IPG Franchisee Operations Manual

This manual is on loan to the franchisee for the duration of their franchise term. The information contained herein

covers every aspect of the IPG Franchising Inc. business methods and as such must be kept confidential at all times.

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Table of contents

Contents

Table of contents ............................................................. 1

Section 1 ............................................................................ 4

Welcome to your franchise! ...................................... 4

1.1 – Purpose ........................................................... 5

1.2 - Restrictions to usage ..................................... 5

1.3 - Manual updates ............................................. 6

1.4 - Table of contents page................................. 6

Section 2 ............................................................................ 7

The history and background of IPG ......................... 7

2.1 - History & background .................................. 8

2.2 - IPG company growth ................................... 9

2.3 - Demand for management services ............ 9

2.4 - IPG philosophy ............................................ 10

2.5 - IPG Florida Vacation Homes objectives .. 10

Section 3 .......................................................................... 12

The history & benefits of franchising ..................... 12

3.1 - The history, background & benefits of

franchising ............................................................. 13

3.2 - The benefits of franchising for the

franchisee .............................................................. 13

3.3 - Established business ................................... 13

3.4 - No previous experience is required ......... 14

3.5 - Finance is readily available ........................ 14

3.6 - More competitive ........................................ 14

3.7 - A proven concept ....................................... 14

3.8 - Lower startup costs ..................................... 14

3.9 - A developing brand.................................... 15

3.10 - Ongoing support is available .................. 15

3.11 - Expansion .................................................... 15

Section 4.......................................................................... 16

Communications ....................................................... 16

4.1 - Head office contact info ............................. 17

4.2 - Visits & communication ............................. 17

4.3 - Communication with the office ................ 18

4.4 - Guests ........................................................... 18

4.5 - Contractors .................................................. 18

4.6 - Homeowners ............................................... 19

4.7 - Meetings ...................................................... 20

4.8 - Newsletters .................................................. 20

4.9 - Training seminars ....................................... 20

4.10 - Additional training .................................... 21

4.11 - Head office support .................................. 21

4.12 - General guidance ..................................... 22

Section 5 ......................................................................... 23

Franchisee responsibilities ....................................... 23

5.1 - Maintaining standards ................................ 24

5.2 - Adherence to methods ............................. 24

5.3 - Corporate image ........................................ 25

5.4 - Use of the IPG name and logo................. 25

5.5 - Livery on vehicle ......................................... 25

Section 6 ......................................................................... 27

The business .............................................................. 27

6.1 - Starting your business ................................ 28

6.2 - Property manager licensing ...................... 28

6.3 - Premises ....................................................... 28

6.4 – Required office equipment ....................... 29

6.5 - Computer system ....................................... 30

6.6 - On-site equipment ..................................... 30

6.7 - Stationery ..................................................... 31

6.8 - Building your business ............................... 31

6.9 - Finder’s fee – borrowed homes ............... 32

6.10 - Rental revenues ......................................... 33

6.11 - Real estate brokerage services ................ 34

6.12 - Real estate referrals .................................. 34

6.13 - Your function as franchisee ..................... 36

6.14 - Services provided by IPG ......................... 36

6.15 - Liaison customer / tour operator ........... 37

6.16 - Liaison homeowner and franchisee ....... 38

6.17 - Customer satisfaction fund ...................... 38

6.18 - Your objectives .......................................... 38

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6.19 - Out-of-area homes ................................... 39

Section 7 .......................................................................... 40

Sales & marketing ..................................................... 40

7.1 - Attracting clients .......................................... 41

7.2 - Welcome folder ........................................... 41

7.3 - Pricing policy ............................................... 41

7.4 - Initial launch ................................................. 41

7.5 - Marketing fund ............................................ 42

7.6 - Use of the marketing funds ....................... 42

7.7 - Marketing methods .................................... 43

7.8 - Websites ....................................................... 43

7.9 - Marketing items .......................................... 44

7.10 - Market potential & competition .............. 45

7.11 - Restrictions on advertising for rentals ..... 45

7.12 - Competitive advantages .......................... 47

7.13 - Market research ......................................... 48

7.14 - Research the area ...................................... 48

7.15 - What do you need to research? ............. 48

7.16 - Customer profile ........................................ 49

Section 8 .......................................................................... 51

Operations procedures ............................................ 52

8.1 - New home set-up ....................................... 53

8.2 - Furnishings & Signage ............................... 53

8.3 - Insurance ...................................................... 54

8.4 - Hotel & restaurant license ......................... 54

8.5 - Business Tax Receipt (formerly known as

Operational License) ............................................ 55

8.6 Tourist Development Tax ............................. 55

8.7 - State sales tax .............................................. 55

8.9 - Utilities .......................................................... 55

8.10 - Telephone & cable .................................... 56

8.11 - Vendors ....................................................... 56

8.12 - Checklists .................................................... 56

8.13 - Daily cleaning schedules .......................... 56

8.14 - Maintenance schedules ............................ 57

8.16 - Exterior ........................................................ 57

8.17 - Air-conditioning ......................................... 57

8.18 - 24-hour emergency maintenance &

repair services ....................................................... 57

8.19 - Pool maintenance and pool enclosure . 57

8.20 - Lawn maintenance ................................... 58

8.21 – Utility billing ............................................... 58

8.22 - Checking in ............................................... 58

8.23 - Checking out ............................................. 59

8.24 - Inspections ................................................ 59

8.25 - Damage / stolen item reports ................ 59

8.26 - Objects left behind ................................... 60

8.27 - Garbage ..................................................... 60

8.28 - Complaint handling ................................. 60

8.29 - Rectification services ................................ 61

8.30 - Emergency complaints ............................ 62

8.31 - Adjustments ............................................... 62

8.32 - Home owner or friend visits ................... 62

8.33 - Receivables ................................................ 63

8.34 - Homeowner deficits ................................. 63

8.35- Canceled homes ........................................ 64

8.36 - Avoiding deficits ....................................... 64

Section 9 ......................................................................... 65

Business administration ........................................... 65

9.1 - Business administration .............................. 66

9.2 - Computer systems ..................................... 67

9.3 - Invoicing....................................................... 68

9.4 - Management financial information ......... 68

9.5 - Accounts ...................................................... 68

9.6 - Sales tax ....................................................... 69

9.7 - Business insurance...................................... 69

9.8 - Monthly marketing fee .............................. 70

9.9 - Payroll........................................................... 70

Section 10 ........................................................................ 71

Staff administration .................................................. 71

10.1 - Staff structure ............................................. 72

10.2 - Dress & appearance ................................. 72

10.3 - Clothing & uniform ................................... 72

10.4 - Employment terms & conditions ............ 73

10.5 - Induction & training ................................. 73

10.6 - Recognition & motivation........................ 74

10.7 - Health & safety .......................................... 76

Section 11 ........................................................................ 76

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Time management ................................................... 76

11.1 - Attitudes towards time ............................... 77

11.2 - Time for paper work .................................. 78

11.3 - Delegation ................................................... 79

11.4 - Scheduling activities .................................. 80

Appendix ........................................................................ 81

Forms / documents .................................................. 82

Supplies & services ................................................... 84

Approved vendors ................................................... 85

Index ............................................................................ 85

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Section 1

Welcome to your franchise! On behalf of all of us at IPG, welcome to the team! Please review this manual, and be sure to check

back on an ongoing basis as it will be immensely helpful as you work through the many aspects of your

business. If you have any questions that do not appear to be addressed in this manual, please feel free

to contact Jamie Greene.

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1.1 – Purpose

This manual is designed for use both during your initial training period and in the day-to-day

operation of your business. This will let you, at any time, obtain guidance or refresh your

memory on any aspect of your business. IPG Franchising Inc. and our affiliates have spent a

great deal of time and effort developing a system for marketing, promoting, advertising,

operating, and conducting a vacation home management business. IPG Florida Vacation

Homes Businesses operates under business formats, methods, procedures, reservations

systems, designs, layouts, signs, equipment, trade dress, standards, and specifications – all of

which we may improve, develop, or modify as and when needed.

This manual is an essential part of that system. IPG Franchising Inc. will transfer to each of its

franchisees the know-how relating to the running of the business.

With your IPG Florida Vacation Homes business, you’ll be working in a large and growing

market. You’ll be managing fifteen to twenty-five or more properties in a selected area.

You agree to follow the standards, specifications, and operating procedures we establish

periodically for the business, and you must comply with all updates and amendments to the

systems and procedures as described in newsletters or notices we distribute, including via

computer systems.

1.2 - Restrictions to usage

Any form of the manual accessible to you is classified and confidential information. You must

uphold this confidentiality and maintain the information in the manual as secret and

confidential. It’s important to keep a copy of the latest manual in a secure location at the

business. In the event there’s a dispute relating to the content of any of the printed copy in

the manual, the master copy of the manual we maintain at our head office will be controlling.

However, in the event we utilize an online manual, the most recent on-line manual will control

any disputes between the on-line version and printed copies of the manuals. You shouldn’t at

any time copy, duplicate, record, or otherwise reproduce any part of the manual. If your copy

of the manual is lost, destroyed, or significantly damaged, be sure to get a replacement copy

at the current charge listed in the Supplies and Services price list in the appendices section.

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1.3 - Manual updates

The manual may be modified, updated, and revised periodically to reflect changes in

operating procedures. The franchisee is responsible for routinely monitoring any online

version (or electronic format) of the manual or changes to it. In the event we make the manual

accessible to you online (or electronic format), we won’t send you printed copies of any

changes to it.

1.4 - Table of contents page

To locate information on a particular subject, refer to the table of contents page at the

beginning of the manual. References are listed in section numbers and main section headings.

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Section 2

The history and background of IPG This section goes over the history and background of IPG Franchising Inc., our philosophy,

and our outlook for the business

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2.1 - History & background

The International Property Group was formed in 1990 in the United Kingdom by Graham

Greene. It began with the marketing of properties for sale in Florida and soon expanded its

activities to include properties for sale in Spain, Cyprus, Tenerife, and South Africa.

Due partly to a personal affinity for Florida and partly to the demands of the market, the

Florida division of The International Property Group (or IPG as it soon became known)

expanded rapidly and became the most active division within the IPG Group of companies.

The philosophy of the enterprise has always been that of high ethics and professional

standards, honesty and integrity. Whilst such ideals were strictly followed by the company’s

personnel in the UK, operating in association with several real estate and management

companies in Florida meant that there was little control over the adherence of such associates

to the high standards that had been set. With a view, therefore of providing IPG clients with a

superior service, the decision was made to establish the group’s own companies in Florida.

Thus, in September 1996, IPG Realty, Inc. and IPG Professional Management, Inc. were formed.

IPG Realty, Inc. (now IPG Realty, LLC) is a real estate brokerage that’s licensed by the

Department of Business and Professional Regulation to Broker real estate sales anywhere in

the State of Florida. The company is also engaged in the long-term rental of homes in the

Central Florida area. IPG Professional Management, Inc. is a full-service property management

company specializing in the management and short-term rental of absentee owned homes. In

2017 the group acquired controlling interests in Bay Pointe Vacation Rentals, a property

management and vacation rental company located in Bonita Springs and Fort Myers Beach on

Florida’s Gulf Coast and Bay Pointe Real Estate, LLC a licensed real estate brokerage in the

same two locations.

Currently, the IPG Group of companies has offices in Clermont (Florida), Atlanta (Georgia),

Bath (UK), Fort Myers Beach (Florida), and Bonita Springs (Florida).

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2.2 - IPG company growth

In just over 20 years, IPG’s Management companies have grown to the extent that they now

manage over 500 homes in the Orlando and Gulf Coast areas of Florida. Whilst this represents

tremendous growth for a company that began with just a handful of homeowner clients, this

number still represents a fraction of the total short-term rental homes within the Central

Florida and Gulf Coast areas. Indeed, it’s estimated that there are presently over 30,000 such

homes in the Central Florida area alone with the number growing monthly.

2.3 - Demand for management services

The attraction of Central Florida as a place to own a second home that can generate a stream

of rental income is clear. Disney World is, of course, the best-known draw that entices over 40

million people a year to the area. As you probably know, Disney World is made up of The

Magic Kingdom, Epcot, Hollywood Studios, and Animal Kingdom, and within each park there’s

an ongoing expansion program that ensures that seldom will any returning visitor have seen it

all. Universal Studios and its Islands of Adventure is arguably a close contender in the theme

park popularity stakes. Add to these, attractions such as Wet ‘n Wild, Busch Gardens,

LEGOLAND, and Sea World (to name just a few), and it’s not surprising that the Orlando area

is known as the Vacation Capital of the World.

The Gulf Coast attracts many vacationers who want to enjoy some of the world’s finest

beaches. Some vacationers stay in the Orlando area and then follow up with a more relaxing

vacation on the coast whilst many head straight for the beaches and stay for 2 or 3 months.

Again, the idea of staying in a spacious vacation home (Single family home or condominium)

is the preferred choice of an increasing number of vacationers.

The many central Florida attractions and stunning Gulf coast beaches along with an enviable

climate virtually year-round, bring a seemingly ever-increasing flow of vacationers literally

from around the globe. For many years, the concept of self-catering holidays has been

popular with the UK market. Yet the concept has become increasingly sought after by other

Europeans and, in the past few years, from the large U.S. and Canadian markets. For families

as well as groups of friends too, the idea of spending ones’ vacation in 2 or 3 cramped hotel

or motel bedrooms just can’t compare with the space, privacy, and flexibility of staying in a

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home. And as for the prices? Visitors marvel at the fact that it’s normally less expensive to rent

an entire house or condominium than one or two hotel bedrooms.

