2017 Franchise Operations Manual

Money Pages Franchise Operations Manual
Table of Contents
SECTION A: INTRODUCTION
WELCOME LETTER ........................................................................................................................................... 1
TRAINING AGENDA – DAY ONE ....................................................................................................................... 2
TRAINING AGENDA – DAY TWO ....................................................................................................................... 3
TRAINING AGENDA – DAY THREE ................................................................................................................... 4
TRAINING AGENDA – DAY FOUR ..................................................................................................................... 5
TRAINING AGENDA – DAY FIVE....................................................................................................................... 6
SERVICES PROVIDED TO FRANCHISEES ........................................................................................................ 7
 Advertising Materials and Sales Aids ........................................................................................... 7
 Advisory Councils........................................................................................................................... 7
 Approved Service Providers .......................................................................................................... 7
 Corporate Website ......................................................................................................................... 8
 Ongoing Training ............................................................................................................................ 8
FRANCHISEE RESPONSIBILITIES ................................................................................................................... 9
 Responsibilities to Your Clients .................................................................................................... 9
 Responsibilities to Your Employees............................................................................................ 10
 Responsibilities to Fellow Franchisees ...................................................................................... 10
 Responsibilities to the Franchisor .............................................................................................. 11
VISITS FROM THE CORPORATE OFFICE ....................................................................................................... 12
SECTION B: PRE-OPENING PROCEDURES

PRE-OPENING CHECKLIST .............................................................................................................................. 1
ESTABLISHMENT OF BUSINESS FORM........................................................................................................... 4
PROTECTED TERRITORY ................................................................................................................................. 5
FINDING AN OFFICE......................................................................................................................................... 6
 Using a Home Office ...................................................................................................................... 6
 Using a Traditional Office .............................................................................................................. 7
 Site Review .................................................................................................................................... 7
 Negotiating a Lease ..................................................................................................................... 10

REQUIRED LIST OF EQUIPMENT, FURNISHINGS, FIXTURES ...................................................................... 12
ORDERING INITIAL MATERIALS .................................................................................................................... 13
SIGNAGE AND LOGO SPECIFICATIONS ........................................................................................................ 17
 Signage Requirements ................................................................................................................. 17
LICENSES AND PERMITS ............................................................................................................................... 18
CONTRACTING WITH REQUIRED UTILITIES AND SERVICES ...................................................................... 19
SETTING UP BANK ACCOUNTS ..................................................................................................................... 20
GETTING INSURANCE.................................................................................................................................... 22
SECTION C: OWNERSHIP CONSIDERATIONS

ENTERING ADDITIONAL ZONES ...................................................................................................................... 1
EXIT STRATEGIES ............................................................................................................................................ 2
 Bringing In Partners ....................................................................................................................... 2
 Owning vs. Managing the Business............................................................................................... 3
FISCAL MANAGEMENT OF THE BUSINESS ..................................................................................................... 4
 The Balance Sheet ......................................................................................................................... 4
MEETING YOUR TAX OBLIGATIONS ............................................................................................................. 10
 Employer Identification Number ................................................................................................. 10
 Federal Taxes............................................................................................................................... 10
 State Taxes .................................................................................................................................. 11
FRANCHISE REPORTING REQUIREMENTS ................................................................................................... 12
 Required Reports ......................................................................................................................... 12
 Financial Statements ................................................................................................................... 12
PAYING OTHER FEES..................................................................................................................................... 13
 Attorneys’ Fees ............................................................................................................................ 13
 Audit ............................................................................................................................................. 13
 Indemnification ............................................................................................................................ 13
 Interest ......................................................................................................................................... 13
 Local Advertising ......................................................................................................................... 14
 Modifications ................................................................................................................................ 14
 Marketing Contributions .............................................................................................................. 14
 Nonsufficient Funds ..................................................................................................................... 14
 Renewal Fee ................................................................................................................................. 14
 Transfer Fee ................................................................................................................................. 14

SECTION D: PERSONNEL
EEOC GUIDELINES ........................................................................................................................................... 1
 Employers Covered by EEOC-Enforced Laws ............................................................................... 1
 How Employees Are Counted ........................................................................................................ 1
 Record Keeping Requirements...................................................................................................... 2
 Reporting Requirements ................................................................................................................ 2
 Charge Processing Procedures ..................................................................................................... 2
 Mediation ........................................................................................................................................ 3
 Remedies ........................................................................................................................................ 4
 Regulatory Enforcement Fairness Act .......................................................................................... 4
 Technical Assistance .................................................................................................................... 4
 Informal Guidance .......................................................................................................................... 4
 Publications.................................................................................................................................... 5
LAWS REGARDING HARASSMENT .................................................................................................................. 6
 Sexual Harassment ........................................................................................................................ 6
 Racial and Ethnic Harassment ...................................................................................................... 6
 Pregnancy Discrimination.............................................................................................................. 7
 Religious Accommodation ............................................................................................................. 7
IMMIGRATION REFORM/CONTROL ACT .......................................................................................................... 8
WAGE AND LABOR LAWS............................................................................................................................... 10
 What the FLSA Requires .............................................................................................................. 10
 Internship Programs Under FLSA ................................................................................................ 12
 What the FLSA Does Not Require ................................................................................................ 13
 FLSA Minimum Wage Poster ........................................................................................................ 13
PROFILE OF THE IDEAL MONEY PAGES EMPLOYEE .................................................................................... 14
JOB DESCRIPTIONS ....................................................................................................................................... 17
 Account Manager/Representative ............................................................................................... 18
RECRUITING EMPLOYEES ............................................................................................................................. 19
 Getting the Word Out ................................................................................................................... 20
 Screening Applicants ................................................................................................................... 21
THE INTERVIEW PROCESS ............................................................................................................................ 23
 Job Offer ....................................................................................................................................... 40
HIRING ON A PROBATIONARY PERIOD ........................................................................................................ 44
ORIENTATION ................................................................................................................................................ 45
 Forms ............................................................................................................................................ 45
 Policies and Benefits ................................................................................................................... 55

 Overview of Office........................................................................................................................ 55
TRAINING ....................................................................................................................................................... 56
 Goals for Training......................................................................................................................... 56
 Initial Training of Account Executives........................................................................................ 56
 Ongoing Training .......................................................................................................................... 59
PERSONNEL POLICIES ....................................................................................................................................... 61
TRACKING EFFECTIVENESS OF SALES STAFF ................................................................................................ 69
UNIFORM/DRESS CODE ...................................................................................................................................... 70
SAMPLE COMPENSATION PLANS...................................................................................................................... 71
PERFORMANCE EVALUATIONS ......................................................................................................................... 73
 Evaluation Process ...................................................................................................................... 74
 Review Meeting ............................................................................................................................ 77
PROGRESSIVE DISCIPLINE................................................................................................................................ 78
TERMINATION/SEPARATION ............................................................................................................................. 81
 Termination .................................................................................................................................. 81
 Resignation .................................................................................................................................. 84
SECTION E: SELLING ADVERTISING

GROWTH TRENDS ............................................................................................................................................ 1
 Developing Base Clients ................................................................................................................ 1
 Growing Your Page Counts ............................................................................................................ 3
TARGETING YOUR MARKET ............................................................................................................................ 4
 Profile of a Typical Advertiser ....................................................................................................... 5
INCOMING CALLS............................................................................................................................................. 6
TYPICAL SALES FLOW ..................................................................................................................................... 7
COLD CALLING ................................................................................................................................................. 8
 Before the Account Executive Calls ............................................................................................. 8
PREPARING FOR SALES APPOINTMENTS .................................................................................................... 11
 Understanding Your Competition ................................................................................................ 11
 Understanding Money Pages Competitive Advantages ............................................................. 12
 What to Bring to an Appointment ................................................................................................ 12
MONEY PAGES SALES PRESENTATION ........................................................................................................ 14
 Client Needs Assessment ............................................................................................................ 15
 Solving the Need .......................................................................................................................... 16
 Positioning Money Pages Services and Products....................................................................... 19

 Ad Specifications ......................................................................................................................... 22
 Answering Objections .................................................................................................................. 24
 Closing the Sale ........................................................................................................................... 31
 Selling Premium Placement......................................................................................................... 35
CALL TRACKING ............................................................................................................................................ 38
PRICING THE AD ............................................................................................................................................ 42
SOLO MAIL ..................................................................................................................................................... 44
TESTIMONIALS............................................................................................................................................... 46
PROSPECT MANAGEMENT ............................................................................................................................ 48
MATRIX CRM .................................................................................................................................................. 50
AD MALL ......................................................................................................................................................... 53
PAYMENT ....................................................................................................................................................... 56
WORKING WITH NATIONAL AND REGIONAL ACCOUNTS ............................................................................ 57
 Money Pages Corporate ............................................................................................................... 57
 Money Pages Franchise to Franchise Sale ................................................................................. 58
 Money Pages Sale Into a Corporate Market ............................................................................... 58
 Exception Process ....................................................................................................................... 60
SECTION F: DIGITAL PRODUCTS

MONEYPAGES.COM.......................................................................................................................................... 1
 Header Image ................................................................................................................................. 1
 Digital Coupons .............................................................................................................................. 1
 Contact Us Page ............................................................................................................................ 2
 Additional Opportunities ................................................................................................................ 3
MONEY PAGES MOBILE APP ........................................................................................................................... 4
DIGITAL MAGAZINE ......................................................................................................................................... 5
DIGITAL SERVICES .......................................................................................................................................... 6
 Website Design............................................................................................................................... 6
 Digital Visibility .............................................................................................................................. 6
 Blogging .......................................................................................................................................... 6
 Social Media ................................................................................................................................... 7
 Display Banners ............................................................................................................................. 7
 Search Engine Marketing Package ............................................................................................. 15
 Hosting Package .......................................................................................................................... 16
 Video Production Package .......................................................................................................... 17

PRODUCTION ................................................................................................................................................. 18
 Sales Agreement .......................................................................................................................... 18
 Website Intake ............................................................................................................................. 18
 Banner Ad Intake ......................................................................................................................... 23
 AdWords Intake ............................................................................................................................ 25
PRODUCTION MANAGEMENT ...................................................................................................................... 26
 Website ......................................................................................................................................... 26
 Digital Advertising........................................................................................................................ 26
 Search Engine Marketing............................................................................................................. 27
 Social Media ................................................................................................................................. 28
 Blogging ........................................................................................................................................ 28
 Video ............................................................................................................................................. 28
CUSTOMER SERVICE..................................................................................................................................... 29
COMPENSATION............................................................................................................................................ 29
SECTION G: AD DESIGN AND PRODUCTION

OVERVIEW OF THE AD FLOW .......................................................................................................................... 1
SUBMITTING NEW ADS .................................................................................................................................... 3
 Production Order ............................................................................................................................ 3
 Accessing Your Google Drive ........................................................................................................ 7
 Adding Files to Your Google Drive ‘To Graphics’ ........................................................................ 11
GRAPHIC REQUIREMENTS ............................................................................................................................ 13
 Submitting Ads ............................................................................................................................. 13
 Ad Layout ..................................................................................................................................... 14
 Artwork ......................................................................................................................................... 14
 Things to Remember .................................................................................................................... 17
PROOFING ADS .............................................................................................................................................. 18
SUBMITTING CHANGES ................................................................................................................................. 20
FINALIZING AND PROOFING THE BOOK LAYOUT........................................................................................ 21
PRODUCTION CALENDAR .............................................................................................................................. 22
SOLO MAIL PRODUCTS .................................................................................................................................. 24
ADJUSTING YOUR MAILING LIST ................................................................................................................. 26

SECTION H: OFFICE PROCEDURES
SUGGESTED HOURS OF OPERATION.............................................................................................................. 1
OFFICE PROCEDURES...................................................................................................................................... 2
 Daily and Monthly Tasks ................................................................................................................ 2
CUSTOMER SERVICE ....................................................................................................................................... 4
 Customer Service Philosophy ........................................................................................................ 4
 Phone Procedures .......................................................................................................................... 5
BILLING PROCEDURES .................................................................................................................................... 6
 Accepting Payment ........................................................................................................................ 8
 Collections ..................................................................................................................................... 8
INVENTORY MANAGEMENT .......................................................................................................................... 11
 Ordering Procedures .................................................................................................................... 11
 Using Approved Suppliers............................................................................................................ 11
 Receiving Procedures .................................................................................................................. 12
SAFETY AND SECURITY PROCEDURES ........................................................................................................ 13
 Accident Reporting and Investigation ........................................................................................ 13
 Workers’ Compensation Issues ................................................................................................... 15
 Fire Safety .................................................................................................................................... 15
 Robbery......................................................................................................................................... 17
 Burglary ........................................................................................................................................ 18
SECTION I: MARKETING AND ADVERTISING

USE OF MARKETING PLAN .............................................................................................................................. 1
 Developing Your Marketing Plan ................................................................................................... 5
REQUIRED ADVERTISING EXPENDITURES..................................................................................................... 6
 Local Advertising Requirement ..................................................................................................... 6
 Advertising Fund ............................................................................................................................ 7
 Initial Launch Advertising.............................................................................................................. 7
PROMOTING MONEY PAGES IN YOUR AREA.................................................................................................. 8
 Money Pages Website .................................................................................................................... 9
 Use of Social Media ....................................................................................................................... 9
 Local Radio & Television ............................................................................................................. 10
 Contests ....................................................................................................................................... 11
 Trade Shows and Event Sponsorships ........................................................................................ 11
 Billboards ..................................................................................................................................... 12
INITIAL LAUNCH ............................................................................................................................................ 14
USING REFERRALS TO BUILD BUSINESS ..................................................................................................... 15
GUIDELINES FOR USING MONEY PAGES MARKS ........................................................................................ 16
PRESS RELEASES .......................................................................................................................................... 17
COMMUNITY INVOLVEMENT ......................................................................................................................... 19

A
Section
F R A N C H I S E
O P E R A T I O N S M A N U A L
Introduction
Congratulations on making the decision to join our Money Pages family. We created the
Money Pages Franchise Operations Manual to support you as you set out to start your
own Money Pages business and to summarize the nature of the franchisee-franchisor
relationship within the Money Pages system.
Over the next week, you will participate in our Money Pages Franchisee Training
Program, which consists of classroom education and training in the field. As a Money
Pages franchisee, we will share with you our proven methods, professional expertise, and
extensive experience. This process will ensure that you have the necessary tools and
techniques needed to launch and grow a successful Money Pages market.
S E C T I O N A
F R A N C H I S E O P E R A T I O N S M A N U A L I N T R O D U C T I O N
Table of Contents
WELCOME LETTER ......................................................................... 1
TRAINING AGENDA – DAY ONE ...................................................... 2
TRAINING AGENDA – DAY TWO ..................................................... 3
TRAINING AGENDA – DAY THREE.................................................. 4
TRAINING AGENDA – DAY FOUR.................................................... 5
TRAINING AGENDA – DAY FIVE ..................................................... 6
SERVICES PROVIDED TO FRANCHISEES....................................... 7
 Advertising Materials and Sales Aids ................ 7
 Advisory Councils............................................... 7
 Approved Service Providers ............................... 7
 Corporate Website ............................................. 8
 Ongoing Training ................................................ 8
FRANCHISEE RESPONSIBILITIES .................................................. 9
 Responsibilities to Your Clients ........................ 9
 Responsibilities to Your Employees ................ 10
 Responsibilities to Fellow Franchisees ........... 10
 Responsibilities to the Franchisor ................... 11
VISITS FROM THE CORPORATE OFFICE...................................... 12

S E C T I O N A
Welcome Letter
Welcome to the Money Pages family! We are thrilled that you are joining us in our quest to
partner with local businesses and provide them with the best service, highest quality, and
most cost-efficient venue for their advertising investment while also saving our readers
money every day. You are embarking on an adventure that will have a tremendous impact
on your local community and help keep businesses thriving in both strong and slow
economic periods.
At Money Pages, we are all about the circle of success. We strive to help small
businesses grow, and generate leads and customers, while also providing a valuable
resource for our readers. We revel in the idea of doing business with local businesses and
offering them the support they need to reach their goals. This is not only accomplished
through our monthly magazine, but also through our digital marketing assets. With the
addition of our 3D Digital Solutions Team, we now have the ability to create SEO-
optimized, mobile-friendly websites, manage social media and emails, as well as create
targeted, digital banner advertisement campaigns. As our clients’ businesses grow, we
intend to grow with them and provide additional opportunities for their advertising dollars.
As a Money Pages franchisee, it is essential that you fully understand the hard work and
commitment it takes to find success in this industry. You should page through your
magazines and feel invested in them, knowing your hard work has helped create a
worthwhile product. You have to truly see the magazine as a valuable resource for
everyone - business owners and readers alike. At the same time, we hope you love what
you do and develop a passion for making a difference in the local business community.
Everyone succeeds when your magazine is in mailboxes and on coffee tables, and your
clients’ phones are ringing and customers are saving money.
And most importantly, you can count on our support to help you achieve your business
goals.
Best wishes for your continued success!
May 2017 A1

S E C T I O N A
TRAINING AGENDA
MONDAY, MAY 1
Unit Topic Speaker Run Time
Introduction Alan 8:30-9:00

 Team Introductions
 Review of Agenda
 Expectations of Training
Section A - Overview Alan 9:00-9:30

 Company History and Culture
 Use of the Operations Manual
 Roles and Responsibilities
Section B – Pre-Opening Procedures Chris 9:30-10:00
BREAK 10:00-10:15
Section C – Franchise Ownership Chris 10:15-12:00

 Growth Trends
 Exit Strategies
 Financials
 Paying Other Fees
LUNCH 12:00-1:00
Section E – Sales Allison 1:00- 5:00

 Targeting Your Market
 Incoming Calls
 Sales Presentation
 Cold Calling
 Preparing for Sales
 Appointments
 Call Tracking
 Premium Products
 Electronic Sales Resources
 One Sheets
WRAP UP Chris 5:00 - 5:30
May 2017 A2

S E C T I O N A
DAY TWO - TUESDAY, MAY 2

Unit Topic Speaker Time
Questions from Yesterday’s Material Chris 8:30-8:45
Sales Training Part 1 Pat 8:45 – 11:30
WORKING LUNCH 11:30- 12:00
Sales Training Part 2 Pat 12:00 – 1:30
In Field – Marie Atnip 1:30 – 5:00
May 2017 A3

S E C T I O N A
DAY THREE - WEDNESDAY, MAY 3

Questions from Yesterday’s Material Chris 8:30 - 8:45
Section F – Digital Allison 8:45 - 11:30

 Digital Products
 Website
 App
 Packages
BREAK 10:30-10:45
LUNCH 11:30 - 1:00
Section I – Marketing & Advertising Alan 1:00 - 2:00
Section G – Design & Proofing Alberta 2:00 - 4:00
Call Tracking / Matrix / Layout Mindy 4:00 - 5:00
May 2017 A4

S E C T I O N A
DAY FOUR – THURSDAY, MAY 4

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

 EEOC Guidelines / harassment
 Laws regarding harassment
 Wage and Labor Laws
 Immigration Reform Control Act
 Probationary Periods
 Orientation, Policies, Time
 Dress Code
 Discipline / Termination
 Office and Billing Procedures
 Inventory / Safety
 Quickbooks / Accounting
 Bank Drafts and Schedules
 Remote Deposit Capture / Credit cards
Pages D 1 – 13, 24-25, 44-49, 61-70, 78-86, H1-3, H6-18
LUNCH 11:30- 12:30
Section D – Personnel Jodi 12:30- 2:30

 Employee Profiles
 Job Descriptions
 Recruiting Employees
 Interview Process
 Training
 Sales Staff Effectiveness
 Commission Systems
 Performance Evaluations
 Customer Service
Pages D14-23, 26-43, 50-60, 71-77, H4-5
BREAK 2:45-3:00
Solo Mail, Mail Lists, Samples Monica 3:00-4:00
WRAP UP 4:00-5:30
May 2017 A5

S E C T I O N A
DAY FIVE – FRIDAY, MAY 5

Questions from Yesterday’s Material Chris 8:30 – 8:45
Shadow Proofing – Cynthia Maycott 8:45 – 11:00
LUNCH / Debrief / Planning 11:00 – 12:30
In Field – Cynthia Maycott 12:30 – 4:00
Jason Flight to CHA
May 2017 A6

S E C T I O N A
Services Provided to Franchisees

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

We developed a variety of advertising materials and sales aids specifically designed to
promote the Money Pages concept. A Starter Pack of sales collateral materials will be
provided to you when you start your Money Pages business. The Starter Pack will include
the following: business cards, sales agreements, sales one sheets, invoices, envelopes,
as well as thank you cards and envelopes. We will also provide ongoing assistance with
marketing programs that can be used in your local area.
 Advisory Councils
At such time as it is deemed appropriate, we may develop an Advisory Council program
for the purpose of encouraging the exchange of ideas between us and franchisees, and
providing suggestions for improving the overall quality of the system. Such a program is
designed to foster communication between us and all franchisees, as well as among
franchisees.
 Approved Service Providers

As a Money Pages franchisee, you may benefit greatly from the relationships we have
established with key service providers, both mandatory and optional. As a result of
combined buying power, you may receive discounts on services and products. This will
also enable us to better ensure quality and continuity of the Money Pages products and
equipment.
May 2017 A7

S E C T I O N A
 Corporate Website
We have established a corporate website that provides money saving digital offers to local
readers as well as extensive information about Money Pages. As a franchisee, you will
have a dedicated geo-targeted website for your market on moneypages.com. Each of
your magazine clients will have a digital offer and you will receive additional information on
selling enhanced profiles and banner opportunities for additional revenue. You will also
receive a geo-targeted Contact Us page specifically listing you and your sales team.
Finally, each of your website listed clients will be loaded to the Money Pages app to
provide mobile access to digital savings for your community. Dedicated sections of the
manual will cover the specifics of your available digital offerings.
 Ongoing Training
We may offer national and/or regional conferences on a yearly basis for you and/or your
staff members at a cost of $200 per day per participant. This training may address new
products and services or offer insight into managing the business and growing revenues.
May 2017 A8

S E C T I O N A
Franchisee Responsibilities
As a Money Pages franchisee, your success is directly tied to your active, daily
involvement with the businesses in your market area. It is important that you do your part
to offer the most reliable and professional service possible.
Some other responsibilities that may immediately come to mind pertain to your
responsibilities to protect our techniques, our trademarks, and your financial
responsibilities to us. (These financial requirements are covered extensively in your
franchise agreement.) In this discussion, we will cover how you can address all areas of
responsibility from clients to the franchisor.
 Responsibilities to Your Clients

 Build a relationship based on a genuine investment in mutual success
and mutual respect.
 Foster a strong rapport with your clients and build on the shared identity
as locally owned businesses.
 Create a magazine with ads that help bring your clients’ messages to
life in the mailboxes of your readers.
 Create a valuable resource that provides your readers with top quality
offers.
 Educate and train your clients how to sell their products and services.
 Be the best at what you do. We want to stand out in our industry as
being the best, and we want to be proactive in considering how to
improve on what we do.
 Take advantage of local marketing opportunities by promoting your

business at festivals, sporting events, and other public gatherings.
 Maintain an ownership mentality, not a sales mentality!
May 2017 A9

S E C T I O N A
 Responsibilities to Your Employees

 Empower your employees; teach and train them well.
 Stay involved and support your employees with an ongoing relationship

with clients.
 Understand that clients want to stay involved with the owner of the
company. Be part of the relationship that your Money Pages account
executives have with clients.
 Treat them fairly and respectfully.
 Keep open lines of communication so you can stay on top of any

issues and know what is happening in the office.
 Responsibilities to Fellow Franchisees

 Operate your business consistent with all Money Pages standards.
 Assist other franchisees, whenever possible, through shared ideas,

submission of suggestions, and attendance at seminars.
 Refer business to other franchisees in the network whenever possible.
 Protect all proprietary Money Pages materials from the scrutiny of

casual review by competitors, visitors, or the public.
 Submit written suggestions to us in an effort to improve the entire

network.
May 2017 A10

S E C T I O N A
 Responsibilities to the Franchisor

 Maintain the highest standards of service and client satisfaction.
 Abide by the terms of the franchise agreement.
 Protect all confidential information.
 Collect money as necessary and submit all required reports and

payments on a timely basis.
 Operate the franchise in accordance with all applicable laws and

governmental regulations.
May 2017 A11

S E C T I O N A
Visits from the Corporate Office

In an effort to maintain the good name and reputation of Money Pages, a field consultant
may contact you to provide advisory support to help you improve and grow your business.
This may also include:
 Evaluating operations and products.
 Observing sales appointments.
 Interviewing management, employees, and clients.
 Inspecting all books and records relating to the business.
 Evaluating progress on achieving business plan goals.
During these visits, your field consultant will complete a Franchise Survey Form (see next
pages) to facilitate discussion and bring into focus areas of strength and weakness.
In addition to conducting visits, the field consultant will work with you to develop your
annual business plan. This annual process will provide you with a thorough review of your
business and assist in setting goals for the upcoming year.
May 2017 A12

S E C T I O N A
Figure A.1 – Franchise Survey Form
May 2017 A13

S E C T I O N A
May 2017 A14

B
Section
F R A N C H I S E
Pre-Opening Procedures
As you prepare to open your new Money Pages franchise, there are many general
business tasks to attend to. This includes things like securing a location (unless you are
using a home office), setting up bank accounts, purchasing required equipment and
supplies, obtaining required licenses and permits, securing the necessary services and
insurance, and initially spreading the word about your new Money Pages business in the
local area.
This section covers the tasks you must complete to begin operation of your franchise in
accordance with our standards.
S E C T I O N B
F R A N C H I S E O P E R A T I O N S M A N U A L P R E - O P E N I N G P R O C E D U R E S
Table of Contents
PRE-OPENING CHECKLIST............................................................. 1
ESTABLISHMENT OF BUSINESS FORM ......................................... 4
PROTECTED TERRITORY ............................................................... 5
FINDING AN OFFICE ....................................................................... 6
 Using a Home Office .......................................... 6
 Using a Traditional Office .................................. 7
 Site Review ........................................................ 7
 Negotiating a Lease ......................................... 10
REQUIRED LIST OF EQUIPMENT, FURNISHINGS, FIXTURES...... 12
ORDERING INITIAL MATERIALS .................................................. 13
SIGNAGE AND LOGO SPECIFICATIONS ....................................... 17
 Signage Requirements ..................................... 17
LICENSES AND PERMITS ............................................................. 18
CONTRACTING WITH REQUIRED UTILITIES AND SERVICES ...... 19
SETTING UP BANK ACCOUNTS ................................................... 20
GETTING INSURANCE .................................................................. 22

S E C T I O N B
Pre-Opening Checklist
Opening up a new business requires organization and decision-making skills. The
checklist on the following page is designed to help you in planning the opening of your
Money Pages office. It includes a general outline of what needs to be done so you can
equip the business, complete training, and commence operation within 60 days from the
time you sign the franchise agreement, and publish your first magazine within 90 days of
signing the franchise agreement.
To aid you in your opening process, we have designed a Pre-Opening Checklist (see
Figure B.1) that lists the typical steps required to open a Money Pages franchise. This
sequence of activities is also outlined below. Your business development may not
proceed exactly in the order outlined below; however, the outline will give you an overview
of the process. Keep in mind that each state, county, city, or township has its own set of
laws and codes particular to your business. You will need to discuss these matters with
your local business organization, as well as with your accountant or attorney, to make
sure you obtain all necessary permits and legal documents.
In addition, if you are using a home office, your process will be different.
Figure B.1 - Pre-Opening Checklist
TASK WHEN TO DO
 Sign franchise agreement. 2 months before
 Apply for all required business licenses and permits. opening
 Establish business entity.

