A GOOD NEWS PAPER !
FranchisingAuthor :
Donna Messer 
Donna Messer is a networking expert. She is the author of “Effective Networking Strategies” a Canadian Best Seller. Donna is a motivational speaker, addressing audiences on three continents. To reach Donna or get a copy of her book - www.connectuscanada.com
SNAP Newspaper Group captures life and entertainment on a monthly basis, in a non-political friendly way. It is an organization that specializes in the franchising of community publications. This is a newspaper that has taken off as one of Canada’s fastest growing franchises. Their business opportunity is not only unique; it’s fun! It’s lifestyle enriching, while offering a tremendous financial upside for franchisees. To feel the true impact of the offering you are encouraged to contact SNAP.
With all the turmoil, disaster and general news hitting the airwaves and our local print media, someone has finally come up with a monthly publication that is strictly about the positive reflections of a community.
There are lots of pictures in this publication, pictures of people you’ll recognize, there are no fires, crimes, traffic accidents, wars or politics – it’s strictly a photographically rich, free to consumers publication.
SNAP Newspaper Group Inc. is a private company, founded in 2004 in Newmarket, Ontario, Canada by Paul Dutton and Jon Henderson. The pair brought their extensive knowledge of advertising & marketing, technology and print production backgrounds together to deliver the publication SNAP Newmarket. Their intention was to use Newmarket as a test market for other similar demographic locales within North America. Shortly after launching SNAP Newmarket, Jammie Kennedy was brought on board to lead and develop the sales strategies for both local and franchise environments.
The fundamental philosophy of any and all SNAP franchises is to deliver a quality publication, printed on superior paper stock with a heavy photographic thrust augmented with fun and inspirational editorial content. SNAP's great achievements and unique exponential success is attributed, in part, to both its ideals and its humility. SNAP does not pretend to be what it is not. They represent the optimistic side of the community and focus on illuminating the outer smiles and the inner pride within that community.
SNAP Newspaper Group's franchise development structure was built on the principle that they would only be successful if their franchisees were successful. With this in mind their priority was to develop strong partnerships with the members of their team – their franchisees.
Once Newmarket was established and successful, it was time for the franchise to begin to grow. Together, Paul, Jon and Jammie began to build this newspaper, one location at a time.
To make sure the franchises were successful they used a business model that emphasized customer service and relationships, along with state of the art technology, marketing savvy and superior quality. This included offering a comprehensive training week spanning a wide range of operations, that incorporated creative, sales and management skills development, followed by ongoing and unlimited support.
With such a strong support system in place, each franchise owner becomes an operational expert, able to focus on providing an outstanding experience for the clients and community every day. Franchisees soon find themselves becoming a strong contributing member of the SNAP team, reaping the rewards of owning a business “for yourself” - but “not by yourself.”
At SNAP Head Office, they pride themselves in the continued development of the relationship they have with their franchisees and they encourage creative participation in the ongoing growth of the company.
The team anticipates strong franchise growth and they are actively seeking franchise applications across North America. In addition to the approx 50 locations they have currently, there are approximately 150 more franchises under contract and planned for launch by year end 2009.
Why is this franchise growing so rapidly?
• The publications are photographically rich and free to consumers.
• They capture life and entertainment, and the overall spirit of the local community.
• Statistics show that people like to see and read about themselves, their families and friends.
• The papers are printed monthly, distributed strategically through “exit news racks” at key retail stores, community centres, libraries and by advertising partners.
• The publication is printed on high quality white book stock, providing a cleaner, high quality looking newspaper.
• With all the positive content, people are put in a better frame of mind to digest advertising.
What makes owning a SNAP Franchise a winning scenario?
There is a win/win scenario with each new franchise location, because each new SNAP franchise focuses it’s energies on enriching the community where it is located.
Win #1 The first win is for the community at large – by showcasing the various activities and participants, as well as promoting up coming events, consumers can connect with greater ties to their “home” environment. This leads to greater participation and involvement both physically and monetarily. Comments heard regularly include, “Hey, I got my picture in the paper!” or “Did you see my daughter in SNAP?”
Win #2 The second win is for advertisers.
Associating their advertising with a “positive” publication allows for the message to be psychologically well received. Inspiring the consumer to reflect positively on the advertiser, in both support of their products and to the community.
Win #3 It is an essential responsibility of SNAP to promote various community related events in which businesses in the community take part. It is a SNAP’s belief that these organizations are the cornerstones of community and are directly responsible for making these events happen.