Hence, the demand for vacation rental homes is large and the demand is expanding to an

ever-increasing worldwide audience. This in turn encourages more to purchase properties for

vacation homes and rentals.

IPG Franchising, Inc. offers to establish suitably qualified teams as franchisees of the IPG

system. As such, each franchisee acts very much along the lines of a small to medium sized

management company that provides a personal and high-quality service to the homeowner

clients. As part of the IPG organization, however, each franchisee enjoys the support and

other advantages that comes with a larger organization.

2.4 - IPG philosophy

At IPG Florida Vacation Homes, we constantly strive to improve our program of services to

our homeowners and franchisees. IPG Florida Vacation Homes is committed to developing

business opportunities in property management, vacation rentals, and property maintenance

by creating a network of franchisees:

• Promoting 100% IPG Florida Vacation Homes services

• In IPG Florida Vacation Home’s liveried vehicles (but including individual branding too

as discussed later in this manual)

• Operating to IPG’s consistent and high standards

• Offering a uniformly presented portfolio of vacation homes to vacationers from around

the globe

2.5 - IPG Florida Vacation Homes objectives

We’re one of the top-rated vacation home management companies in the Orlando area. In

2001, we changed our strategy, primarily because market volume had grown in the preceding

10 years. As an innovative leader, it’s our responsibility to expand the market and this can only

be achieved by developing the total property management business. As a franchisee, you’ll be

rewarded for helping with this growth by meeting specified targets. In brief, our main strategy

is:

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• To maintain our performance in Florida with a commitment to vitalizing and expanding

the property management market

• To support and reward all professional franchisees

• To create growth in the market through real innovation in service concepts and

improved efficiency in delivery

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Section 3

The history & benefits of franchising In this section, we'll take a look at the history / background of franchising and how it benefits

you to be part of such an organization.

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3.1 - The history, background & benefits of franchising

The origins of franchising can be traced back hundreds of years, but it’s generally recognized

that the mid 1800’s saw the first real Business Format Franchise. This was developed by the

Singer Sewing Machine Company in the United States, who set up a service and maintenance

system for their machines. General Motors was also involved in franchising in the early 1900’s,

laying the foundations for a franchised motor dealership network, a system, which still prevails

in motor vehicle retailing to this day.

Since those early days, the franchise industry has rapidly developed. Possibly the most

important environmental factor in recent years is the growth in service industries. Many service

related industries are labor-intensive and geographically distributed across large boundaries.

The franchise industry is particularly suitable for these especially as it offers considerable

advantages with increased staff motivation and fewer concerns in managing remote sites.

Changing lifestyles, such as the increasing number of women, who now work, and the greater

free time and affluence enjoyed by the West, have meant that there has been growing

demand for services such as fast food, home cleaning, and maintenance services etc. In short,

the social and economic environments have become favorable to the appearance of a great

variety of franchises.

3.2 - The benefits of franchising for the franchisee

Compared to all that’s involved in setting up a new, independent business, a franchise offers

the franchisee many benefits. Some of the major benefits are shown below.

3.3 - Established business

The franchisee starts his or her business with the use of “Part of the IPG Florida Vacation

Homes network” alongside or just below your chosen trade name. This means that from the

start, your business will be affiliated with the established IPG name and logo that has been

around for over 20 years.

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3.4 - No previous experience is required

It doesn’t matter what your work background is. We’ll teach you everything you need to know.

Each franchisee receives full training and continual management assistance. A positive,

outgoing attitude is the most important factor, and experience in the industry isn’t needed,

although, sales experience is a great advantage.

3.5 - Finance is readily available

Securing finance for a new, independent, unproven business is a huge risk in the eyes of

lenders. Owning a franchise greatly reduces the risk of failure. As a result, you may find it’s far

easier to secure finance and usually at a lower rate than would be the case for an individual

starting an independent business. Many banks have specialized franchising departments who

give preferential deals to franchisees.

3.6 - More competitive

In comparison to starting a new, independent business, your IPG franchise is automatically

more competitive due to the support, reputation, and experience of an established

organization.

3.7 - A proven concept

We’ve been around for over 20 years, so we must be doing something right! You’ll benefit

from our affiliate “IPG Professional Management, Inc” s, proven and respected track record

that’s tried and tested in the field of property management and other related services.

3.8 - Lower startup costs

Here are some of the cost benefits

There’s no need to establish a physical office

You have the ability to launch into the business with the benefit of IPG’s training and

ongoing support. This enables you to start generating income far quicker than if you

had acquired a stand-alone business.

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The free use of a powerful property management software will assist you to launch far

more quickly than if you had to select, purchase, and learn a suitable comprehensive

property management program.

3.9 - A developing brand

We’re always seeking out new ways to expand our reach, and we’re constantly on the look-

out for ways to improve upon our already-proven systems and services. Every improvement

we make, you benefit from.

3.10 - Ongoing support is available

Unlike a new, independent business where you’re on your own, at any time, franchisees may

request help on any aspect of the business from the staff at the head office. Your first contact

should be Evelyn Figueroa, who will provide ongoing support and guidance. If she’s unable to

provide the support and guidance you need, she’ll direct you to the person best able to assist

you.

3.11 - Expansion

After the initial startup phase, the franchisee can expand / grow at their own pace by taking

on more properties as they feel able to do so, up to a maximum of 100 properties. Letting the

franchisee grow at their own pace provides time and scope for development of the business

and time to accrue income to help with the growth. Provided we’re satisfied with the

performance of the franchisee, we may permit further expansion beyond the 100 properties. A

new, independent business doesn’t have this luxury.

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Section 4

Communications This section will cover the communications within IPG Franchising Inc. and where you can get

support for your new business.

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4.1 - Head office contact info

As the franchise owner, you’re the most important part of your business. You’re the one who’ll

directly communicate our quality service and value to guests. To support you in this role are:

Name Phone Email Role

Graham Greene 770.650.5985

Graham.Greene@ipgflorida.com

President

Jamie Greene 863.547.1050 Ext. 2290 Jamie.Greene@ipgflorida.com

Vice President

Carla Zamot 863.547f.1050 Ext. 2230 carla.zamot@ipgflorida.com Accounting

Evelyn Figueroa 863.547.1050 Ext. 2240 Evelyn.Figueroa@ipgflorida.com

Operations manager

Stephanie Cannon 863.547.1050 Ext. 2260 Stephanie.Cannon@ipgflorida.com

Reservations manager

Office fax 863.547.1060

Head office 863.547.1050

Our office hours are 9 a.m. to 5 p.m., Monday through Friday. Have questions during these

hours? Feel free to ask us by fax, e-mail, or phone. Outside of offices hours, you can leave a

message or send an e-mail. The welcome / registration center and reservations department

are open from 10 a.m. to 6 p.m., 7 days a week.

Please note: We’ll respond to messages (other than urgent ones) the following working day.

4.2 - Visits & communication

Excellent communication is essential to any organization, so it’s important to keep in regular

contact with your clients (homeowners). To maintain great customer service, all franchisees

should provide their phone number and e mail address to all their homeowners. At a later

date, we may establish (and you should participate in) a central customer service telephone

number for customer comments and complaints. This will let us filter and notify you about

issues that are relevant to you, based on notification standards. This will allow us to provide

prompt and responsive customer service. We’ll let you know if this becomes available. To

promote full compliance with all our operational procedures, we reserve the right to charge

each franchisee a fee in relation to customer services to the amount listed in the Supplies and

Services section in the appendices of this manual.

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4.3 - Communication with the office

Management from the head office is available, subject to work commitments, to visit and

assist when necessary or appropriate. Also, we support you, the franchisee, with ongoing

training, regular reviews, and business performance analysis, with the objective to ensure the

best performance.

4.4 - Guests

When communicating with guests, it’s essential that all franchisees and staff are always

prompt, professional, and polite. There may be occasions when complaints arise, and these

should be dealt with correctly. This is essential to ensure great customer service and ensure

that everything is to the guests’ satisfaction. Developing a good rapport with guests can

counteract any problems later. If the guest has problems or concerns with the property, then

the visits you need to make may be more frequent and will be based on the action you need

to take. If you are unable to satisfactorily resolve a guest party’s complaint, you must refer the

issue or issues to Evelyn Figueroa or Stephanie Cannon. In some cases compensation

payments may need to be made to guests to compensate then where shortcomings in the

property or service so merits. IPG will determine at IPG’s sole discretion what, if any

compensation payment should be made and by whom the cost thereof shall be borne. It is

crucial that no guest departs any of our homes feeling aggrieved. Compensation payments

are generally less expensive where the issue at hand is resolved in resort rather than waiting

for the guest to return home and then filing a complaint either with IPG or a governmental

agency.

4.5 - Contractors

As your business develops, frequent and regular contact will be necessary with contractors /

vendors for areas such as pool maintenance, lawn maintenance, pest control, and cleaning

(although initially, your own team may maintain some of these areas.). If any of these jobs are

sub-contracted, then each franchisee will be responsible for payments direct to contractors.

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When dealing with contractors, it’s important that expectations of both parties are fully

explored, and a schedule should be drawn up so both the contractor and franchisee are fully

aware of what’s expected. If everything is agreed in advance including prices, duties, timings,

and contingency measures, then breakdowns in communications are prevented. It’s also

essential that you check that all contractors have valid licenses and necessary liability insurance

etc. Each contractor must maintain liability insurance of at least $1 million. Both the franchisee

and IPG Professional Management, Inc must be named on all such policies as additional

insureds. Furthermore, only contractors included on our approved contractors and vendors list

may be used. If you’d like to use a non-approved contractor or vendor, send a request to

Jamie Greene in writing and provide all pertinent information. IPG reserves the right to

approve or disapprove this request(s) depending on a host of factors considered in each

assessment. Franchisees may not use any contractor or vendor that’s not included on our

approved contractors and vendors list except if a written exception is provided by Jamie

Greene or Graham Greene prior to any such usage.

4.6 - Homeowners

Communication with homeowners should be conducted at least monthly or more frequently,

if required. It’s important to establish a preferred method of communication with each

individual homeowner, but written communications (fax or email) are often the best way. This

avoids future misunderstandings. Keep homeowners up-to-date with any event that may be

of interest to them like repairs that may need undertaking. You need the homeowner’s

permission to undertake any repair if the cost is over $250 or $300 (depending on the

management agreement signed) unless it’s an emergency. Don’t forget, as the franchisee, you

may be fully aware of what’s going on and have everything under control, but the

homeowner could be thousands of miles away and unaware, so keep in touch. You can never

contact a homeowner too many times. Most homeowners appreciate a regular call if only to

let them know that all is well with their property. When the homeowner is visiting their own

property, it’s crucial to contact them when they are in residence. Many franchisees provide at

their own cost a welcome basket or bottle of wine as a welcome to the homeowner. Such

gestures are encouraged by IPG and the goodwill gained will usually more than justify the

relatively modest cost involved. Correspondence with homeowners (and with all persons) must

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be grammatically correct, polite and clear. The use of any profane language is absolutely

forbidden as is any aggression, sarcasm or anything that may be deemed to be at all

unprofessional. Where homeowners are doing or saying things that are factually incorrect

their errors should be pointed out in a highly courteous way.

4.7 - Meetings

Periodically, we’ll arrange meetings to which all franchisees will be invited. Once dates for

these are finalized they will be sent to you. These will allow you to meet all the other

franchisees, ask questions, and share ideas. We anticipate these meetings could be used to

share our best practices to give franchisees the opportunity to learn from others. This would

be the forum to discuss new ideas and to gain valuable information on new services and

marketing ideas, plus any changes in legislation affecting the portfolio in the future.

4.8 - Newsletters

To add to the support of franchisees, we may occasionally issue a newsletter to keep you in

touch with any new developments and to keep you up-to-date on any relevant legislative

developments. We may also periodically send a news update to the homeowners, and you’ll

receive a copy of this as well.

4.9 - Training seminars

Before your business opens, we’ll provide initial training on the operation of your IPG Florida

Vacation Homes business. Either you or your manager will need to complete our initial

training to our satisfaction. The timing of the training currently ranges from 1 to 2 consecutive

weeks and will be delivered at our designated training facilities and / or an operating IPG

Florida Vacation Homes business. Successful completion of the initial training program by

either you or your manager is a condition to the opening of the IPG Florida Vacation Homes

business. Although we’ll provide initial training for you at no additional fee or charge (except

where you have purchased an existing franchise where a charge will be made for training),

you’re responsible for all travel and living expenses, which you may incur in connection with

the training. A variety of personnel associated with IPG will conduct training. This could include

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general managers, vice presidents, managers, administrative personnel, and certified trainers /

instructors.

4.10 - Additional training

We may require you or your manager and / or previously trained and experienced employees

to attend periodic refresher training courses at such times and locations that we designate if

it’s deemed necessary and at an additional cost. Alternatively, if at any time you feel that you

need additional training in a particular area, refresher training is available at an additional cost.

You may request this in writing. If you require further information on available courses, please

contact Evelyn Figueroa.

4.11 - Head office support

As an IPG Florida Vacation Homes business, you’ll receive, upon request, on-going support for

your business. This is designed to help your business grow. This is a daily process and a

support team is available during business hours. This will include:

Maintaining keen market awareness -This includes:

o Staying knowledgeable about developments in the property management

market place

o Competitor initiatives

o Keeping abreast of all relevant legislative developments

Availability of marketing materials – This includes:

o Verbal testimonials from satisfied clients

o Promotional items and materials

Maintenance of good communications with other franchisees – This includes:

o Regular telephone calls and personal contact.

o We’ll actively encourage the exchange of information between franchisees,

newsletters, seminars, and group meetings.