 Begin to search for sites that meet our site criteria or choose
to use a home office.
 Once site is accepted, work on negotiating lease terms.
 Submit economic terms of lease for our review.
 Begin recruiting account executives
May 2017 B1

S E C T I O N B
TASK WHEN TO DO
 Order office furniture, equipment and supplies. 1 month before
 Make a plan with us for initial and in-field training. opening
 Arrange for utilities, as needed.

 If building signage is available, work with a sign vendor to
place your order.
 Work with us to execute your grand opening marketing plan.
 Discuss the contents of the Welcome Kit with us and
supplement with any additional marketing pieces you want to
order. Be sure we have all pertinent contact information for
business cards and marketing materials.
 Visit the local Chamber of Commerce for maps, phone
books, and information on business startups and networking
groups.
 Set up bank accounts with approved bank and arrange for
deposits.
 Research local taxes.
 Finalize hiring of account executives. 2 weeks before
 Research local networking groups and make plans to join opening
and attend meetings.
 Role play sales situations and ensure account executives 1 week before
are fully trained. opening
 Make sure all computer equipment is working properly.
 Make sure the phone system is operational.
 Set up administrative files.
 Prepare list of suppliers and service providers.
 Using the Initial Prospect List, visit local businesses and sell
the Money Pages products.
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We understand that you may feel overwhelmed during the pre-opening process; there are
many details that must be attended to and many decisions that must be made. Be
assured that the corporate staff understands this and will work closely with you throughout
this process.
Opening a new business is an exciting experience. Careful planning will help make
starting your new business the positive experience we all want it to be.
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S E C T I O N B
Establishment of Business Form

Once you have signed the franchise agreement, you have started your journey to opening
your Money Pages business. Unless you have already done so, one of the first items that
you must turn your attention toward is establishing a legal identity for your business. You
will need to consult with your accountant, attorney, or professional advisor about
establishing a new legal entity suitable for your business. For more information on
business structures and the implications of each, visit the website of the Small Business
Administration at:
www.sba.gov/smallbusinessplanner/start/chooseastructure
Note: When setting up the business, franchisees should establish their own
independent business identity doing business as (dba) Money Pages. While we
grant franchisees permission to use the Money Pages marks to identify your
business to the public, your legal business name may not include the Money Pages
name or any variation of the Money Pages name. Accounts with suppliers, services,
banks, etc. should be set up using your independent business name. In addition, any legal
documents that include the Money Pages marks such as employment contracts,
employee forms, insurance policies, etc, should also include the legal identity of the
franchisee’s independent business.
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S E C T I O N B
Protected Territory
Each franchisee will be granted a protected area within which he or she will be given the
right to market products and services under the Money Pages name. Provided the
franchisee is not in default of the franchise agreement, we will not locate another
franchised or company-owned facility within the franchisee’s protected area.
The franchise territory is an area that contains 25,000 to 50,000 households. We may
determine the boundaries of the franchise territory using the most current data from any
demographic information provider and/or public information (including public information
available on counties, municipalities, zip code, voting districts) we deem appropriate.
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S E C T I O N B
Finding an Office
One of the first issues you need to address is finding a small office area where you can
handle day-to-day operations and keep your business records and supplies. Whether you
choose to have a traditional or home office, you must maintain a place of business.
As your franchise agreement states, you must find an acceptable office within 30 days of
signing the agreement, unless you had an office in place prior to signing the agreement.
You must be ready to open for business within 60 days of signing the agreement.
 Using a Home Office

If you are operating the office from your home, you must have a quiet, dedicated office/
room with a door, separate from other rooms in your house. Your office space must be
large enough to house all of the required office equipment and supplies listed later in this
section. In addition, you must have access to a specific off-site conference room at a
business location where you can meet with clients and prospective clients. If you plan to
have outside employees working in your home office, check your zoning to make sure this
is allowed. Many ordinances do not allow outside employees in home offices.
Office Requirements
 Dedicated call tracking number will be assigned to your business. This number
must be included on your website and all agreements. This number must be
answered only by you, or your manager and employees. The phone should be
forwarded to a cell phone when no one is available to answer the office line.
 Voice mail
 High-speed Internet access
 Smart phone
Office Equipment
 Fax/scanner/printer/copier
 Computer
 Desk
 File cabinet
 Chair
 Traditional office supplies, including paper, folders, staplers, tape, etc.
May 2017 B6

S E C T I O N B
 Using a Traditional Office

You need to spend time considering different locations and choosing the right one for your
office. We will assist you in your efforts to select and obtain a site; however, you are
ultimately responsible for selecting and securing a site.
Ideally, you will find a space with 250 square feet. You may find that an executive suite
where you share utilities, conference rooms, receptionists, etc. will fit your needs. Ideally,
your office should be centrally located in the territory to provide easy access to all areas.
You must submit all proposed sites to us for review and you may not move forward
without acceptance from us.
 Site Review
You must submit to us a Site Evaluation Form (see next page). This form includes a
description of the site, including evidence that the site satisfies our site selection
guidelines, as well as a letter of intent or other evidence that confirms your favorable
prospects for obtaining the site. Once a site has been reviewed, you must finalize the
purchase, lease, or sublease of the site.
Promptly following our review of the site, you must enter into a lease or contract of sale for
the site.
Understand that having a location reviewed simply means that we feel the building is
compatible to Money Pages system needs and to your approved business size.
Adaptation is still required to enable you to operate your Money Pages franchise smoothly
and systematically from the location.
May 2017 B7

S E C T I O N B
Figure B.2 – Site Evaluation Form
May 2017 B8

S E C T I O N B
May 2017 B9

S E C T I O N B
 Negotiating a Lease
Once we have reviewed your office space, you must negotiate a lease to secure the
property. The terms of the proposed lease, including the financial terms, should be
comparable to the fair market terms of similar leases in the geographic area. When
negotiating a lease, have your attorney review the lease provisions and make sure you
fully understand your rights and responsibilities under the lease. In addition, your lease
should allow you to display Money Pages signage and receive first right of refusal for
adjoining space.
If you are interested in a space, a landlord will typically provide you or your broker with an
initial letter of intent, or LOI. We highly recommend that you use an experienced office
broker.
Always involve your attorney and other advisors in the process of assessing potential
deals that are on the table. Take the time necessary to flush out all details of your counter
offers and respond accordingly. A good deal will:
1. Meet your needs and budget, and
2. Be as favorable, or better, as the local market conditions dictate.
It is reasonable to negotiate more than one lease at the same time. It is very possible that
the landlord with whom you are talking is negotiating with another prospective tenant
simultaneously.
The documentation you provide the leasing agent will help them to gain a better
understanding of your business. It is important that the leasing agent fully understands the
difference in your business.
The rental rate and cost will differ by area. We recommend that you choose several
locations and compare what you get with each. Ask questions of the local neighbors of the
sites you are considering. Arm yourself with as much information as you can. Below are
some key questions to ask present renters:
Questions to ask of  What did they pay for their location?

neighboring
businesses:
 What benefits do they have? (so you will know what the market bears)
 Are these business owners happy with the landlord?
 Is the management company/landlord easy to work with?
May 2017 B10

S E C T I O N B
Leased property is generally priced as:
Property pricing:  Community Area Maintenance fee (CAM) – this is not a negotiable fee
 Base rent
 Utilities and sometimes real estate taxes
 Monthly rental to increase by X% yearly
Ask to see the landlord’s policy for their signage requirements so that you know what to
expect, then get estimates for your sign per the guidelines you are provided.
Check the building in and out for physical appearance; if you find conditions that warrant
work, include this in your lease negotiations.
First negotiations begin by finding out the rental rate. Begin your negotiations by always
asking for less than the first amount quoted.
Also ask for a clause in your lease that would allow you the option of extending your lease
for an additional term at the end of the original contract.
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S E C T I O N B
Required List of Equipment, Furnishings,

Fixtures
You will need to equip your office with appropriate office furniture. In addition, you will
need the following computer equipment before you can begin to do business as a Money
Pages franchisee.
Computer Equipment:
 Desktop computer, laptop and/or iPad
 Mac or Windows operating system
 Smartphones with data plan for real-time access to email
 MS Office 2010 or later
 Multi-function inkjet printer with at least 300dpi scanning resolution
 Digital camera
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S E C T I O N B
Ordering Initial Materials

In addition to office equipment, you will need an adequate supply of marketing and office
supplies before you can open for business. We will supply you with a Starter Kit that
includes business cards, sales agreements, sales one sheets, thank you notes, thank you
envelopes, invoice envelopes, and other items. You may, however, want to supplement
this kit with additional materials which you may purchase from us. Be sure that you always
have enough supplies to run a professional, efficient business by using the Money Pages
Online Ordering System (www.moneypagespromo.com) to purchase any materials you
may need. It’s simple to use (follow the steps on next page) and your items will be billed to
your account. At the end of each month, we will provide an invoice and submit a draft to
your bank account to cover any outstanding balance.
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S E C T I O N B
1. Go to http://www.moneypagespromo.com.
2. Click on the ‘Shop’ tab and select ‘Collateral’ under ‘Product Categories’ in the left pane
for everyday business items you may need.
May 2017 B14

S E C T I O N B
3. If you need tablecloths or other Money Pages branded items for events and trade shows,
select ‘Promotional Items’ under ‘Product Categories’ in the left pane.
4. To order an item, click on the picture to view its price, the quantity provided, the product
details, and to select how many you may need.
May 2017 B15

S E C T I O N B
5. Once you have selected all your items, click on the ‘Cart’ tab and review your order prior to
checking out.
6. If everything is correct, select the ‘Checkout’ tab, fill in your information and place your
order. Please note that payment will automatically default to ‘billable.’
May 2017 B16

S E C T I O N B
Signage and Logo Specifications

Whenever you use the Money Pages logo, you must be sure it conforms to the
specifications of the marks owned and registered by us by ordering any and all the
materials displaying the logo through us. We do this to maintain quality control of our
logo, brand materials, and corporate image. This would include its use on business cards
or letterhead, signage, advertisements, and any other printed materials you use in the
operation of your business, as well as custom items.
All uses of the Money Pages marks, whether in print or electronic format, must be
consistent with the colors and design of the Money Pages logo. Upon request, or for a
specific situation, we may provide the Money Pages logo to you electronically.
These symbols and marks are designed to provide significant recognition and goodwill for
the corporation as a whole, and the proper use of the marks serves importantly to
establish Money Pages as a nationally recognized, branded name.
It is important to note that you may not use the trademark as part of your legal
business name. You should only use Money Pages when referring to us, the goods and
services, or the Money Pages business opportunity. Franchisees may not use Money
Pages in their corporate or legal name.
Only Money Pages franchisees are authorized to use the registered symbols and marks.
When it is appropriate, news media may use the corporate symbol when reporting on the
corporation or franchisees.
 Signage Requirements
The specifications for signage in your area may, to an extent, be controlled by your
landlord and the terms of your lease. Specifications for exterior signage may also be
dictated by local ordinances. Note that any signage plans must be approved by us.
May 2017 B17

S E C T I O N B
Licenses and Permits

Compliance with licensing and permit rules and regulations differs state by state, so each
franchisee has the responsibility to become informed about all state and local
requirements before providing service. You must secure and maintain in force all required
licenses, permits, and certificates relating to the operation of your Money Pages business.
You will also have to obtain a business license from your city/town hall or local
government office, and you will have to register with the state to obtain a Taxpayer I.D.
number, as required.
You may also encounter a variety of permits, inspections, and other requirements that
must be met prior to opening your business, many of which are construction-related.
Typical permits and  Certificate of occupancy

inspections:
 Signage permits
There are also laws and ordinances that regulate businesses. You must operate in full
compliance with these laws and ordinances.
Regulated areas:  Workers’ compensation insurance
 Unemployment insurance
 Withholding and payment of income taxes, social security taxes
Since laws and ordinances may vary from state

Understand that you are responsible for
to state, be sure to make your investigations
knowing and abiding by all of the
well in advance of your proposed opening date. regulations pertaining to the operation
Also, be sure to determine who needs to be of your Money Pages business.
involved in the permitting process.
Inquiries: ? The licenses and/or permits required in your area
? The cost of each license or permit
? The time required for approval of each
May 2017 B18

S E C T I O N B
Contracting with Required Utilities and

Services
To plan properly, make inquiries about utilities and services well in advance of your
proposed opening date.
Inquiries: ? What advance notice is required for installation, connection, and

maintenance schedules
? Whether deposits are required and, if so, how much they are
At a minimum, you will need to make arrangements for the following services; some of
these may be included in your lease – be sure to ask:
Minimum services:  Electricity
 Gas
 Water and sewer
 High speed Internet – minimum speed of 10 megabits per second or

greater
 Phone services
 Cleaning services (if not provided by your landlord)
Services set up  QuickBooks Enterprise

through us:
 Email & E-Fax
 Call Tracking
 Money Pages Website & Mobile App
 Ad Mall
 Money Pages CRM software
May 2017 B19

S E C T I O N B
Setting Up Bank Accounts

As a business owner, you want to develop a good working relationship with a bank in your
area. When choosing a bank, be sure to visit in person and introduce yourself to the bank
officers; speak frankly with them, describing your business and your needs.
Once you have chosen a bank, you need to set up an account to support your operations.
Be sure to have your EIN number and Articles of Incorporation with you when you visit the
bank to initiate your account. In addition, you will need to name the account to match the
name of your business identity.
Keep in mind that your main deposit account will be required to be a Bank of
America account or a designated corporate provider that offers remote deposit
capture (RDC) services to ensure our hardware is compatible with your banking system’s
needs. For other business related accounts, you may use any bank of your choice.
General Operating Account
Open this account under your business’ name, and have your checks clearly imprinted
with your business’ name and address. With this account, you can control the general
income and expenses of your business.
In addition, prior to opening for business, you will need to have a Banking Authorization
(see Figure B.3) on file with us and with your bank authorizing us to make deposits and
withdraw debits from your account. The Authorization is also included as Appendix E to
the franchise agreement.
May 2017 B20

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Figure B.3 – Banking Authorization
May 2017 B21

S E C T I O N B
Getting Insurance
As a Money Pages franchisee, you are required to maintain in force certain insurance
policies to cover various risks as specified by us.
A simplified list of these insurance obligations is shown here:
Required coverage:  General Liability policy in the amount of $1,000,000

 Workers’ Compensation insurance in the amount required by law
 Automobile insurance with coverage specified by law
 Any other insurance required by law
Such insurance policies must be written by a reputable insurance carrier, preferably a
company having an A.M. Best rating of ‘A’ or better. You must name Money Pages
Franchising Group, LLC as an additional insured. Also, such policies may not be
cancelled or altered without 30 days prior written notice to us.
All required policies must be maintained during the entire term of operation. We may
periodically increase or decrease the amounts of coverage required under these
insurance policies and require different or additional kinds of insurance at any time,
including liability, higher damage awards, or other relevant changes in circumstances.
Before the expiration of the term of each insurance policy, you must furnish us with a
Certificate of Insurance for each policy to be maintained for the upcoming term, along with
evidence of payment of the premium for each.
In addition to required coverage, you may wish to consider other types of insurance for
your employees, such as health insurance, life insurance, disability insurance, etc. If you
wish to consider such additional insurance as benefits for your employees, discuss them
with a qualified insurance agent or broker.
May 2017 B22

C
Section
F R A N C H I S E
Ownership Considerations
As a Money Pages franchisee, you have particular considerations to help ensure the
health and growth of your business. We have designed this section as an explanation of
particular business considerations that are unique to franchisees. As always, we are
available to provide support to all our franchisees, but understand that we are not
engaged as your professional consultants. Consider these explanations as guidelines and
consult with your attorney or accountant when you have a specific question or concern.
S E C T I O N C
F R A N C H I S E O P E R A T I O N S M A N U A L O W N E R S H I P C O N S I D E R A T I O N S
Table of Contents
ENTERING ADDITIONAL ZONES .................................................... 1
EXIT STRATEGIES .......................................................................... 2
 Bringing In Partners ........................................... 2
 Owning vs. Managing the Business ................... 3
FISCAL MANAGEMENT OF THE BUSINESS.................................... 4
 The Balance Sheet ............................................. 4
MEETING YOUR TAX OBLIGATIONS ............................................ 10
 Employer Identification Number ...................... 10
 Federal Taxes................................................... 10
 State Taxes ...................................................... 11
FRANCHISE REPORTING REQUIREMENTS .................................. 12
 Required Reports ............................................. 12
 Financial Statements ....................................... 12
PAYING OTHER FEES ................................................................... 13
 Attorneys’ Fees ................................................ 13
 Audit ................................................................. 13
 Indemnification ................................................ 13
 Interest ............................................................. 13
 Local Advertising ............................................. 14
 Modifications.................................................... 14
 Marketing Contribution .................................... 14
 Nonsufficient Funds ......................................... 14
 Renewal Fee ..................................................... 14
 Transfer Fee ..................................................... 14

S E C T I O N C
Entering Additional Zones

Your initial franchisee fee covers up to 50,000 homes in your zone.
Your initial zone should be showing growth or stability for 18-24 months prior to
considering adding another zone. Before entering additional zones, you need to consider
your staffing and cash flow, as both of those elements of your business will be affected by
the addition of a zone. Your staff’s responsibilities will grow and account executives may
need to be added. In addition, your cash flow will be greatly affected with the necessity for
additional investment in the business. Be sure to consider the demographic of neighboring
zones to ensure they meet the demographic of Money Pages clients and readers.
Research any competing publications in neighboring zones to determine if you can
penetrate the zone well enough to make it a profitable experience.
As you grow into additional zones, however, you can leverage off of your presence in the
initial zone and package promotions for clients, offering them a wider presence in the area
and the opportunity to grow their customer base.
May 2017 C1

S E C T I O N C
Exit Strategies
If you decide that you want to pull yourself out of the franchised business, you will need a
process for doing so. We suggest the following as a general guide to the selling process,
but there are many more specific decisions and considerations that are unique to your
situation.
1. Weighing all factors, make the decision to pull out of the business. Be
sure to notify us of your intention and your estimated timetable for
selling the business. As stated in the franchise agreement, the
corporate office holds the right of first refusal to purchase the business.
2. Research the local market for a buyer looking for an opportunity.
3. Apply for approval from us. See the franchise agreement for specific
information regarding the transfer and sale of your franchise.
4. Negotiate the terms of the sale that are acceptable to you and your
buyer.
5. Research tax considerations of the sale and ensure you are in

compliance with all tax regulations.
6. Meet with the buyer to discuss existing ad contracts, existing

receivables, etc., and determine how these will factor into the sale.
7. Discuss your intention with current clients so as to ensure a smooth

transition to the new owner.
 Bringing In Partners
You may also find that bringing in a business partner can help infuse some additional
capital into the business and ease some of the stress of single ownership. There are
benefits to partnership, such as additional labor and sharing of management duties. There
are, however, disadvantages to consider as well, such as sharing decision making,
sharing profits, etc.
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S E C T I O N C
Deciding to bring in a partner should be a decision you consider fully, and make sure you
are well-versed in the legal ramifications of the business partnership. If you choose to
bring on a partner who will hold more than 10% ownership, you will need to gain corporate
approval.
 Owning vs. Managing the Business

As a Money Pages franchisee, you must take an active role in managing your business.
Passive ownership is prohibited, as all Money Pages franchises must be owner-operated.
If you are hiring a manager to assist with the day-to-day operations, you will want to
conduct a full search and hire the candidate who best fits your needs. Look for talent in
managing others, as well as someone who is comfortable with the responsibility of
running the business efficiently and effectively. You will need to make sure your manager
is fully trained by us and has successfully completed the initial training program.
As an owner, it is your responsibility to look closely at sales reports and identify any
trends, positive or negative. Do not leave these details to your manager as you are
ultimately responsible for the health of your business. It is important that you stay involved
at every level so as to make sure receivables and payables don’t spin out of control.
May 2017 C3

S E C T I O N C
Fiscal Management of the Business

In order to successfully manage and maintain a fiscally sound business, you need to
closely track cash flow and monitor key performance indicators. We have provided an
overview of fiscal management in this section. Additional details about billing and
collections can be found in section H of this manual.
If a client mails a check into the corporate office, we will post that payment into
QuickBooks and deposit those funds into your account. You are responsible for posting all
other payments into QuickBooks.
Since Money Pages franchisees have a variety of experience and expertise in financial
matters, the following information is provided as a primer on the financial statements the
accountant prepares. You are encouraged to become familiar with this terminology.
Most financial information a franchisee is required to report is on the balance sheet and
the income statement (also known as the profit and loss statement).
 The Balance Sheet

The balance sheet provides an overview of a company’s financial position at a given time
by listing assets and liabilities. Assets must balance (or equal) liabilities plus net worth. By
convention, assets are listed on the left side of the balance sheet and liabilities plus net
worth on the right.
The following example illustrates how assets (on the left) and liabilities and net worth (on
the right) balance each other. The entry of net worth on the liabilities side is used to
ensure that the balance sheet does, in fact, balance. Because net worth is simply assets
minus liabilities, listing it as a liability ensures that the two sides balance.
May 2017 C4

S E C T I O N C
ASSETS LIABILITIES
Current Assets Current Liabilities

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

All cash, marketplace securities, and other near-cash items.
Trade Receivables
All accounts from trade, net of allowances for doubtful accounts.
Inventory
Anything constituting inventory for the company.
All Other Current Assets

Any other current assets, not including prepaid items.
Total Current Assets

Total of all current assets listed above.
Fixed Assets include all property, improvements, renovation, and equipment. Fixed
assets have accumulated depreciation or depletion.
May 2017 C5

S E C T I O N C
Intangible Assets include goodwill, trademarks, patents, catalogs, brands, copyrights,

formulas, franchises, and mailing or customer lists. Intangible assets have accumulated
amortization.
All Other Non-Current Assets include prepaid items (such as insurance), deposits, and
any other non-current assets.
LIABILITIES
Current Liabilities are made up of the following:
Accounts Payable
Open accounts due.
Notes Payable (short-term debt)

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

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

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

Total of all current liabilities listed above.
Long-Term Liabilities contain the following:
Long-Term Debt
All senior debt, including bonds, debentures, bank debt, mortgages,
deferred portions of long-term debt, and capital lease obligations not
due within the next fiscal year, but beyond. It is recommended that
your long term debt reach maturity between 3 to 5 years.
Deferred Taxes
All deferred taxes.
All Other Non-Current Liabilities

Any other non-current liabilities, including subordinated (stockholder
loan to company) and liability reserves.
May 2017 C6

S E C T I O N C
Net Worth In all cases, the total

Net worth is the difference between total liabilities and net
liabilities and total assets. It represents worth must equal the
the owner’s (or shareholders’) equity in total assets listed on
the business at a given time. the balance sheet.
The income statement provides key information about the financial performance of a
company for a given period of time and is typically prepared monthly, quarterly and
annually. It also provides historical perspective about the company’s revenue generation,
its costs, and various measures of profitability. This is in contrast to the balance sheet,
which provides a snapshot of the company’s position at a given moment in time.
Net Sales Gross Sales

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

÷ Gross Revenue
Gross Profit divided by Gross Revenue. = Gross Profit Margin
Operating Expenses
All selling and general and administrative expenses, including
depreciation, but not interest. Inspect this item quarterly and attach it
first when you receive an undesirable P&L.
Operating Profit
Gross profit minus operating expenses.
Other Expenses/Income
Expenses such as interest expense and miscellaneous expenses
not included in general and administrative expenses, including other
miscellaneous income such as recoveries, interest income,
dividends received, and miscellaneous income.
Net Income or Loss

Operating profit less all other income/expenses.
May 2017 C7

S E C T I O N C
There are particular benchmarks and key performance indicators that you should monitor
in order to maintain control and a positive cash flow for your Money Pages franchise.
Key Performance Indicators:
 Billing Per Page
Keep the billing per page amount at $1,000 or above. This is key to
help ensure the profitability of the magazine. The Billing Per Page
amount is your total sales revenue divided by the page count of your
magazine.
 Receivables
All receivables should be paid in advance or have a credit card on file

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

(agreements of 6 months or longer) should be, at minimum, 40% of all
contracts.
 Revenues
The chart of accounts lists all accounts in the general ledger; each account is
accompanied by a reference number. All Money Pages franchisees will use the same
chart of accounts that will be set up by us.
May 2017 C8

S E C T I O N C
Account Order
Balance sheet accounts follow a standard that lists the most liquid assets first. Revenue
and expense accounts follow the standard of first listing the items most closely related to
the operations of the business. For example, sales would be listed before non-operating
income. In some cases, part or all of the expense accounts simply are listed in
alphabetical order.
May 2017 C9

S E C T I O N C
Meeting Your Tax Obligations

As a for-profit business, you have tax obligations to your federal, state, and local
governments. As a business owner, you are required to file reports and pay taxes
throughout the year to fulfill these tax obligations under federal law. You are also required
to pay state and local taxes based on the amount of income you report at the end of the
year.
Tax deposit and reporting requirements can be complex; you may find that the services of
an experienced tax accountant may be well worth the fees charged. Even with this
assistance , you will find that you must devote a great deal of time to record keeping and
tax reporting. Keep in mind that you are subject to penalties incurred for late payment of
taxes, so you must establish an effective method for submitting appropriate taxes
accurately and on time.
Note that any questions pertaining to tax collection and payments should be
addressed with a professional advisor. You own the franchise and you are responsible
for payment of applicable taxes.
 Employer Identification Number

By law, you are required to have a federal taxpayer identification number so the Internal
Revenue Service can process your tax returns. Depending on your specific situation, this
would be either your social security number or an employer identification number. Internal
Revenue Service or Social Security Administration offices should be able to help you
determine which applies to you. The Small Business Association’s website is also a
helpful resource: www.sba.gov.
 Federal Taxes
The type of business you operate determines what federal taxes you must pay and how
you pay them. In most cases, the following taxes will apply to businesses:
May 2017 C10

S E C T I O N C
Payable taxes:  Income taxes
 Self-employment taxes
 Social security and withheld income taxes for employees
 Unemployment taxes
Circular E (Employer’s Tax Guide) and Publication 509 (Tax Calendar) can help you file
the appropriate federal taxes on time. This publication is updated annually, so be sure to
regularly request it or go online to get updates at the website for the IRS: www.irs.gov.
You meet the “file or “furnish” requirement if the form is NOTE: If any filing date falls on a
properly addressed and postmarked first-class on or Saturday, Sunday, or a legal
before the due date. holiday, the deadline becomes
the next business day.
 State Taxes
Each state has its own sales tax law. In some areas, there are local regulations governing
the amount and method of collection of this tax. As a business owner, you may also be
subject to state income and unemployment taxes depending on the state and your form of
business. You are responsible for obtaining any rules, regulations, and tax charts from
your local governmental agencies.
May 2017 C11