Win #4 By advertising in SNAP, organizations and businesses will be a part of a beneficial relationship that displays their contributions to the community at large. Furthering the growth of both businesses and organizations within the local community, as they rightfully deserve.
Win #5 The SNAP policy is to keep the ad-to-content at approximately 45-55% which is up to 25% lower than most community newspapers. This unique attribute allows ads the space needed along with more opportunity to be seen multiple times during the 40 day run.
Win #6 There is a graphic designer included in the ad price. The designer is on hand to review the design and placement of the ad, and is available to send any additional copies in PDF format without additional costs.
The SNAP team prides themselves on the development of partnerships. Partnerships that build better businesses within the community, while helping to stimulate and build the franchisee’s reputation - now that’s a winning scenario!
Sidebar:
Meet the team:
President & CEO Paul Dutton
Paul has extensive expertise in advertising, marketing and technology development plus a familiarity with public markets. He is the direct connect for the franchise development team, with ongoing involvement in all other aspects of the companies growth.
Dr. Jon Henderson COO
Jon’s background in advertising & technology plus his comprehensive software application knowledge allows him to lead the operations both on the financial management side plus creative & production.
Jammie Kennedy - VP Sales
Jammie’s extensive background in sales & sales management for national and multi-national organizations allows him to lead and direct the sales initiatives of the organization. He will be responsible for hiring key sales personnel for future franchise and advertiser sales efforts.
Veronica Williams - VP Corporate Sales
Veronica’s extensive experience in marketing and advertising, with a focus on revenue results allows her the direct responsibilities for advertising and operations. Veronica is responsible for setting up a national team to enhance the publication’s sales and marketing opportunities.
Melissa Powers - VP Operations
Melissa is responsible for managing daily operations including the hiring of key personnel. She is the direct liaison between all organizational aspects and communication with franchisees. She manages the production and workflow for all publications.
Dan MacPherson - VP Franchise Relations
Dan is an extensive world traveler. His role at SNAP is franchisee support and educational development. He has helped to create a unique and involved 10-day training program for new franchisees.
Neil Thorne, VP Brand
Neil’s diverse experience includes marketing and graphic design management. Neil is responsible for maintaining and building upon SNAP’s established brand as it relates to internal and external publications, including all SNAP newspaper franchises, and is jointly responsible for the hiring, training and directing of the design staff.
Tricia Walterhouse VP Creative
Tricia’s extensive background in communications and publication design has given her the knowledge and drive to lead the creative department. Her duties include managing day-to-day operations, hiring and training new employees, and overseeing newspaper production.
With all the turmoil, disaster and general news hitting the airwaves and our local print media, someone has finally come up with a monthly publication that is strictly about the positive reflections of a community.
There are lots of pictures in this publication, pictures of people you’ll recognize, there are no fires, crimes, traffic accidents, wars or politics – it’s strictly a photographically rich, free to consumers publication.
SNAP Newspaper Group Inc. is a private company, founded in 2004 in Newmarket, Ontario, Canada by Paul Dutton and Jon Henderson. The pair brought their extensive knowledge of advertising & marketing, technology and print production backgrounds together to deliver the publication SNAP Newmarket. Their intention was to use Newmarket as a test market for other similar demographic locales within North America. Shortly after launching SNAP Newmarket, Jammie Kennedy was brought on board to lead and develop the sales strategies for both local and franchise environments.
The fundamental philosophy of any and all SNAP franchises is to deliver a quality publication, printed on superior paper stock with a heavy photographic thrust augmented with fun and inspirational editorial content. SNAP's great achievements and unique exponential success is attributed, in part, to both its ideals and its humility. SNAP does not pretend to be what it is not. They represent the optimistic side of the community and focus on illuminating the outer smiles and the inner pride within that community.
SNAP Newspaper Group's franchise development structure was built on the principle that they would only be successful if their franchisees were successful. With this in mind their priority was to develop strong partnerships with the members of their team – their franchisees.
Once Newmarket was established and successful, it was time for the franchise to begin to grow. Together, Paul, Jon and Jammie began to build this newspaper, one location at a time.
To make sure the franchises were successful they used a business model that emphasized customer service and relationships, along with state of the art technology, marketing savvy and superior quality. This included offering a comprehensive training week spanning a wide range of operations, that incorporated creative, sales and management skills development, followed by ongoing and unlimited support.