Regular reviews of the franchisee business – This includes not only a financial review,

but also a look at Key Performance Indicators. Initially, such reviews may take place as

and when required.

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Introduction of new services – As and when new services are negotiated or launched,

franchisees are made aware of these developments which may assist with the ongoing

expansion of your current portfolio.

4.12 - General guidance

We’ll contact you from time to time regarding the operation of your business based on

reports you submit to us or inspections we make. In addition, we’ll provide guidance to you

with respect to:

Standards, specifications, and operating procedures and methods utilized by IPG

Florida Vacation Homes businesses

Purchasing required fixtures, equipment, signs, products, materials, and supplies

The use of approved suppliers, approved products, and volume buying

Advertising and marketing programs: This includes e-commerce programs, employee

training, and administrative procedures including our designating the equipment,

computer hardware, forms, and accounting, reporting, record keeping, or business

management software that we request you to use

Most of this guidance is supplied in this manual or through bulletins, other written materials,

during telephone calls, or via e-commerce consultations. If additional guidance is necessary or

appropriate, we’ll provide it. We reserve the right to charge you a fee to cover expenses that

we incur in connection with this training or guidance, if your requests are, in our opinion,

excessive. We’ll determine this in advance. The expenses would include per diem charges,

travel, and living expenses for our personnel.

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Section 5

Franchisee responsibilities In this section, we’ll go over the importance of maintaining IPG standards and methods.

P a g e | 24

5.1 - Maintaining standards

The procedures in this manual are of a strictly confidential nature, and accordingly, you must

not, either during the term of the franchise, or at any time thereafter, divulge or use, whether

for your own benefit or for any other person, any part of the procedures except as may have

fallen into the public domain.

You must not use any of the procedures or any other confidential information supplied by or

on behalf of IPG Franchising Inc. or any of its affiliates for any purpose other than the

operation of your IPG Florida Vacation Home business.

You must also ensure that your employees understand and sign a confidentiality agreement

that they must not use any of the know-how or any other confidential information supplied for

any purpose other than for the operation of your IPG Florida Vacation Home business. All

employees must sign an undertaking not to disclose to any third party any confidential

information or knowledge concerning the business. A suitable confidentiality agreement may

be found in the appendix.

A professional attitude is expected at all times in conduct, dress, personal hygiene, ethics, and

in all communications between any person you or your team come into contact with in

relation to your IPG Florida Vacation Homes business. You may only provide the services as

described in this manual.

5.2 - Adherence to methods

Conduct your business to the highest possible standards in all respects. Be sure to notify IPG

Florida Vacation Homes of any customer complaint as soon as practically possible. Do

everything in your power to promote and develop your business in your territory, and comply

in all respects with the detailed operational methods described in the contents of this manual.

Don’t do anything that may bring your business into disrepute or which may in any way

damage the interests of IPG Florida Vacation Homes or any of its other franchisees or affiliate

partners. Don’t engage or be concerned, directly or indirectly, in your territory in any other

franchise arrangement, which competes with or affects the performance of the IPG Florida

Vacation Homes business. Comply with all laws, orders, and regulations. You have to also

obtain all necessary licenses: state and federal affecting your business. Don’t give any form of

guarantee to anyone regarding expectations or financial performance.

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5.3 - Corporate image

You shouldn’t deviate from the agreed uniform as described in section 10. It’s a fact that we’re

all influenced by first impressions, even though our views and opinions may alter through

further acquaintance. It’s the first impression which often determines our responses and

reactions. IPG Florida Vacation Homes prides itself in providing the very best care for its

homeowners, and this is reflected in our image. A customer makes a judgment about IPG

Florida Vacation Homes based on the person that represents the organization. A favorable

reaction helps to overcome doubt and create the receptive atmosphere which is so important

to making more recommendations. Appearance is crucial, not only because it identifies the

wearer of the company they represent, but because it also creates a positive image in

determining a person’s level of success. This is also applicable for any staff employed by the

business.

5.4 - Use of the IPG name and logo

Each franchisee starts their business with the use of the IPG Florida Vacation Homes trade

name, it’s corporate image, and a proven range of services. You may operate your business

under your company name (upon receiving written authorization from Jamie Greene or

Graham Greene), provided the name is always accompanied by the following (as needed):

Part of the IPG Florida Vacation Homes network – this must appear immediately

below or adjacent to the franchisee’s name and / or logo.

&

Each IPG office is independently owned and operated – this must appear on each

item of stationary, vehicle, etc. in an appropriate location, but not necessarily in the

same place as the first line.

5.5 - Livery on vehicle

All vehicles must be white, and all franchisees are required to have signage applied to IPG's

specification. You may also require a trailer to transport necessary equipment. Any vehicle that

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displays the IPG livery must always be well maintained, and any associated equipment should

be in good working order and clean condition.

The recommended livery should be displayed on the sides and rear of all vehicles. The

specification for the livery will be supplied by Jamie Greene. For those franchisees who are not

allowed by their homeowners’ association to display the signage and livery within their

community when parked in their driveway, magnetic blanks are required to cover the signage

and livery but only on the occasions that your vehicle(s) is / are parked on the driveway,

outside your home, and / or, if applicable, your business premises. All signage, livery, and

where applicable, magnetic blanks will be at the franchisee’s expense unless otherwise

advised. Prices are available on request. However, vehicle signage applied in October and

November 2017 will be borne by the marketing fund provided it is placed upon conforming

white vehicles. Any magnetic blanks must be at the franchisee’s cost. If the vehicle is other

than white, the cost of creating a white background will also be at the franchisee’s cost. An

exception to this is where the vehicle is in conformity with IPG’s prior color standard (dark

blue).

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Section 6

The business This section provides an in-depth look at the standards that need to be adhered to in order to

maintain the quality image of IPG Florida Vacation Homes

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6.1 - Starting your business

We offer you the right to service and you agree to service, in accordance with our operating

procedures, typically 15 to 25 properties, which are referred to as management accounts.

Prior to the launch of your business, a letter is sent out to notify homeowners of the transfer

of responsibility for management of their homes from either the IPG head office or the

franchisee temporarily “borrowing” each home to the franchisee. Each franchisee is expected

to send a letter out to each homeowner in their new portfolio to welcome them. All

correspondence must be checked with and approved by Graham Greene prior to dispatch to

any homeowner.

6.2 - Property manager licensing

Each franchisee is required to obtain occupational / local tax licenses for each of the activities

they plan to undertake and for each of the counties in which their managed homes are

located. Typically, licenses are for property management, pool maintenance, handyman

services, yard maintenance etc. These are obtainable from the tax collector of the county in

which your business is based. Specific addresses are issued on request from IPG’s accounts

department.

6.3 - Premises

In line with all existing IPG franchisees, you may operate and run your business from home.

This has many advantages in keeping costs lower, but it also has its disadvantages. When

working from home, it’s important to set aside an area purely for the use of the business—

Ideally a spare room with a desk and filing cabinet. It’s important if you do decide to work

from home that you gain permission from any homeowner’s association, from the counties,

and from any other authority, as necessary. This is essential as guests, homeowners or vendors

may meet with you at your house, if permission is granted. Be sure to check as certain areas

may restrict such activities. IPG’s offices and welcome center are available for your use during

their posted opening hours avoiding the necessity for owners or guests (or even vendors) to

visit your home office for any purpose. You should make all members of the family aware that

if they do take business calls, they should handle them in a professional manner.

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6.4 – Required office equipment

Ring binders or files will be required for each homeowner and within this file you should keep:

A copy of the management agreement with IPG

A copy of the agreement between IPG and franchisee to manage the home

All paid utility bills

Monthly statements for the homeowner

Licenses for the homeowner

Insurance policy(ies) of the homeowner

Copies of all correspondence with the homeowner

Completed and signed, up to date form W-8ECI or W-9

As the business starts to develop and there becomes a need for filing of paperwork, it’s

important to start in the correct manner rather than be weighed down with filing later.

General equipment that’s required:

A customer service phone number—Ideally toll-free

A business telephone line - The customer service number is forwarded to this

number. Franchisee needs to have a customer service number which must be

answered 24/7. Ideally, it should be a toll-free number that forwards to the main

business number when you’re in the office and to your cellphone when you’re not.

A second line for a fax machine is optional.

Broadband, high-speed Internet

Filing cabinet

Desk and other miscellaneous office items

Computer and printer

A cell phone -This is an essential way to keep in contact with the office, and it

provides additional security should you have emergency callouts

It’s necessary to provide IPG with a telephone number at which you may be

reached 24/7 in the event of an emergency

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6.5 - Computer system

As part of the IPG Florida Vacation Homes franchise package, you’ll need a desktop personal

computer, color printer, and various software. A full list of this equipment is provided.

At a minimum, you should have:

A desktop or laptop with:

o An Intel Celeron 2.0GHz or faster processor

o A 120GB hard drive

o 4GB RAM

Broadband Internet access (DSL, cable, etc.)

Color printer

Windows 7 or higher

Adobe Acrobat reader

2016 Microsoft Office Home & Business

Ciirus – Software and log in will be provided.

6.6 - On-site equipment

From the launch of the business, the franchisee should be able to store a vehicle and

equipment in the garage of their home. Some communities don’t permit commercial vehicles,

and in such cases or where there’s not a suitable garage, use a lock up storage unit. To get

you up and running, there are several items that you may need to purchase. These include:

Lawn mower

Cleaning equipment

Pool equipment (only if licensed to do so)

Pool testing equipment (only if licensed to do so)

Commercial vacuum cleaner

The required equipment depends upon which services you decide to carry out yourself and

which you sub-contract. Most franchisees may initially choose to carry out their own lawn

maintenance, in which case a suitable commercial mowing machine is required.

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There’s no specific equipment stated for cleaning purposes. However, a commercial vacuum

cleaner, set of brushes, dusters etc. is needed. Before you purchase polishes and other

cleaning consumables, check with Jamie Greene to ensure that no unsafe chemicals are used.

Franchisees can’t maintain pools unless they’re duly licensed to do so. So, in most cases, it’s

necessary to sub-contract this work. A list of approved vendors may be found in the appendix.

6.7 - Stationery

Graham Greene must approve all printed stationery including letterheads, business cards,

promotional material, etc. prior to ordering. IPG maintains a stock of IPG logo’d plain business

cards. These are ready to print on the franchise details. These can be ordered through Evelyn

Figueroa. Whilst letter headings may be printed, a computer-generated template will usually

suffice. Please liaise with Graham Greene to create a template that complies with the content

and layout standards.

6.8 - Building your business

It’s essential that your business doesn’t become reactive: responds to potential business when

the phone rings. Each franchisee begins typically with 15 to 25 management accounts and an

invaluable opportunity, once you’re established, to grow your business to a maximum number

of accounts that you can demonstrate you can serve. A net gain of 20-40% per year in growth

isn’t an unachievable target to aim for.

Confidence in the IPG systems relieves franchisees of some of the administrative burdens that

often impede businesses from effectively and efficiently providing the very services that they

seek to provide. It’s envisaged that a management company that operates under the IPG

Franchise program, has considerably more scope to expand, succeed, and flourish than any of

the numerous competitors who struggle to provide the comprehensive service that IPG

franchisees can provide. There exists a unique opportunity for suitably qualified prospects to

build successful businesses by utilizing a combination of their own efforts, skills, and resources

with IPG’s invaluable and extensive experience. Look for new opportunities to make more

sales (e.g. advertising, word of mouth recommendations). Have business cards ready at every

opportunity to hand out to people who ask for them. Take advantage of the environment

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you’re in. Get to know other homeowners in the area as they may not all be happy with their

current property management company.

6.9 - Finder’s fee – borrowed homes

Periodically, we may offer you the opportunity to service additional business or new types of

management accounts. This new business may result from the expansion of service for

existing customers at the same or other locations or completely new business accounts.

Ordinarily, we allow you to “borrow” a contract(s). In such a case, you’ll generate income and

pay royalties and billing system fees etc. in the same way you do from all other contracts in

your portfolio. However, “borrowed homes” don’t belong to you and upon any sale of your

business, such contracts are excluded and revert to IPG. During a period of 90 days from the

date you first service a “borrowed” home, you’ll have the option to purchase that contract

from IPG. Currently, contracts may be purchased at the following prices:

Single family pool home with lawn service - $5250

Single family pool home without lawn service - $4750

Townhomes with splash pools - $3750

Townhomes without splash pools- $3000

Condominiums - $3000

Payment terms are 50% upon exercise of the option and 50% payable 6 months later

provided the property is under management at that time.

It’s the franchisee’s obligation to exercise an option, should they wish to do so, by emailing

Graham Greene. Any option not exercised within the 90-day period will be lost.

As an alternative to borrowing the property with the option to purchase, a franchisee may

elect to purchase the contract straight away. Should they do so, a discount of 20% off the

normal price is given. Full payment is due straight away. No guarantees are offered with the

purchase of any contracts under any of the scenarios described above. A borrowed home

may be required to be returned to IPG at any time and for any reason. However, wherever

practicable, IPG will try to provide at least 60 days’ notice. The franchisee shall be entitled to

claim for servicing the contract (in accordance with the terms set out in the contract

concerned) up to the time that it’s taken back by IPG.