S E C T I O N C
Franchise Reporting Requirements

As a Money Pages franchisee, you are required to make certain payments to us and
provide reports that provide information regarding the operation of your Money Pages
business. We are in partnership with you in an effort to establish growth and success with
your magazine. Below, we have outlined the procedures for remittance and the
information that should be submitted.
 Required Reports
No later than 10 days after the end of the 6-month period (January 31 and June 30
annually), you must provide a statement of local advertising and promotion expenditures
for each 6-month period and fiscal year to date along with invoices documenting these
expenditures.
If requested, you must also provide copies of federal and state income and other tax
returns, or any other forms, records, books, and information requested that relate to the
operation of your Money Pages business.
In general, as a Money Pages franchisee, you agree to maintain and furnish to us upon
request all records of or relating to your business and all income and other tax returns filed
by you reflecting the activities of your Money Pages business.
 Financial Statements
In addition, no later than 90 days after the end of your fiscal year, we will pull a financial
report from QuickBooks showing the results of your operations, including the balance
sheet, income statement and cash flow related to your Money Pages business during the
fiscal year. At our request, you may be required to have these financial statements
audited.
May 2017 C12

S E C T I O N C
Paying Other Fees

As certain situations present themselves, you may incur additional fees. These fees,
which are spelled out in your franchise agreement, are summarized below for your quick
reference. As fees change, these pages of your operations manual will be revised and
notice will be sent to you.
 Attorneys’ Fees
If we incur expenses in connection with your failure to pay amounts owed to us when due,
to submit when due any reports, information, or supporting records or otherwise to comply
with the franchise agreement, you must reimburse us for any of the costs and expenses
which we incur, including, without limitation, reasonable accounting, attorneys’,
arbitrators’, and related fees.
 Audit
We reserve the right to audit the books of all of our franchisees. When an audit is
conducted and we identify more than a 3% difference in what you owe us and what you
have reported to us, the cost of the audit is due to us.
 Indemnification
You must indemnify us and list Money Pages Franchising Group, LLC as an additional
insured on your insurance policies. If we are found liable for claims arising from your
operations, you will be responsible for reimbursing us for our costs resulting from these
claims.
 Interest
Should you fail to make a payment or submit required reports within the timeframes
established in the franchise agreement, you will be charged the lesser of 18% per annum
interest or the maximum rate allowed by applicable law.
May 2017 C13

S E C T I O N C
 Local Advertising
In addition to the Marketing Contribution, we require all franchisees to spend a minimum
of $250 per month ($1,500 per six-month period) on local advertising, marketing, and
promotion.
 Modifications
If we change or modify the Money Pages system, you must make such expenditures as
necessary to conform to such changes or modifications.
 Marketing Contribution
Recognizing the value of uniform national and regional advertising and promotion of the
system, we require all of our franchisees to contribute $250 per month to the Money
Pages Marketing Fund.
 Nonsufficient Funds
If there are insufficient funds in your account to pay fees to us when due, you must pay a
nonsufficient funds fee of $1,000 for each occurrence. This fee is in addition to applicable
late fee and interest on overdue amounts.
 Renewal Fee
In order to renew your franchise agreement, you must meet all specifications listed in the
franchise agreement and pay us a renewal fee of $2,000 upon signing the new franchise
agreement.
 Transfer Fee
If you choose to sell your franchise to a new franchisee, you or the transferee must pay us
a transfer fee equal to 60% of the initial franchise fee for a Money Pages franchise. This is
to defray expenses we may incur in connection with the transfer. If you transfer ownership
to a current franchisee, you must pay a transfer fee equal to 30% of the initial franchise
fee for a Money Page franchise.
May 2017 C14

D
Section
F R A N C H I S E
Personnel
This section of the Money Pages Franchise Operations Manual addresses the issues
related to recruiting, hiring, training, supervising, and disciplining employees. It provides
guidance regarding the legal and practical concerns you will need to deal with when
managing employees.
As a general rule, remember…
You should always treat your employees in the same way

you would want them to treat your clients.
While the contents of this section of the manual will prove to be invaluable to you at such
time as you hire employees, it is not possible to cover every issue you will face when
working with employees. So, whenever a specific challenge faces you, contact us for
more support, or contact your attorney or accountant for professional advice.
S E C T I O N D
F R A N C H I S E O P E R A T I O N S M A N U A L P E R S O N N E L
Table of Contents
EEOC GUIDELINES ......................................................................... 1
 Employers Covered by EEOC-Enforced Laws .... 1
 How Employees Are Counted............................. 1
 Record Keeping Requirements .......................... 2
 Reporting Requirements .................................... 2
 Charge Processing Procedures.......................... 2
 Mediation............................................................ 3
 Remedies............................................................ 4
 Regulatory Enforcement Fairness Act............... 4
 Technical Assistance......................................... 4
 Informal Guidance .............................................. 4
 Publications ....................................................... 5
LAWS REGARDING HARASSMENT ................................................. 6
 Sexual Harassment ............................................ 6
 Racial and Ethnic Harassment .......................... 6
 Pregnancy Discrimination .................................. 7
 Religious Accommodation ................................. 7
IMMIGRATION REFORM/CONTROL ACT......................................... 8
WAGE AND LABOR LAWS ............................................................. 10
 What the FLSA Requires .................................. 10
 Internship Programs Under FLSA .................... 12
 What the FLSA Does Not Require .................... 13
 FLSA Minimum Wage Poster ............................ 13
PROFILE OF THE IDEAL MONEY PAGES EMPLOYEE ................... 14
JOB DESCRIPTIONS ..................................................................... 17
 Account Manager/Representative ................... 18
RECRUITING EMPLOYEES ........................................................... 19
 Getting the Word Out ....................................... 20
 Screening Applicants ....................................... 21
THE INTERVIEW PROCESS ........................................................ 223
 Job Offer........................................................... 40
S E C T I O N D
HIRING ON A PROBATIONARY PERIOD ....................................... 44
ORIENTATION .............................................................................. 45
 Forms................................................................ 45
 Policies and Benefits ....................................... 55
 Overview of Office............................................ 55
TRAINING ………… ........................................................................ 56
 Goals for Training............................................. 56
 Initial Training of Account Executives ............ 56
 Ongoing Training .............................................. 59
PERSONNEL POLICIES ................................................................. 61
TRACKING EFFECTIVENESS OF SALES STAFF ........................... 69
UNIFORM/DRESS CODE ................................................................ 70
SAMPLE COMPENSATION PLANS ................................................ 71
PERFORMANCE EVALUATIONS ................................................... 73
 Evaluation Process .......................................... 74
 Review Meeting ................................................ 77
PROGRESSIVE DISCIPLINE .......................................................... 78
TERMINATION/SEPARATION........................................................ 81
 Termination ...................................................... 81
 Resignation ...................................................... 84
S E C T I O N D
EEOC Guidelines
As a Money Pages franchisee, you must provide equal opportunity in all aspects of
employment to all qualified persons and avoid discriminating against any person because
of age, race, color, religion, national origin, gender, marital status, or physical or mental
disability, unrelated in nature and extent so as to reasonably preclude the performance of
employment.
The U.S. Equal Employment Opportunity Commission (EEOC) enforces the federal laws
that prohibit employment discrimination on the basis of an individual’s race, color, religion,
gender, national origin, age, or disability. The pages that follow will provide you with basic
information about EEOC-enforced laws and processes. They highlight issues of particular
interest to small businesses.
 Employers Covered by EEOC-Enforced Laws

Title VII of the Civil Rights Act of 1964 (Title VII) prohibits discrimination on
the basis of race, color, religion, gender, and national origin. Title VII
applies to employers with 15 or more employees.
The Age Discrimination in Employment Act of 1967 (ADEA) prohibits age

discrimination against individuals who are 40 years of age or older. The
ADEA applies to employers with 20 or more employees.
Title I of the Americans with Disabilities Act of 1990 (ADA) prohibits

employment discrimination against qualified individuals with disabilities.
The ADA applies to employers with 15 or more employees.
The Equal Pay Act of 1963 (EPA) prohibits wage discrimination between
men and women in substantially equal jobs within the same establishment.
The EPA applies to most employers.
 How Employees Are Counted

All employees, including part-time and temporary workers, are counted for purposes of
determining whether an employer has a sufficient number of employees.
May 2017 D1

S E C T I O N D
An employee is someone with whom the employer has an employment relationship. The
existence of an employment relationship is most readily (but not exclusively) shown by a
person’s appearance on the employer’s payroll. Independent contractors are not counted
as employees because the work they perform is based on an independent contractual
relationship, not an employment relationship.
 Record Keeping Requirements

In general, employers must keep all personnel or employment records for three to six
years. If employees are involuntarily terminated, their personnel records must be retained
for one year from the date of termination. If a claim of discrimination is filed, all relevant
personnel records must be retained until final disposition of the matter.
Under ADEA record keeping requirements, employers must also keep all payroll records
for three to seven years. Additionally, employers must keep on file any employee benefit
plan information (such as pension and insurance plans) and any written seniority or merit
systems for the full period the plan or system is in effect and for at least one year after its
termination.
Under Fair Labor Standards Act (FLSA) record keeping requirements applicable to the
EPA, employers must keep payroll records for at least three years. Some requirements
are state-specific for all of the above.
 Reporting Requirements
The EEOC requires larger employers to file an EEO-1 report each year, which provides a
breakdown of an employer’s work force by race, gender, and national origin. However,
employers with fewer than 100 employees and federal contractors with fewer than 50
employees and contracts under $50,000 are exempt from this requirement.
 Charge Processing Procedures

As an employer, you should encourage your employees to communicate any concerns
directly to you if there is reason to believe the equal employment opportunity policy is
being violated.
Also, the EEOC has field offices across the country. An employee or applicant for
employment who believes he/she has been discriminated against can file a charge of
discrimination at any EEOC field office.
May 2017 D2

S E C T I O N D
Filing process: 1. EEOC will send a copy of the charge to the employer.
2. EEOC will immediately dismiss charges that raise no legal claim under
EEOC-enforced laws.
3. Otherwise, EEOC will investigate the charge to determine whether

there is reasonable cause to believe discrimination occurred. EEOC will
request that the employer provide information on the matters raised in
the charge.
4. If the evidence shows there is no reasonable cause to believe

discrimination occurred, EEOC will notify both the charging party and
the employer, and the charging party will be given a notice of right to
sue in court.
5. If the evidence shows there is reasonable cause to believe

discrimination occurred, EEOC will seek to conciliate the charge by
working with the employer to achieve a voluntary resolution. In
conciliation, EEOC will require the employer to provide the appropriate
remedy(ies) for the discrimination.
6. If conciliation fails, the case may be litigated by EEOC or the charging

party.
 Mediation
EEOC has implemented a mediation program that is now available in most EEOC field
offices across the country. Mediation is an alternative to the sometimes lengthy
investigative process.
Benefits of Participation in the mediation process is voluntary and provides an

mediation: employer and the charging party the opportunity to discuss the charge
before a neutral mediator and resolve it to the mutual satisfaction of all
parties.
Mediation is quick, easy, informal, and confidential.
Mediation agreements are not an admission by an employer of any

violation of the laws enforced by EEOC.
Mediation agreements result in the closure of cases with EEOC.
May 2017 D3

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

The Small Business Regulatory Enforcement Fairness Act (SBREFA) allows small
businesses to comment about federal agency enforcement actions to an SBA
Ombudsman. For information about this process and how to submit a comment, contact
the Small Business and Agriculture Regulatory Enforcement National Ombudsman.
 Technical Assistance
The EEOC’s Technical Assistance Program Seminars (TAPS) are designed to educate
employers and provide the technical assistance necessary to comply with federal laws
prohibiting employment discrimination. TAPS programs are offered across the country, on
a fee-for-service basis. To find out where and when TAPS programs are given, contact
the nearest EEOC field office by calling (800) 669-4000.
 Informal Guidance
Employers who have questions about the laws enforced by EEOC or about compliance
with those laws in specific workplace situations may seek informal guidance by writing to
EEOC’s Office of Legal Counsel.
May 2017 D4

S E C T I O N D
 Publications
EEOC publications (including text of the laws enforced by the EEOC, facts about
employment discrimination, and enforcement guidelines and related documents) are
available free of charge by writing the EEOC’s Publications Information Office.
May 2017 D5

S E C T I O N D
Laws Regarding Harassment

Title VII prohibits employers from discriminating against employees because of race,
color, religion, gender, or national origin.
 Sexual Harassment
Sexual harassment is a form of unlawful sex discrimination. Sexual harassment includes
any unsolicited sexual advances, requests for sexual favors, or any other sexually-
oriented action, object, or dialogue that may be considered by the recipient to be
personally offensive, derogatory, or abusive. Examples include, but are not limited to,
sexual bartering, personal touching, obscene jokes, derogatory or sexist comments,
and/or suggestive material or objects (e.g., photos, posters, T-shirts).
Employers are responsible for maintaining a workplace that is free of sexual harassment.
Employers may be liable for the unlawful conduct of their associates, supervisory
employees, employees and, in certain circumstances, even non-employees who sexually
harass employees at work.
 Racial and Ethnic Harassment

Harassment on the basis of an individual’s race or national origin violates Title VII. There
are certain actions that are unlawful if the conduct creates an intimidating, hostile, or
offensive work environment or unreasonably interferes with an employee’s work
performance.
Unlawful actions: Racial or ethnic slurs, jokes, or other offensive or derogatory comments
Other verbal or physical conduct based on race or nationality
Employers are responsible for maintaining a workplace that is free of racial and ethnic
harassment. Employers may be liable for unlawful conduct of their associates, supervisory
employees, employees and, in certain circumstances, non-employees who harass
employees at work.
May 2017 D6

S E C T I O N D
 Pregnancy Discrimination
Under Title VII, discrimination on the basis of pregnancy, childbirth, or related medical
conditions is unlawful sex discrimination. Title VII’s prohibition against pregnancy
discrimination applies to all terms and conditions of employment, including hiring,
termination, promotion, leave, and benefits.
 Religious Accommodation
Employers are required to provide an accommodation for employees’ sincerely held
religious observances or practices unless the accommodation would impose an undue
hardship on the employer’s business.
Undue hardship Undue hardship can be claimed if an accommodation imposes more than
claims: “de minimis” cost, generally meaning more than ordinary administrative
costs.
Undue hardship can also be claimed if an accommodation requires

violating the terms of a seniority system (e.g., denying another employee’s
job or shift preference).
May 2017 D7

S E C T I O N D
Immigration Reform/Control Act

The Immigration Reform and Control Act of 1986 (IRCA) makes it unlawful for employers
to hire any person who is not legally authorized to work in the United States. The Act
requires employers to verify the employment eligibility of all new employees by requiring
them to complete an Employment Eligibility Verification Form (I-9) (see sample on next
page). Visit www.uscis.gov to obtain the most current version of Form I-9.
IRCA also prohibits discrimination in hiring and discharge based on national origin (as
does Title VII) and on citizenship status.
IRCA’s anti-discrimination provisions are intended to prevent employers from attempting

to comply with the Act’s work authorization requirements by discriminating against foreign-
looking or foreign-sounding job applicants. These provisions apply to smaller employers
than those covered by EEOC-enforced laws:
IRCA provisions: IRCA’s national origin discrimination provisions apply to employers with
between 4 and 14 employees (who would not be covered by Title VII).
IRCA’s citizenship discrimination provisions apply to all employers with at

least 4 employees.
May 2017 D8

S E C T I O N D
Sample Eligibility Verification Form (I-9)

Full form in back of binder
May 2017 D9

S E C T I O N D
Wage and Labor Laws

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

Basic requirements: Payment of a minimum wage
Overtime pay for time worked over 40 hours in a work week
Restrictions on the employment of children
Record keeping
The FLSA has been amended on many occasions since 1938.
Current standards: The federal minimum wage was set at $7.25 per hour as of July 24, 2009.
As of this writing, the federal minimum wage requirement had not changed.
Employees under 20 years of age may be paid a training wage of $4.25 per
hour during their first 90 consecutive calendar days of employment.
Certain full-time students, student learners, apprentices, and workers with

disabilities may be paid less than the minimum wage under special
certificates issued by the Department of Labor.
Compensation for overtime must be made at a rate of one and one-half

times the employee’s regular rate of pay. Overtime is defined as work in
excess of 40 hours per workweek (though not necessarily in excess of 8
hours per day).
Employers are required to keep records on wages, hours, and other items
that are generally maintained as an ordinary business practice.
May 2017 D10

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

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

non-school week
 Between the hours of 7:00 a.m. and 7:00 p.m., except from
June 1 through Labor Day, when evening hours may be
extended to 9:00 p.m.
Wages required by the FLSA are due on the regular payday for the pay period covered.
Deductions made from wages for such items as cash or product shortages, employer-
required uniforms, and tools of the trade are not legal if they reduce the wages of
employees below the minimum wage or reduce the amount of overtime pay due under the
FLSA.
The Department of Labor may recover back wages, either administratively or through
court action, for employees who have been underpaid in violation of the law. Violations
may result in civil or criminal action. Fines of up to $10,000 per violation may be assessed
against employers who violate the child labor provisions of the law and up to $1,000 per
violation against employers who willfully or repeatedly violate the minimum wage or
overtime pay provisions.
Exceptions: Certain occupations and establishments are exempt from the minimum
wage and/or overtime pay provisions. This includes Money Pages sales
professionals who are paid a base salary and draw a commission, as well
as 1099 contract employees who are paid entirely on commission.
 Where state law requires a higher minimum wage, the higher standard
applies.
May 2017 D11

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

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

of the employer, is similar to training which would be given in an
educational environment;
 The internship experience is for the benefit of the intern;
 The intern does not displace regular employees, but works under close
supervision of existing staff;
 The employer that provides the training derives no immediate

advantage from the activities of the intern; and on occasion its
operations may actually be impeded;
 The intern is not necessarily entitled to a job at the conclusion of the

internship; and
 The employer and the intern understand that the intern is not entitled to
wages for the time spent in the internship.
If all of the factors listed above are met, an employment relationship does not exist under
the FLSA, and the Act’s minimum wage and overtime provisions do not apply to the
intern.
May 2017 D12

S E C T I O N D
In General, Money Pages does not bring on unpaid interns due to the nature of our
business and the tasks assigned to them.
 What the FLSA Does Not Require

Non-regulated  Vacation, holiday, severance, or sick pay
areas:
 Meal or rest periods, holidays, or vacations
 Premium pay for weekend or holiday work
 Pay raises or fringe benefits
 A discharge notice, reason for discharge, or immediate payment of final

wages to terminated employees
 Pay stubs or W-2 forms
The FLSA does not provide wage payment or collection procedures for an employee’s
usual or promised wages or for commissions in excess of those required by the FLSA.
Also, the FLSA does not limit the number of hours in a day, or days in a week, an
employee may be required or scheduled to work, including overtime hours, if the
employee is at least 16 years of age. However, some states do have laws covering some
of these issues, such as meal or rest periods or discharge notices, which would then
apply.
These types of matters that are not covered by the FLSA are generally for agreement
between the employer and the employees or their authorized representatives.
 FLSA Minimum Wage Poster

Every employer who has employees that are subject to minimum wage provisions under
the FLSA must keep posted in a conspicuous place a notice explaining the Act so as to
permit employees to easily read it. The content of the notice is prescribed by the Wage
and Hour Division of the Department of Labor.
For additional information regarding the FLSA, contact the nearest Wage and Hour
Division office, listed in most telephone directories under United States Government,
Labor Department. Information is also available online at www.dol.gov/elaws.
May 2017 D13

S E C T I O N D
Profile of the Ideal Money Pages Employee

The first step in preparing to hire is determining what traits are important for employees.
You can teach employees the technical skills of the job, but you can’t teach people
positive attitudes, values, and strong work ethic.
Keep in mind that you need to have at least two individuals whose primary task is to sell to
clients. These individuals may include you as the franchisee, an account executive, or an
account manager. Regardless of the individual’s title, your legal documents require you to
have two sales people at all times.
Think about what you are trying to accomplish. The primary objective is to place the right
number of employees in positions where they can do the job, will do the job, and fit with
your business and the job. You may have secondary objectives, such as developing your
staff (grooming some for management roles), controlling expenses, or maybe even
helping people with difficult personal situations. But keep the primary objectives as your
main focus, or you will only be frustrated in hiring employees.
Below are some traits that define can do, will do, and fit. These are traits to look for in
any employees you hire.
Team Player
An employee who is a team player is essential to your success. Team players work well
together and are willing to learn from each other. A team player understands individual
responsibilities and tasks, but is willing to lend a hand for the success of the entire
operation.
Sales Personality
An outgoing personality is obviously important because you want to hire employees who
are not intimidated when they speak to people they don’t know. People with outgoing
personalities tend to be confident, happy, energetic people, and this will spread
throughout your business. They also tend to have a bit of a competitive streak, which can
help keep the energy level and drive high in your office.
May 2017 D14

S E C T I O N D
Driven & Motivated
Look for applicants who are independent, self-motivated, and take initiative. Ideally, you
don’t want to have to tell your account executives what they are supposed to do every
minute of the day. They should be able to see what needs to be done and take the
initiative to complete tasks. A self-motivated person wants to do a job well, both for
financial rewards and for personal success.
Pride
People who take pride in their work are generally better employees. You want to hire
people who take pride in themselves: their appearance, work ethic, work experience,
accomplishments, etc. And then you want those people to take pride in working at Money
Pages!
Previous Sales Experience
Applicants with previous sales experience are essential to the success of your Money
Pages Franchise. Potential employees need not have past experience with advertising
sales, but they should be able to demonstrate a history of building client relationships,
calling customers, and closing deals.
As part of the hiring process, we strongly encourage you to take advantage of our
Predictive Indexing Tool. This easy-to-use tool may be ordered through our Money
Pages Franchise Portal and includes a short quiz that is given to all applicants as part of
the employment screening process. The quiz is sent via email to the applicant. Upon
completion of the quiz, you will receive a two-page report (see sample on next page)
detailing the applicant’s personality traits. It’s a valuable tool that can help you select the
best people for your business.
May 2017 D15

S E C T I O N D
Sample Predictive Indexing Report (Page 1)
May 2017 D16

S E C T I O N D
Sample Predictive Indexing Report (Page 2)
May 2017 D17

S E C T I O N D
Job Descriptions
We have developed the following breakdown of responsibilities to help you fully
understand the various positions that may develop in your office. In the beginning, you will
likely start with just account executives, but as your business grows and you consider
adding zones, you may need to hire for additional positions. We can help provide job
descriptions when you have determined that you need to hire for additional positions.
 Account Manager/Representative
Reports to: Franchisee
Primary Work with local business owners, decision makers, decision

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

Microsoft Office, including Word, Excel and Outlook. Candidate
must be a detail-oriented team player who works well under
pressure.
May 2017 D18

S E C T I O N D
Recruiting Employees
Selecting the right employees is the first major step you can take to help your business be
successful. The key to obtaining the right people for the right positions at the right time is
an involved process. But, it is a necessary process because the success of your franchise
depends to a large extent on your ability to hire people who can perform the job reliably
and successfully.
The information included in these next discussions has been assembled to enable you to
properly staff your business office without resorting to desperate measures or sacrificing
standards, whether you are staffing initially or hiring when your business grows.
Understand that the employees you hire are your employees, not ours. Thus, the
guidelines that follow for hiring are recommendations based on what we have found to be
effective; you may utilize other methods if you prefer. Your employees are a reflection of
your business and you. Their appearance, professionalism, and treatment of clients will
strongly impact the success of your business.
When hiring, keep the following in mind:
Hiring tips:  Hire the applicant who best demonstrates the ability to perform the
essential duties necessary to fulfill the essential requirements of the job,
as specified in the written job description.
 Do not deviate from your established policies during any part of the
hiring process.
 Do not let bias or stereotypes enter into the decision-making process.
 Do not exclude any applicant because of race, religion, national origin,

ethnic origin, skin color, age, gender, or disability.
 Treat all applicants with common courtesy and respect at all times.
 Hire an applicant because the person appears to be the best person for
the job, regardless of “what” or “who” that person is.
 Hire attitude, train skills.
May 2017 D19

S E C T I O N D
 Getting the Word Out

To begin the recruitment process, you need to spread the word that you are looking to
hire. There are many ways you can do this.
 Use word of mouth. Talk to current account executives and consider

offering a financial incentive for successful referrals that stay with the
company for at least 90 days.
 Post ads on sites such as LinkedIn, Indeed, Zip Recruiter, Career

Builder, Monster, Facebook, etc.
 Use local college websites and consider establishing an intern program.
 Seek referrals from existing and perspective clients
 Post an ad in your magazine.
Sample Recruitment Ad
Money Pages has an immediate opening for an Account Executive in XXXXX
Job Description:
Jacksonville’s premiere savings magazine opened as a locally-owned and operated marketing franchise in XXXXXX.
The owner and publisher are excited to offer a first class opportunity to help local businesses grow by delivering a full
color monthly direct mail magazine to more than XXXX homes in XXXXX. Each issue contains thousands of dollars
in local savings for dozens of the best in local area businesses. As an Account Executive, you will work closely with
business owners, decision makers, decision influencers and advertising agencies to create and implement
successful advertising and marketing campaigns. We are building a team of experienced marketing professionals to
expand our footprint and help the local community through our direct response publication. Help businesses grow
their reach with our marketing tools while helping local readers save money on everyday purchases. Motivated
individuals who are excited to be part of a dynamic sales team environment will find this a compelling opportunity to
be part of a top tier marketing company. This is your opportunity to participate in building the area’s newest and
most effective choice in direct response media.
Qualifications:
• A college degree is preferred (Marketing or Communications a plus).

