. Place the completed forms in the individual’s personnel file.

7. Note: the evaluation and review meetings can take place at the same
time.

Please note that employee performance management should be regular and ongoing.
Franchise owners cannot afford loss of revenue growth and bottom line expense
associated with non-performing employees. Ensure specific standards are set and
communicated on a regular basis. This may include:

 15-20 new business contacts daily during the first 90 days

 6 or more set appointments per week

 Adding a minimum of 4-6 businesses per month until an account list of

40 or more is reached

 Keeping A/R over 90 days < 5%

 Selling for rates established by owner

 Growing existing accounts

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Progressive Discipline
Despite careful selection, training, and the implementation of good personnel policies, you
may occasionally encounter an employee who doesn’t seem to be working out at your
Money Pages business. Before dismissing an employee, however, you should ask
yourself these questions:

? Has the employee been properly motivated?

? Has the employee been properly trained?

? Has a proper and adequate explanation of the job been provided?

? Has the employee been allowedeven encouragedto ask questions

at any time during employment? Has the employee understood that
there is no such thing as a “stupid question?”

Often, when an employee isn’t doing the job well, the honest answer to one or more of
these questions is “no.” Before taking irreversible action, you should look at what you can
do to correct the deficiencies. As with most problems, the sooner they are recognized and
attended to, the better. This gives you an opportunity to create an ally and establish a
better working relationship.

The key to a smooth operation is to keep communication lines open and communication
flowing in both directions between you and the employee.

Should you need to carry out disciplinary action, consider the following 3-step approach.
This approach is designed to allow problems or concerns to be addressed and then
monitored for improvement.

Remember when handling discipline situations that you must take into account the legal
realities of the situation and the need to be fair to your employees and your business.

Step 1: When a problem arises, discuss the problem with the employee in a non-
threatening manner. This initial meeting should be informal and
conversational in tone. The employee should then be given adequate
opportunity for improvement. Document this discussion (the date and a brief
summary are sufficient) and place it in the individual’s personnel file.

Step 2: If the problem has not been resolved after a reasonable time period, you
should place the employee on formal notice in writing. Complete an

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Employee Warning Notice (see Figure D.6). Then give the employee a
verbal explanation of the unsatisfactory performance versus the expected
performance. At this time, it is particularly important that you make it clear
exactly what the expectations are, how those expectations are not being
met, and that termination will follow if satisfactory improvement is not made.
Outline specific performance goals for improvement within specific
timeframes. As with any formal counseling, both the employee and a
witness should sign the completed counseling form. If at any step in the
process an employee refuses to sign a warning notice, be sure to note this
on the completed form. You should then keep the employee advised of
his/her progress.

Step 3: If, after the formal counseling sessionassuming the issue is subject to
progressive counselingthe employee is still not performing at a
satisfactory level, the only solution may be termination either during or at
the end of the imposed improvement period.

Given the time, money, and effort you expend to develop your employees, it is to your
advantage to recognize problems and make an effort to resolve them before resorting to
termination. A discharge, under most circumstances, should never come as a surprise to
an employee.

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Figure D.6 – Employee Warning Notice

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Termination/Separation
There are certain standards of behavior that everyone must observe, which are necessary
and reasonable for the proper conduct of business.

 Termination
While a progressive counseling system is recommended to handle performance and
disciplinary problems (see “Progressive Discipline”), there are actions that should be
considered grounds for termination. It is not possible to list every possible offense;
however, these are some examples:

Grounds for  Possession, sale, purchase, transfer, use, or being under the influence
termination: of drugs or alcoholic beverages on company time or premises.

 Possession of dangerous weapons on company premises.

 Immoral or indecent conduct, soliciting persons for immoral purposes,

or the aiding or abetting of any of the above.

 Theft or misappropriation of company property or the property of

clients, or unauthorized removal of any of the above.

 Unauthorized use of company equipment or vehicles.

 Conviction of a felony and/or other crime involving moral turpitude.

 Fighting or provoking a fight with a client or fellow employee.

 Abusing or destroying company property or the property of clients.

 Taking or “borrowing” cash.

 Falsification of employment records or other business-related

documents, regardless of when discovered.

 Any unprofessional behavior, such as sexual harassment, racial

discrimination, fighting, profanity, threats, abusive language, or
malicious conduct directed at you or a client.

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In general, any conduct that is unprofessional, potentially embarrassing, or adversely

affects or is otherwise detrimental to your interests as a Money Pages franchisee, or the
interests of your clients or the public, should result in disciplinary action, up to and
including immediate termination if applicable.

Steps to finalize a 1. Conduct a face-to-face interview with the employee to review the
termination: termination action. Use this opportunity to, as best you can, end the
relationship on a positive note.

Make sure you have a final, completed and signed Employee Warning
Notice on file. Have the individual sign the form to document your action
to end the employment relationship and to verify compliance with your
guidelines concerning termination.

2. Complete an Employee Status Change Form (see Figure D.7). Have

the individual sign the form to document your action to end the
employment relationship.

3. Review final pay and other compensation issues.

4. Explain benefit rights (e.g., insurance, profit sharing, etc.).

5. Even though a negative situation, do everything in your power to make

the separation go smoothly.

Under certain circumstances, you may be exempt from having to pay unemployment
compensation, such as dismissing any employee during the 90-day probation period, as
well as terminating agreements with 1099 Contract employees at any time.

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Figure D.7 – Employee Status Change Form

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 Resignation
An employee can also end the employment relationship by voluntarily resigning from
his/her position. There are several steps you should take to finalize such a separation.