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6.10 - Property management referrals

Distinct from the program set out in section 6.9 above, IPG may generate property

management leads in a variety of ways. These include responses from our web site, PPC

campaigns, walk-ins to our office etc. Where such leads are received by IPG they will be

forwarded to the franchisee in whose territory the property concerned is located. Where there

is more than one franchisee in a particular territory, leads will be referred on an alternating

basis. Where the property is not in any current franchisee territory it may be offered to the

franchisee whose territory is closest to the property concerned. IPG makes no charge for

supplying such leads and once converted by the franchisee into a signed contract, that

account belongs to that franchisee. Any referrals made by IPG Realty, LLC will, however,

always be treated as borrowed homes and dealt with as section 6.9 above.

6.10 - Rental revenues

All homes are visible in IPG’s reservation system. IPG will use its best efforts to generate rental

income for all homes by utilizing its tour operator contracts, its extensive network of listing

services and other rental generating programs, and direct marketing initiatives. Rental

commissions are credited to IPG in all cases. Franchisees are encouraged to solicit for rentals

for the homes in their portfolio. In such cases, the relevant commission is for the credit of the

franchisee concerned, less a deduction for the reservation service fee (ordinarily 5% to 10% of

the rental amount). Franchisees may place bookings only where there’s suitable availability,

and any IPG booking already placed may not be displaced except with the prior written

agreement of IPG. Franchisees should discourage their homeowners from attempting to place

owner generated bookings where IPG or franchisee generated booking are already in place.

All rentals generated by franchisees must be input into the Ciirus system under the

franchisee’s name as tour operator. Any booking may be treated by IPG as a franchisee

generated booking if the franchisee solicits the booking, places an advertisement from which

the booking was derived or pays for such advertisement. Precisely the same rules apply where

the property is listed with any rental or other listing site. A booking shall also be treated as

franchisee generated where the franchisee collects funds for the booking. All franchisee

generated bookings are subject to a reservation service fee.

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Rentals must be paid in full to IPG within 3 days of the receipt of rental monies by the

franchisee or 14 days prior to the date of guest arrival--whichever occurs first. Franchisees

must ensure that the payment terms they provide to clients enable the franchisee to comply

with IPG’s payment terms. Time is of the essence. Where full payment isn’t received by IPG by

the due date, IPG may deduct said amount from any funds otherwise payable to the

franchisee by IPG.

Where franchisee’s guests pay utilizing the IPG credit card facility (such facility being provided

as a courtesy and subject to withdrawal at any time) IPG must receive 3% of the total charged

to cover the charge imposed by the credit card company. It is the franchisee’s option whether

to charge such fee to their guest or whether to bear the cost themselves.

Please refer to Section 7.11 for restrictions on where you may market your website and / or

properties for rental.

6.11 - Real estate brokerage services

We may permit you to offer real estate sales brokerage services and may permit other IPG

Florida Vacation Homes businesses to offer such services, without offering you the opportunity

to do so. If you meet our specifications and standards for doing so to the extent and in the

manner that we agree, we may allow you to offer these services. This doesn’t take place until

you’re duly licensed, and we give you written permission. When and if approved, you are

required to hang your license with our affiliate IPG Realty, LLC, and the real estate activity is

governed predominantly by the IPG Realty, LLC procedural manual.

6.12 - Real estate referrals

All franchisees are encouraged to refer real estate prospects to the IPG Realty team. If you are

already working with an IPG Realty realtor you can refer prospects directly to them. However,

in each case please send a copy of the referral to Wendy so that she can monitor them as

necessary and facilitate a speedy authorization of your monthly referral invoice. If you are not

yet working with an IPG realtor, then the leads should please be sent to Wendy who will

allocate them as she deems appropriate. Obviously, franchisees who are also realtors will work

their own leads. IPG Realty will pay a referral fee of $75 for each qualified lead it receives from

P a g e | 35

an unlicensed franchisee, upon receipt of a monthly invoice addressed to IPG Realty, LLC. To

be qualified, the franchisee must have identified that the prospect has expressed an interest or

intention of purchasing or selling a home and we will need to be supplied with the prospect’s

name, telephone number and where possible, e mail, address. The prospect may be a guest,

homeowner, friend or anyone the franchisee comes across who mentions they are interested

in buying or selling real estate in Central Florida. The payment of the referral fee is NOT

dependent upon the prospect actually completing a real estate transaction. It is paid purely

and simply for the qualified referral.

If IPG Realty sells a property to a prospect referred by a franchisee, if that property is within

the referring franchisee’s territory, then the management will go to the referring franchisee

and the contract will belong to them. No referral fee (other than the initial $75 lead referral fee

that would likely already have been paid) is payable to anybody. If the property concerned is

outside the referring franchisee’s territory, the property will be offered to the most appropriate

franchisee on a “borrowed home” basis at IPG’s discretion. The referring franchisee will receive

a referral fee for the management contract of $1,000 upon the client joining the IPG rental

program and a further $1,000 12 months later assuming the client is still in the IPG program.

Each $1,000 is reduced to $500 in the case of a condominium or townhome. The sale of a

property that is already in the IPG rental program, to a new owner will not attract any referral

fee.

In place of the (potentially) $2,000 referral fee ($1,000 for a condo or townhome), the

franchisee may elect to “double up”. Upon making such an election, the franchisee will still

receive $1,000 upon the homeowner joining the IPG rental program but will not receive the

additional $1,000 after 12 months. Instead when (and we ought to say if) the contract is sold as

part of a new franchise package (or purchased by the franchisee who has accepted it as a

borrowed home) the franchisee will receive the sum of $3,000 upon the closing of that

franchise sale; resulting in a total referral fee of $4,000. All figures are halved in the case of

condominiums or townhomes.

As exists now, a franchisee being offered a borrowed home will have 90 days in which to

decide whether or not to purchase that account. If they choose to purchase it, the franchisee

purchasing the contract will be subject to the Rules and prices contained in clause 6.9 above.

P a g e | 36

Each franchisee will work with a dedicated realtor who will supply business cards for guests to

take, along with suitable pages to be added to each in house manual. The relevant realtor will

contact their allocated franchisee to make all necessary arrangements. At this time there is

nothing that compels any franchisee to participate in this program. However, in order to be

eligible to receive any of the referral fees stated, you are asked to refer real estate leads only

to IPG Realty, LLC.

This program (or any part of it) may be terminated at any time but in any such event all fee

payments will be fully honored on referrals made prior to any such termination.

6.13 - Your function as franchisee

As the owner / manager, your time is precious and very demanding. Not only are you

involved in the day-to-day sales, but also, you need to consider the rest of your business. It’s

essential to set aside time to do the things that we don’t like (e.g. accounting, finance,

administration etc.) and not postpone them until later.

6.14 - Services provided by IPG

Each franchisee is required to do their own book-keeping and is likely to require a tax

accountant to prepare the annual corporate returns. The billing system requires that all rentals

and other income generated must be paid to IPG head office. The franchisee will need to raise

invoices each month for the services provided to each homeowner (i.e. management fee,

cleaning, pool maintenance) even if sub-contracted out by the franchisee maintenance items

etc. Invoices must be received by IPG by the 5th of the month. If not received by the due date,

IPG may make payment to the franchisee in that month based upon IPG’s estimates at IPG’s

sole discretion. After the end of each month, IPG head office will produce statements for each

homeowner and will arrange for balances due to homeowners to be paid subject to your

written instructions as appropriate. The franchisee will be paid the total of their invoices less

the fees due under the terms of the franchise agreement less the following where appropriate:

(a) If a net deficit exists on the total of your homeowners’ ledger accounts, such deficit will

be deducted from the amount otherwise payable to you.

(b) Any homeowner amount “due to IPG” that exceeds $2000 will have the excess over

$2000 deducted from the payment otherwise due as a “deficit deduction”.

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The actual deduction to be made in each month shall be the greater of (a) and (b) and will

create a “deficit reserve”. The above computations shall be carried out each month, just prior

to the payment of funds due to franchisees on the 25th of the month. Funds will be deducted

from or added to the net amount otherwise payable to each franchisee dependent upon any

change required to the deficit reserve at that time. The deficit reserve shall be computed on or

around the 23rd of each month and no further adjustments shall be made to that reserve

(regardless of any funds paid to or collected from homeowners) until the 23rd day of the

following month.

6.15 - Liaison customer / tour operator

Each franchisee is encouraged to establish their own rental sources. Suggested rates are

provided, but the franchisees can set their own rates. Franchisees can’t accept reservations

from any rental source with which IPG already has a business relationship. Consequently,

before beginning to work with a tour operator, listing site or other rental provider, the

franchisee should first seek permission from Jamie Greene. Permission is usually granted

unless IPG has an existing business relationship with the tour operator / listing site /rental

provider concerned. Ordinarily, a franchisee is permitted to enter reservations only into the

homes that they manage. If a franchisee wishes to place bookings into homes that they don’t

manage, the franchisee should obtain from Jamie Greene a wholesale rental agreement. Such

agreements, once signed by both parties, will provide the rates at which reservations may be

placed into homes managed by other franchisees. All such booking requests must be made

through IPG’s reservations department. Payments, in all cases, are to IPG head office at least 2

weeks prior to the arrival of each guest party.

Guest problems are usually dealt with by the franchisee. However, where the problem is

related to reservations, and IPG head office placed the reservation, then the franchisee will

need to liaise with IPG head office who will then contact the tour operator/listing site as and if

necessary. No correspondence should be sent by the franchisee to any guest, tour operator

(other than to a tour operator with whom the franchisee has directly contracted) or listing site

without first obtaining the approval of such correspondence from Graham Greene.

Franchisees placing bookings by utilizing the wholesale rental agreement, may add a profit

margin of their choosing to the ultimate guest. Please be aware, however, that such an activity

P a g e | 38

has sales and resort tax implications, and any franchisee operating in such a fashion should

seek appropriate advice from their own tax accountant and arrange to pay taxes to the

appropriate authorities monthly.

Please refer to Section 7.11 for details of those rental sources that are exclusive to IPG.

6.16 - Liaison homeowner and franchisee

It’s the franchisee’s role to liaise with the homeowners. However, homeowners who have a

grievance that they feel isn’t being addressed satisfactorily by the franchisee, are afforded the

opportunity of meeting / discussing with Jamie Greene or Graham Greene who will endeavor

to resolve the problem as seen fit.

6.17 - Customer satisfaction fund

We don’t currently operate such a fund. However, where we have to install, repair, or replace

deficiencies in vacation or residential rental management services or residential or vacation

rental real estate sales brokerage services provided by IPG Florida Vacation Homes businesses

IPG will recover the remedial costs from the franchisee concerned. If customer warranties or

customer service policies aren’t honored, or we deem it necessary to correct any deficiencies

in services required to be provided by an IPG Florida Vacation Homes business under a

management account and which are not completed for any reason whatsoever, we’ll bill you

for the costs so incurred along with the time expended by IPG staff in dealing with the issue

concerned.

6.18 - Your objectives

As an IPG Florida Vacation Homes franchisee, your business objectives are simple. They are to:

1. Develop your area to its maximum potential

2. Maximize the profitability in your area

3. Maintain the good reputation of IPG Florida Vacation Homes

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Achieving these main three objectives will ensure success in your chosen territory. Relevant

IPG departmental managers will give you advice and support as appropriate to help you

achieve your objectives.

6.19 - Out-of-area homes

We don’t encourage you to manage homes that are located outside your area, and you may

not solicit for the management of homes outside your defined territory. However, you may be

approached to manage a home that’s outside your territory. In such a case, you must first

make a written request to Graham Greene for permission to manage such property. Generally,

permission may not be granted if the property is located in an existing franchised territory.

Where permission is granted, it should be regarded as a concession and a temporary

approval. You’ll have to transfer the management contract back to IPG if IPG grants a new

territory in which the property is located or if you sell or transfer your franchise. Out-of-area

homes may not be included in any sale of a franchise business. Any attempt to sell a contract

that’s outside your area will be treated as null and void and will automatically belong to IPG

who may then deal with that contract as IPG sees fit. No compensation will be payable to you

upon any such transfer.

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Section 7

Sales & marketing This section goes over the importance of marketing as a key component to the success of

your franchise and everything from your initial launch to your ongoing promotional support.

P a g e | 41

7.1 - Attracting clientsError! Bookmark not defined.

Holidaymakers play an essential part in the development of your franchise. Vacant properties

don’t generate revenue, so it’s important to look for further opportunities to ensure properties

are occupied. Talking to holidaymakers in adjoining properties can alert them to the

possibilities of returning on their next vacation to one of the IPG managed properties.

It’s important to offer to show the potential client around other houses for future visits in a

relaxed, non-pressurized way.

Note: It’s strictly prohibited to solicit guests placed in any IPG home by IPG, tour operators,

listing sites or other rental providers with whom we have contracted. Such guests seeking to

rebook for another future date must be referred back to the tour operator or listing site

concerned or to IPG, as appropriate. Where guests simply wish to extend their existing stay,

refer them to IPG’s reservations department.

7.2 - Welcome folder

To maximize the sales potential of each property and ensure clients return again and again,

it’s essential to ensure that each visit the client has to an IPG Florida vacation home is as

enjoyable as possible. To ensure a relaxed vacation, each property should have an up-to-date

welcome folder comprising of checking out procedures, garbage disposal procedures, who to

contact in the event of problems arising during their stay, a list of the many local attractions,

maps, and other relevant material. It’s also a good idea to include local restaurants and places

of interest along with details of the nearest walk in clinics, hospitals, dentists etc.

7.3 - Pricing policy

Prices are recommended for different size houses and locations. Franchisees are free to set

whatever rental rates they feel are appropriate, taking into account any rate stipulations set

down by the applicable homeowners.