• One to two years advertising or marketing experience preferred.
• Motivated self-starter
• Demonstrated organizational skills and attention to detail
• Ability to build professional networks
• Comfortable in a high energy sales environment
• Strong oral and written communication skills
Requirements and Responsibilities:
Prospect new sales opportunities through direct marketing and monitoring other marketing channels to identify
business owners that have an immediate need to get their message to the marketplace. Present solutions that help
businesses meet their marketing goals using the full suite of Money Pages print, direct mail, and interactive products.
Foster long term relationships with new and existing customers to help them continue to grow. Significant
engagement with the local community, participation in networking groups and local events to build a strong referral
network. Monitor and evaluate ad campaign performance to ensure maximum effectiveness.
Please send resumes to:
[EMAIL ADDRESS]
An independently owned and operated franchise of Money Pages Franchising Group, LLC
May 2017 D20

S E C T I O N D
 Screening Applicants
After you have posted a position, applicants will begin to send in their résumés via email
or in whatever manner you requested in your ad. The goal is to narrow down the
applicants and categorize them by your degree of interest in that applicant. Use the
Telephone Talent Screener (see next page) and your own experience to screen
applicants.
As you review résumés, you can focus your review on several areas:
 Experience—look for relevant experience, such as sales experience.
 Education—degree in marketing, advertising, communications,

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

less than satisfactory attention to detail.
 Red Flags—note any gaps in employment or job hopping that might

indicate a lack of commitment or of employability.
Call these pre-qualified applicants and schedule an initial phone interview.
May 2017 D21

S E C T I O N D
Figure D.1 – Telephone Talent Screener
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S E C T I O N D
The Interview Process

An interview process is designed to make qualified judgments about an applicant’s
suitability for a job. Unfortunately, many interviewers either don’t have a clear picture of
what the job requires or they let non job-related factors influence their thinking. Either way,
they ask questions that don’t appropriately relate to the job, thereby placing themselves
and the company in a legally vulnerable position.
All questions used during the interview process should center on the applicant’s ability to
do the job, availability to work the hours required, willingness to accept the salary/wage,
conformity to Money Pages standards for such things as grooming, punctuality,
appearance, and apparent demeanor. Questions asked should never suggest any biases.
Each question must be directly related to the requirements of the job and not suggest
assumptions about any protected class or group.
The five categoriesability, availability, willingness, conformity, and demeanorprovide a

starting point for you to use as you interview applicants. Think about what you need to
know about the applicant and why you think that characteristic relates to the job. However,
also keep in mind that the Equal Employment Opportunity Commission has an opinion
about what you need to know, and you are required to live by those standards (see
“EEOC Pre-Employment Inquiry Guidelines” on next page).
If an applicant volunteers information that you aren’t permitted to ask (e.g., family status),
this does not give you license to discuss the matter further. Instead, you must redirect the
conversation to job-related factors and make it clear that you won’t use the unqualified
information as part of the decision process.
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S E C T I O N D
EEOC Pre-Employment Inquiry Guidelines

SUBJECT LAWFUL INQUIRIES UNLAWFUL INQUIRIES
Address/ Applicant’s address. Inquiry into place and Specific inquiries into foreign addresses
Residence length of current and previous addresses. that would indicate national origin. Names
“How long a resident of this state or city?” or relationship of persons with whom
applicant resides. Whether applicant owns
or rents a home.
Age Minor. You can inquire about proof of age in Discrimination against persons who are
form of work permit or certificate of age. between 40 and 70 years of age is
forbidden by EEO law.
Arrests/ Inquiry into actual convictions that relate Since arrest does not establish guilt, any
Convictions reasonably to fitness to perform a particular inquiry into arrests is unlawful.
job. (A conviction is a court ruling where the
party is found guilty as charged. An arrest is
merely the apprehending or detaining of the
person to answer the alleged crime.)
Citizenship You may tell applicants that, if hired, they “What country are you a citizen of?”
will be required to present proof of Whether an applicant or his/her parent or
citizenship or right to work prior to starting spouse is a naturalized or native-born U.S.
the job. If hired, asking if they have such citizen. Date when applicant or parents or
proof is legal. spouse acquired U.S. citizenship.
Credit Report None Any inquiry concerning an applicant’s credit
rating, charge accounts, past assets or
liabilities, or garnishments.
Education Applicant’s academic, vocational, or Dates of attendance or completion of
professional education, including school elementary or high school. Inquiries asking
attended. Inquiry into language skills, such specifically the nationality, racial, or
as ability to read, speak, and write in religious affiliation of a school. Inquiries as
foreign languages. to what the mother tongue is or how foreign
language ability was acquired.
Family None Cannot inquire concerning an applicant’s
spouse or spouse’s employment or salary,
number of children, childcare
arrangements, or marriage plans.
Disabilities Can inquire concerning specific disability “Do you have any handicaps?” or any
that might affect an applicant’s ability to general inquiry as to diseases an applicant
perform job requirements. If the answer is may have had. Questions regarding receipt
“yes,” a follow-up question should be of worker’s compensation.
asked: “Is there anything that can be done
to accommodate your disability so you
could do the job?”
Language Can inquire into an applicant’s ability to Cannot inquire as to how an applicant
read, speak, or write specific languages acquired the ability to read, speak, or write
when such skills are related to the job for a foreign language.
which the person is applying.
May 2017 D24

S E C T I O N D
EEOC Pre-Employment Inquiry Guidelines (cont.)
SUBJECT LAWFUL INQUIRIES UNLAWFUL INQUIRIES

Marital Status None Cannot inquire as to an applicant’s marital
status.
Military Type of education and experience in Type of discharge. Questions regarding
Record service as it relates to a particular job. service in a foreign military.
Name “Have you ever been employed under Inquiries about the name that would
another name that I should know to check indicate an applicant’s lineage, ancestry,
references?” national origin, or descent. Inquiries into
previous name of applicant where it has
been changed by court order, marriage, or
otherwise.
National Origin None Cannot inquire concerning an applicant’s
lineage, descent, birthplace, native
language, or origin of the applicant’s
parents or spouse.
Organizational “Do you belong to any organization in which “List all of the clubs, societies, and lodges
Memberships you’ve gained experience that you think to which you belong.” General questions
may be related to this job?” regarding organizational memberships that
are not job-related.
Pregnancy None Cannot question regarding an applicant’s
past or present pregnancies and future
plans concerning pregnancy.
Race/Color None Cannot inquire concerning race or physical
characteristics, such as height or weight.
Relatives/ Names of an applicant’s relatives already Name or address of any relative of adult
Friends employed by the company. Names and applicants. “With whom do you reside?” or
addresses of parents or guardian of minor “Do you live with your parents?”
applicant.
Religion/Creed Statement by employer of regular days, Questions regarding an applicant’s religion.
hours, or shifts available. Religious days observed or “Does your
religion prevent you from working
weekends or holidays?”
References “By whom were you referred for a position Require the submission of a religious
here?” Names of persons willing to provide reference. To request a reference from an
professional and/or character references for applicant’s pastor.
applicant. Name of person who suggested
that applicant apply for a position at the
company.
Salary Questions concerning salary history and Any inquiries or statements that might
whether the salary being offered is suggest that men and women or minorities
acceptable. and non-minorities are paid at different
rates for work of equal value.
Sex None Cannot inquire concerning an applicant’s
sex or sexual orientation.
May 2017 D25

S E C T I O N D
When conducting interviews, remember that first impressions will tell you a lot about an
applicant who wants to be hired. Be observant throughout the interview. Your goal is to
collect enough information on the applicant to make an informed decision. But at the
same time, you must develop an accurate picture of the job for which you are hiring and
communicate that to the applicant. Ultimately, you need to determine the ability of an
applicant to successfully perform the duties of the job.
The phone interview is the first step of the Money Pages interview process. Use the
Sales Team Selection Questionnaire (see Figure D.2) to ensure you ask all pertinent
questions and are consistent among sales applicants. Look for answers that represent
what you are looking for in an account executive.
May 2017 D26

S E C T I O N D
Figure D.2 – Sales Team Selection Questionnaire
May 2017 D27

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May 2017 D28

S E C T I O N D
May 2017 D29

S E C T I O N D
May 2017 D30

S E C T I O N D
May 2017 D31

S E C T I O N D
May 2017 D32

S E C T I O N D
If you do not wish to hire this person, be sure to thank the applicant and let the applicant
know you are doing a lot of interviewing and if he/she doesn’t hear back in three days, you
have probably moved ahead with a different applicant.
If you are interested in talking to this applicant more about the open position, let the
applicant know the next steps.
The face-to-face interview is the next step in the application process for qualified
candidates who had a strong phone interview.
Before interviewing, review the Do’s and Don’ts below so you can get the most out of the
interview.
Do conduct the interview in a quiet, private, Don’t keep an applicant waiting; this increases
comfortable place. anxiety and could give the applicant a negative
impression.
Do try to put the applicant at ease from the start
with brief, friendly conversation. Don’t build false hopes.
Do show interest in the applicant. Don’t oversell the position.
Do clearly outline the requirements and essential Don’t give opinions; only provide answers to any
elements of the job. questions that are asked.
Do explain all conditions of employment. Don’t prejudge an applicant.
Do encourage the applicant to ask questions and Don’t develop a “canned” interview.
talk about himself/herself.
Don’t use inappropriate or non-job-related
Do listen; an applicant should do most of the excuses to turn down a candidate.
talking.
Don’t send applicants away upset or angry. Make
Do ask questions that are specific to the position sure they leave with a positive feeling, whether or
you are looking to fill. not you plan to offer them a job.
Do close the interview by providing information

about the next step in the process, if applicable.
Also consider these additional guidelines:
Interviewing  Most applicants are nervous during interviews. Try to make applicants
guidelines: feel as comfortable as possible.
 Give the applicant some background and history of Money Pages.

Explain the business and the organization’s philosophy.
 When you ask a question, wait for the applicant to respond; resist the
temptation to converse. Silence can be a powerful tool for eliciting
May 2017 D33

S E C T I O N D
additional information.
 Inquire about pay requirements by asking the kind of income the

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

Does the person sound confident? Does the applicant consistently
make eye contact?
 Note whether or not the applicant took time to review the company
website or investigate the details of the position himself/herself. This
demonstrates initiative and a higher level of interest in the role.
 Ask open-ended questions to encourage applicants to talk.
 If the applicant gives you an incomplete answer to a question, ask for

clarification or ask follow-up questions to obtain clarification.
 Emphasize the customer service and sales aspects of the business

and explain the standards of behavior and appearance.
 Give the applicant an accurate picture of the job.
 Use your intuition. If something doesn’t feel right, investigate.

Sometimes uncomfortable facts have to be uncovered, but better now
than later. If you are unsure about the applicant, consider asking the
individual to return for another interview. Many times you are better
able to determine what an applicant is really like on a second interview;
generally, the individual is less nervous during that time.
 End the interview on a positive note. Let the applicant know what the
next step in the process will be and when to expect notification of your
decision.
Above all, remember to consistently use the same job-related criteria for all applicants. As
you consider the applicants you have interviewed, keep in mind that you should make
your selection on the basis of ability as demonstrated by past performance, employment
history, and education. Past performance is usually the best predictor of future job
successes.
Greet the applicant when he/she arrives and have the applicant complete an Employment
Application (see Figure D.3).
May 2017 D34

S E C T I O N D
Figure D.3 – Employment Application (Page 1)
May 2017 D35

S E C T I O N D
Figure D.3 – Employment Application (Page 2)
May 2017 D36

S E C T I O N D
Make the following initial observations:
? Is the applicant appropriately dressed for the interview and on time?

? Does the applicant make eye contact?
? Does the applicant seem confident, yet approachable?
? Did the applicant bring something to write with and to write on?
Discuss the applicant’s background. Encourage the applicant to talk about his or her
experience and impressions by asking open-ended questions. Focus on the applicant’s
résumé and drill down his/her experience. Discuss Money Pages and our philosophy and
approach with clients. Don’t embellish or try to paint the most positive picture of the job
either. It’s best to set realistic expectations and be honest about the day-to-day
expectations of the position. Our experience has shown that if you under-promise and
over-deliver, you tend to retain better employees. Be sure sales applicants understand the
challenge of a sales job.
As the applicant talks, be observant and assess profile characteristics.
? Is the applicant personable?

? Is the applicant a good communicator?
? Does the applicant present himself or herself well?
? Does the applicant have a professional look?
? Does the applicant seem genuinely interested in Money Pages? What
is the quality of the questions he/she asks?
? How capable would the applicant be in terms of working independently?
? Does the applicant show a passion for small business?
? Does the applicant reflect a balanced approach to life?
? Is the applicant likeable?
You must also try to determine whether there is a good fit. To accomplish this, you should
let applicants do most of the talking. However, knowing what questions to ask during an
interview is very important. While you want to ask specific questions, remember that
there are guidelines (see page D-24) that dictate the types of inquiries that are unlawful
according to the EEOC.
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S E C T I O N D
Allow time for applicants to ask you questions they may have about Money Pages, the
job, or their expectations. This will sometimes help to shed some light on whether or not
an applicant is really interested in the job, especially if the questions are more specific
regarding duties, benefits, the typical workday, and the like.
If you are still interested in the applicant by the end of the interview, ask the applicant to
complete a background check immediately and ask for references that you can call. Use
the Reference Check form (see Figure D.4) provided.
May 2017 D38

S E C T I O N D
Figure D.4 – Reference Check
May 2017 D39

S E C T I O N D
 Job Offer
Once you have considered your hiring criteria and the characteristics of all applicants, and
you are satisfied with your choice, contact the successful applicant and make an offer of
employment. We typically make a job offer over the phone and follow up with an offer
letter (see sample next page).
Offer inclusions:  Position being offered
 Rate of pay
 Hours to be worked
 Benefits associated with the position being offered
 Start date
May 2017 D40

S E C T I O N D
Sample Offer Letter
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S E C T I O N D
When applicants accept an offer for employment, they must complete the I-9 Employment
Eligibility Verification Form (see example next page). Make sure they understand that you
will require them to present a valid driver’s license (or other photo identification) and a
copy of their social security card, birth certificate, or any other employment eligibility card
or document on their first day of employment.
We also give our new employees an Employee Handbook and ask them to sign for that
as well.
Every applicant who has been interviewed should receive a response. When applicants
have been eliminated, notify them within two or three days. Just call those applicants and
explain that you have selected another applicant who better meets your needs.
May 2017 D42

S E C T I O N D
Copy I-9 Eligibility Verification Form
May 2017 D43

S E C T I O N D
Hiring on a Probationary Period

Implementing a probationary period helps determine the value of a new employee. It also
helps to see if the fit is good for both Money Pages and the new employee. And if it’s not,
the probationary period provides a structure that makes it possible for either you or the
employee to end the working relationship.
We recommend a probationary period of 90 days. If the employee is not working out, we

recommend that you terminate before the end of 90 days. You won’t incur liability for
unemployment if terminations happen before 90 days. At the end of the 90 days, prepare
an evaluation (see “Performance Evaluations”) and review it with the employee. Make
sure both you and the employee sign the completed evaluation; then file it in the
individual’s personnel file.
If at any point the employee is not performing to standards but you feel the individual has
the potential to improve and become a good employee with guidance and direction, you
might consider extending the probationary period.
While a probationary period is recommended, you still need to do all you can to make the
relationship work. During training, provide instruction and constructive feedback, handle
problems proactively, and provide counseling and additional training as necessary. That
way, if a new employee is not meeting the performance standards, will never perform to
standards (even with additional training), or is obviously not matched to the position, you
can be confident that you have done everything in your power to give the working
relationship a chance.
May 2017 D44

S E C T I O N D
Orientation
The training and development of your employees starts with an orientation to the
business. As with any new relationship, the first few days a new employee spends on the
job will begin to shape impressions and attitudes that will stay with him or her for a long
time. So you should ensure that new employees complete a well-organized and thorough
orientation and ongoing training from day onenot just relating to duties and
responsibilities of the job, but to the Money Pages philosophy as well.
Proper orientation will help ensure that your new employees understand the values
upheld by Money Pages and are ready to become members of your team. Beginning a
new job is always intimidating, so reassure your new employees that they have just joined
a great and unique organization, and let them know how important they are to your
business.
 Forms
Step 1: Have the new employee complete employment-related forms. Once you have
welcomed a new employee and have briefly described the orientation and training
process, there is information you must provide and forms you must have the new
employee complete and sign. Each employee should have a personnel file, which should
contain a copy of the following:
Personnel File  Résumé

Contents:
 Signed Employee Handbook Acknowledgement form
 W-4 Formdeclaration of withholding for income tax
 I-9 Formverification of eligibility to work in the U.S.—may be kept

in a different file
 Applicable Workers’ Compensation information
 Equal Employment Opportunity information
 Direct Deposit information
 Confidentiality and Non-Compete Agreement (see sample page 47)
May 2017 D45

S E C T I O N D
 “What You Should Know About Me”—employee management tool

that helps you learn more about your new employee and his or her
work and management preferences (see sample page 50)
Although an Employee Status Change Form (see Figure D.7) is not completed at this
time, make sure the employee knows it exists and that it needs to be completed if any
personal information changes, such as marital status, change in federal withholding, or
change of address or phone number. This will help you maintain current personnel
information for payroll purposes. Also obtain the employee’s emergency contact
information.
Finally, ask to see the employee’s driver’s license An exception to the rule: To protect
(or other photo identification), as well as his/her the confidentiality of the information
social security card, birth certificate, or any other contained in individual personnel
employment eligibility card or document. files, all I-9 Forms must be kept
together in a separate file, not in
All information should be kept in the employee’s each individual’s personnel file.
personnel file.
May 2017 D46

S E C T I O N D
Sample Confidentiality and Non-Compete Agreement
May 2017 D47

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May 2017 D48

S E C T I O N D
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Sample “What You Should Know About Me” Employee Management Tool
May 2017 D50

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 Policies and Benefits

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

personal work schedule should be reviewed, as well are absorbing a great deal of
as related time keeping procedures. On the first day, information during orientation,
policies such as reporting personal absences/ be patient and allow ample
tardiness, customer service, dress, employee and opportunities throughout
client safety, etc., should be addressed. We suggest orientation and beyond for
creating an Employee Handbook to give to all new questions.
employees.
 Overview of Office
Step 3: Give new employees an overview of the office. Introduce new employees to
those who are in the office; where appropriate, explain what the various positions are.
Also briefly talk about the new employee’s job description and their role in the office flow.
Your goal in orientation and training is to provide employees with the information they
need to excel in their jobs, which will ultimately help your business to reach its maximum
potential. Outline all of the standards you expect your employees to meet and then
provide the training needed to enable your employees to meet your expectations.
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S E C T I O N D
Training
As a business owner, you must understand that good employees are the foundation of
any business. The time and money you invest in training will return to you in the form of
confident, efficient employees and happy, loyal clients. But to train effectively, you must
have a plan so you know how long training will take, who will do the training, and how and
when the training will be conducted. Developing good employees depends on the quality
and effectiveness of the training you provide.
 Goals for Training

Before you even begin training, there are some things you need to remember. These are
the building blocks of effective training.
Training principles:  To teach is to provide knowledge.
 Be an instructor, not a professor.
 Don’t improvise.
 Make easy what appears difficult.
 Make clear what is not.
 Emphasize important points with your voice.
 Be prepared.
 Initial Training of Account Executives

To train effectively, you must guide your account executives thoroughly.
Consider the following Training Overview. Note that the first two weeks of sales training is
formalized training to build the new account executive’s product knowledge and sales
skills.
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Week 1:
Discuss the magazine and other products we offer. Highlight key points to
remember about our products, packaging and rates. Note what works,
what doesn’t work, how to sell each product, solo mail, exclusive products,
digital packages, etc.
Discuss targeting the right prospects, how to prospect, establishing valid

business reasons to contact a prospect, getting to decision makers,
overcoming objections, ways your clients can “work for you” and asking for
referrals.
Discuss competitive media in the area, including pros and cons, strengths
and weaknesses, best categories to contact, industry rules, lead sources,
how to network.
Discuss putting together a good ad, what makes an ad succeed or fail, and
managing client expectations.
Week 2:
Discuss asking the right questions and coming up with the right CNA and
what should be the outcome, mini closes, contracting next steps.
Discuss follow up to the sale, growing accounts, selling with ideas and
production.
Give the Money Pages Training Test (see sample).
Review the test and answers.
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Sample Money Pages Training Test
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Following these first two weeks, pair the new account executive up with an experienced
account executive to observe and learn the sales process in detail. The new employee
also needs to see the whole process of the magazine through the month and what his or
her role will be. You should also have a sense of what a new account executive’s first
three months will look like.
Training should include Sales Training and Administrative Training topics during the
employee’s first three months.
 Sales Training: Product Training and Pricing; Sales Collateral; Setting the Sales
Appointment; Call Sheets.
 Administrative Training: Using the CRM; Production Process; Payments; Forms &
Agreements; Layout; Communicating Deadlines.
 Ongoing Training
A well-trained employee is essential to satisfying clients. Remember that even the best
athletes in the world train on a regular basis. Their natural abilities only take them so far.
They only succeed when they strive to continually improve their skills through ongoing
instruction and repeated practice.
Why is it important to view the training process as an ongoing one? There are several
reasons.
Reasons for  Responsibilities change from time to time after initial training is
ongoing training: completed.
 Company policies and procedures change.
 New services are always being developed.
 All employees should be given the opportunity to gain additional

knowledge that would put them in a position to maintain long-term
employment with Money Pages.
 Proper training eliminates the frustration employees feel when they are
asked to step in and do a job that they don’t know how to do.
Certainly the need for training is obvious. What is less obvious, however, is the fact that
training never ends. No one is ever fully trained. There is always something more to
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learn about the many aspects of customer service at Money Pages, and there is always
something new to learn as a result of change.
Ongoing Training:
1. Weekly Sales Meetings—all account executives meet weekly to

discuss successes. In addition, train on a specific topic, such as upfront
contracting, overcoming objections, asking the right questions, CNA,
right categories, and brainstorming.
2. Individual Focus Meeting—IFM—the account manager or franchisee

should meet weekly with individual account executives to discuss
account, needs, challenges, and expected business for the month.
3. Ride Alongs—the account manager or franchisee should ride along

with reps in the field and evaluate client interactions.
Ideally, train with your account executives on a weekly basis to role play and work on skills
that need additional work.
Individual Focus Meeting:
Each account executive should have his/her own binder to use as a sales tool. Each week
when the account executive meets with the account manager or franchisee, the binder
should be used to track current sales and forecast sales for the next 90 days. The forecast
will be revised each week as some contracts close or fall through. The account executive
will also enter the forecast into the CRM system so as to have a complete look at sales in
the pipeline. During the IFM, the manager can review the previous week’s activities and
sales closed as well as discuss any clients with collections issues. Finally, there should be
an established sales goal for each account executive, both new business and current
client sales. New business is the term for any client who has not run an ad with us in 4
months.
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S E C T I O N D
Personnel Policies
As a business owner, you must develop personnel policies that clearly define guidelines
for conduct. Once developed, you will then need to modify and expand these policies as
your business grows and changes.
To ensure consistent and uniform enforcement of the policies you establish, we

recommend that you develop an Employee Handbook to serve as a code of conduct.
Whenever you issue a handbook, obtain the employee’s signature to acknowledge receipt
and understanding of the handbook. File the signed acknowledgement in the individual’s
personnel file.
The list of topics on the next pages will give you an idea of the subject areas for which you
should create formal policies. As a business owner, you will want to establish policies in
these areas to suit your particular operation. Always make sure the personnel policies that
you do establish conform to applicable laws.
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Subject Area Policy Statement

Absenteeism
Bereavement leave
Computer Usage
Confidentiality
Conflict of interest
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Criminal violations
Disciplinary Action
Drug/alcohol abuse
Harassment
Holidays
May 2017 D63

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Internet abuse
Jury duty
Leaves of absence
Maternity/family
leave
Meal/break periods
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Military leave
Open door policy
Outside employment
Overtime
Personal
appearance
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Personal information
Personal property
Posters in workplace
Re-employment
Resignation
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Safety/security
Solicitation
Standards of
Conduct
Tardiness
Telephone/fax/
cell phone usage
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Uniforms/Dress
Code
Workplace violence
Workweek
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Tracking Effectiveness of Sales Staff

In order for your franchise to be successful, your sales need to be consistent and grow.
Ensuring your account executives are selling and fostering strong relationships is one of
the vital tasks of a franchisee.
We believe in setting specific goals with account executives and discuss their progress in
reaching these goals in each week’s IFM. We have included the following goals for
account executives, but you can adjust as necessary for your business. We suggest
having sit-down meetings every 6 months with the sales staff to discuss their
effectiveness.
15-20 face to face meetings a day when account executives first start—
these meetings are more than an exchange of business cards; rather,
these are dialogues about the business.
Ongoing Goals:
 New business percentage
 Growth of existing business
 Number of accounts the rep is handling—should continue to

grow
 New business ratio to company’s new business total
 Whether or not the rep is meeting budget
 Receivables and AR management
 Franchise owner is responsible for training new employees to the

standards of the Operations Manual. This includes sharing product and
ad sales knowledge.
 New employees should have a minimum of two daily interactions with

the franchise owner until base of accounts is established.
 Need to identify problem areas early!
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Uniform/Dress Code
The image of your Money Pages businessand, thus, the entire Money Pages
networkis reflected in the way your employees dress. The old saying goes, “You only
have one chance to make a first impression.” Clients cannot look and see your work ethic
physically, so they will judge you and your employees by appearance. If your appearance
is shabby, unclean, or unusual, you will most likely be regarded with suspicion and
possibly contempt by clients, and you will be treated accordingly. Clients will generally
treat you with the same amount of respect that you have shown for your appearance.
For this reason, we require the following guidelines for dress:
Dress Code  All clothing is expected to be clean, neat, well fitting, and in good repair.
Guidelines:
 Business casual is our required dress code.
 The following are not permitted: hats, shorts, sweatshirts or t-shirts with
unprofessional messages, tank tops or crop tops, flip flops or similar
sandals, jeans, etc.
In addition to attire, there are other general standards you should impress upon your
employees. Remember that the appearance of your employees is one of the factors
making a positive contribution to your image, so you must instill in your employees the
pride you possess in Money Pages.
Standards of  Employees must always project a clean and appropriate image.

appearance:
 Attire should only be part of your standards for appearance. Hygiene
and personal appearance are also importantall employees should be
well groomed.
Under no circumstances should dress constitute a safety hazard. In addition, all

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

As an independent businessperson, you have full control over what you wish to pay your
employees and how you want to structure that remuneration. We only require that you do
so within the law and in a manner that encourages your employees to do well in their jobs
and maintain a positive mindset regarding their jobs.
The most effective staff commission system is tied closely with sales, but also takes into
account client turnover and location growth. We have experimented with many forms of
incentives for our employees and have created the system outlined here.
Monthly Bonus Structure: Monthly bonus tied to financial performance. Ideally, this will
motivate the employees to make sales, control expenses and care about the “bottom line.”
 Location Goals – When setting goals, keep in mind they should be attainable but not
a given. It is also suggested that the bonus is all or nothing and the criteria is very
clear.
 Example: $200 for meeting monthly revenue goal (goals set with manager
or franchisee). A monthly bonus structure is suggested, but not required.
 Non-Financial Bonuses – Contests or challenges can become fun motivators for

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

 Keeping reports/lists updated
 Location maintenance
 Planning client appreciation events
 Generating business referrals
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Potential Rewards:
 Paid Time Off (PTO)
 Gift cards
 Certificates/trophies
 Lunch
 Sports tickets
 Treats for employees & clients
Employee Salary Structure: Typically, we do not recommend a high base salary for
sales representatives, but franchise owners are free to determine their own employee
compensation structure. The following are merely examples to help guide you. Feel free
to adjust them as you see fit.
 Regular Sales Associates
 Base salary of $1,500 to $2,000
 Commission range of 10% to 20%
For example: $1,500 base salary and a 15% commission on sales over $5,000.
Please note that commissions are only paid on collected billing, not sales.
Regular employees should be paid on the 1st and 15th of each month. Commissions
are paid on the 1st of every month.
 1099 Contract Employees
 Paid on commission only (suggested rate is 20%)
 Exclusive product sales (not part of the actual magazine) should be paid at
a flat rate of $250 to $400, or a commission rate of 10% to 15%
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S E C T I O N D
Performance Evaluations
While developing reliable and effective employees certainly depends on the quality of the
training they receive, it also depends on providing continual feedback regarding the work
they are doing. Constantly keep the lines of communication open. Compliment employees
when they have done a good job. If there is room for improvement, don’t just tell
employees they did something wrong; provide suggestions and show them what could
have been done differently to do the job right and, thus, improve performance.
One thing you must remember is that the evaluation process actually begins on an
employee’s first day of employment, when you and the employee reach a mutual
understanding of what needs to be accomplished. If expectations are not clearly stated,
mutually understood, and presented in measurable terms, performance will be difficult to
evaluate and may not reflect the desired results.
A formal performance evaluation is most effective when it serves as reinforcement of

ongoing discussions you have had with your employees regarding their performance.
Such an evaluation serves several purposes:
Reasons for  To provide a regular, periodic opportunity for communication between

evaluations: the person who assigns the work and the person who performs it.
 To show employees that you are interested in their job progress and
personal development. This should foster high morale and job
satisfaction.
 To enable discussion of mutual expectations and how well those

expectations are being met.
 To provide you with a systematic guide for planning future training for
employees.
 To assist in discovering, determining, and recording the special talents

and knowledge of employees that otherwise might go unnoticed or
unrecognized.
 To guarantee that each employee’s performance is evaluated on the

basis of considered judgments and a set of criterianot on snap
decisions or inconsistent standards.
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S E C T I O N D
 To give employees an opportunity to discuss job problems, interests,

and aspirations with you.
 To gather data for use as a guide for such actions as wage increases,
promotions, disciplinary action, etc. It should be noted that evaluations
should never be the single factor in such cases.
We recommend that you review your employees after the probationary period (see
“Hiring on a Probationary Period”), and then annually. If an employee shows unusual
improvement or decline in work habits any time between evaluations, you may need to
schedule a special evaluation.
 Evaluation Process
1. Give the employee a blank evaluation form to review prior to the
evaluation meeting.
2. Review the job requirements to be sure you are completely familiar with
them.
3. Review the goals and standards you previously discussed and agreed
upon with the employee, plus any notes you have regarding the
employee’s accomplishments.
4. Review the employee’s work history.
5. Evaluate job performance versus job expectations for the period being
evaluated.
6. Complete an Employee Evaluation Form (see Figure D.5).
7. Note any variances in the employee’s performance that need to be

discussed. Make sure you can provide specific examples.
8. Outline a development action plan for the employee to correct any

performance shortcomings and to develop the individual for future
growth opportunities.
9. Plan your ratings by using the most recent completed evaluation, the
appropriate job description, and notes from the employee’s personnel
file.
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Figure D.5 – Employee Evaluation Form
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S E C T I O N D
 Review Meeting
Once you have completed the evaluation process, you must schedule a time to meet with
the employee. To avoid interruptions, find a convenient time and private place to meet.
Review meeting 1. Outline the purpose of the meeting.