Steps to finalize a 1. Conduct an exit interview with the employee to learn how he/she felt
resignation: about the job, management, and Money Pages. Use the Exit Interview
Form (see Figure D.8) when conducting the exit interview. The
information you obtain from these interviews may aid in any future
unemployment claims, discrimination charges, or future hiring.

2. Try to uncover the real reason the individual is leaving. Look for any
areas in which you might improve employee relations to possibly avoid
losing a good employee in the future.

3. Complete an Employee Status Change Form. Have the individual sign

the form to document your action to end the employment relationship.

4. Review final pay and other compensation issues.

5. Explain benefit rights (e.g., insurance, profit sharing, etc.).

6. Ensure a comfortable separation. Do everything in your power to part

on a positive note.

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Figure D.8 – Exit Interview Form

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Section

F R A N C H I S E
O P E R A T I O N S M A N U A L

Selling Advertising

Sales are the heart of your business; therefore, it is vital that all account executives are
armed with the information, training, and materials they need to be effective sales people.
As a client-centered business, Money Pages believes that it is important to approach the
sales process from a consultative or advisory mentality. We expect you, the franchise
owner, and your employees to take time learning about your clients’ businesses and
introducing them to our Money Pages services, both print and digital.

In this chapter, we will cover some of the day-to-day selling tactics you and your
employees may use to help develop relationships with clients, such as how to target your
market, cold calling, and how to overcome objections.
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Table of Contents

GROWTH TRENDS .......................................................................... 1

 Developing Base Clients .................................... 1

 Growing Your Page Counts ................................ 3

TARGETING YOUR MARKET .......................................................... 4

 Profile of a Typical Advertiser ........................... 5

INCOMING CALLS ........................................................................... 6

TYPICAL SALES FLOW ................................................................... 7

COLD CALLING ............................................................................... 8

 Before the Account Executive Calls .................. 8

PREPARING FOR SALES APPOINTMENTS ................................... 11

 Understanding Your Competition .................... 11

 Understanding MP Competitive Advantages ... 12

 What to Bring to an Appointment .................... 12

MONEY PAGES SALES PRESENTATION....................................... 14

 Client Needs Assessment ................................ 15

 Solving the Need .............................................. 16

 Positioning MP Services and Products ............ 19

 Ad Specifications ............................................. 22

 Answering Objections ...................................... 24

 Closing the Sale ............................................... 31

 Selling Premium Placement ............................. 35

CALL TRACKING........................................................................... 38

PRICING THE AD .......................................................................... 42

SOLO MAIL………………………………………………………………………….44

TESTIMONIALS ............................................................................. 46

PROSPECT MANAGEMENT ........................................................... 48

MATRIX CRM ................................................................................ 49

ADMALL …………. .......................................................................... 53

PAYMENT …………......................................................................... 56
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WORKING WITH NATIONAL AND REGIONAL ACCOUNTS ........... 57

 Money Pages Corporate ................................... 57

 Money Pages Franchise to Franchise Sale ...... 58

 MP Franchisee Sale into a Corporate Market .. 58

 Exception Process ........................................... 60

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Growth Trends
As a Money Pages franchisee, you have specific minimum performance standards that
are outlined in your franchise agreement. In general, you must publish a magazine that is
at least 16 pages during your first 6 months in business. In months 13 and beyond, your
magazine must be at least 32 pages. You are required to have a minimum of two
individuals selling products to clients. The first is you as the franchisee, and secondly an
account executive or an account manager. Clearly, growth is a goal for you as the
business owner as well as for us, the franchisor. Strategies for growth are outlined here.

 Developing Base Clients

When you first open, you will need to spend time developing base clients. We have
identified several categories that are strong categories for Money Pages magazines.
Consider the Initial Prospect Categories Form (see Figure E.1) that we have included
and work to fill those categories initially. These clients will likely develop into base clients
who see an uptick in their traffic after advertising with Money Pages and may be more
open to larger ads, premium products, and placement opportunities.

We also recommend only selling third, half, and full pages during the first 6 months after
opening to ensure your new clients have large enough ads to generate results that will
encourage a long-term commitment from them.

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Figure E.1 – Initial Prospect Categories Form

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 Growing Your Page Counts

When you first open for business, you will be working hard to grow the Money Pages
brand in your area and build a reputation as a locally owned business that provides
advertising solutions to other locally owned businesses. As your reputation builds and
clients embrace the Money Pages philosophy, product, and processes, you will find
opportunities to grow your page counts.

 Sign longer term agreements for 6 or 12 months. This helps build the
momentum of your business and allows clients to see their response
rate grow as the local community becomes more familiar with the
values found in Money Pages magazines. Single issue agreements
are strongly discouraged. An advertising campaign is more than just
one ad. You need frequency and consistency to build a proper ad
campaign.

 Provide incentives to clients to purchase longer term agreements. Offer

favorable terms to help build your own cash flow as well as fill the
magazine pages.

 As clients become more familiar with Money Pages magazine, see their
ads and an increase in traffic, focus on selling placement and premium
products. Clients will see competing businesses choose to invest in
premium products and placement; offer these opportunities as a way to
see a faster increase in traffic and build a stronger brand.

 You need to balance the need to continually service current clients with
the need to bring in new clients. Service to our clients should never be
sacrificed; work with account executives to ensure that both ongoing
service to current clients as well as new client generation are equal
priorities. Current clients are a source of regular income and provide
many growth opportunities.

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