7.4 - Initial launch=

We’ll assist you in designing a comprehensive launch program to help you become more

profitable in your territory. The primary objective of the launch program is to ensure that as

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many prospective clients as possible are aware that the property management opportunity is

available in their local area.

7.5 - Marketing fund

Recognizing the value of advertising and marketing to the goodwill and public image of IPG

Florida Vacation Homes businesses, we have established a system-wide marketing fund for

such advertising, marketing, and public relations programs and materials we deem necessary

or appropriate. You agree to contribute 1% of your gross sales, payable in the same manner

as the royalty.

7.6 - Use of the marketing funds

We direct all programs financed by the marketing fund for creative concepts; materials and

endorsements; and the geographic, market, and media placement and allocation. The

marketing fund may be used to pay the costs of:

Preparing and producing video, audio, e-commerce, and written advertising

materials; administering regional and multi-regional advertising programs

Purchasing direct mail, e-commerce, and other media advertising

Employing advertising, promotion and marketing agencies; and supporting public

relations, market research, and other advertising, promotion, and marketing

activities including the development, hosting and maintenance of web sites

Providing marketing consultancy services to assist franchisees to build their

businesses

Improving the visual appearance of all franchisees’ vehicles to maximize their

advertising potential

The marketing fund is intended to maximize recognition of the marks and patronage of IPG

Florida Vacation Homes businesses. Although we endeavor to utilize the marketing fund to

develop advertising and marketing materials and programs and to place advertising that will

benefit all IPG Florida Vacation Homes businesses, we can’t guarantee that all expenditures by

the marketing fund are spent proportionately across each franchise area.

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7.7 - Marketing methods

As a franchisee, any advertising, promotion, and marketing you conduct must be completely

clear and factual. It must not be misleading, and it must conform to the highest standards of

ethical marketing and the promotion policies which we prescribe from time to time.

Samples of all advertising, promotional and marketing materials including solicitation letters,

flyers etc., which we haven’t prepared or previously accepted, must be submitted to Graham

Greene for approval before you use them. If you don’t receive written disapproval within 30

days after our receipt of these materials, we’ll be deemed to have given the required approval.

You may not use any advertising or promotional materials that we disapproved.

In addition to your required marketing contributions, it’s recommended that you spend 3% of

your annual gross sales on advertising and promotion of the business.

If we determine that you haven’t spent the recommended amounts, we may require you to

pay the unexpended amounts into the marketing fund. If a local advertising cooperative is

established serving your market area, then you’ll contribute to it an amount determined by

the local advertising cooperative. Any such contributions count towards advertising

expenditure obligations described in this section.

7.8 - Websites

We control your use of e-commerce, including the use of any website or requiring your

business to participate in e-commerce solely via a website we designate. Any website or other

use of e-commerce constitutes "advertising” and any website you develop or utilize must

meet all our terms and conditions for advertising described.

If you wish to establish any website, it’s important that you ask for prior written approval of its

form, content, and information presented, due to our substantial interest in protecting the

Marks, the system, and the confidential information. Participation in our centralized website is

important, and it gives one unified message to our customers.

Prior to establishing any new website, be sure to:

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• Submit to us a sample of the website format and information in the form and manner that

we may require. Failure to do this and to obtain our written approval may result in

termination of use and disablement of any website without compensation to you.

• Comply with our standards and specification for any website as prescribed by us from time

to time in the manuals or otherwise.

• Establish electronic links in your website to our website (IPGFlorida.com) and to other

franchise owners’ websites. We also may require your website to be part of our website.

• Other franchise associates may require electronic links to your website from their websites

without any compensation to you. We may prohibit you from linking any website to your

website for any reason and without compensation to you.

• If you want to change any material aspect of your website at any time, or if you want to

change any of the information contained in your website, submit revisions to us in

advance. Don’t make any such revisions or modifications until you’ve obtained our

approval.

• Don’t use any mark as part of any e-name or other identification of you in any electronic

medium or with any prefix, suffix, or other modifying words, terms, designs, or symbols, or

in any modified form, without written consent.

• If your franchise expires or terminates for any reason, you must immediately stop using

any website that utilizes any of the Marks or the System, or that are linked to any of our

websites or the website of any of our franchise associates. You must also then remove and

change any website, domain names, Internet or intranet addresses, or other identification

that utilize any of the Marks.

In 2017 IPG began building websites for franchisees and upon launch of each website, the

franchisee is asked to discontinue of their old site. Continued use of such old site may be

permitted upon the receipt of written approval from Jamie Greene.

7.9 - Marketing items

The marketing fund may periodically provide you with samples of advertising, marketing, and

promotional formats and materials at no cost. If so, multiple copies of such materials will be

supplied to you at your request and will be charged to you at our direct cost of producing

them, plus any related shipping, handling, and storage charges.

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7.10 - Market potential & competition

Whilst the demand for homes in the Orlando area is strong, it’s inevitable that in such an

active marketplace, competition is strong. There are many property management companies

that range from small husband and wife teams who manage a handful of homes to well-

established companies that manage 100, 200, or more homes. Some of the smaller enterprises

may provide a management and maintenance service alone whilst some, and especially the

larger companies, will provide a comprehensive service that includes a rental service too.

Many homeowners seek to generate their own rental business by advertising their homes to

rent in the national press, under several specialist vacation rental magazines and online on

various listing sites.

7.11 - Restrictions on advertising for rentals

To avoid duplication of efforts, IPG has exclusive use of the following vacation rental listing

sites:

IPG may add or remove companies from this list from time to time, so please refer to it each

time you wish to consider working with a tour operator or listing site.

• Airbnb

• Homeaway & any of its subsidiary websites:

o VRBO

o VacationRentals.Com

o Homelidays

o OwnerDirect

o Arbitel Homeaway

o FeWo-direkt

o Toprural

o Bookabach

o Stayz

o TravelMob

o Alugue Temporada

• Booking.com

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• Expedia.com

• FlipKey.com

• Tripadivsor.com

No franchisee may list any properties on any of the above sites. IPG may add or remove sites

from this list from time to time, so please refer to it each time you wish to use a listing service.

In addition, IPG works with several tour operators, and again, the following is a list of the tour

operators that are for the exclusive use of IPG:

• Golden Holidays

• Tourico

• CVC

• Ocean Holidays

We may add or remove companies from this list from time to time, so please refer to it each

time you wish to consider working with a tour operator.

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7.12 - Competitive advantages

The ideal situation for many homeowners is for them to appoint a company that will provide a

comprehensive service. This enables the homeowner to relax in the knowledge that their

investment is being well maintained, that the house is well presented and ready for the

owner’s use when required and that the financial performance of the property is maximized.

A small management company with a limited number of homes is considered best to provide

the optimum management and maintenance service along with the personal attention that’s

so much appreciated. Such a small company, however, can rarely attract the attention of the

major tour operators nor expend considerable marketing money, both of which are crucial to

ensure a steady stream of rental income.

Several large management companies are of sufficient substance to attract the major tour

operators whilst being able to expend substantial sums on marketing their rental homes. Yet

for such companies, the “personal attention” that many homeowners expect and merit, is just

not possible. These large management companies cannot provide needed maintenance and

support services as effectively as a small, locally based company can. This is because there’s a

large number of homes spread over a wide geographical area to service. The marked

variations in quality of rental homes within the area are a direct result of the inability of many

management companies, in particular the larger ones, to achieve satisfactory maintenance

and service standards.

It’s because of the above that IPG decided upon and developed this franchise opportunity

through IPG Franchising, Inc. The concept succeeds in combining the benefits that come from

being a small to medium size operation providing a localized, personal service with the

benefits of portraying a substantial organization to the outside world. Equally important is the

ability to avoid the pitfalls (shown below) that have engulfed many management companies in

the past. Pitfalls such as:

Being unable to properly control an expanding enterprise spread over an extended

geographical area

Being unable to achieve effective line management with increasing staff numbers.

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Advantages include the ability of IPG to offer a large inventory to, and consequently attract,

major tour operators and rental listing services as well as the ability for IPG to engage in

substantial marketing campaigns with the costs spread over a number of franchisees. Another

material benefit is that which comes from utilizing the skills, experience, connections, systems

and branding that have been compiled over a period of considerable time at not insubstantial

expense. The relatively low number of homeowners who leave the management of IPG

compared with the large number who are seeking to have their homes managed by an

organization whose reputation for quality service is renowned, speaks volumes. IPG’s tried and

tested systems for maintaining the very highest standards are uniquely successful.

7.13 - Market research

With our written approval, you may seek additional opportunities to obtain additional

management accounts. The potential in your area is vast, and the key to using it to the fullest

extent is knowing it. Area knowledge is essential to the success of your business.

7.14 - Research the area

Use the following resources:

Local tax records which will provide the residential addresses of absentee owners.

These contact details can be used for solicitations.

Ask friends and families for contacts

Ask other people running their own business for contacts

Speak to the bank manager; he could put you in touch with other homeowners

Keep an eye on new short-term rental developments, and establish contact with

the sales offices of these developments.

7.15 - What do you need to research?

The Short-term rental population

o Where are they?

o What type of accommodation do they live in?

The geographies of the area

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Build up your own pictures of your area.

Remember: - Broaden your thinking - Grasp all potential.

Have a well-researched insight into how your area ticks.

7.16 - Customer profile

So, what does a typical IPG customer look like? In a management account, we look for the

following:

A homeowner

The homeowner’s house or condo or townhome is a vacation property

Some developments may consist of only vacation or short-term rental homes, whilst others

may have a mix of short-term rental and residential homes. If a development isn’t short-term

rental approved, it wouldn’t be of interest to you. Homes that are full-time owner occupied

will frequently be apparent from:

Exceptional landscaping / personalized yard

Name plaques

Children’s bicycles or other large toys

Homes that are short-term rentals will usually be apparent from:

Pool warning signs

Vehicles parked in driveways

Frequent arrival and departure of occupants

Remember that identifying short-term rental homes is just the beginning. It’s the homeowner

who you need to acquaint with. Talking to guests, neighbors etc. may provide you with an

indication of when the owner will be in residence. Befriend the homeowner by introducing

yourself and build up trust. Trust and a professional image along with obvious expertise in

home maintenance are the essential ingredients for producing new business by way of

management contracts.

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Franchise referrals

It’s quite likely that you may be approached by persons interested in that part of the signage

on your vehicle that states, “Franchises Available”. Alternatively, you might happen to come

across a friend, colleague, acquaintance, or someone else you know or come to know and for

whom you feel the franchise could be suitable. The program attracts interest from a wide

audience of prospects, many of whom are already US Nationals. However, the program will be

of special interest to non-US Nationals who are seeking to live and work in Florida. Just a

reminder: We now offer property management franchises on Florida’s Gulf Coast, too

(specifically the Naples, Bonita Springs and Fort Myers Beach areas), so we can offer a Gulf

Coast location to those who prefer to reside close to the beach rather than in Central Florida.

Franchising in the USA is very heavily regulated. It is mainly for that reason that we have been

advised that any existing franchisee who wants to be entitled to a referral commission, should

they introduce somebody who proceeds to purchase an IPG franchise, will need to enter into

a relatively brief referral commission agreement. The agreement is available upon request

from Graham Greene. It’s very important that you do not discuss the performance of any

existing franchise (including your own) with anybody who you may or do refer to IPG as a

potential franchisee. Accordingly, not only do you not need to expend time in working with

any prospect; more importantly we are requesting that you do not do so. All you need to do

to be entitled to the referral commission (should the prospect purchase a franchise) is to refer

a potential prospect to Graham Greene. It is realized that not every prospect will necessarily

close on the purchase of a franchise but we are more than happy to work with any referrals

and try to qualify them. Of course, equally they may conclude that the program is not for

them. When asked by a prospect how much money they should make from owning a

franchise you must decline to answer. Simply tell them that you are not allowed to discuss the

financial performance of any franchise, but they should speak to Graham Greene who will

elaborate further on the way the franchise program operates. There is absolutely no

obligation to promote the franchise, and yet you never know when a potential prospect might

come along! However, in order to qualify for the referral fee, you must have entered into the

referral agreement in advance of making any referral. If a prospect introduced by you does

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proceed to purchase an IPG franchise (Central Florida or the Gulf Coast) IPG will pay you at

the closing of that transaction a referral fee of $5,000.

Section 8

Operations procedures This section provides an overview of how to secure ongoing business and ensure customers

keep coming back to you.

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8.1 - New home set-up

When a new property closes and all the paperwork is complete, the title company should

confirm it has closed. The franchisee would need to confirm this, as quite often the

homeowner may not know if closing has taken place. Hence, it’s essential to confirm.

It’s important at this stage to get the property re-keyed to ensure the locks work with a master

key. The keys will need to be numbered – the homeowner’s name and a key number. Don’t

write property details on the keys in case they’re lost. Notwithstanding the foregoing, bear in

mind the increasing desire of guests to register online and to travel directly to their allocated

vacation home. Consequently, serious consideration should be given to installing a

combination lock. For details of the currently recommended makes and models please refer to

Jamie Greene. When the property is confirmed closed, all utilities will need to start as well as a

commencement date agreed with the homeowner.

If management is being assumed from another management company, you will need to

communicate with that company to obtain keys, combination lock codes, utility supplier

names and account numbers, the existing licenses etc. The utility companies will need to be

instructed to send future bills to you for future processing. Utility companies will require a

Power of Attorney, given by the homeowner to enable them to communicate with you.

It’s the homeowner’s responsibility to provide set-up fees, signed management agreements,

and the power of attorney. Full details of the procedures to be followed and the documents to

be completed are available from Evelyn Figueroa. It is essential that the homeowner provides

a fully completed and signed form W-8ECI (non-resident owner) or W-9 (US resident owner).