process:
2. Discuss your ratings of each performance factor with the employee. Be
specific and provide examples for strengths and weaknesses in each
area.
3. Review areas needing improvement and action plans to be carried out

by the employee. Develop and agree on a final version of the action
plan.
4. If a merit increase is being included, present it at this time.
5. Obtain the employee’s signature and allow him/her to make any

comments in writing on the evaluation form.
6. Place the completed forms in the individual’s personnel file.
7. Note: the evaluation and review meetings can take place at the same
time.
Please note that employee performance management should be regular and ongoing.
Franchise owners cannot afford loss of revenue growth and bottom line expense
associated with non-performing employees. Ensure specific standards are set and
communicated on a regular basis. This may include:
 15-20 new business contacts daily during the first 90 days
 6 or more set appointments per week
 Adding a minimum of 4-6 businesses per month until an account list of

40 or more is reached
 Keeping A/R over 90 days < 5%
 Selling for rates established by owner
 Growing existing accounts
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S E C T I O N D
Progressive Discipline
Despite careful selection, training, and the implementation of good personnel policies, you
may occasionally encounter an employee who doesn’t seem to be working out at your
Money Pages business. Before dismissing an employee, however, you should ask
yourself these questions:
? Has the employee been properly motivated?
? Has the employee been properly trained?
? Has a proper and adequate explanation of the job been provided?
? Has the employee been allowedeven encouragedto ask questions

at any time during employment? Has the employee understood that
there is no such thing as a “stupid question?”
Often, when an employee isn’t doing the job well, the honest answer to one or more of
these questions is “no.” Before taking irreversible action, you should look at what you can
do to correct the deficiencies. As with most problems, the sooner they are recognized and
attended to, the better. This gives you an opportunity to create an ally and establish a
better working relationship.
The key to a smooth operation is to keep communication lines open and communication
flowing in both directions between you and the employee.
Should you need to carry out disciplinary action, consider the following 3-step approach.
This approach is designed to allow problems or concerns to be addressed and then
monitored for improvement.
Remember when handling discipline situations that you must take into account the legal
realities of the situation and the need to be fair to your employees and your business.
Step 1: When a problem arises, discuss the problem with the employee in a non-
threatening manner. This initial meeting should be informal and
conversational in tone. The employee should then be given adequate
opportunity for improvement. Document this discussion (the date and a brief
summary are sufficient) and place it in the individual’s personnel file.
Step 2: If the problem has not been resolved after a reasonable time period, you
should place the employee on formal notice in writing. Complete an
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S E C T I O N D
Employee Warning Notice (see Figure D.6). Then give the employee a
verbal explanation of the unsatisfactory performance versus the expected
performance. At this time, it is particularly important that you make it clear
exactly what the expectations are, how those expectations are not being
met, and that termination will follow if satisfactory improvement is not made.
Outline specific performance goals for improvement within specific
timeframes. As with any formal counseling, both the employee and a
witness should sign the completed counseling form. If at any step in the
process an employee refuses to sign a warning notice, be sure to note this
on the completed form. You should then keep the employee advised of
his/her progress.
Step 3: If, after the formal counseling sessionassuming the issue is subject to
progressive counselingthe employee is still not performing at a
satisfactory level, the only solution may be termination either during or at
the end of the imposed improvement period.
Given the time, money, and effort you expend to develop your employees, it is to your
advantage to recognize problems and make an effort to resolve them before resorting to
termination. A discharge, under most circumstances, should never come as a surprise to
an employee.
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Figure D.6 – Employee Warning Notice
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Termination/Separation
There are certain standards of behavior that everyone must observe, which are necessary
and reasonable for the proper conduct of business.
 Termination
While a progressive counseling system is recommended to handle performance and
disciplinary problems (see “Progressive Discipline”), there are actions that should be
considered grounds for termination. It is not possible to list every possible offense;
however, these are some examples:
Grounds for  Possession, sale, purchase, transfer, use, or being under the influence
termination: of drugs or alcoholic beverages on company time or premises.
 Possession of dangerous weapons on company premises.
 Immoral or indecent conduct, soliciting persons for immoral purposes,

or the aiding or abetting of any of the above.
 Theft or misappropriation of company property or the property of

clients, or unauthorized removal of any of the above.
 Unauthorized use of company equipment or vehicles.
 Conviction of a felony and/or other crime involving moral turpitude.
 Fighting or provoking a fight with a client or fellow employee.
 Abusing or destroying company property or the property of clients.
 Taking or “borrowing” cash.
 Falsification of employment records or other business-related

documents, regardless of when discovered.
 Any unprofessional behavior, such as sexual harassment, racial

discrimination, fighting, profanity, threats, abusive language, or
malicious conduct directed at you or a client.
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S E C T I O N D
In general, any conduct that is unprofessional, potentially embarrassing, or adversely

affects or is otherwise detrimental to your interests as a Money Pages franchisee, or the
interests of your clients or the public, should result in disciplinary action, up to and
including immediate termination if applicable.
Steps to finalize a 1. Conduct a face-to-face interview with the employee to review the
termination: termination action. Use this opportunity to, as best you can, end the
relationship on a positive note.
Make sure you have a final, completed and signed Employee Warning
Notice on file. Have the individual sign the form to document your action
to end the employment relationship and to verify compliance with your
guidelines concerning termination.
2. Complete an Employee Status Change Form (see Figure D.7). Have

the individual sign the form to document your action to end the
employment relationship.
3. Review final pay and other compensation issues.
4. Explain benefit rights (e.g., insurance, profit sharing, etc.).
5. Even though a negative situation, do everything in your power to make

the separation go smoothly.
Under certain circumstances, you may be exempt from having to pay unemployment
compensation, such as dismissing any employee during the 90-day probation period, as
well as terminating agreements with 1099 Contract employees at any time.
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Figure D.7 – Employee Status Change Form
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 Resignation
An employee can also end the employment relationship by voluntarily resigning from
his/her position. There are several steps you should take to finalize such a separation.
Steps to finalize a 1. Conduct an exit interview with the employee to learn how he/she felt
resignation: about the job, management, and Money Pages. Use the Exit Interview
Form (see Figure D.8) when conducting the exit interview. The
information you obtain from these interviews may aid in any future
unemployment claims, discrimination charges, or future hiring.
2. Try to uncover the real reason the individual is leaving. Look for any
areas in which you might improve employee relations to possibly avoid
losing a good employee in the future.
3. Complete an Employee Status Change Form. Have the individual sign

the form to document your action to end the employment relationship.
4. Review final pay and other compensation issues.
5. Explain benefit rights (e.g., insurance, profit sharing, etc.).
6. Ensure a comfortable separation. Do everything in your power to part

on a positive note.
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Figure D.8 – Exit Interview Form
May 2017 D85

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May 2017 D86

E
Section
F R A N C H I S E
Selling Advertising
Sales are the heart of your business; therefore, it is vital that all account executives are
armed with the information, training, and materials they need to be effective sales people.
As a client-centered business, Money Pages believes that it is important to approach the
sales process from a consultative or advisory mentality. We expect you, the franchise
owner, and your employees to take time learning about your clients’ businesses and
introducing them to our Money Pages services, both print and digital.
In this chapter, we will cover some of the day-to-day selling tactics you and your
employees may use to help develop relationships with clients, such as how to target your
market, cold calling, and how to overcome objections.
S E C T I O N E
F R A N C H I S E O P E R A T I O N S M A N U A L S E L L I N G A D V E R T I S I N G
Table of Contents
GROWTH TRENDS .......................................................................... 1
 Developing Base Clients .................................... 1
 Growing Your Page Counts ................................ 3
TARGETING YOUR MARKET .......................................................... 4
 Profile of a Typical Advertiser ........................... 5
INCOMING CALLS ........................................................................... 6
TYPICAL SALES FLOW ................................................................... 7
COLD CALLING ............................................................................... 8
 Before the Account Executive Calls .................. 8
PREPARING FOR SALES APPOINTMENTS ................................... 11
 Understanding Your Competition .................... 11
 Understanding MP Competitive Advantages ... 12
 What to Bring to an Appointment .................... 12
MONEY PAGES SALES PRESENTATION....................................... 14
 Client Needs Assessment ................................ 15
 Solving the Need .............................................. 16
 Positioning MP Services and Products ............ 19
 Ad Specifications ............................................. 22
 Answering Objections ...................................... 24
 Closing the Sale ............................................... 31
 Selling Premium Placement ............................. 35
CALL TRACKING........................................................................... 38
PRICING THE AD .......................................................................... 42
SOLO MAIL………………………………………………………………………….44
TESTIMONIALS ............................................................................. 46
PROSPECT MANAGEMENT ........................................................... 48
MATRIX CRM ................................................................................ 49
ADMALL …………. .......................................................................... 53
PAYMENT …………......................................................................... 56
S E C T I O N E
WORKING WITH NATIONAL AND REGIONAL ACCOUNTS ........... 57
 Money Pages Corporate ................................... 57
 Money Pages Franchise to Franchise Sale ...... 58
 MP Franchisee Sale into a Corporate Market .. 58
 Exception Process ........................................... 60

S E C T I O N E
Growth Trends
As a Money Pages franchisee, you have specific minimum performance standards that
are outlined in your franchise agreement. In general, you must publish a magazine that is
at least 16 pages during your first 6 months in business. In months 13 and beyond, your
magazine must be at least 32 pages. You are required to have a minimum of two
individuals selling products to clients. The first is you as the franchisee, and secondly an
account executive or an account manager. Clearly, growth is a goal for you as the
business owner as well as for us, the franchisor. Strategies for growth are outlined here.
 Developing Base Clients

When you first open, you will need to spend time developing base clients. We have
identified several categories that are strong categories for Money Pages magazines.
Consider the Initial Prospect Categories Form (see Figure E.1) that we have included
and work to fill those categories initially. These clients will likely develop into base clients
who see an uptick in their traffic after advertising with Money Pages and may be more
open to larger ads, premium products, and placement opportunities.
We also recommend only selling third, half, and full pages during the first 6 months after
opening to ensure your new clients have large enough ads to generate results that will
encourage a long-term commitment from them.
May 2017 E1

S E C T I O N E
Figure E.1 – Initial Prospect Categories Form
May 2017 E2

S E C T I O N E
 Growing Your Page Counts

When you first open for business, you will be working hard to grow the Money Pages
brand in your area and build a reputation as a locally owned business that provides
advertising solutions to other locally owned businesses. As your reputation builds and
clients embrace the Money Pages philosophy, product, and processes, you will find
opportunities to grow your page counts.
 Sign longer term agreements for 6 or 12 months. This helps build the
momentum of your business and allows clients to see their response
rate grow as the local community becomes more familiar with the
values found in Money Pages magazines. Single issue agreements
are strongly discouraged. An advertising campaign is more than just
one ad. You need frequency and consistency to build a proper ad
campaign.
 Provide incentives to clients to purchase longer term agreements. Offer

favorable terms to help build your own cash flow as well as fill the
magazine pages.
 As clients become more familiar with Money Pages magazine, see their
ads and an increase in traffic, focus on selling placement and premium
products. Clients will see competing businesses choose to invest in
premium products and placement; offer these opportunities as a way to
see a faster increase in traffic and build a stronger brand.
 You need to balance the need to continually service current clients with
the need to bring in new clients. Service to our clients should never be
sacrificed; work with account executives to ensure that both ongoing
service to current clients as well as new client generation are equal
priorities. Current clients are a source of regular income and provide
many growth opportunities.
May 2017 E3

S E C T I O N E
Targeting Your Market

To make the most of your sales efforts, you and your account executives must be
organized and know your local market. One significant priority should always be
prospecting advertisers. But if prospecting is to be effective, you must have an idea where
to look for prospective clients.
In the course of promoting our services over the years, we have found that you need to
target your sales efforts. The list of suggestions below is meant as a guide to supplement
your initial efforts as outlined in section C of this manual. In section E of this manual, we
discuss how to generate leads using a variety of strategies, whether from networking with
business contacts, using outside advertising mediums, attending community events, or
more. All of these methods can help build your database of leads.
Lead Suggestions:  Look at businesses who advertise in your competitors’ publications.

Look for companies who would likely do well with a Money Pages ad.
 Look at direct mail pieces, television, and local magazines where

businesses may be currently advertising.
 Look at local businesses that are currently making a change in their

business, i.e., remodeling, enlarging, relocating, starting out, etc. All
new businesses must introduce themselves in the marketplace and
Money Pages can be an affordable, effective strategy.
 Any business with mass appeal can find success advertising in Money
Pages.
 You may find it particularly helpful, especially when you first open, to
work with the local chamber of commerce. The chamber is familiar with
the local business community and the advertising options in the
community and may be able to help you target your market.
 Ask for referrals. Your current clients may be a gold mine for leads. If
you are doing a good job for them, they will refer friends who may have
a need for your services. Don’t forget to be appreciative for all referral
efforts. Send thank you notes or other tokens for each referral you
close.
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S E C T I O N E
 In addition, you may want to refer back to the Initial Prospect List
included in section B of this manual. This offers a glimpse of specific
categories that tend to do well with Money Pages and offers
suggestions for categories to target initially.
 Profile of a Typical Advertiser

Our advertisers come from all types of businesses in a community. We look to target any
business that is of interest to consumers and has mass appeal, including the following:
 Home improvement - particularly carpet cleaning, heating and air conditioning,

roofing
 Restaurants - particularly pizza restaurants & locally owned restaurants
 Automotive services & automotive dealers
 Personal services – spas, cosmetic, medical (dental, chiropractic, etc.)
You may find that restaurants will be the key reason why consumers are initially drawn to
Money Pages - they are looking for the right coupon. Do some research on Yelp to
identify the top restaurants in your area. These restaurants will likely have an established
reputation in your community. If you can include some of these popular restaurants, it may
increase the credibility and value of the magazine. Be sure to have those key restaurants
in your magazine, but also give consumers more reasons to turn to Money Pages. Build
the value of the magazine with recognizable local brands that can then help pull in more
advertisers.
Here is sampling of some of the restaurant franchises that are top Money Pages
prospects.
 Moe’s  Papa John’s Pizza
 Jersey Mike’s  Papa Murphy’s
 Firehouse Subs  Chick-fil-A
 Domino’s  Cold Stone Creamery
 Little Caesar’s  Bruster’s Ice Cream
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S E C T I O N E
Incoming Calls
Because much of your business is done via the telephone, it is important that incoming
calls are handled consistently and professionally. Include a custom Money Pages greeting
on your office lines and always answer in a friendly, professional manner.
Business owners may see your magazine and call with an interest in placing an ad in the
magazine. To ensure you don’t miss a potential sales lead, we include a call tracking
number on the cover of the magazine routed to the number of your choosing. All
promotional materials, agreements, business cards etc. should have the tracking number
linked to your office line or cell phone. Your phone needs to be answered as often as
possible to catch these calls and have the initial conversation. When you are out of the
office, be sure that your calls are forwarded to your cell phone and have a professional
voicemail message for those calls that you may miss. It is important that you try to return
any missed calls within two hours since new leads are typically price shopping and talking
with your competitors.
When you have the initial conversation with a lead, always ask how the caller heard about
Money Pages. The business name and location is also important to gather preliminary
information and research. All incoming leads should then be entered into the CRM for
tracking purposes.
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S E C T I O N E
Typical Sales Flow

The sales flow for Money Pages reflects the following process. As with any sales
organization, there may be times when the sale flow experiences minor differences, but in
general, this is the sales flow we suggest. Note that this is a simplified version of the sales
flow and we discuss the process more thoroughly in the Sales Process discussion
following.
Sales Flow Between Franchisee/Account executive and

Client
Lead identified, whether through BNI activity, cold calling, call ins to the
office, etc.
Research on lead to help build knowledge base of company and have

meaningful conversation with decision makers.
Prepare Client Needs Assessment based on research.
Meeting with decision makers. Often initial meeting is followed up by other

meetings.
Close the deal, sign the contract and collect payment.
Sales follow-up activities to ensure the ad is accurate and client signs off on
proofs.
Delivery of printed magazine to client and checking in on client’s experience

post ad.
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S E C T I O N E
Cold Calling
Cold calling can be challenging, but it can also result in a significant amount of new
business. Cold calling is simply looking for new clients to sell to in an organized manner.
Train your account executives in the art of cold calls. Every call should have an objective.
For example, often an account executive’s objective will be to make an introduction and
set an appointment. Once that objective is achieved, the account executive should end
the meeting. Cold calls may be defined as an actual phone call or an in-person visit to the
business location. Approximately 80% of all cold calls should be done in person.
 Before the Account Executive Calls

Preparing for a call thoroughly will save an account executive much time.
 Before an account executive calls on a company, he or she should do

some research using the Internet and other resources.
 An account executive should build expertise on the category and focus

on how he or she can help the decision maker.
 An account executive should research to find the decision maker at the

business. It is key to know who you want to talk to prior to calling and
have a valid business reason for calling.
 Once the account executive has identified the decision maker, the
account executive should ask for him or her when stopping by the
business. Determine in advance a valid business reason for
contacting the decision maker. The decision maker should feel some
motivation for talking to the account executive after hearing the
business reason for the visit. For example: “I noticed you started
serving breakfast recently and I have a way you can increase your
breakfast business… I noticed you have moved recently/expanded and
I have a way to help you generate more business, leads, etc.”
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S E C T I O N E
 The account executive should ask for an appointment to sit down with
the decision maker. The account executive has to build the value of the
appointment. The decision maker should feel the potential benefit of the
appointment and potential of working with Money Pages.
 If a decision maker can’t be identified, the account executive could also

stop at the business and pick up a business card and do some in
person research. Before turning a prospect into a warm lead, research
is key.
 The account executive should follow up with a call or stop in again once
he or she has built some knowledge about the business.
 The account executive should always have business cards and a few
recent magazines to leave with the prospect so the decision maker can
page through them and see all that Money Pages has to offer. It is
helpful for a decision maker to be familiar with Money Pages prior to the
appointment.
 An account executive should always highlight the fact that Money

Pages is locally owned. Often, small business owners are interested in
helping other locally owned businesses.
 Throughout the sales process, an account executive needs to convey a

genuine interest in helping the business owner more than an interest in
selling advertising. An astute business owner recognizes the difference.
 As with any cold call, whether on the phone or in person, an account

executive needs to hone his or her skills of reading people and
responding to individual situations. An account executive needs to
know how to take a call in the right direction.
 The account executive should set the appointment. Be sure the

decision maker understands why he or she is meeting with the account
executive.
After a call, it can be helpful for the account executive to debrief and determine what went
well in the call, what could have gone better, what valuable information was gained, etc. A
Sales Call Debriefing Form (see Figure E.2) is a helpful tool for evaluating calls and
determining next steps.
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Figure E.2 – Sales Call Debriefing Form
May 2017 E10

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Preparing for Sales Appointments

Before an account executive goes out for a sales appointment, there is some preparation
work that needs to be done. Keep in mind that time truly is money, and the better
prepared an account executive is, the more efficient he or she is likely to be.
 The account executive should research the lead ahead of the sales
appointment, particularly for larger accounts and bigger dollar pitches.
 To reach up to 20 or more businesses per day, unscheduled visits to

retail centers and other locations are required.
 If the lead is advertising in other mediums, there is some sort of

advertising budget and the account executive needs to convince the
decision maker that Money Pages is the best use of their money. The
account executive should look at any other print ads they are currently
running, what the offer is, and where the ad is running. Consider how
Money Pages can improve on what exists.
 The account executive should consider how to build the value of

placing this business and this category’s ad in Money Pages.
 The account executive should consider other ads he or she has placed
in this category and how much success other clients have had. Any
pertinent examples should be brought to the appointment.
 The account executive should think about what he or she might

recommend, but don’t make any decision yet. The account executive
needs to create a CNA with input from the client in order to make the
best recommendation.
 Understanding Your Competition

It is inevitable that you will have competitors in any market. One key to success is
understanding your competition. You and your account executives should find out as
much as you can about your competitors. As you and your account executives talk with
prospects, highlight our unique ability to target our market, our wide distribution, different
price points, premium products, ability to track ad response and reputation for value and
credibility.
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S E C T I O N E
 Understanding Money Pages’ Competitive

Advantages
Any time you are speaking to a lead, it is important to highlight the qualities that make us
stand out among our competition.
Competitive  Wide distribution to up to 50,000 households. (adjust for certain

Advantages: markets)
 We offer our clients the opportunity to track response to their ads

through our Call Tracking system.
 Our clients see results from their ads. We help our clients design
meaningful, response-driven offers.
 We hold a lot of credibility in our community and in the trade. People

tend to do business with those they respect and like.
 What to Bring to an Appointment

Anytime an account executive is going on an appointment, specific items should be part of
the sales kit. The list below is offered as a guide.
 Past issues of Money Pages to offer as samples of our product

 Business cards
 Paper and pen
 Sales Binder with the following:
 Ad Contract (see sample on next page)
 Current rate card
 One Sheets for all premium products
 Sample premium products
 Any testimonials
May 2017 E12

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Sample - Ad Contract
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S E C T I O N E
Money Pages Sales Presentation

Every sales situation will be different, but you will need to train your account executives in
the way that we approach sales at Money Pages. We strive to show our clients that we
are interested in their needs and providing a solution to their problems; we are not merely
trying to sell them an ad. There is a key difference between those two intentions, and it is
vital that your account executives understand who we are and how we approach sales.
The first step in any sales situation is to build rapport with the prospect. As you meet with
the prospect, open the meeting by asking questions with the goal of getting to know more
about the prospect and their business. Ask questions such as these, but don’t limit
yourself. Ask questions that feel natural and follow the flow of the conversation.
 How long have you been in business?