With such a strong support system in place, each franchise owner becomes an operational expert, able to focus on providing an outstanding experience for the clients and community every day. Franchisees soon find themselves becoming a strong contributing member of the SNAP team, reaping the rewards of owning a business “for yourself” - but “not by yourself.”
At SNAP Head Office, they pride themselves in the continued development of the relationship they have with their franchisees and they encourage creative participation in the ongoing growth of the company.
The team anticipates strong franchise growth and they are actively seeking franchise applications across North America. In addition to the approx 50 locations they have currently, there are approximately 150 more franchises under contract and planned for launch by year end 2009.
Why is this franchise growing so rapidly?
• The publications are photographically rich and free to consumers.
• They capture life and entertainment, and the overall spirit of the local community.
• Statistics show that people like to see and read about themselves, their families and friends.
• The papers are printed monthly, distributed strategically through “exit news racks” at key retail stores, community centres, libraries and by advertising partners.
• The publication is printed on high quality white book stock, providing a cleaner, high quality looking newspaper.
• With all the positive content, people are put in a better frame of mind to digest advertising.
What makes owning a SNAP Franchise a winning scenario?
There is a win/win scenario with each new franchise location, because each new SNAP franchise focuses it’s energies on enriching the community where it is located.
Win #1 The first win is for the community at large – by showcasing the various activities and participants, as well as promoting up coming events, consumers can connect with greater ties to their “home” environment. This leads to greater participation and involvement both physically and monetarily. Comments heard regularly include, “Hey, I got my picture in the paper!” or “Did you see my daughter in SNAP?”
Win #2 The second win is for advertisers.
Associating their advertising with a “positive” publication allows for the message to be psychologically well received. Inspiring the consumer to reflect positively on the advertiser, in both support of their products and to the community.
Win #3 It is an essential responsibility of SNAP to promote various community related events in which businesses in the community take part. It is a SNAP’s belief that these organizations are the cornerstones of community and are directly responsible for making these events happen.
Win #4 By advertising in SNAP, organizations and businesses will be a part of a beneficial relationship that displays their contributions to the community at large. Furthering the growth of both businesses and organizations within the local community, as they rightfully deserve.
Win #5 The SNAP policy is to keep the ad-to-content at approximately 45-55% which is up to 25% lower than most community newspapers. This unique attribute allows ads the space needed along with more opportunity to be seen multiple times during the 40 day run.
Win #6 There is a graphic designer included in the ad price. The designer is on hand to review the design and placement of the ad, and is available to send any additional copies in PDF format without additional costs.
The SNAP team prides themselves on the development of partnerships. Partnerships that build better businesses within the community, while helping to stimulate and build the franchisee’s reputation - now that’s a winning scenario!
Sidebar:
Meet the team:
President & CEO Paul Dutton
Paul has extensive expertise in advertising, marketing and technology development plus a familiarity with public markets. He is the direct connect for the franchise development team, with ongoing involvement in all other aspects of the companies growth.
Dr. Jon Henderson COO
Jon’s background in advertising & technology plus his comprehensive software application knowledge allows him to lead the operations both on the financial management side plus creative & production.
Jammie Kennedy - VP Sales
Jammie’s extensive background in sales & sales management for national and multi-national organizations allows him to lead and direct the sales initiatives of the organization. He will be responsible for hiring key sales personnel for future franchise and advertiser sales efforts.
Veronica Williams - VP Corporate Sales
Veronica’s extensive experience in marketing and advertising, with a focus on revenue results allows her the direct responsibilities for advertising and operations. Veronica is responsible for setting up a national team to enhance the publication’s sales and marketing opportunities.
Melissa Powers - VP Operations
Melissa is responsible for managing daily operations including the hiring of key personnel. She is the direct liaison between all organizational aspects and communication with franchisees. She manages the production and workflow for all publications.
Dan MacPherson - VP Franchise Relations
Dan is an extensive world traveler. His role at SNAP is franchisee support and educational development. He has helped to create a unique and involved 10-day training program for new franchisees.
Neil Thorne, VP Brand
Neil’s diverse experience includes marketing and graphic design management. Neil is responsible for maintaining and building upon SNAP’s established brand as it relates to internal and external publications, including all SNAP newspaper franchises, and is jointly responsible for the hiring, training and directing of the design staff.
Tricia Walterhouse VP Creative
Tricia’s extensive background in communications and publication design has given her the knowledge and drive to lead the creative department. Her duties include managing day-to-day operations, hiring and training new employees, and overseeing newspaper production.