These forms must contain the owner’s Tax ID number (ITIN) or Social Security number as

appropriate and in the case of the home having more than one owner, there must be an

appropriate form for each owner. A copy of the W-8ECI and/or W-9 should be provided to

IPG’s accounts department. Until such forms are provided to IPG, IPG may be compelled to

deduct tax at 30% of the gross rental income and to remit it on a monthly basis to the IRS.

8.2 - Furnishings & Signage

Where the property is newly constructed, the approved furniture company will normally be in

direct contact with the homeowner to arrange furnishing requirements. It’s also important for

the franchisee to keep in contact with the furniture company to ensure the furniture set up

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takes place. To assist the homeowner, the franchisee should arrange the key collection. Once

the furniture company has been instructed to act, the property can usually be furnished within

2-3 days, but ensure a block of 3-4 weeks is placed in the reservations system to give

sufficient time for the furniture company to set everything up. Once all furniture is delivered,

an inventory list should be supplied either direct from the homeowner or the furniture

company to the franchisee for monitoring purposes.

The next stage is for the franchisee to go in, erect all necessary signs (including, where

relevant, a pool warning sign and depth markers at each end of the pool and every 3 feet),

and place a welcome manual in the property. Remember to ensure compliance with all

licensing requirements including (but not limited to): fire extinguishers, posted floorplan with

exits clearly marked, posted copy of the DBPR license, any other licenses required by the

County, deadlocks on exterior doors, door and window pool alarms (such alarms should be

checked for correct operation prior to the arrival of each guest party) (for pool homes) or fully

erected pool fences (which must be erected prior to the arrival of each guest party).

8.3 - Insurance

The mortgage company that the homeowner chooses normally arranges insurances, but it’s

worth double-checking that it also covers short-term rentals. The homeowners are responsible

for arranging necessary insurances, but you’ll need to keep a copy of the policy in the

homeowners file. In particular, you should ensure that the policies cover liabilities up to $1

million and includes IPG Professional Management, Inc and IPG Franchising, Inc as additional

insureds. Frequently, an owner will have two insurance policies covering liability. The primary

policy may have such coverage of typically $300,000 and an umbrella policy for $1 million. For

a homeowner to be in full compliance with the management agreement, the minimum

coverage of $1 million is required, and IPG Professional Management, Inc and IPG Franchising,

Inc must be named as additional insureds on all underlying policies.

8.4 - Hotel & restaurant license

All licenses are renewable each year, and the IPG head office will send renewals to franchisees

so that they can approve for payment and also maintain a schedule to ensure that every

property has a currently valid license.

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8.5 - Business Tax Receipt (formerly known as Operational License)

Some counties may differ, but the homeowner will need to obtain a Business Tax Receipt

(BTR) since he / she is recognized as running a business when he / she uses the vacation

home to generate rental income. The BTR can be obtained at the City of Orlando website.

8.6 Tourist Development Tax

Before the home becomes available to rent, the franchisee will need to go to the relevant

County website to register for the Tourist Development Tax.

8.7 - State sales tax

The state sales tax number can be obtained from the Florida Department of Revenue and

must be in place prior to the home being available for rental.

8.8 – Tax Forms W-8ECI (for non-residents) or W-9 (for US residents)

It is extremely important that you have on file (and provide copies to IPG) the above forms.

Non- resident homeowners will first need to apply for a tax ID (ITIN) number and it is

recommended that they make application for this number through a firm of tax accountants.

Harding Bell is the firm we recommend using but the homeowner can of course use

whomever they wish. Without a duly completed form W-8ECI or W-9 on file, IPG is obligated

to deduct 30% tax from the gross rental income and to remit it to the IRS. Of course, the

homeowner will eventually be able to set off such tax deducted against their final US income

tax liability (if any) and obtain a refund accordingly. However, the disruption to the

homeowner’s cash flow is something that needs to be explained to homeowners so that they

are encouraged to submit an application for an ITIN as a matter of urgency.

8.9 - Utilities

Gas, electricity, and water supplies will all need to be planned in agreement with the

homeowner. Suppliers have differing requirements as to how to implement this, and IPG can

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give guidance on the best suppliers in your area. Deposits will be required for most utility

companies.

8.10 - Telephone & cable

Installation fees for telephone & cable are commonplace and generally a telephone call can

enable these to be set up.

8.11 - Vendors

Consideration will need to be given as to other vendors required, although some of these

services you may undertake yourself:

Lawn maintenance

Pool maintenance

Pest control

Cleaning

Garbage

Only approved vendors may be used. A current list of those vendors is found in the appendix.

8.12 - Checklists

Inventory checklists need to be checked for completeness. If anything is missing or damaged,

the relevant suppliers should be contacted. A week after setup, contact all the utility

companies to ensure all mailing addresses direct to the franchisee’s office address and not to

the property.

8.13 - Daily cleaning schedules

Daily, you should print out the cleaning schedule, which is listed on the Ciirus maintenance

screen. This section will also show you the expected arrivals for each day. Please refer to the

Ciirus computer manual for further instructions.

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8.14 - Maintenance schedules

It’s important that all properties are kept in a good state of repair and standards are

maintained.

8.15 – Pre-arrival inspections

Prior to the arrival of each guest party, it’s essential for you (the franchisee) or an employee

who has completed the necessary training to fully inspect the property. Anything that doesn’t

past inspection must be rectified before the guests arrive, calling the cleaners to return if

necessary. Check everywhere, including under beds, behind sofas, in drawers, etc. to ensure

no items have been left behind by previous guests. Check that the pool fence is fully erected

and/or check that the pool alarm is fully functioning. Refer to the property inspection report

for detailed instructions.

8.16 - Exterior

Every six months, all homes need to be pressure washed to keep their appearance up to

standard. At the same time, the outside needs to be checked for any damage or wear that

requires repairs.

8.17 - Air-conditioning

This maintenance schedule varies depending on AC usage in the home and the size of the AC

unit. Replace the AC filters with new, quality filters and clean the AC coils every two months.

8.18 - 24-hour emergency maintenance & repair services

As this can vary, a full list is available from the IPG head office upon request.

8.19 - Pool maintenance and pool enclosure

Franchisees tend to subcontract pool maintenance to an approved company. A list of

approved pool maintenance companies may be found in the appendix. If a franchisee is

licensed and has received the appropriate training, then they may carry out routine pool

cleaning (including checking/adjusting chemical balances) themselves. Pool repair work

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requires a different license and will normally be sub contracted even where the franchisee has

a pool cleaning license.

8.20 - Lawn maintenance

This can be contracted out, or franchisees can take on this responsibility themselves. In winter,

the lawns need to be maintained, on average, twice a month, but in summer, this can be up

to six times a month.

Most homes have lawn sprinkler systems. It’s essential that these are closely monitored, that

any damage to sprinkler heads (caused, for example, by lawn mowers) is repaired promptly,

and that the timers are set properly, according to the season, type of grass, etc. Water in

Florida is very expensive, and failing to properly maintain the irrigation system can result in

dead grass and/or excessive water bills. This will likely annoy the homeowners and lead them

to seek compensation from the franchisee for any such costs. If maintaining the yard yourself,

don’t underestimate the responsibility that goes along with it. Furthermore, be sure that all

exterior water faucets are kept secure with suitable locks. Stealing water in Florida is more

common than one may think, and it can result in excessive water bills for which the franchisee

could be held responsible.

8.21 – Utility billing

All utility bills should be sent directly to the franchisee’s office address. When received, the

franchisee must post relevant details into the Ciirus software. Bills must be checked for

accuracy, and any errors or anomalies should be followed up immediately. The payment slip

provided should be passed to IPG for the check to be raised in due course.

8.22 - Checking in

Guests checking in to the property should register after 4 p.m. on the date of arrival, as shown

on the booking confirmation. Any guests arriving to collect keys before that time may be

refused, at IPG Florida Vacation Home’s discretion. It’s essential that the property is serviced

and available as soon as possible after each guest party’s departure to allow for early check-

ins, where possible.

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8.23 - Checking out

Guests should check out of the property at the time shown on the booking confirmation.

Generally, guests must depart by 10 a.m., and the keys (where relevant) should be handed in

by 12 p.m. All keys must be returned to either IPG or the franchisee, depending on what’s

been arranged, by the agreed time. If the guest has negotiated a late check-out time with IPG,

the franchisee will be notified. Late check-outs generally allow guests to stay in the home until

2 p.m. Homes should be fully serviced on the day of departure so that they are ready to

accommodate possible last-minute bookings. Where this is not practicable (perhaps due to

there being a late checkout) a “rollover” note should be entered into Ciirus so that

Reservations know that the home is not available that night.

8.24 - Inspections

Once the guest has departed, inspect the home between 10 a.m. and 4 p.m. that same day. If

there’s damage or loss, report them immediately to Evelyn Figueroa using the appropriate

damage report/damage waiver claim form.

8.25 - Damage / stolen item reports

Each home should have an original inventory list, which the franchisee should keep and use to

report any damage or missing items when the guest has departed. Damaged or missing items

may be charged to the guests or claimed under IPG’s damage waiver plan (where

appropriate). A claim under the damage waiver plan should be submitted to IPG in writing

within 24 hours of the guests’ departure (where possible) but in any event within 7 days of the

date of the guests’ departure. Claims submitted more than 7 days after a guest’s departure

won’t be processed. It’s the franchisee’s responsibility to replace these items ASAP and to

initiate the appropriate recharge of the costs concerned. In so doing, the franchisee’s time for

arranging replacements may not be charged. A reasonable trip charge may be considered.

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8.26 - Objects left behind

All items left behind should be retained by the franchisee until the guest calls back to claim

them. Item details should be reported to IPG. The item can be kept for 2-3 weeks, at the most.

If the guest makes contact, to meet the postage or shipping cost, they must supply their credit

/ debit card details to return the item back to them. The franchisee should input the details on

the comments section of the Ciirus reservation system.

8.27 - Garbage

If the guest checks out between garbage collection days, the franchisee should arrange for the

garbage to be removed and taken to a suitable land-fill site or to IPG’s dumpsters (for which

IPG imposes a separate charge). In appropriate cases the franchisee may arrange for the

cleaners to remove and dispose of the garbage. This would be subject to negotiation between

the franchisee and the cleaners. If the cleaners use IPG’s dumpsters, the franchisee will be

expected to pay the monthly charge for their usage.

8.28 - Complaint handling

Failure to comply with the time frames allotted for initial response or corrective action to

service a customer complaint may result in the use of IPG personnel to do so. If this occurs, we

may charge you a customer service fee for this service. The amount of the customer service

fee may change periodically by notice to you. Servicing or responding to a complaint means

our communicating with the customer to determine the nature of the complaint and what

needs to be done to resolve the situation, as well as providing the customer relations

necessary to try to protect the account. It does not mean providing residential management

or rectification services, to solve the problem. We charge separately for doing so.

Every complaint must be documented in the computer system with full details of the

complaint and the date. This allows us to see the history of the complaint if it escalates.

Instructions can be found in the computer system manual.

Most issues that guests raise are able to be dealt with swiftly by the franchisee. If a guest

indicates that they are not completely satisfied with the action taken and the franchisee feels

they’re unable to assist further, you must refer to Evelyn and Stephanie full details of the issue

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/ complaint by email. If the issue is particularly urgent, call Evelyn and Stephanie, too. It is

important that every guest / party leaves IPG feeling that they have been dealt with fairly.

Failure to achieve this can result in poor/bad online reviews or complaints to the BBB or other

governing bodies. Such actions must be avoided at all costs. Even if the franchisee wishes to

avoid using payment as compensation to rectify a complaint, you should be aware that the

cost of dealing with a complaint after the guest has departed is usually far more expensive

than dealing with it whilst the guest is in house. Compensation and other claims or expenses

resulting from the negligence of a franchisee will be recharged to them. Persistent issues may

call into question whether the franchisee is maintaining IPG’s system standards. All franchisees

are asked to take all actions necessary (In conjunction with IPG, where appropriate) to ensure

that no guest leaves IPG discontented for any reason. This is essential to protect the good

name and reputation of IPG as well as all franchisees operating within the IPG system.

8.29 - Rectification services

If, after providing telephone or e-mail or other forms of customer service /relations, we find it

necessary to provide residential management services or any ancillary services related to the

management accounts or any new business to resolve the complaint, we reserve the right to

charge you a service fee in the amount we determine periodically. This amount may vary

effective on notice to you. We may charge an hourly rate for our personnel plus expenses (i.e.,

labor, materials, supplies, equipment, etc.). The hourly charge will be for our personnel’s time

spent performing residential management services required to correct the complaint or satisfy

the unhappy client or customer. These fees may be charged to you if at any time, whether

through a complaint or inspection, we discover a deficiency in performance on any

management account or new business after we have tried to reach you for 1 hour to report

the deficiency to you or if we deem the situation to be an emergency complaint situation.

We’ll then charge the appropriate fee to you if A) we can’t locate you during that time and

must respond to the complaint or B) we notify you of the complaint and after 2 hours of

notification to you, you haven’t corrected the deficiency to the customer's satisfaction or to

our satisfaction.

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8.30 - Emergency complaints

Because certain problems with residential or vacation rental properties need to be addressed

immediately, we refer to these as “emergency complaints”. These emergency complaints are

subject to such differing standards as shorter response times and special rules regarding how

to respond to them. If you fail to follow the specifications and standards we designate in this

manual for responding to emergency complaints or if you fail to respond to them in the time

periods we specify, we may charge you our then current emergency complaint service fees.