 Where are you from originally?
 How long have you lived in this area?
 How did you start this business?
 What is working well in your business?
 What would you like to change?
 What are your goals for the next 3-6 months?
 What is happening with your competition?
 Do you have any new products?
 What is your best selling product?
 What did you do before opening this business?
 How do you see this market changing?
 What are your key times of year?
 Where do you get most of your customers?
 What types of media work best for you?
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The goal of the questions is to get the prospect talking about himself or herself and his/her
business. The account executive should listen closely and take notes, if necessary. All the
information the client shares may be useful and is definitely valuable in terms of assessing
needs and building the relationship. Clients are looking to us for advertising help. Our task
is to identify the best way for them to grow their business.
 Client Needs Assessment

As the prospect talks, the account executive will begin to understand what is going well
about the business and where there is room for growth. The account executive should
control the conversation and begin to ask more specific questions about the business and
help the client identify which areas of the business needs the most help. For example, if
the account executive is talking to a restaurant owner, is breakfast slow? Is it slow in late
afternoons? Which areas of the business is the owner trying to grow right now? Who is
their biggest competition?
The questions the account executive asks of the prospect should be specific to their
category and their business. The account executive should be walking into the
appointment armed with as much knowledge as he or she could gain in advance about
the business and the category and that knowledge should be used. The goal of this part of
the conversation is to identify the prospect’s challenge. We call this part of the process the
Client Needs Assessment (CNA). Every conversation with a prospect requires the
account executive to perform a CNA in order to identify the area where our products and
services can be of help to the client. The CNA should determine the client’s objectives and
budget. This helps the account executive identify the right Money Pages product for the
client.
As the client is talking and the account executive is identifying the need, the account
executive should also be considering which product would most benefit the prospect and
best solve his or her need. All account executives need to be extremely familiar with our
products and able to outline each product’s benefits and selling points.
The account executive should build the value of our ads and premium products and
placement. The account executive should use the information gained to be specific and
point out that spending money can help fill the need and increase revenues for the
business.
May 2017 E15

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 Solving the Need

If the conversation with the prospect seems to be headed in a positive direction, the
account executive should consider throwing out a trial close. The account executive
should reiterate the need the prospect has expressed and explain how Money Pages has
helped solve this need for other businesses. “If I told you that I have a way to fill those
tables every Friday, would you be willing to spend the money it takes to do that?” The
account executive should be sure the prospect understands that Money Pages can help
solve his/her needs, but it takes the prospect’s investment in effective advertising to
achieve that goal.
The account executive may also need to meet again to present an ad idea. In that case,
the account executive should use Google to do a category, coupon, or location search
and note the appropriate offers for that category in your area. The account executive can
then look through and see how competitors are packaging their services and increase his
or her understanding of the category. With this information, the account executive can
design offers and ideas for prospects based on what looks appropriate and what will move
readers to action.
The account executive should use the rate card to share potential costs with the prospect.
Like every business owner, costs are a consideration, and a prospect wants to know what
it would cost to use Money Pages. When the account executive pulls out the rate card, he
or she will need to watch the prospect closely. If the prospect focuses on the $600 a
month product, the account executive will have a good sense of his/her budget and now
the rep can suggest a package that will best address the prospect’s pain and meet his/her
budget. The account executive can discuss the difference between long-term and month-
to-month contracts. There is more value in long-term contracts, both in cost and in
consumer response.
The account executive needs to build the value of the ad and use the information
gathered during earlier conversations to be specific about the category and address this
prospect’s challenges. The account executive can describe the potential return on the ad
investment in terms of how the prospect’s business can benefit from the increase in traffic.
The rep needs to bring the cost to the prospect’s level. For example, if the prospect sells
air conditioning units and sells one extra unit as a result of his/her ad, the cost of the
investment has been covered. The account executive needs to be up front about the
return on investment for various sizes. Typically, the smaller the ad, the lower the results.
Every ad should lead to an increase in traffic if it includes an effective offer, but a prospect
has to be realistic about the results for a quarter page ad versus the results from a full
page ad. The account executive can also introduce the idea of Call Tracker and describe
how a client can track results of his/her ad and see the response rate as well as listen to
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how his/her staff handled calls. If possible, the account executive should pull information
from a client within the same category from Call Tracker and show the leads the client
received as a result of the client’s ad in Money Pages.
The account executive needs to pitch an idea that is customized to the prospect in product
and price and gauge the prospect’s reaction. The rep needs to know what premium
products are still available as the month progresses. A Weekly Avail Sheet (see sample)
will be emailed to help track what has been sold and what is available for the month. As
your team builds long-term contracts and a strong reputation in your area, clients will
begin to ask about premium products months in advance. You and your reps can show
clients the Client Avail Sheet (see sample) to help them with long-range planning. The
Premium Product Avail Sheet (see sample) shows the premium products for the year
and what is available.
Sample Weekly Avail Sheet
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S E C T I O N E
Sample Client Avail Sheet
Sample Premium Product Avail Sheet
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 Positioning Money Pages Services and Products

It is important to position Money Pages services and products in such a way as to
highlight all we have to offer our clients. We sell a variety of products—ads, premium
products, premium placement, and more. Clients need to be exposed to all that Money
Pages has to offer and understand the benefits of each product.
We prioritize what we want to sell to clients, as appropriate.
1. Front Cover
2. Back Cover
3. Premium Placement—including inside front cover, page 2, page 3, inside back

cover
4. DAL Card
We use One Sheets for premium products and sample ads as essential sales tools to
help explain and show our products to prospects. Every account executive should have a
binder filled with sample ads and premium products so they can pull them out and give
them to the prospect. It is important to let a prospect touch the samples and note the
heaviness of the paper and quality of the design.
Focus on the CNA (Client Needs Assessment) to identify the product that is the best
choice for that prospect. If the client has a significant advertising budget, the premium
products will help create a strong presence in the community and build brand awareness.
But if a client can’t afford the premium products, don’t suggest them. It would be better for
the client to pay for a larger ad or place an ad in consecutive months than to purchase a
premium product for one month only.
We are providing some selling points for each premium product. Keep in mind that only
one type of each premium product can go into the magazine each month.
Premium Products: All of our premium products (see sample One Sheet on E-19) will
be profit centers for you and can be an effective way to build revenue for your business.
However, you need to position them correctly with your clients. The premium products
offer an opportunity to sell a version of exclusivity. Some clients are adamant on the
desire to be separate from competitors; premium products offer them an opportunity to
address that desire. Also, clients can purchase these products at a time that makes the
most business sense for them. For example, a heating and air conditioning company may
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S E C T I O N E
opt to purchase 1-2 premium products in the fall in preparation for furnace season, and 1-
2 in the spring in preparation for air conditioning season.
DAL Card: Detached Address Label Card
 5” x 9”
 Sent at the same time as the magazine, only it is not attached to the magazine. This is
a true direct mail piece.
 Has the same distribution as the magazine.
 Everything—design, printing, mailing—is included in one price.
 Effective for saturating an area; this is the only piece we offer that is not attached or
inside the magazine.
 Higher cost item so it tends to be better for clients with a larger budget, such as car
dealers, dentists, chain restaurants, med spas, jewelry stores, etc.
 The card always includes an offer.
 If the client has co-op money available, that can often help offset the cost of the DAL
as the client could get partial reimbursement for the cost of the product.
Other Exclusive Products (full list on pg. E-22)
 These products are similar but are printed on different weights of paper and are of
different sizes. They are ZIP code targeted.
 All exclusive products offer the opportunity for the client to differentiate his or her
business from the competition and put the ad directly into the hands of the consumer.
 Price and personal preference will usually drive which product appeals to the client.
May 2017 E20

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Front Cover:
 Each cover needs to be cover-worthy with a mass appeal to your entire

circulation. We encourage contests on the cover to build excitement and add to
the appeal of magazine.
 Highest visibility.
 Should promote a community event ,or grand opening, or giveaway through a contest.
Regardless of the featured client, every cover should include a giveaway.
 Cover should always be family-friendly as it may sit out on coffee tables and can’t be
offensive in any way.
 No coupons on the cover.
 A client who purchases a cover with a contest or giveaway can receive all the contact
information we gather from contest entrants and use that data in his/her own business.
Solo Mail Post Card:
 6.125” x 9”
 This post card can be customized to meet the needs of the client. The client can
determine the carrier routes, in home date of the card, income level, and set
demographic parameters for the households that will receive this card.
 This product offers much opportunity for customization. The account executive should
gather the client’s preferred parameters and then submit a separate form to Money
Pages to receive a custom quote for non-standard products.
May 2017 E21

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Sample One Sheet for Premium Products
 Ad Specifications
Part of the Money Pages role is to help our clients design the best ad and best offer to
drive traffic into their business. All account executives need to know the various industries
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we attract and what types of ads and offers work well. For example, most consumers
don’t look in the magazine for cards, but a separate card would be more effective for
gaining notice.
A similar strategy is used with premium placement. The cover, back cover and pages 2-3
of the magazine demand higher rates because consumers notice these places in the
magazine more than others.
Our design team is very talented and can create attractive, attention drawing ads for your
clients. Encourage all account executives to let our expert designers determine the best
look for an ad. In addition, account executives should encourage clients to have
confidence in our designers. Account executives will gather information from clients about
the offer and what should be in the ad. We encourage you and your account executives to
share suggestions with clients, but understand that these are merely suggestions:
 Less is more when it comes to ads; don’t crowd the ad with too much information
or photos.
 A half page ad should have no more than 2 photos; a full page ad may have 3
photos and a third or quarter page ad should have no more than 1 photo.
Regardless of the product the client is interested in, it all comes down to the offer. Account
executives should let the client know that he or she needs to have an offer in the ad that
helps drive traffic to the business. The offer is the call to action for a consumer. Within 3
seconds of looking at an ad, a consumer should see the offer and know what the
business does.
Offers that Work:
 Item free with purchase of another
 50% off with purchase of another
 Dollar amounts off the price
 50% or higher discount
 Offer valid at least 3-4 days per week.
 Buy one get one, with the purchase of two drinks. This offers an incentive to the
consumer and the client can add value to the ticket with the purchase of the drinks.
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Offers that Don’t Work:
 10% off
 Too generic that consumers are not pulled in
 Free inspection, free consultation, etc. These are too generic for the average
consumer.
 Too much text in the ad. Simpler, cleaner ads outperform those that are too
complex.
Train your executives to educate their clients on strategy and tactic as those terms apply
to placing an ad. Strategy asks, “Why would a consumer buy that product at that
location?” Tactic asks, “Why would the consumer buy that product now?” The tactic
includes the offer that drives consumers to the business now.
 Answering Objections
If a prospect says he or she is not interested, the account executive will need to ask
questions to discern why the prospect is not interested. It is important for the rep to find
out if there is another decision maker involved or if the prospect is trying to sell the
business, isn’t ready to commit, etc. The account executive has the responsibility to
educate prospects on what Money Pages has to offer and act almost as a consultant in
terms of sound investment of marketing dollars. The account executive also needs to be
an expert on the competition and know what is available to prospects looking to advertise
in this type of media. If prospects mention a competitor, account executives should be
well-versed on how Money Pages differs from this competitor.
Below, we have included some common objections and potential answers to these
objections. Note that this list is not exhaustive; it is intended to give you and your account
executives a sampling of objections you might hear from prospects.
Objection:  “Thanks for the information. We will call you if we decide to use you.”
 Do you know when you will be making your final decision? What are
the chances that you are in favor of using Money Pages?
 Most of our clients want information and time to make a decision,

but I have found that many of them have questions during this time,
as well. Can you do me a favor and call me if you decide NOT to
use us, as well? I would like to learn from this and understand why
you have made that decision.
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 The account executive should then send a follow-up letter

immediately after the meeting, as well as make a follow-up call
asking if the client has any questions or wants the rep to go over
anything with him or her.
 The account executive should also ask the client for his or her
concerns or reservations. This allows the account executive to
answer the client’s objections head on and follow up with
information specific to his or her concerns.
Objection:  “Let me think it over.”
 We understand that this is an important decision and owners need

time to consider the decision, but often this points to some doubts or
concerns. Can you tell me why you need to think it over? Is there
something you question or concerns you have?
 The account executive can also put a timeline on the offer to the
client to help push the client into making a decision. When the
account executive hears this objection, he or she can’t shy away
from addressing any concerns directly.
Objection:  “We are gathering information from a variety of sources before we

make the final decision.”
 In this case, the account executive may not be dealing with the
decision maker and he or she may need to make an effort to get
the owner or decision maker involved in the conversation. The
account executive should reiterate the importance of having the
owner involved in the discussions and offer to meet with the
owner and the account executive’s initial contact together to
help address any questions and present all the information. The
goal is for the account executive to sell the Money Pages
products and services and not have any other person selling for
us.
 The account executive should also send a follow-up letter

thanking the contact for the meeting and outlining the benefits of
meeting with the owner, the contact, and the account executive.
May 2017 E25

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Objection:  “I need to check with my partner.”
 If this is the first time the account executive is hearing about a

partner, the account executive may need to do better research
the next time. If the business owner hasn’t yet mentioned the
partner, there may be some discomfort or deeper issues. The
account executive should ask more questions.
 On a scale of 1-10, how receptive do you think your partner will

be to this plan? I don’t expect you to do my job for me, so all
three of us could meet to discuss the benefits of advertising with
Money Pages.
 If you could make a decision without your partner, would you be

interested in working with us?
 The account executive needs to make sure the prospect is fully

onboard with the plan before meeting the partner. It is also
important for the account executive to get a timeline for meeting
the partner and having a decision.
Objection:  “Your product is too expensive.”
 If this is the case, the account executive needs to dig deeper

and find out if the person he or she is calling on is really the right
fit for the magazine. Asking the right questions in the Client
Needs Assessment will help qualify the prospect better. The rep
needs to ask, “Too expensive in relation to what?” If the
prospect is comparing us to another medium in the market that
is cheaper, it is important to compare how many consumers that
other medium is delivering to and try to uncover if the prospect is
simply using that as an excuse. The key is question, question,
and question.
 The account executive should always make sure the client is

comparing apples to apples, meaning that if he or she is
comparing us to a competitor, he or she should be comparing
the distribution in terms of geographic area and number of
households. Note that using Money Pages is a growth strategy
that gives our clients a return on their investment that clients can
track through our Call Tracker program.
May 2017 E26

S E C T I O N E
 The account executive should always build the value of what

Money Pages has to offer to clients. Our product is delivered
into the mailboxes of consumers. This is a forced impression as
every consumer has to sort mail and is more apt to look at
Money Pages because we have a quality product with attractive
covers and contests intended to pull the consumer in. In
addition, our magazines are attractive enough that often they
live on consumers’ coffee tables. This allows Money Pages to
work as a billboard for our clients all month long.
 We are priced to the value and return on investment we provide.

Thousands of businesses over more than a decade have used
Money Pages to increase their profits with our magazine. It is
expensive to invest dollars in a medium that hasn’t been as
widely tested and is not as proven. We are a reliable and trusted
investment that has helped many businesses.
Objection:  “Call me next month.”
 I am happy to call you next month, but often when I hear that
from a prospect it is because they don’t want to hurt my feelings
or they have concerns. I don’t want to put you in an awkward
position of feeling like you have to meet with me and that you
have questions about working with us. Do you have concerns or
can you tell me what is blocking your decision?
 Actually, if you are not interested in running with us for a month

or so, this is the perfect time to meet so you can see what we
have to offer and budget over time to place the ad that will really
fit your needs.
Objection:  “I don’t have the budget to advertise right now.”
 I completely understand that as many of our clients have been in

the same situation or started with that same statement. If I can
show you some options, we might be able to create a plan that
fits your budget and you walk away with more knowledge about
costs, return on investment, and more.
May 2017 E27

S E C T I O N E
 It doesn’t cost anything to meet and both of us will learn more

from our meeting. After hearing about all we have to offer, you
can decide if this is right for you and whether it is a worthwhile
investment. If it is, we can work together to create a budget for it.
 The account executive should push for the meeting as a way to

build knowledge.
Objection:  “I don’t need your product, I use word of mouth.”
 Word of mouth is certainly powerful, so imagine having 25,000

homes talking about your business! Many studies have shown
the average customer with a positive experience will tell at least
seven other people about the business. Word of mouth,
however, takes time, even years, to build. We can help you build
it quicker by inviting people to your business now and allowing
them the opportunity to have a positive experience they can
share with others.
 You must run a good business to get such positive word of

mouth. Many of our current clients told us the same thing
initially. However, the thing about word of mouth is that you can’t
control what is being said about you. Why leave such an
important message to chance? You can still use word of mouth
in the form of customer testimonials in your ads, but this way
you can control the message.
 This is similar to flying on an airplane. You don’t often don’t hear

about good flights—only hear about bad ones. It is the same
with business. Don’t hear about all the good stories—just hear
about bad ones.
 That is great news that you are doing so well. You might find
that it is worth your time to protect your good business. It doesn’t
cost us to meet and hear about what we offer. You can decide if
this makes sense for your business in terms of growth and
improvement.
May 2017 E28

S E C T I O N E
Objection:  “I don’t discount.”
 But you may offer packages. Let us help you build a profitable
package that demonstrates value to your potential customers
and gives them an invitation to experience your business.
 I understand that you don’t offer discounts. But when you do

speak to people or ask them to come visit you, what is the
reason you give? There is usually some value—special night,
incentive, monthly special. There is usually a call to action you
give to come visit your location.
Objection:  “I don’t think it’s a good fit for my product; we are too classy.”
 Use humor in your response. Wealthy people aren’t wealthy

because they spend all their money; they have it because they
like to save.
 100% of households in the top income bracket in this community

receive our magazine. Based on tracking results with clients for
more than ten years, we have proven repeatedly that high
income households use our magazine and spend money with
our advertisers. Local businesses featured on national network
and cable television and nationally recognized magazines also
advertise in Money Pages. They have found us to be a
reputable source for their target audiences.
Objection:  “I run in another publication.”
 For this one, it’s important for the account executive to know the
competition and their strengths and weaknesses in contrast to
Money Pages. This will be different for every market. Also it’s
important be cautious not to insult the competition, negative
talked is looked down on.
 Keep in mind that not all publications are direct mailed to the
consumer, but we are. Of those that are direct mailed, many of
our clients choose to use both publications as they often have
different mailing cycles. You will also find that we have the
greatest reach, and therefore, lowest cost per impression of any
publication in the area.
May 2017 E29

S E C T I O N E
 The account executive should build off the success of that other
publication and build off the return on investment the prospect is
getting from the other publication. Assuming the prospect is
getting good ROI, this is a good calculated risk than if he or she
didn’t have anything in the market.
 The account executive should be consultative in the sense that

there may be co-op or program funds the owner can use to
justify adding a Money Pages product to his or her existing
program.
Objection:  “This product is junk mail and people throw it away.”
 The account executive should discuss success stories of the

clients that are currently running. Use the information from Call
Tracker to share success stories. In addition, the account
executive can mention that Money Pages would not be in
business and be franchising if everyone just threw it away.
 The account executive should ask the prospect for a definition of

junk mail. The account executive can mention that the magazine
is what consumers make of it. It is far from junk if the magazine
is providing offers that hold value for consumers.
 You’re right; many people do. But just as many ignore

billboards, don’t subscribe to the newspaper, have satellite
radio, use their own music players, or use a dish for television,
so there is not one medium out there that is going to cover
everyone you are trying to target. Many businesses use multiple
mediums to ensure they are reaching their desired audience.
Print advertising is the longest running, most established, and
successful advertising medium in the market today. To leave
this hub out of your advertising campaign will miss a substantial
number of people that you aren’t going to catch with another
medium.
May 2017 E30

S E C T I O N E
Objection:  “It is too hard to measure the response to this kind of ad.”
 How do you measure your response in other mediums that you

have used? We offer our clients a Call Tracking tool where you
can track the response to your ad in Money Pages. If you have
a product you are pushing in your Money Pages offer, you can
track the response to that particular product as well as the uptick
in phone calls or traffic to your business. This can be more
precise than just tracking revenues, year over year.
Objection:  “You don’t deliver to businesses.”
 This is true, but business owners and decision makers live in

homes, and we deliver to their homes where they can be
exposed to your business/product/service in a relaxed
environment where they will be more receptive to your
message.
Account executives should never give up, but it is easier to answer objections when they
are identified. Account executives should consider revisiting a prospect to offer additional
options and build new reasons why the prospect should be advertising in Money Pages. If
the account executive can bring back a spec ad that the Graphics department has
created, it may give the client a taste of what Money Pages could offer. The account
executive can also bring in testimonials and other success stories of clients who are
experiencing great results.
 Closing the Sale

An account executive always needs to ask for the sale. The account executive can’t shy
away from or be apologetic about asking a prospect for his/her business. After the rep has
built the value of the various products you offer and highlighted the advantages of working
with a locally owned business, the rep needs to ask the client for the sale. If a client wants
a written proposal, the account executive can create one through the Graphics
department and email it to the client. If the client wants to see a sample ad, the account
executive should return with a few samples.
If the client is interested, the account executive should always have blank Ad Agreements
(see Figure E.3) with him or her to write up the sale and gather pertinent information, such
as the logo, images, etc. New clients will also need to have a Credit Application (see
Figure E.4) on file with us.
May 2017 E31

S E C T I O N E
Figure E.3 – Ad Agreement
May 2017 E32

S E C T I O N E
Figure E.4 – Credit Application
May 2017 E33

S E C T I O N E
May 2017 E34

S E C T I O N E
 Selling Premium Placement

As a client’s business grows and our credibility as a strong advertising option grows,
account executives can present premium placement as a “next logical step.” The client will
already understand the results of working with Money Pages. With more revenue coming
in from an increase of traffic as a result of the offer, the client may have more advertising
dollars to spend on premium products, premium placement, larger ads, etc.
We offer premium placement as an additional service to our clients. For us, premium
placement includes the cover, back cover, inside front cover, inside back cover, and page
three of the magazine. Account executives should use a current issue of the magazine to
show these placements and the attention it generates from consumers. Reps can also
use the Call Tracking results to show the performance of a premium placement ad. There
is a difference in response rates to an ad with premium placement versus an ad placed
elsewhere in the magazine. There is only one cover, one back cover, one inside cover,
etc., so clients see these as highly desirable spots.
We do not negotiate on pricing for premium placement very often as it is a service that
clients are willing to pay a premium for to get higher visibility and differentiate themselves
from the competition. Our rate for premium placement is rate card plus 20%. We prefer to
sell premium placement as a full page ad.
Unless a client purchases premium placement in the magazine, we will rotate the ads
through the magazine each month with the goal of keeping it fresh for readers.
An account executive always needs to consult the Weekly Avails Report to see what is left
as far as premium placement. Clients can opt to purchase premium placement on a long-
term agreement if availability is tight.
 Client Retention
Encourage your account executives to do whatever it takes to retain clients—offering
longer-term contracts, providing solutions to a business’ pain, being more creative and
effective with the ad offer, etc. They have the responsibility for client retention. All account
executives should be asking clients how things are going and if they are getting a positive
response from their ad.
Account executives should do what they can to remind clients of their services. They can
bring holiday gifts, drop off donuts or bagels, etc. Account executives should always send
thank you notes to every new client with some business cards included for referrals. The
key is to maintain relationships and get results for our advertisers.
May 2017 E35

S E C T I O N E
While we are always looking to bring in new clients, it is vital to the success of your
business that account executives retain current clients and provide them with a valuable
advertising tool.
 Surveying Clients
In an effort to ensure customer satisfaction, always encourage feedback from your clients.
Many dissatisfied clients will not give you a second chance; they will just go elsewhere. So
rather than waiting for the complaints to come to youif they ever doencourage your
account executives to solicit feedback. Regular communication with clients should be a
standard expectation. Clients should understand that Money Pages wants to hear their
feedback, whether positive or negative.
One way to encourage feedback is to send surveys to clients and readers.
 Handling Client Complaints

We hope it doesn’t happenor at least not very often. We’re talking about receiving a
client complaint. Since we’ve already noted the paramount importance of client
satisfaction, what do you do if you have a dissatisfied client?
Ideally, you should be the one to address all complaints. Always try to be fair and
respectful to your clients. Remain courteous but in control. Ultimately, you want your
clients to be your best promotersnot your worst. You want to do everything you can
(within reason) to win back dissatisfied clients. Here’s what you can do:
Guidelines for 1. Own up to any mistakes you or your employees make.

handling a complaint:
2. Listen to the client. Ensure that you understand his/her point. Act!
Always strive to rectify the situation as soon as possible.
3. Ask the client what you can do to make the situation better.
4. Promise action, live up to your promises, and exceed expectations.
5. Train your employees that we address client complaints as a team

and do what is needed to make the situation better, quickly.
6. As always, the goal is to maintain a long-term relationship.
May 2017 E36

S E C T I O N E
Ultimately, your goal in customer service is to do whatever you can to retain long-term
business. Always encourage feedback and open lines of communication in an effort to
ensure customer satisfaction.
 Handling Refund Requests

You may have situations when a client is requesting a refund for a misprinted ad. In these
situations, you will need to investigate what the mistake was and who was responsible. If
a client proofed an incorrect ad or the ad was the client’s responsibility, we suggest
staying clear of a refund. Rather, consider offering to upsize the ad for the client the
following month or offering a free ad. Offer to rerun the ad, making it larger to garner
additional attention from consumers. We look at refunds as a last resort.
The philosophy is to keep our clients coming back again and again. Even if this means a
loss of revenue in the short term, it will go a long way towards staking out a positive long-
term reputation for Money Pages.
May 2017 E37

S E C T I O N E
Call Tracking
We offer all of our clients the opportunity to purchase call tracking services to help track
the response to their ads placed with Money Pages. When a client first signs on with us,
we present the call tracking as a way to see the return on his/her marketing investment
with us. We pull in examples of call tracking from similar businesses and highlight the
opportunities to track results and listen to the client’s own staff members handle calls. Use
the sales piece to show the capabilities and benefits of call tracking. Call tracking is an
especially useful tool for clients whose main method of reaching consumers is through the
phone. We do not encourage restaurants to use call tracking numbers as the customer
will most likely bring in the offer rather than call the restaurant.
Sample Call Tracking Sheet
May 2017 E38

S E C T I O N E
You should contact us for a login and password to access Call Tracking. Your Call
Tracking access will allow you to view all clients’ Call Tracking data and see trends in
effectiveness of ads, both in terms of placement and size of the ad.
On the contract, mark Call Tracking to sign a client up. Then you will need to email the
client’s phone number to us. We will provide a new number for the client’s ad that will
route all calls to the client’s real phone number. This allows us to track the effectiveness of
this ad as it will be the only place where the client’s new number appears. An account
executive should always call the new phone number after set up to be sure consumers
will reach the client and confirm the new phone number is working properly. The phone
number will remain active as long as a client pays for it. Clients will also need a username
and password so they can log into the system and track results.
Once clients have purchased

the call tracking services, you
will need to teach them how
to use it to best manage their
business (see Call Tracking
Instructions to the left).
Clients will access the call
tracking software directly
from the Money Pages
website. The information
provided here give clients
specific directions for
accessing the call tracking
site. Once clients are on the
site, however, it is important
to direct them to some
effective management tools.
May 2017 E39

S E C T I O N E
Some of the more effective management reports for call tracking include the following:
 Call Details—list of all calls to the client’s number as well as the duration of those
calls
 Call Result—list of all calls connected, unanswered or when a consumer received

a busy signal
 Number and Features Summary Report—you can plan to have this report sent
to you on a weekly basis as it is helpful to see the effectiveness of ads and benefits
to clients.
Sample Call Tracking Report
Clients can set a specific date range to see the results immediately following the
magazine drop. They can also do a comparison to see their response rate one month with
a smaller ad or without premium placement versus their response rate another month with
a larger ad and/or premium placement. Clients can also export these reports to Excel and
have one comprehensive detailed report. Clients can set report parameters to have
reports emailed to them monthly and track results that way. These monthly reports would
be set up through us.
May 2017 E40

S E C T I O N E
Using the speaker icon to the left of the admin/index column, a client can listen to calls to
the business. Teach clients how to use these as training tools; there is nothing more
beneficial than real life examples.
As the franchisee, you and your account executives will also have access to the call
tracking software. You will be able to see all clients of your Money Pages business and
the success they are having with their ads. Each account executive will have access to his
or her clients and be able to track their results. For an account executive, viewing the
results on call tracking can help build credibility in the product and provide an answer for
clients who claim their ad didn’t generate any response. Account executives can pull real
data and show the client the response to the offer, particularly in the two weeks following
the magazine drop. If a client isn’t seeing the results in higher revenues, the account
executive can pull up the report and see that calls are going unanswered or are too short
in duration. The account executive can also research similar clients in the same category
and compare results to see if perhaps the offer isn’t good enough or if the issue resides
with the client’s staff.
If a client wants to cancel call tracking services, the phone number will remain active for
30 more days and refer callers to the client’s original number.
May 2017 E41

S E C T I O N E
Pricing the Ad
As you move through the sales process, price may become a focus. You will create a rate
card with your published prices included. These prices should be a reflection of the
service and products you offer and customized for your area. Research local competition
and the pricing they offer. Create a rate card that allows you to maintain the necessary
margins while also being competitive for your area.
We offer a variety of ad sizes and products at nearly every price point, so don’t let price be
a reason that a client declines a sale. There is negotiation in price, but you have to know
your margins, meaning the lowest you can discount an ad and still make a profit.
Empower your account executives to negotiate on price within established parameters.
In general, we recommend the following price points when selling ad sizes:
 Front Cover Ad $2,000 to $3,000

 Back Cover Ad $1,500 to $2,000
 Full-Page Ads $800 to $1,000
 1/2 Page Ads $900 to $1,200
 1/4 or 1/3 Page Ads $1,200 to $1,500
We strongly encourage you to refrain from selling 1/4 page ads during the first six months
of business.
As you consider price negotiations, keep the established price per page amount in mind
so you are not losing money on the magazine, and be sure all account executives
understand the price per page number. The price per page is the amount for each page of
the magazine you need to collect in order to cover all your costs and still make a profit.
Potential ways to negotiate with a client may include:
 Using upgrades instead of discounts, for example:
 Client pays for 1/3 page but receives a 1/2 page ad

 Client receives upgrade for 1 or 2 issues if he/she agrees to a longer
term agreement
 Higher visibility placement in the issue
May 2017 E42

S E C T I O N E
 Include Call Tracking at no additional cost

 Offer a discount in exchange for something from the client, such as:
 Credit card on file

 Trade value
 Longer term agreement
 Other bargaining tactics may include:
 Discount on 1st issue, not entire length of term

 Free ad with purchase of five (5) issues
 Bonus to another zone, if applicable
As you near the end of a sales cycle and you need to make sure you have a full
magazine, you may find that you have extra pages left. Consider having your account
executives call a client and offer a larger ad for a deep discount as long as you are still
maintaining your price per page number. In that situation, the client would get an upsize in
his/her ad at a great discount, but the client would still be paying more than he/she was
paying originally. You can also use these pages as a promotional ad for your magazine
itself or to promote local community events.
Particularly in the early stages of your business, it is perfectly acceptable to offer discounts
for annual agreements on a 1/2 or full-page ad because it helps to stabilize your revenue
stream, but be selective when it comes to offering Double Truck spaces for the long term.
In addition, we recommend that you avoid negotiating on the price of premium products
and premium placement. Remember that the financials on a premium product are
different from that of an actual magazine. Set your negotiations accordingly. You can
discount but keep financials in mind.
To help you improve your negotiation skills, we have set aside some time during our
training for role play activities. Let’s begin…
May 2017 E43

S E C T I O N E
Solo Mail
Solo Mail refers to direct mail that is a form of print advertising that allows a client’s
message to be exclusively designed to that client’s needs, targeted to that client’s
audience with both geographic and demographic parameters, and directly mailed in an
efficient and timely manner. Solo Mail is designed to market one product or service and is
often sent to a large scale list of potential customers, businesses, or individuals who meet
predetermined criteria. Solo Mail is a higher investment product, and it requires that the
account executive be very diligent in gathering the client’s mailing criteria, design
requests, and feedback on proofs.
The client determines when Solo Mail is distributed to the homes, and timing must be
passed on to us to help factor production time. The size of Solo Mail pieces can be 6 x 9
or 5 x 9, and the cost can vary. We use purchased mailing lists that are backed with a
variety of demographic information and we can help our clients use the demographic
elements to design the right mailing list for their solo mail piece.
If you have a client who is interested in Solo Mail that is not on a rate card, you will have to
submit a Quote Request Form to our Solo Mail department. Our quote to you will reflect
your cost for the product and a suggested mark up for the product. You will then need to
factor in your own costs and necessary margin and provide a quote to the client. Solo Mail
requires its own Solo Mail Agreement (see Figure F.3), and the production process
follows a similar format as premium pieces and ads. All questions regarding Solo Mail
should be directed to our Solo Mail department.
Solo Mail may not offer a significant profit stream for you, so we suggest keeping your
focus on filling the magazine and selling premium ads. When a client has a need for a
customized direct mail piece that is unrelated to the magazine, you can offer our Solo Mail
services.
Please keep in mind that in most localities, sales tax must be charged for Solo Mail
products. To sell these products, you will either need to:
1. Apply for a state sales tax number and remit per local laws
2. Complete the sale on a Money Pages of Florida agreement and we will

remit taxes per local laws. We will provide you your costs plus $50 profit, if
the job is under $500. Jobs over $500 will receive a $100 profit plus costs.
You are still free to discount or mark up further as you set final rates for your
business. Please inform us of the change so we can recalculate the taxes.
May 2017 E44

S E C T I O N E
Remit client payments to Money Pages of Florida and we will provide a

payment of commission to your company.
May 2017 E45

S E C T I O N E
Testimonials
We believe that clients telling other clients about their experience with Money Pages may
be more effective than an account executive using sales skills. For this reason, consider
asking satisfied clients, who have seen an uptick in their business as a result of their
Money Pages ad, to offer a testimonial. Ask the client if you can share their contact
information as a reference for new leads considering working with Money Pages. Create a
testimonial with the client and ask him/her to read it for accuracy. Printed testimonials can
be effective sales tools and be housed in an account executive’s sales binder. Here are
just a few examples from our satisfied clients.
“I am a 23-year veteran in the business of advertising and marketing and I take tracking
my return on investment with advertising and marketing seriously. I have compared
Money Pages to nearly every other local source of direct mail marketing available and
Money Pages exceeds all other mediums in terms of response rate. Also, Money Pages is
more affordable than the competition. My Money Pages sales representative takes a
genuine interest in me and my business. She has a keen understanding of my industry,
and goes out of her way to research trends and keep me up to date on what others are
doing in the market. I frequently run into salespeople who just want the sale, don’t know
anything about my business, and just throw anything on a piece of paper and call it an ad.
My Money Pages sales representative would rather advise me not to run, than let me run
ad copy without a vision and that she doesn’t think will work for me.”
- Pat Meinert, Owner, Olympia Gym
“Starting a company in today’s economy is challenging and you have to be very selective
about how you market your business. We don’t have the kind of resources the “Big Guys”
have. We knew we needed to reach Home Owners in the St. Augustine area and Marty
and the Money Pages delivers. Marty worked thru my options and customized a plan for
our business that worked on a startup budget. The Money Pages continues to send new
customers to our door month after month and has proven to be our most cost effective
advertising medium. I would recommend any new business to use the Money Pages to
build their clientele and welcome business owners to call me for more information on how
great the Money Pages works for our business!”
- Casey O’Mara & Andrew Mannari, Floor Depot Owners
May 2017 E46

S E C T I O N E
“I am a local business owner who advertises and markets in several different ways, but
always on a budget with the bottom line in mind. When I was approached a few months
back by Christine Baideme at Money Pages I listened because of her product knowledge
and professional approach. I must admit when she told me the price to advertise with her I
was a little apprehensive because I have a very limited marketing budget and I was using
less expensive alternatives. Once she explained to me how Money Pages differs from
who I was currently using I decided to give it a onetime chance for a month only. She
worked closely with me to develop an advertisement and coupon that would find my target
market. Once I was in Money Pages, I immediately saw results in the number of new
customers who came in with the coupon I ran. My results were 30-40% better than the
other sources I was using. Christine has been great to work with and has always asked if I
wanted to update anything on my monthly ad. If you are even considering advertising, I
recommend you give Money Pages a chance and you will see the same results I have. It
is a pleasure working with a professional like Christine.”
-John Powell – President Discount Payday Loans, Inc.
“We have been running ads with the Money Pages since the fall of 2011. We are a small
local business that was banking on a positive return of investment rather quickly on any
marketing dollars spent. Since entering the publication we have received the positive
return on investment we were looking for and have a stuffed envelope with coupons to
prove it. Last month alone we received 30 new clients from our ad in Money Pages. Our
advertising representative helps us come up with creative marketing ideas to keep our
offers competitive in our industry. I would certainly recommend using Money Pages to any
business owner looking to grow their business in the Jacksonville market.”
- Giancarlo and Raquel Seamarone, All Pets Grooming Salon & Spa, Owners
May 2017 E47

S E C T I O N E
Prospect Management
Managing prospects and ensuring they are followed up with is an important task for your
account executives. All account executives should have a combination of set
appointments and cold calls/stop ins on their calendars for each day. A combination of
activities ensures the account executive is servicing current clients while also fostering
relationships with new clients.
We recommend requiring the use of a Sales Scorecard (see Figure E.5) to help your
account executives track their activity and ensure they are providing service to all their
clients, as well as maintaining a focus on developing new business. This form should be
submitted two to three times per week during the probation period, and can be reduced to
weekly after the initial 90 days. It’s an important tool for use in your individual focused
meetings with all your account executives.
An account executive should call a new client the week that the magazine is going to
arrive in mailboxes to let the client know about delivery. Train your account executives to
deliver a copy of the magazine in person to their clients to help build the relationship and
help foster a sense of Money Pages being invested in the success of our clients. Set
expectations that most clients will experience a higher uptick in activity in the two weeks
after the magazine arrives, but the magazine does have a shelf life of a month. Then, the
account executive should visit the client about two weeks after the magazine has been
delivered to discuss results, the next ad, tweaking ad artwork, and payment, if necessary.
All activities with prospects or current clients should be noted in the CRM software, which
can be accessed via a smartphone app or a website. We allow account executives to
“own” a prospect once the account executive has had a conversation with a decision
maker. In the software, that prospect is assigned to that specific account executive. If,
however, the account executive cannot close any agreements within a reasonable
amount of time, that prospect becomes fair game for all account executives to work with.
May 2017 E48

S E C T I O N E
Figure E.5 – Sales Scorecard
May 2017 E49

S E C T I O N E
Matrix CRM
Matrix CRM is the perfect tool to assist you with managing your business. Through this
online management system, you will be able to set sales goals, create budgets, quickly
review your booked business, identify accounts that haven’t been spending with you, and
determine which sales employees may not be performing well. Once you have received
your login credentials, simply go to moneypages.matrixformedia.com to access your
account. The first page you will see is the Bird’s Eye View (see example below), which
will give you a quick overview of the current month’s sales outlook - once you have added
your accounts, sales personnel, contacts, and other information (select the ‘Actions’ tab to
do this). You can also set this chart to show your sales outlook for the quarter or for the
year.
Bird’s Eye View Sample
If you scroll down the page, you will come to a chart that displays your current revenue
pacing (see example next page). There is also an area where you can quickly see which
accounts have gained or lost income.
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S E C T I O N E
Revenue Pacing Sample
In addition to this information, you can also track your Top 10 Accounts and review your
Biggest Pending Deals from the main page.
Matrix CRM also offers a variety of reports that can be beneficial in helping you run your
business and identify areas of concern before they become a problem. These include:
Revenue Reports
 Budget Report – quickly see how your booked business and forecast
compare to your annual budget plan.
 Churn Account Report – identify non-returning churn business for a

period, as well as look out into the future in order to prevent attrition.
 Inactive Report – identify accounts that haven’t been spending with you
for some time and take action to get those dollars back.
 Multi-Year Sales History Report – display your booked business in an

easy to trend report across multiple years and months/quarters.
 Pacing Report – compare what your booked business looks like

compared to similar timeframes last year.
 Ranking Report – check out various facets of your business compared

to last year and see where the majority of your revenue is coming from.
 Revenue Summary Report – ensure your new business is

outperforming the non-returning business while maintaining a healthy
growth pattern.
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S E C T I O N E
Forecasting & Deals Reports
 Deal Status Report – view deals for your salespeople on a weekly or

monthly basis based upon estimate close and close dates in order to
see where the dollars currently reside.
 Forecast Change Report – quickly see how your forecast is changing

based on newly created deals and existing ones that are won and lost
over time.
 Forecasting Report – see what’s pending for upcoming months and

how that stacks up to your budget.
 Weighted Forecast Report – see what’s pending for upcoming months

and how that stacks up to your budget when multiplied by a percent
confidence interval.
Activity Reports
 Activity Report – view the breakdown of activities by salespeople in

order to stay on top of what is going on in your business.
Matrix CRM provides several support

tools to help you navigate the system
and make the most of its tools.
Whenever you have a question, you can
reach out to Matrix by email, phone, or
live chat. In addition, we encourage you
to take advantage of the many tutorials
provided through Matrix University,
such as their weekly webinars and tips
for holding one-on-one meetings.
Simply click on the Matrix University
tag found on the right side of the page
to access any of the resources available
through this online community.
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S E C T I O N E
AdMall
As a Money Pages Franchisee, you will have access to AdMall. This invaluable tool
will help you and your sales executives understand your clients’ businesses, their
industries, and their customers' wants and needs. AdMall quickly gives you instant
access to valuable marketing insights essential for local/regional advertising and
digital marketing. These include:
 Local account (category) intelligence

 Regional/national advertiser profiles and marketing opportunities
 Automotive intelligence featuring Polk® data
 Pinpoint mapping showing best customers and spending
 Co-op advertising programs
 Market intelligence with demographics, healthcare needs and consumer
spending
 Audience intelligence for nearly 1,000 audiences for
attitudes/lifestyle/media usage/purchase intent
 Digital audits to analyze the health of your clients’ online presence
To access these intelligence reports and various other resources offered through
AdMall, simply login in (www.admall.com) with the email and password provided.
You will instantly be taken to your AdMall Directory (see example below).
AdMall Directory Sample
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S E C T I O N E
From this main page, you will be able to view a quick listing of what other media
companies are selling right now, and access the following tools:
 Opportunities - The Media Sales Opportunities section includes a week-by-

week listing of local account opportunities by industry, providing suggestions
and tips on how to approach these potential clients based on upcoming
promotions or events.
 Intelligence – Media Sales Intelligence is a powerful tool that can generate
detailed reports on any type of business you may want to approach. Simply fill
in the business category, business type, market type, and the chosen market
to receive a real-time intelligence report that will set you apart from your
competitors.
Each report will include the following specifics:
 Local prospects
 Media Sales Opportunities
 Potential National Event Tie-ins
 Industry opportunities and challenges
 Peak sales months/seasons
 Top product categories
 Annual advertising/marketing budget
 Preferred ad dates and times
 Top advertising media used
 Digital video ideas
 Industry background
 Annual sales per location
 Ad copy prints
 Other important facts
 Diagnosis – The Diagnosis Call tool can help you get a better understanding
of your local advertisers with minimal effort and time. In less than five minutes,
you can create an interview sheet that will help you identify potential
opportunities and risk, as well as hot buttons to help you close the deal. You
can also find new prospects by using the Diagnosis Call Online option. This
shorter version of the traditional Diagnosis Call allows you to host a 10-
question form on your website or you can include it in an email invitation.
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S E C T I O N E
 Digital Audit – The Digital Audit section includes several reports, including a
General Audit for specific advertisers, a Competitive Analysis, and a Trend
Analysis. In addition, you will have access to the AdMall Digital Audience
Intelligence report, Digital Marketing Trends report, Digital Sales Proposals
tool, and helpful Digital Sales Webinars. The majority of these tools and
reports are used for specific businesses and not categories, providing you with
more targeted intelligence to help you market to new clients.
 Sales Tools – AdMall has an extensive area dedicated to Media Sales Tools.
Here you will be able to draft Proposals, create Presentations, and generate
Maps based on demographics, consumer spending, sales zones, and much
more. In addition, you can create a Media Schedule to track an advertiser’s
rates and package discounts, if applicable.
Consumer Spending Map Sample
AdMall also offers several helpful How-To Videos in their Learning Center, as well as
User Guides, AdMall Certification, a Media Sales Glossary, and free Training Webinars,
such as a crash course on co-op advertising and how to build table-friendly presentations.
We strongly encourage all franchisees and their sales executives to take full advantage of
these tools.
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S E C T I O N E
Payment
We will be conducting all billing for you as part of our agreement with you. We have
detailed our billing processes in section H of this manual. Clients are billed monthly in
advance of their ad being printed in the issue. The monthly invoice instructs all clients to
pay by check and send payments to us at the address listed on the invoice or provide
payment to you. The account executive can accept checks from clients and you may
deposit those in your account. If you choose to allow your account executives to accept
cash from clients, we highly recommend that you use a receipt book to note all cash
payments. Any payments clients make to your office will need to be manually posted into
QuickBooks.
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S E C T I O N E
Working with National and Regional

Accounts
Businesses purchasing advertising in more than one franchise territory are defined as
national or regional accounts. A national/regional account can originate in one of three
ways.
 Money Pages Corporate

Money Pages Corporate routinely solicits business from national and regional
accounts and may place these ads in your franchised territory. According to the
terms of our franchise agreement with you, you may not solicit, sell to, or service
national or regional accounts without our expressed consent. As the Money Pages
franchisor, we retain the right to provide products and services to any national or
regional account, regardless of where that account is operating. We may offer you the
opportunity to provide products and services to a national or regional account. If we
offer you that opportunity, you must respond to that offer within 3 days or we will
remove that offer and assume you are forfeiting that opportunity. If you are working
with a national or regional account, you are not permitted to negotiate the cost for
providing the products and services for that account.
For corporate sales into franchise markets, you will be compensated by corporate at
$750 per page, per zone (or portion thereof for smaller ads). The payment will be
deposited into your bank account via RDC on the same date specified for publishing
fees as outlined in the FDD. You are able to accept a lower rate, or require a higher
rate for premium placement up to the published market to market cost schedule.
Premium placement is defined as a front cover, page 2 or 3, back cover, inside back
cover, or centerfold. Reference Table A for the complete market to market magazine
cost schedule. Corporate sales into franchise markets must be accepted by the
franchisee. Limited exceptions may be granted on an individual account basis at the
discretion of Corporate if the local franchisee page counts are full.
Exclusive products are defined as stick up cards, stick out cards, cover wraps, DAL
cards, stitch ins or other print products distinct from the magazine as may be offered.
Corporate may sell exclusive products into your market. Corporate will pay the
franchisee a $400 insertion fee for each exclusive product sold into a franchisee
territory (per zone for DAL). All exclusive product publication costs and commissions
will be paid by Corporate. Corporate exclusive product sales into a franchise market
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S E C T I O N E
must be accepted unless the inventory is under an existing signed client contract with
the franchisee.
 Money Pages Franchise to Franchise Sale

A Money Pages franchisee may sell advertising into another franchisee’s market with
that franchisee’s consent. In these circumstances, the publishing franchisee will be
paid a rate of $750 per page, per zone (or portion thereof for smaller ads). You are
able to accept a lower rate, or require a higher rate for premium placement up to the
published market to market cost schedule. Premium placement is defined as a front
cover, page 2 or 3, back cover, inside back cover, or centerfold. Reference Table A
for a complete market to market magazine cost schedule. You will be invoiced by the
publishing franchisee for this rate and you, in turn, will bill your client for the actual
market rate sold. The publishing franchisee may accept a lower rate, or require a
higher rate for premium placement up to the cost schedule (as defined above), at their
discretion.
A franchise may sell exclusive products (as defined above) into another franchisee’s
territory with that franchisee’s consent. The publishing market will be compensated,
and may bill the selling franchisee, a $400 insertion fee. Corporate will bill the selling
franchisee (that has the account relationship) the print, design, and royalty associated
with the sale. The selling franchisee is responsible for any commissions paid.
The payment terms are net 30 business days of invoice receipt for payment to
another franchise market regardless of the payment terms agreed to with your client.
If payment has not been received within 30 days of invoice receipt, the publisher may
elect to not run the ad or in the case of an ad already run may charge interest at a
rate of up to 18% per annum or as allowed by law. The invoice may include charges
only for the current issue in publication and not for pre-payment of a long-term
agreement unless expressly agreed to in writing by the franchisee paying the invoice.
In extenuating circumstances of non-payment to another franchisee, the corporate
office may deduct the past due balance from your account plus a service fee of $200
per ad and remit payment to the franchisee owed funds.
 Money Pages Franchisee Sale into a Corporate

Market
Franchisees may also sell into a Money Pages Corporate mailing area. In this
circumstance, you will be charged $600 per page, per zone (or portion thereof for smaller
ads) to place an ad in a corporate market and you may apply your markup to your local
May 2017 E58

S E C T I O N E
client as desired. Premium placement is defined as a front cover, page 2 or 3, back

cover, inside back cover, or centerfold. Reference Table A for a complete market to
market magazine cost schedule. This charge will appear on your monthly publishing
invoice and will be remitted to Corporate via the regularly scheduled monthly ACH draft.
A franchisee may sell an exclusive product into a corporate market. In this instance,
the franchisee will be billed by Corporate for the net rate of the product as shown in
Table B plus a $400 insertion fee. The franchisee may then apply its markup to the
local client as desired. The charge will appear on your monthly publishing invoice and
will be remitted to Corporate via the regularly scheduled monthly ACH draft.
TABLE A – Market to Market Magazine Cost Schedule
Standard Page Franchisees will be compensated at

the rate of $750 per page, per zone
for corporate ads sold into franchise
markets.
Corporate will be compensated at

the rate of $600 per page, per zone
for franchise ads sold into corporate
markets.
Front Cover, per zone $1,200
Page 2 or 3, inside back cover, per $900
zone
Back Cover, per zone $1,200
Centerfold Double Truck, per zone $1,500
TABLE B – Corporate Exclusive Product Cost Schedule
Use when a franchisee is selling a product into a corporate zone.
25,000 50,000
Stick Out Card .09 .08
Cover Wrap .06 .05
Stitch In .08 .06
Stick Up Card .09 .07
Stick Out Flyer .09 .07
DAL .07 x quantity

*insertion fee of $400 applies in addition to unit pricing
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S E C T I O N E
 Exception Process
If an agreement is made by the Money Pages Corporate GSM (for sales into a corporate
market) or by a Franchisee Owner to accept a rate lower than indicated in Table A or B,
the signed agreement must be accompanied with an email approval to
[email protected] from the approving party indicating the client name,
month(s), product, and agreed upon discounted rate. Failure to include this information
with the signed agreement will result in invoicing being completed in accordance with
Table A or B as appropriate.
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F
Section
F R A N C H I S E
Digital Products
The digital products offered by Money Pages, through our company 3D Digital, are
essential assets that will help your franchise remain competitive in the local and
regional markets. Although we will provide full support in terms of creating and
managing these digital assets, you will play a significant role in helping to sell the
products to new and current clients. It is vital that you understand each of the digital
products and how they can increase your clients’ brand visibility and sales goals, as
well as how they can increase your bottom line.
This section will provide a brief overview of the digital products we currently offer to
clients, but please keep in mind that the digital landscape is constantly changing.
Prior to submitting any proposal, we suggest that you reach out to our 3D Digital team
for guidance and support.
S E C T I O N F
F R A N C H I S E O P E R A T I O N S M A N U A L D I G I T A L P R O D U C T S
Table of Contents
MONEYPAGES.COM ........................................................................ 1
Header Image............................................................ 1
Digital Coupons ......................................................... 1
Contact Us Page ....................................................... 2
Additional Opportunities ........................................... 3
MONEY PAGES MOBILE APP .......................................................... 4
DIGITAL MAGAZINE ....................................................................... 5
DIGITAL SERVICES......................................................................... 6
Website Design ......................................................... 6
Digital Visibility......................................................... 6
Blogging .................................................................... 6
Social Media.............................................................. 7
Display Banners ........................................................ 7
Search Engine Marketing: AdWords & YouTube .... 15
Web Hosting ............................................................ 16
Video Production .................................................... 17
PRODUCTION ............................................................................... 18
Sales Agreement..................................................... 18
Website Intake ........................................................ 18
Banner Ad Intake .................................................... 23
AdWords Intake....................................................... 25
PRODUCTION MANAGEMENT ...................................................... 26
Website ................................................................... 26
Digital Advertising .................................................. 26
Search Engine Marketing........................................ 27
Social Media............................................................ 28
Blogging .................................................................. 28
Video ....................................................................... 28
CUSTOMER SERVICE ................................................................... 29
COMPENSATION ........................................................................... 29
S E C T I O N F
MoneyPages.com
As a franchisee, you will have a dedicated website that is geo-targeted to your
market. It will mirror the same style and design as the corporate Money Pages
website, but all content will be specific to your area. The Money Pages Production
Department will be responsible for creating and managing the site, which will include
a header image, digital coupons, and a ‘Contact Us’ page.
Header Image
The header image (see example) will typically reflect the current print issue’s cover
photo. This could be an added selling point when speaking to clients about
purchasing the cover for any given month.
Example – Website Header Image (Port Orange)
Digital Coupons
Another added benefit of the Money Pages website is your ability to offer digital
coupons (see examples). There are seven (7) categories available, including: food,
fun, home improvement, services, health, auto, and beauty. Each month, the
designers from the Production Department will select one coupon per client to feature
online. This digital coupon will also be included on your proof page (see Section G –
‘Proofing Ads’).
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S E C T I O N F
Example 1 – Money Pages Digital Coupons
Example 2 – Money Pages Digital Coupons
Contact Us Page
Every franchise website will include a dedicated ‘Contact Us’ (see example) page that
displays the franchise address and business hours, a Google map widget, and the
emails of designated franchise employees.
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S E C T I O N F
Example – Franchise ‘Contact Us’ Page
Additional Opportunities
Clients have the ability to purchase several other advertising opportunities on the Money
Pages website for an additional fee.
These include:
 Website Banners: Vertical and horizontal advertising space is available on the

home page of your franchise website, as well as any category, contest or
‘Contact Us’ page.
 Business Listings: Digital coupons include basic information about the

business. For an additional fee, we will include photos, reviews and other items
to enhance the listing.
 Contests: Businesses seeking new leads may be interested in hosting a contest

online. Under the ‘Contests’ tab, we will include a thumbnail (photo) and short
description with a ‘Click Here to Enter’ call-to-action that will take visitors to a
landing page where they can complete an online form. At the end of the contest,
we will provide the client with a spreadsheet of all leads captured during the
contest.
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S E C T I O N F
Money Pages Mobile App

In 2014, Money Pages launched its own mobile app for Apple and Android products, making
it even easier for people to access your clients’ offers and coupons. Those who download
the app are able to take advantage of mobile coupons and deals that are specific to their
locations. They also have access to customer loyalty programs, can save coupons to their
personal profiles, and get instant driving directions to the locations offering the deals. Be
sure to mention this when approaching a new client who may be interested in reaching
clients on mobile devices, as well as the print publication.
Money Pages App is Available on the App Store & Google Play
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S E C T I O N F
Digital Magazine
Each month, your Money Pages magazine (by zone) will be created in a digital format and
placed on the Money Pages website. This allows you (and your clients) to share it with
others on social media and through email, thereby extending your reach and audience.
Those accessing your digital magazine (see examples) online can also print off additional
copies or download PDF versions to share with others. It’s a great opportunity to reach
those who consume their information online or through mobile devices.
Example – Digital Magazine Home Page
Example – Digital Magazine Layout
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S E C T I O N F
Digital Services
In 2014, Money Pages expanded its marketing solutions to businesses by launching
3D Digital. We now have the capability of offering a variety of digital products and
services, such as website design and build, digital visibility, blogging, social media
management, display banner ads, search engine marketing, web hosting and
maintenance, and video production. These products and services can be sold alone
or as part of a package, giving you more options and flexibility when reaching out to
potential clients.
Website Design
To remain competitive, it is essential that businesses have an online presence. Websites
help build brand awareness, increase visibility in the marketplace, and generate leads.
Whether your client has an existing website that needs to be refreshed or is interested in
building a new one from scratch, the 3D Digital team can design the perfect solution to fit
his or her needs and budget.
Packages (see page F-9) range from simple design to elaborate, multi-functional layouts,
but prices will vary per client. The overall cost of a website package will be based on a
variety of factors, such as the number of pages, content, plug-ins required, and other design
elements. Prior to submitting a website design proposal to any client, we highly recommend
contacting 3D Digital for feedback and suggestions, as well as estimated fees.
As of April 22, 2015, any website that is not mobile-friendly, per Google’s standards, will be
negatively impacted on search engine rankings. The 3D Digital team can take any existing
website and make it mobile-responsive to meet these standards. Please note that prices
will vary depending on the scope of the project.
Digital Visibility
Our Digital Visibility Package ($150 per month) should always be offered in conjunction
with our website design packages. This service ensures that a company is listed correctly
across numerous (60+) online directories. (See one sheet on page F-10)
Blogging
Research shows that websites with a blog have 97% more inbound links than those without
one. Why is that important? It not only helps with SEO, but also builds brand recognition.
Blogs are a great way for businesses to share news, promote specials or new products,
and increase website traffic. It’s also one of the easiest ways to increase a website’s Google
ranking for targeted keywords. But, writing SEO-driven content that is entertaining and
consumable for the masses is an acquired skill. The 3D Digital team can customize blog
content for any client in any industry. In addition, we will help promote posts through several
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S E C T I O N F
online communities, such as StumbleUpon and Reddit, helping clients reach a broader
audience and potential new customers. (See one sheet on page F-11)
Social Media
Most businesses know that they need to have a social media presence, but very few
understand why or how to manage it. Social media is a tool that can help businesses build
relationships with customers, generate leads, improve customer service satisfaction, and
increase brand recognition. It is also another way to increase SEO, if the business stays
actively engaged. This is where 3D Digital can help. Our team will create a branded profile
and cover art, and design a targeted, strategic social media plan to help increase followers
and engagement. Clients receive a monthly calendar of scheduled posts, images and links
to review, and are encouraged to stay actively involved with our team to build their social
media presence. (See one sheet on page F-12)
We currently offer clients a choice of the following social media platforms, but may manage
others upon request. Facebook
 Twitter
 Google+
 Tumblr
 Pinterest
 LinkedIn
Display Banners
By 2018, digital advertising is expected to surpass TV as the largest advertising segment.
Why? It’s simple. Digital advertising, also known as banner display advertising, reaches
consumers where they spend most of their time – on their phones and computers. Money
Pages partnered with one of the largest digital advertising vendors in the country, allowing
us to compete with the top digital agencies currently serving many of your clients. Through
this partnership, we can offer a blend of digital advertising tactics to create customized
campaigns for any client at an unbeatable price. These tactics include:
 Geo-Fencing: Clients can advertise to potential customers through their cellular

devices by ‘fencing’ competitors, events, ZIP codes, and other entities (streets,
buildings, etc.), allowing them to significantly increase the chances of finding their
target audience.
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S E C T I O N F
 Geo-Optimization: Advertising banners are served to potential customers within a

specific geographical area (ZIP, city, state, region, country, etc.) through computers
and tablets based on their IP address.
 Site Retargeting: Clients can now retarget anyone who has visited their website
during an active campaign, thereby increasing the chances that they will return and
take action.
 Keyword Search: Find customers who are searching for your client’s products and
services based on specific, targeted keywords.
 Keyword Contextual: Advertising banners are displayed to those who are reading
content that includes targeted keywords.
 Category Contextual: Marketing on websites where customers are likely to visit.
 White Lists: Customers will see advertisements on specific, targeted websites

based on certain industry and demographic categories, such as health and auto.
3D Digital team assigns a dedicated digital account manager to each client:
The 3D Digital account manager is responsible for:
 Researching client-specific keywords and relevant geo-fences
 Providing assistance with the creation of digital banners
 Daily monitoring of each client’s account, including:
 Keyword performance
 Banner performance, such as click through rate (CTR)
 Campaign budget pacing
 Impression goal
In general, we recommend selling digital advertising at a minimum of $1,500.00 per month
(per product) for no less than 90 days. This will allow your client to build brand recognition
and see the increase in website traffic over time. There are, however, exceptions to this,
such as specific campaigns to target an event or to work in tandem with a Money Pages
print advertisement. Clients who invest at a higher minimum budget will receive a
discounted cost per 1,000 impressions (CPM). (See more on pages F-13 and F-14)
Find information about Search Engine Marketing (AdWords and YouTube) on page F-
15, Web Hosting on page F-16, and Video Production on page F-17.
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S E C T I O N F
May 2017 F9