We’ll charge the applicable emergency complaint or non-emergency complaint service fee

even if the account must be transferred to preserve it.

If the account terminates for non-performance, you may also have to pay the rectification

service fees, plus expenses. You must pay these fees immediately upon receipt of an invoice.

We may set off from any amounts we owe you, the amount due for complaint and service

fees. Collectively, the emergency complaint and non-emergency complaint service fees must

be paid to us in accordance with this section. These fees are referred to as the rectification

service fees, which we may collect from you via the billing system.

8.31 - Adjustments

No adjustments or changes of any nature may be made to any reservation without the

express prior permission of the reservations manager (Stephanie Cannon).

8.32 - Home owner or friend visits

Upon receipt of a request from a homeowner for a homeowner, close relative, or friend /

guest to use the homeowner’s property, the franchisee should check the reservation system

for availability. The reservation may be placed in the system if the requested dates don’t

conflict with any existing reservation. If there’s a conflict, the franchisee should discuss the

request with the IPG reservations manager (Stephanie Cannon) who will generally attempt to

move the conflicting booking to accommodate the homeowner request. However, if the IPG

booking cannot be moved without IPG being in breach of its agreement with the guest or

supplier concerned, then IPG shall reserve the right to refuse the owner’s request and the

franchisee will need to convey this to the homeowner. Requests from homeowners should

only be confirmed when there’s availability.

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8.33 - Receivables

Cash flow is an important aspect of every business. Statements are issued monthly by IPG’s

accounts departments. This is one of the services provided to you under the mandatory

participation in the billing system. However, it’s considered essential that you assume primary

responsibility for determining when and how funds should be released to homeowners (when

their statements show a surplus due to them) and for collecting funds when their monthly

statement indicates an amount due from the homeowner. The way you collect funds will vary

from homeowner to homeowner, but you should ensure that every homeowner responds and

reacts promptly by remitting funds directly to IPG’s accounts department. In cases where

you’re experiencing difficulties in collecting funds, you can ask for Carla Zamot to contact the

homeowner for you. IPG personnel may be more forceful than you might be, and this route,

since it can obviously adversely affect the relationship with the homeowner may be pursued

only in exceptional cases. If you feel that the homeowner is unlikely to pay what’s due,

consider discussing with Graham Greene the merits of passing the account to IPG’s attorneys

for collection action including the possibility of filing a lawsuit if necessary. You’ll be solely

responsible for all legal and other collection charges incurred and this is a course of action to

consider very carefully indeed before pursuing.

8.34 - Homeowner deficits

Each month, IPG determines the net balances of all accounts under your management. IPG

may deduct each deficit from the monthly payment due and reserves the right to do so.

Effective September 2016, any deficit in excess of $5000 as of September 30th, 2016 will have

such excess deducted from the payment otherwise due to the franchisee on October 25th,

2016. That ceiling shall be reduced to $4000 in October, $3000 in November, $2000 in

December, and each subsequent month. For this purpose, “deficit” shall include the working

capital float. Consequently, if a homeowner owes IPG say $3000 and the working capital float

is $1000, the total deficit is $4000. Any sums received from the homeowner since the end of

the month concerned and the 20th of the following month (i.e. 5 days before payment is due

to be made to the franchisee) may be used to reduce the deficit for this purpose.

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The deficit deduction to be made shall be the greater of the “net deficit” calculated as per the

first paragraph above and the total of all “Excess deficits” calculated as per the second

paragraph.

IPG encourages you to obtain appropriate authorizations from homeowners so that a monthly

deficit may be collected each month either by charging their credit card or by automatic

transfer from their U.S. bank account. An addendum to the management agreement is

available upon request from Carla Zamot.

.

8.35- Canceled homes

If a homeowner cancels their management services with IPG, IPG shall deduct any deficit on

that homeowner’s ledger account from the next payment due to the franchisee. However, IPG

may, by concession, defer such deduction until 3 months have elapsed from the date of

cancellation to afford you the opportunity of collecting the underlying deficit.

8.36 - Avoiding deficits

It’s important that you be and remain aware of the state of each homeowner’s ledger account.

Before approving bills (i.e. paying utility bills) and before ordering items, replacements, repairs

etc. for each home, you should ensure that there are adequate funds to the homeowner’s

credit. In appropriate cases, you should contact the homeowner and require immediate

payment by credit card or bank wire transfer to enable funds to be expended on the

homeowner’s behalf. Remember that every homeowner deficit will ultimately be borne by you

to the extent that it proves to be irrecoverable. When homeowners remit funds via credit card,

the will be charged a 3% credit card processing fee.

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Section 9

Business administration This section talks about the accounting system used to operate your IPG franchise. It’ll provide

guidance on the financial aspects of your business and the importance of the different types

of fees applicable.

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9.1 - Business administration

As part of your franchise, you’ve agreed to participate in our centralized billing and revenue

collection system for IPG Florida Vacation Homes businesses. Through this billing system, at

our option, we’ll provide certain billing and revenue collection for each management account

on your behalf. During the term of the franchise, we’ll handle the billing and invoicing for the

management fees, pool maintenance, yard maintenance, and pest control services you

provide through the business and rental fees generated either by you or by us.

We’ll exercise all reasonable efforts, as we consider appropriate, to collect amounts due for

the services you performed in conducting the business. You recognize that amounts due to

you by homeowners may only be settled by us where there are sufficient funds deposited to

cover these costs.

We may utilize our experience and policies developed for IPG Florida Vacation Homes

businesses, compromise, settle, discount, factor, write-off, assign to collection agencies, or

pursue through legal action, all amounts due for services provided by you. We may seek your

assistance in carrying out some of these duties. You understand that in fulfilling this obligation,

at your expense, we may use other firms and supervise their performance. Unless we give you

prior written permission to the contrary, all gross sales must be paid to and be deposited

directly with us.

In general, IPG will enter into an agreement with each management account under which

you’ll agree to provide property management services on behalf of IPG, and such other

services as you and the management account property owner mutually agree. You or we and

the management account property owner or its agent will mutually agree on the fees paid to

you for the business providing such services. We may require that management account

property owners or their designees (like tour operators and other third parties who coordinate

or are responsible for payment of rental and other fees paid by vacation rental customers) pay

such fees directly to us.

In these instances, we’ll remit appropriate amounts to the property owner in accordance with

applicable rental or property management agreements. In instances where we permit third

parties to make payments directly to you, all gross sales paid to you or which you receive

regarding the business must be paid to us via electronic funds transfer.

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We won’t keep gross sales from your management business separate from those of other IPG

Florida Vacation Homes Businesses; however, we’ll provide you an accounting of gross sales

paid to us in accordance with our policies and procedures for the operation of the billing

system.

On the 25th day of each month, we’ll pay to you an amount equal to the management profit

of the preceding month by electronic funds transfer or such other method as we may decide.

The term “Management Profit” means the gross sales we have collected for your management

business less:

Marketing Fund Contribution

Property owners’ payments

Fees (if any) for additional assistance

Royalties

Billing system fees

The total of all excess deficits

Reservation fees

Amounts due by your management account property homeowners to us in so far as

such sums exceed the working capital float held by us

Any increase needed in the deficit reserve resulting from sums due to IPG exceeding

$2000 for each homeowner

All other fees or obligations due us under the Franchise Agreement.

However, we may choose to receive payment of any fees from, or make payment of any fees

to, you in such a way that our doing so would require that we calculate management profit in

a different manner, provided that the result is that amounts actually owed to us are paid to, or

retained by us, and amounts actually owed to you are paid to or retained by you.

9.2 - Computer systems

A separate manual and training session will support the computer system that’s utilized for

your business. Each franchisee is responsible for checking and inputting all homeowner bills

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into the Ciirus computer system. All queries need to be investigated for anomalies and when

approved for payment should be sent to IPG so they can arrange payment.

9.3 - Invoicing

At the close of business each month, invoices need to be raised to IPG for operating fees,

cleaning charges, and for maintenance work performed. These bills are settled by IPG to the

franchisee on the 25th day of the following month, subject to a deduction of all royalties, fees,

costs, deficit reserve deductions and other expenses due to be paid by the franchisee to IPG

and any other off sets that may be appropriate under the franchise agreement. Monthly

invoices must be provided to IPG by no later than the 5th day of the month in which payment

is due. You may require assistance with this and employ the services of an independent

accountant. All sales revenue must go through IPG. When invoicing for work orders, note that

ordinarily Royalties are due to IPG based upon the total gross value of those work orders. By

concession however, the franchisee may apportion each work order between the cost of

materials or sub contractors paid in respect of the work order and the franchisee’s pure labor.

For any material/subcontractor charge allocated by the franchisee as being not for labor, any

item that exceeds $20 must be supported by a receipt or invoice or a clear copy thereof. Any

item over $20 that is not so supported will be deemed to be a charge for labor and royalties

will be charged on the total labor element of all work orders (including items that are deemed

to be labor due to the omission of a suitable supporting receipt or invoice).

9.4 - Management financial information

IPG will issue a statement each month to each homeowner, and a copy of each statement will

be sent to the homeowner’s associated franchisee. Where a statement indicates that the

homeowners owe funds to IPG, the franchisee is expected to assist in the collection of these

funds.

9.5 - Accounts

A statement of receipts, payments, and your financial position as at the end of each calendar

quarter should be prepared by a suitably competent accountant within 4 weeks of the end of

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each quarter and submitted to IPG. Within 8 weeks of the end of each calendar year, each

franchisee shall provide IPG with a copy of their Federal income tax return as submitted to the

IRS. If you are in possession of an E-2 visa, it is highly recommended that you provide copies

of your tax returns to your immigration attorney on a regular basis so that he or she can

determine if the business is being operated in a manner consistent with the requirements of

the E-2 visa program. This is essential if you are to have confidence that your visa will be

renewed when renewal is due.

9.6 - Sales tax

IPG arranges sales tax return preparation for the homeowners but reserves the right to charge

the franchisee for the time involved in computing and accounting for sales tax for revenue

generated by them. Franchisees need to seek advice from their tax accountant as to their

responsibility to register for sales tax and how to account for it.

9.7 - Business insurance

You must insure yourself, your vehicle(s), and all other equipment required in the operation of

the IPG Florida Vacation Homes business with an approved insurance company. The level of

insurance cover must meet with the minimum standards specified below:

Comprehensive insurance in respect of the vehicle or vehicles

Errors and omissions insurance

Liability insurance of at least $1M for risks arising both on your own premises as well as

each of the homes that you manage

On each liability policy, add IPG Professional Management, Inc. and IPG Franchising,

Inc. as an additional insured, and provide a copy to Graham Greene on an annual

basis, whether requested or not.

Workman’s compensation insurance (where appropriate)

Office furniture and equipment as well as any equipment that you use for cleaning,

grass mowing, etc. or any other purpose

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Check with your accountant as to the value required. Each insurance policy must ensure that

the interests of IPG Florida Vacation Homes businesses are noted and that the policy contains

a provision that it can’t be cancelled or terminated without IPG Florida Vacation Homes

businesses being given seven days prior written notice of the same and an opportunity to

renew or reinstate such cover. Failure to comply with this shall entitle (but not obligate) IPG

Florida Vacation Homes businesses to effect such insurance at the expense of the franchisee.

9.8 - Monthly marketing fee

The current monthly marketing fee is 1%.

9.9 - Payroll

Seek advice from your accountant, and consider using an independent payroll service such as

ADP or Intuit.

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Section 10

Staff administration This section goes over how to train, treat, and develop your employees.

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10.1 - Staff structure

The number of staff a franchisee employs depends on the extent to which they wish to carry

out services themselves or contract work out. With 25 homes, we anticipate that:

• 2 full-time people should cope with the services provided (could be franchisee &

spouse)

• A contractor for pool maintenance

• A contractor for pest control

10.2 - Dress & appearance

Ensure you and any of your employees are always clean, neat, and tidy in appearance.

10.3 - Clothing & uniform

Don’t deviate from the agreed uniform as described in this chapter. It’s true to say that we’re

all influenced by first impressions. For however much our views and opinions may alter or

moderate through further acquaintance, it’s the first impression, which will often determine

our responses and reactions. A prospective customer will make a judgment about IPG Florida

Vacation Homes (and your own brand) based on the person that represents the company.

The following points should be adhered to: -

1. Be proud in your teams’ appearance.

2. Clothes should be clean and well pressed.

3. Smile.

4. Give equal attention to the following aspects of your appearance:

o Clothes

o Hair

o Shoes

o Teeth

o Hands/Nails

o Breath

5. Recognize the importance of good posture.

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6. Give the impression of confidence.

7. The tone of voice should be friendly

The overall personal image should be in keeping with the quality of the IPG Florida Vacation

Homes service. First impressions take only a few minutes to create but very often take many

weeks, months, or even years to recreate, if they have had a negative effect. Therefore, our

corporate image is so important and must be upheld at all times when dealing with

customers.

The recommended uniform is as follows:

Blue Polo shirt purchased from our designated supplier.

Smart shorts or pants in khaki, which can be purchased directly.

The IPG Florida Vacation Homes t-shirt or sweatshirt should be clean and well kept.

The image will identify you as part of the IPG Florida Vacation Homes team and distinguish

you from your competition, which is why it’s essential it’s worn at all times.

10.4 - Employment terms & conditions

As soon as a new employee commences work and before he/she attends training, you must

get him/her to sign a copy of the confidentiality agreement. This policy is designed to protect

you against the misuse of any confidential information or methods by an employee who may

subsequently leave your employment. Keep this signed contract in a safe place. A copy of this

document is enclosed in the appendix of this manual.

10.5 - Induction & training

Do not commence operation of your IPG Florida Vacation Homes business until you and your

staff have successfully completed the initial training provided by IPG. Upon taking on a further

employee, don’t allow this employee to be involved in your IPG Florida Vacation Homes

business until he/she is trained. You must join in and attend any meetings, conferences,

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training, and retraining courses, which shall be deemed reasonably necessary by IPG for the

proper conduct of your business.

10.6 - Recognition & motivation

As the principal of the business, it’s your task to motivate your staff. There are

plenty of books about motivation. Thus, the subject isn’t covered in depth in this manual. It’s

generally accepted, however, that there are ten basic needs people want from their job, which

affect a person’s motivation:

To work for efficient managers

To think for themselves

To see the end result of their work

To have interesting work

To be kept informed

To be listened to

To be respected

To get recognition

To be challenged

To have the opportunity to develop

In your task of motivating your staff, first establish what it is that motivates everyone. Money is

important to everyone, but it’s not necessarily the thing that motivates the individual to

achieve more. At the same time, if influencing factors such as working conditions and the

general attitude of management are less than desirable, money ceases to have any

importance whatsoever - in this situation, the negative factors must be completely removed

before any form of motivation will work.

If any of the following factors exist within a team, motivation will be compromised:

Untruthfulness

Absenteeism without genuine reason

Laziness

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The non-attainment of objectives

People missing deadlines

Disregard for others in the team

Casual attitudes

Negative attitudes

Insubordination

Having considered the attitudes within the team, which can de-motivate an individual, do not

forget your own role in the business. Consider the ways in which you may cause irritation or

frustration: -

Not fulfilling promises

Lack of planning

Telling people what to do without explaining why

Not giving recognition where it’s due

Ignoring complaints from staff

Giving staff reprimands in front of other staff

Unfairness

Stealing credit for ideas

Expecting a high standard, but setting a bad example

Favoritism

Being ‘two-faced’

Giving evasive answers to questions

Managing through fear

If any of these conditions are present in your business, problems are sure to follow. All

negative factors must be eliminated.

There are several practical ways to motivate your team:

Provide your team with both verbal and written recognition for their achievements.

Design a personal training and development program for each member of your staff.

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Keep people informed - take your staff into your confidence on issues which affect

them.

Show pride in your team.

Take a genuine interest in matters outside your employee’s job, which interest them.

Treat your staff as people, first, and employees, second.

Above all, ensure you set high standards yourself, and others will follow

- lead from the front

10.7 - Health & safety

It’s essential that you inform your team that no health and safety issue is trivial and that all

concerns should be brought to your attention. Employees must be equally aware of health

and safety such as ensuring pool fences, warning signs, door alarms are in place, and depth

signs on pools. Any concerns brought to the immediate attention of Jamie Greene on safety

issues will be dealt with quickly. Should the homeowners not co-operate to rectify these issues,

IPG may consider requiring the franchisee to cease to provide management and rental

services.

Section 11

Time management This section includes details of the skills required for both the franchisee and the personnel

employed. It also highlights the importance of personal time management which is an

important part of your business

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11.1 - Attitudes towards time

Managing your time is crucial. Changing your time habits may take a long time, but you need

to plan what you’re going to do, and work at it to make it second nature and be successful.

Attitudes are likely to be a ‘character trait’ or part of your personality, so are sometimes

difficult to alter, as some are part of our nature. Extremes in the field of ‘attitudes’ mean that a

person is suited to one kind of job better than another, but a high proportion of people are

‘Middle of the Road’ in their attitudes.

In other words, once they are made aware of the importance of a particular attitude, they are

perfectly capable of altering it for the better - leading to increased effectiveness in their job.

Since attitudes constitute such a vital part in the total anatomy of professionalism, let us

consider a few of them: Positive attitudes are healthy, and negative attitudes are unhealthy

because:

Positive attitudes are constructive.

Negative attitudes are destructive.

The positive-minded person thinks first, how something difficult CAN be done.

The negative-minded person thinks, first, the reasons why it shouldn’t or can’t be done.

Nothing is so infectious as enthusiasm except the lack of it. Enthusiasm in a child often makes

it difficult for a parent to say “No”. The same applies in a business relationship.

Many people are good starters but bad finishers. This is because they lack the self-discipline

needed to find a way through the difficulties, which almost always obstruct the achievement of

the objectives.

Without knowing it, a person is rated for acceptability within a few minutes of meeting a new

person. First impressions are important and besides appearance; the compounded warmth of

manner, ability to smile, carriage, alertness, to name just a few of the factors which contribute

to a person’s rating in the eyes of a new person. Punctuality is an excellent example of attitude

because unpunctual people mostly have this weakness because they regard punctuality as

unimportant. It’s therefore a typical example of having a good or bad attitude of mind. Of

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course, the above ‘attitudes’ are by no means comprehensive - such things as integrity,

confidence, sense of humor, all spring to mind. Having the right attitude in everything you do

will clearly help you in your new franchise business.

11.2 - Time for paper work

To manage your time effectively, you need to:

Be aware of how you spend your time each day

Set priorities so you know what’s important to you and what isn’t

Establish goals for your personal, work and family life

Plan to meet your goals

Develop habits that’ll help you get what you want in life

By knowing how to manage your time wisely, you can reduce pressure when you’re faced with

deadlines or a heavy schedule. It will let you be more in control and feel better about yourself,

because you’re using your full potential. It will also allow you to:

Be more professional

Give you time to develop your area

Help you target progress

Speak to more people

Cut down on your non-productive time

Have more productive selling time

Make a better-planned business

Acquire more revenue!

Develop habits that’ll help you get what you want in life. Find out how you spend your time by

keeping a log of everything you achieve in a week and evaluate the results. Question yourself:

Did I use my time to its best advantage?

Did I arrive at my office at a reasonable time?

Did I leave home early enough?

Did I make that extra call?

Did I always speak to the right person?

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Was I always prepared for a call?

Did I talk too much?

Did I plan my day in advance?

Identify changes needed if you’re not satisfied with the way you used your time. The trick to

saving time isn’t to work harder, but to work smarter. For example:

Paper work - don’t handle correspondence more than once whether it’s an internal

or external memo -- action it, throw it away, or file it.

Telephone calls - set aside specific times for making phone calls, and have all the

necessary information close to hand.

Pre-booked appointments - be prepared, check you’ve all the necessary tools with

you, and make a list of things to be done when you come out of the appointment.

Meetings - if managers (i.e. bank or accountants) call meetings, request them last

thing in the day or an early breakfast meeting. Know the purpose of the meeting

and be prepared. Be on time.

11.3 - Delegation

Delay is a deadly enemy, but you can beat it. To do this:

Break up work and complete it one or two steps at a time. Large projects can be

broken down into small, manageable parts.

Set realistic deadlines for activities you want to see accomplished and stick to them.

Remove distractions, if possible, and create an environment where noise or people

won’t distract you. Don’t clutter your desk; work on one item at a time.

Ask for help if you run out of ideas; People love to help.

Arrive at work on time, ready for work, ready to go.

Reward yourself when you achieve the results you want.

Delegate jobs that others can do that waste your valuable time

Managing your time successfully is one of the keys to a successful business with increased

productivity, greater personal happiness, and more satisfaction at work. Time is precious and

irreplaceable, so delegate!

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11.4 - Scheduling activities

Managing your time is a lot easier once you’ve the right attitude and decide what you want to

achieve. A simple formula for effective use is:

• Schedule time:

o To split a day’s work into:

▪ Must do

▪ Want to do

▪ Make time

• Make every minute productive:

o Don’t wait to call customers back.

o Evaluate your productivity each day.

o Jot down facts and ideas.

• Allow time:

o To do a thorough job

o Take time for an effective task

o For delays

o Don’t over schedule your day

• Ration time:

o Divide duties into three groups:

▪ Most important

▪ Average

▪ Least Important

o Spend most time completing activities with high potential.

• Take time:

o To prepare effectively

o To complete the task

o To make sales, not just calls

Plan your time in a SMART way, and be dedicated to it, disciplined, and determined. This way,

you’ll reap the rewards.

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Appendix

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Forms / documents

Guest registration Registration

Form.pdf

Work schedules ipg time sheet dc.pdf

New home set

up.pdf

Inspection reports Property Inspection

Sheet B.xls

Maintenance schedules

Complaints form

Confidentiality agreement confidentiality

agreement for franchisees at october 2017 1.pdf

Damage report Guest Damage

Report (template).pdf

In-house notices See pdf files below

Contact list IPG Contact List.pdf

Incident form

Incident

Information Report-.pdf

Air conditioning temperature sign AC Temp Sign.pdf

Alarm instructions

Alarm.pdf

911 sign

911SIGN.pdf

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Check out sign Check Out Sign.pdf

Garbage collection notice (Thursday)

Garbage Collect

Thurs.pdf

No Pets No Pets Sign.pdf

Manual no smoking (large)

manual smoking

page.pdf

No smoking (small) No Smoking

Sign.pdf

Sanitation notice Sanitization

Sign.pdf

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Supplies & services

Item Cost (excl. tax)

Customer service fee $50 per hour.

Minimum charge - $25

Finders fees POA

Microsoft terminal services POA

Replacement manual POA

Rectification service $50 per hour.

Minimum charge - $25

Emergency complaint service fee $50 per hour.

Minimum charge - $25

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Approved vendors

Type of service needed Vendor name Telephone

Carpet cleaning Rite Choice Carpet cleaners 407 344 9484

Handy man / painting CFL Handyman Service LLC 863 399 8988

Air conditioning repairs Airpliance LLC 863 259 6730

Universal Heating and Air, Inc 407 767 5421

Appliance repairs Lindfields Construction Inc. 407 962 7134

Airpliance LLC 863 259 6730

Business cards Innovative Ink 863 688 7900

Vehicle signage Macaw Signs & Embroidery 352 432 3962

Pool services Santa’s Cleaning Crew 407 334 9391

Rusos Pools 321 284 7804

Lawn services Irrigation Tech Inc. 863 421 5271

Glazing company Acorn Glass Inc. 863 258 8290

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Index

24-hour emergency repairs and services, 57

Accounts, 68

Additional training, 22

Adherence to IPG methods, 25

Adjustments, 62

Advertising restrictions for rentals, 46

Air conditioning, 57

Appendix, 81

Approved vendors, 85

Area research, 49

Attracting clients, 42

Avoiding deficits, 64

Benefit - established business, 14

Benefit - Expansion, 16

Benefit - no previous experience, 15

Benefits of franchising, 14

Building your business, 32

Business administration, 66

Business tax, 55

Canceled homes, 64

Checking in, 58

Checking out, 59

Checklists, 56

Cleaning schedules, 56

Communication with guests, 19

Communication with office, 19

Communications, 18

Communications with contractors, 19

Communications with homeowners, 20

Company growth, 10

Competition-ready benefit, 15

Competitive advantage, 48

Complaint handling, 60

Computer requirments, 31

Computer system, 67

Corporate image, 26

Customer profile research, 50

Customer satisfaction fund, 39

Damaged property, 59

Delegating, 79

Demand for management services, 10

Developing brand benefit, 16

Dress & appearance, 72

Emergency complaints, 62

Exterior inspections, 57

Finance benefit, 15

Financial information, 68

Finder's fee, 33

Forms & documents, 82

Franchise referrals, 51

Friend visits, 62

Function as a franchisee, 37

Furnishing & white goods, 53

Garbage, 60

General guidance, 23

Head office contact info, 18

Health & safety, 76

History & background, 9

History & benefits of franchising, 14

Homeowner communication, 39

Homeowner deficits, 63

Home-owner visits, 62

Hotel & restaurant license, 54

Initial launch, 42

Inspections, 59

Insurance, 54, 69

Invoicing, 68

IPG name and logo usage, 26

IPG philosophy, 11

Lawn maintenance, 58

Livery on a vehicle, 26

Low start-up cost benefit, 15

Maintaining standards, 25

Maintenance schedules, 57

Market research, 49

Market research requirements, 49

Marketing fund, 43

Marketing fund usage, 43

Marketing items, 45

Marketing methods, 44

Marketing potential and competition, 46

Meetings, 21

Monthly marketing fee, 70

New home setup, 53

Newsletters, 21

Objectives, 11

Objects left behind, 60

Ongoing support benefit, 16

P a g e | 87

On-site equipment, 31

Out-of-area homes, 40

Paper work, 78

Payroll, 70

Pool maintenance & enclosures, 57

Pre-arrival inspections, 57

Premises, 29

Pricing policy, 42

Property management referrals, 34

Property manager license, 29

Proven concept benefit, 15

Purpose, 6

Real estate brokerage, 35

Real estate referrals, 35

Receivables, 63

Recognition and motivation of staff, 74

Rectification services, 61

Required office equipment, 30

Revenues from rentals, 34

Sales tax, 69

Scheduling activities, 80

Services provided by IPG, 37

Staff structure, 72

Starting your business, 29

State sales tax, 55

Stationary, 32

Stolen property, 59

Supplies & services, 84

Support from the head office, 22

Table of contents, 1, 7

Telephone & cable services, 56

Terms & conditions of employment, 73

Time attitude, 77

Tour operator communication, 38

Tourist development tax, 55

Training, 73

Training seminars, 21

Uniform & clothing, 72

Updates to the manual, 7

Usage restrictions, 6

Utilities, 55

Utility billing, 58

Vendors, 56

W-8ECI tax form, 55

W-9 tax form, 55

Websites, 44

Welcome folder, 42

Your objectives, 39