S E C T I O N F
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S E C T I O N F
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S E C T I O N F
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S E C T I O N F
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S E C T I O N F
INTERNAL USE ONLY
May 2017 F14

S E C T I O N F
Search Engine Marketing: AdWords & YouTube
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S E C T I O N F
Web Hosting
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S E C T I O N F
Video Production
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S E C T I O N F
Production
Once you or your account executives have closed a deal for any our digital products,
there are certain steps you must follow to ensure the 3D Digital team is aware of your
client’s needs and that the contract is fulfilled as promised.
Sales Agreement
There are two agreements that must be completed for digital services sales. The first
agreement is between your company and your client which will be completed on one of
your agreements. The second agreement is between the franchisee and 3D Digital. The
first agreement between you and your client should be sent to
[email protected]. The second agreement between the franchisee and 3D
Digital should be sent to [email protected] as soon as possible. The sales
agreement must include all information regarding the project/service purchased, such as
monthly budget, contract term, and any special requests. For Digital Advertising, be sure to
include the flight dates (when the advertising begins and ends), as well as the impression
goal. In addition to the sales agreement, our website and digital advertising products also
require a completed Intake Form that must be filled in completely by the sales account
executive. This intake form includes important information that is needed by the 3D Digital
Solutions team to effectively begin your client’s website project or advertising campaign.
Website Intake
Once a client has entered into a contract to purchase a website package, the sales account
executive will need to complete a Website Intake (see Figure F.1). This form collects
important information, such as the client’s contact information, current (if any) website URL
and/or domain registrar (and the login credentials for these entities), email hosting, and a
space to add in any additional information that may be relevant.
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S E C T I O N F
Figure F.1 - Website Intake Checklist
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S E C T I O N F
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S E C T I O N F
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S E C T I O N F
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S E C T I O N F
Banner Ad Intake
Once a client has entered into a contract to run a banner display advertising
campaign with 3D Digital Solutions, the sales account executive will need to complete
a Banner Ad Intake Form (page F-24). This form collects important information
necessary to build a client’s campaign, such as: the client’s contact information and
website URL, the flight dates of each campaign (if more than one will be running), the
impression goal for the campaign (monthly and total), campaign budget (monthly), a
brief description of the campaign’s goals, the URL where the banners will direct
potential customers, information regarding the creatives for the campaign, the
geographic and demographic parameters of the campaign, a sampling of potential
keywords selected by the client (this will be expanded/enhanced by the campaign
manager assigned to the client), and any other notes/information that may be helpful
to the 3D Digital team. It is important to complete every section of this form to prevent
any delay in processing, building and launching your client’s campaign(s).
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S E C T I O N F
May 2017 F24

S E C T I O N F
AdWords Intake
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Production Management
Once 3D Digital receives your sales agreement and intake form, a project manager from
the team will reach out to you to review the details and give you an estimated timeline.
Depending on the service or product purchased, the next steps can be quite different.
Website
For website refreshes or builds, the timeline will vary depending on the scope of the project
and your client. This flowchart will give you a general idea of how the process works from
start to finish.
After the intake form is received, the project manager, the rep and the client will attend an
onboarding meeting. This is the kick off strategy meeting that helps guide the scope of the
project.
The project manager will reach out to client throughout the project to ensure that the project
is moving forward smoothly and efficiently. The project manager will copy the rep on all
communication with the client.
At each step of the below process, the client will approve each part of the development. For
instance, after the site map and wireframe are approved, the website will move into design.
Digital Advertising
Digital advertising campaigns require several steps before they go live. First, the digital
account manager must have a completed intake form in order to start processing your
contract. Without it, we cannot begin researching the required elements (keywords, geo-
targets, geo-fences, etc.). Once this has been submitted, the process for building the
campaign and taking it live requires a minimum of 72 hours (orders submitted after 12 pm
on Friday will not go live until Wednesday of the following week) - if the client has provided
the artwork/banners for the campaign. If we must create the banner(s), the process can
take longer, especially if the client requests multiple banners or continues to send back the
proof for modification.
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S E C T I O N F
It is important you and your account executives understand the difference between print
advertisements and digital banner displays (see examples), and educate your clients, as
this may help expedite the design process. A digital banner should display your client’s logo
prominently, have a strong hook or offer a discount/special, and include a call to action; less
is more when working with digital banners. Clients will receive monthly reports.
Examples - Digital Banner Advertisement
Search Engine Marketing

3D Digital is a Google AdWords Partner, which means we have the knowledge and tools to
create a successful Google AdWords or YouTube campaign. Search Engine Marketing
techniques, such as AdWords or YouTube Pre-Roll help businesses get conversions. This
tactic is for people actively searching for something. Since AdWords is a live bidding
environment, we suggest reaching out to your 3D Digital contact for an accurate suggested
spend for your particular client. Once an agreement and intake form have been completed,
it takes a total of three business days to build and launch the campaign. Clients will receive
monthly reports.
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S E C T I O N F
Social Media
The social media specialists at 3D Digital will work directly with your clients to create their
social media channels to ensure there is a consistent voice, look and brand awareness. He
or she will submit a PO to have branded profile pictures and channel cover artwork created.
The social media specialist will also gather necessary logos, images and other content
required. He or she may reach out to you or your account executives if there is a problem
getting the needed items from the client, but generally this process is handled entirely by
the 3D Digital team. It typically takes 48 hours to create the pages once all materials have
been provided. Posting to the pages may take additional time, as the client must approve
the content first. Content is approved by the client every month.
Blogging
If a client has purchased a blog package, one of the content specialists from 3D Digital will
reach out to your client. He or she may meet with your client in person (or by phone) to
discuss the goals of the blog, voice and overall direction of the content. He or she will also
create a blog calendar that will be shared with the client as a working document. It will
include the blog draft deadlines, as well as the title, content overview, and targeted
keywords. If our team is having difficulty getting a client to review and approve content, we
may ask you or your account executives to reach out to the client, as well.
Video
From storyboarding, script writing to casting, 3D Digital can create a variety of videos from
company overviews to patient developers to social media spots. While we have packages,
sometimes clients require a custom package. The team at 3D Digital can help create those
custom packages to make sure that the client’s vision is met.
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S E C T I O N F
Customer Service
Although 3D Digital and corporate will be handling the production and management of the digital
products/services purchased, the franchisee and the account executives will still be involved with
managing the client relationship. This includes managing client expectations, addressing contract
changes/addendums, and handling any roadblocks that may come up. Constant communication
with the client and the 3D Digital team is essential to ensure the client is happy and we deliver our
services/products as promised.
Compensation
The franchisee can purchase the following services from 3D Digital Solutions at special
franchise pricing. The franchisee must sign an agreement with 3D Digital Solutions for
these services and then separately contract directly with their clients with any markup and
pricing as desired.
Targeted Banner Advertising – Available for $10 CPM
Website Design – 15% discount to published 3D Digital rates
Social Media packages – 20% discount to published 3D Digital rates
Digital Visibility – 20% discount to published 3D Digital rates
SEM –on management fee discounted to 20% from 30%
For products sold on moneypages.com or the Money Pages app, the franchisee will retain
100% of the sales in his/her local market. This includes contests, digital coupons and
banner display advertising on the Money Pages website only.
May 2017 F29

G
Section
F R A N C H I S E
Ad Design and Production
The ad design and production of your Money Pages magazine is a vital element of your
success. For that reason, we will be providing the graphic support, design support,
production and mailing of the magazine for you. However, you will have a significant role
in submitting ad design instructions to us, making sure to capture exactly what the client
wants. Understand that the ads you receive may look different than what you had
imagined, but your client should be pleased with the look. Before submitting a change
back to our Graphics Department, show the ad to the client to gauge his or her opinion
and gather feedback. Be sure your ads do not contain any suggestive images and that
you obtain approval from Money Pages corporate for any cover ads sold. You will also
provide proofs to the client and give the final approval for the magazine to go to print.
If you have any questions regarding the production of your Money Pages products,
contact us.
S E C T I O N G
F R A N C H I S E O P E R A T I O N S M A N U A L A D D E S I G N A N D P R O D U C T I O N
Table of Contents
OVERVIEW OF THE AD FLOW ......................................................... 1
SUBMITTING NEW ADS .................................................................. 3
 Production Order ................................................ 3
 Accessing Your Google Drive ............................ 7
 Adding Files to Your ‘To Graphics’ .................. 11
GRAPHIC REQUIREMENTS ........................................................... 13
 Submitting Ads ................................................. 13
 Ad Layout ......................................................... 14
 Artwork............................................................. 14
 Things to Remember ........................................ 17
PROOFING ADS............................................................................. 18
SUBMITTING CHANGES ............................................................... 20
FINALIZING AND PROOFING THE BOOK LAYOUT....................... 21
PRODUCTION CALENDAR ............................................................ 22
SOLO MAIL PRODUCTS ................................................................ 24
ADJUSTING YOUR MAILING LIST ................................................ 26

S E C T I O N G
Overview of the Ad Flow
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S E C T I O N G
It is important to fully understand what goes into the production of an ad and of the
magazine. Our Production department will be working with you and your account
executives to ensure the ads and magazine are high quality, error free, and maintain the
value and integrity of the Money Pages brand.
Familiarize yourself with the roles of our Production department, as you will be interacting
with it frequently. It is important that you understand the roles and responsibilities.
Production
 The Production team receives your contracts (along with billing) and
builds your contracted Ads Log.
 You will receive weekly inventory emails from to confirm what has been
sold. As contracts are submitted, the Inventory Availability Report is
updated and changed.
 Scans contracts to Google Drive for your reference.
 Audits Inventory Report against the Billing Report to ensure accuracy.
 Ad proofs are sent to account executives for client revisions and/or

approval.
 At the end of month, builds the layout and moves clients around so they
are separated at least one page turn away from their competitors, and
so there isn’t too much of one color against ads. Account executives
will need to offer direction to the Production department in terms of
which ads should be separated from a competitor of two business
owners who don’t get along.
 Production emails one completed book to you for approval. You and
your account executives will need to proof all client ad specifics,
including spelling, offer expiration dates, and their placement in the
book.
 Changes are due back to Production by established deadline.
 Production emails the corrected new book.
 Confirmation/OK to print is due back to lead designer by established

deadline.
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Submitting New Ads

After the ad has been sold to the client, the account executive will bring the completed Ad
Agreement (see Figure E.3) into the office and the agreement will be approved by you.
Once you have approved the agreement, it should be sent to our corporate office to
[email protected]. In addition, the account executive will need to submit the
Production Order (PO) online.
Ad Agreement:
The Ad Agreement contains all relevant client contact information, as well as payment
terms and billing information. In addition, the agreement reflects the ad type the client is
purchasing, as well as the number of issues/duration of the ad. The contract will be
entered into the accounting software, so the account executive needs to ensure that all
information is accurate, particularly billing and ad duration information.
 Production Order
Once the account executive has gathered all relevant information related to the design
and concept of the client’s ad, he or she will need to submit a Production Order to our
Money Pages online PO system. The Contracted Ads Log offers a glimpse at all the
orders for the issue and where they are in the production process. If a client is on a long-
term contract, a new PO must be submitted each month.
Contracted Ads Log
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S E C T I O N G
The franchise owner and account executive will be provided login in credentials for the PO
system. Next, the account executive will log into the PO system at
http://moneypagespo.com/.
Money Pages PO System - Log In Page
After logging into the PO system, the account executive will select ‘Submit PO’ from the
upper-left tab under the Money Pages logo. This will take him or her to the actual order
form.
Money Pages PO System – Order Form
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Each field on the form must be filled in to ensure the Production Team has all relevant
dates, details and design information necessary to process your request. These fields
include:
 Ad Month: Select the month the ad will run.
 Sales Rep: Select your name from the dropdown list.
 Market: Fill in the appropriate market where your ad will be running.
 Zone(s): Fill in all appropriate zones where your ad will be running.
 Size: Select the size of your ad.
 Exclusive Products: These products include cards, cover wraps, stitch-ins,

inside front covers, covers or back covers. If you are not submitting any of
these items, please select N/A from the dropdown menu.
 Other Products: These include solo mail, digital and spec. If you are not
submitting any of these items, please select N/A from the dropdown menu.
 Pick Up From: If you are using an ad from a previous month or year, please
include that information here.
 Resize From and To: If you are changing the size of an existing ad, please
specify what the ad size is currently, as well as the dimensions of the new ad.
 Share Page: If the ad is part of a share page, please select ‘yes’ from the
dropdown menu. This will ensure your ad is the correct size based on the share
page specs.
 DAL Zone: If this is for a DAL, please specify which DAL zone.
 Ad Layout: This is additional information that you may need to communicate to

the designer, such as “follow exactly” from previous designs, make camera-
ready, or change the expiration date. If you do not have any additional
information, please select N/A from the dropdown menu.
 Client: Please specify whether this client is new or a repeat client.
 New Client Address: If the client is new, please provide this information.
 New Client Phone: If the client is new, please provide this information.
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 Printed Proof: Always leave this as ‘No.’ The Production team will email you a
proof of your ad when it is ready.
 Category: This will always be Money Pages.
 Business Name: Please provide the business name of the client, not the
contact person. This is what will show up on the PO List page. Be sure this
name matches the name on your contract.
 Layout Instructions: Please provide the designer with as much information as

possible. Make sure all relevant text/copy for the ad is accurate, as the
designer will generally cut and paste this information into the ad. If you have
art/images that needs to be included, place those items in your Google Drive
(see Accessing Your Google Drive following this chapter) ‘TO GRAPHICS’
folder under a secondary folder with your client’s name on it. Be sure to include
information about these items and their location in this section so the designer
is aware of them.
 Submit Ticket: When you have completed the form, you must click ‘Submit
Ticket’ at the end of the form. If it was submitted successfully, you will receive a
message next to the button that reads, “Ticket # (your ticket will be assigned a
unique number) has been successfully created.” NOTE: If you leave the Submit
PO page before completing this process, all information in the form will be lost.
Make sure you receive the confirmation message before navigating away from
this page.
Ticket Searching & Status
If you need to locate an active or previously submitted PO, there are two ways to filter the
lists of PO tickets in the system.
1. Using the ‘Title’ bar (located in the blue bar above the ticket list), click on the
arrows to the right and filter in alphabetical order (A-Z or Z-A), OR
2. Using the various dropdown boxes at the top of the page, filter the results based
on the account executive’s name (Sales Rep), ad month, product, client, and/or
other category. You may select more than one box at a time. To view the results,
simply click ‘filter’ once you are finished.
Tickets are color-coded in the system to easily identify their current status.
 Open tickets are highlighted with a light gray background.
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S E C T I O N G
 Closed tickets are highlighted with a dark gray background.
 Tickets on hold are highlighted with a blue background. NOTE: When a ticket has
been put on hold, the designer will notify the account executive via email and
inform him/her of any issues that need to be resolved. It is the responsibility of the
account executive to promptly respond with the information requested.
Money Pages PO System – PO List
Adding Comments to Tickets
Once a ticket has been submitted, the account executive may go back and review the
ticket by clicking on the client name/title from the PO List. If there are additional details to
include, the account executive can scroll down and place that information in the comment
section provided at the bottom of the ticket. The account executive must click the ‘Submit’
button when finished to ensure the information is recorded. NOTE: Comments can only be
added to a ticket if the ticket is still open and a designer has not been assigned. Once a
ticket is closed, no comments should be entered on it. A new ticket must be submitted for
any further revisions.
 Accessing Your Google Drive

All account executives will be given access to the Money Pages Google Drive. The
Production Department uses the Google Drive system to retrieve PO images/graphics,
provide completed proofs, and to store past proofs. Account executives can access their
Google ‘To Graphics’ folders from any computer or mobile device that has Internet
May 2017 G7

S E C T I O N G
access. Each account executive is responsible for setting up their individual Google
account. Money Pages will not have access to their account. Once the account is set up
they will be asked to provide an email address so that production can send links to access
the folders on the Money Pages Google Drive.
Step 1: Visit www.google.com and click in the top right blue button that says ‘Sign In.’
Step 2: Log in with your Google username and password.
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S E C T I O N G
Step 3: Once logged on, click the 9-square graphic in the top right-hand corner and
select the icon that says ‘Drive.’
Step 4: This is your Google Drive. It will be empty until we share the company
folders with you. Please keep an eye out in your Money Pages email for invitations to
add folders to your Google Drive.
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S E C T I O N G
Step 5: When you receive the email invitations, they will come from Money Pages
(via Google Drive) and include subject lines with the words ‘Invitation to
Collaborate’ in them. Each email will need to be opened and added to the Drive
individually in order for the files to populate into your Google account. When you open
the email, you will see a graphic that looks like the image below. Click on the blue
button that says ‘Open.’ NOTE: It is important that you log into your Google account
before taking any action.
Step 6: Once you complete Step 5, it will open your Google Drive and look like the
image below. From here, you will need to click ‘Add to Drive’ from the upper, right-
hand section of the page.
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Step 7: Once you have completed steps 1-6 for both emails, your Drive should look
like the image below. You should have a main folder in the left-side pane with your
name (Sales Representative) that will include ‘Current Proofs’ and ‘To Graphics’
folders, as well as another main folder called ‘Past Proofs’ (also located on the left-
side pane).
Adding Files to Your Google Drive ‘To Graphics’

When adding files to your Google Drive for the Production Department, there are
some key factors to consider. First, files need to sync to Google; even though you
may see it right away, it typically does not sync instantly with the Money Pages
server. Second, the Production Department requires certain types of file formats (see
below) when submitting documents and/or images for ads. If you do not know if a file
format is permitted, it’s best to upload it and send an email to the Production
Department alerting them to the potential issue. If it cannot be opened, you will
receive a notification to reload the file in an alternate format.
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Acceptable formats include:

 Image files (.JPEG, .PNG, .GIF, .BMP)
 Microsoft Word (.DOC and .DOCX) *Please note that the Production Department uses Apple
computers and does not have access to Microsoft software. Default text opened on Apple computers may affect the
formatting of these files. Please do NOT submit images in Word documents.
 Adobe Portable Document Format (.PDF)
 Adobe Illustrator (.AI)
 Adobe Photoshop (.PSD)
 Tagged Image File Format (.TIFF)
 Scalable Vector Graphics (.SVG)
 PostScript (.EPS, .PS)
 Archive file types (.ZIP, .RAR, tar, gzip)
Once you have your file ready to upload, make sure you have the ‘To Graphics’
folder selected on the Drive. Either drop the file in the middle where it says ‘Drop
Files Here,’ or select the red ‘New’ button on the right, followed by ‘File Upload’
and then proceed to select your file from your computer.
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Graphic Requirements
The Graphics department will receive all Production Orders from account executives and
email ads back to your account executives for client approval. Our internal turnaround
time for creating ads is two full business days; exclusive products will typically have a
turnaround time of one full business day.
 Submitting Ads
The Graphics department has established specific guidelines for submitting information to
them.
When discussing the ad with the client, the account executive should try to determine
what the client envisions for the ad. Then, it is the rep’s job to take this information and
effectively convey on the Production Order what the client and the account executive are
expecting. Most problems come from the client and rep expecting one thing, but due to
unclear or missing information on the PO, they get something else because the designer
did not have all the information required to meet the client’s expectations. Be conscious of
training account executives to be clear and direct with the PO information. If the client has
no pre-conceived notions of his/her ad, that works well. The account executive can ask
the client if there is anything specific that needs to be included in the ad. On the PO, the
account executive’s directions should state that the designer can be creative since the
client is open to ideas. These situations require that account executives trust the designer
and sell the ad to the client. If the client expresses dissatisfaction with the initial ad, the
account executive must gather a concrete idea of what the client would like to see in the
ad. Otherwise, this process could go back and forth many times. Account executives
should never turn in a PO without a contract unless it is a Spec. Spec ads may be
beneficial for clients who are on the verge of signing, but need to see an ad first.
Production Orders for Spec ads should be few and far between, and should only be
requested during the first two weeks after deadline. Never submit a PO for a Spec ad
during deadline week.
The account executive should be sure to include the type of business or category for the
ad and note if it is casual, fine dining, upscale, family friendly, etc. All of this information
helps the Graphics department determine the right tone for the ad.
All exclusive products and magazine ads need to be fully signed off by their
deadline dates as detailed in the Production Calendar.
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 Ad Layout
We will offer training on designing an ad as part of your franchisee training. However, here
are some recommended guidelines to share with your account executives:
1. Logo is on the top of the ad.
2. Contact information is on the bottom of the ad. Generally, we do not include the
city, state and ZIP on ads.
3. Coupon/offer is on the right side. Design an offer that will get attention.
 Artwork
When submitting the Production Order, the account executive should gather all necessary
artwork for the ad. This includes logos, photos, and anything else that might be needed to
complete the ad. If you or your account executive’s client is looking for a particular picture,
communicate that on the PO and we will research our library to see what we have. Please
make sure clients understand that stock photos are somewhat generic. Although we try to
ensure each client’s ad is unique, similar stock images may be used in other ads and are
not exclusive to any one client.
Keep in mind that we keep all client artwork organized by client name and date.
Sometimes clients may be interested in using an ad that had been used in the previous
year for the same month. Let the Graphics department know on the PO and we will pull
out the previous ad.
You may want to consider keeping a digital camera at the office for taking client
photographs. Be sure you have it set for high resolution and large photos. Do not use a
cell phone camera as these pictures will not be suitable for ads.
Understand that we have to limit our Production Department to working on ads that have
all necessary components included. It is not efficient for us to work on ads that are missing
components. If a photo won’t be available until the middle of the following week, that is
when the ad will be started and most likely a proof will not be available until the end of the
following week.
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S E C T I O N G
Always talk to the client about what artwork is available. If this is not a client with corporate
digital artwork, see what they do have. If they have permission from catalog vendors or
other resources, our Production Department may be able to use those images.
Bringing in pictures or something to scan works well, but you or your account executives
need to make sure the piece is as large as the client wants in the ad. For example, please
do not bring in a photo the size of a business card that needs to serve as the backdrop for
a half or full-page ad.
A measure of the resolution of a printer is called DPI or dots per inch. It properly refers to
the dots of ink or toner used by an image setter, laser printer, or other printing device to
print your text and graphics. In general, the more dots, the better and sharper the image.
Money Pages is printed at 300 dpi. In order to keep our magazine looking high quality
and professional, all artwork should be at least 300 dpi. That which is lower will appear
more pixilated (see samples on next page).
Please note that high-resolution artwork is typically not released to the client. The
Production Department will provide a low-resolution PDF for proofing purposes.
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Image Resolution Samples
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S E C T I O N G
 Things to Remember
The following is a handy checklist from our Production Department that will help you
and your account executives create better ads for your clients.
 Coupons go on the right side. The prevents the coupons on the back of the ad
to be cut out, ensuring all coupons in the magazine are useable.
 The standard expiration date and disclaimer will be used unless otherwise
specified. (For example: must present coupon, not valid with any other offer, or
expires 00/00/00 MP)
 Be clear and concise when submitting a Production Order. Use words like
Remove, Replace and Add.
 Ask your client for high-resolution artwork and logos (PDF, JPEG, PNG, TIFF,
PSD, EPS or AI). If there is no artwork available, stock photos may be used.
 Review ad sizes with your client and educate him/her on how to use space
effectively. Try to avoid using too much content or too many coupons on a tiny
ad. If downsizing is required, some content may be lost due to spacing
constraints. You and your client will need to decide which content to omit and
note that on the PO.
 Avoid scanning images whenever possible as most are not suitable for print.
 Generally, camera-ready ads are flat images and cannot be easily edited. The
Production Department may be able to make minor changes to the ad if the
client is unable to make corrections in a timely manner, but this is handled on a
case-by-case basis.
 If you are including a menu in your ad, please have it typed out or have a
digital version available that our Production Team can copy and paste.
 Deadlines are important; the Production Team works on a 2-day turnaround. If

you do not receive your ad back within that time frame, please contact your
lead designer as soon as possible.
 Please proof your ad carefully. Double-check all spelling, coupon information,

contact information or any other details. The designers are human and can
make mistakes. The account executives and the clients are ultimately
responsible for any mistakes that print on the ad.
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Proofing Ads
Each proof sent back to your account executives includes a section for client approval or
changes requested (see sample proof next page). The account executive may bring a
physical copy of the proof to the client for approval or the rep may email the client with the
proof attached. Account executives should make every attempt to get all necessary
information upfront to limit the number of proofs. In most circumstances, ads can be
finished with one initial proof and one revised proof. Each time there is a change, the
account executive is asked to submit a new Production Order with the specified changes
to the ad. Franchisees will be charged $50 per proof beginning with the fifth PO. Emailing
or calling a designer for ad changes is not permitted.
Once a client has approved a proof, the account executive must have the client’s written
approval and you should hold on to all final proofs at your office as a record of client
approval. Please note and educate your clients on the verbiage that is on the proof. This
can be helpful and essential in terms of client education.
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Sample Proof
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Submitting Changes
Changes to the ad itself are submitted using a new Production Order. Account executives
need to use the right terms:
 Replace: take something out and put something new in
 Add: put something new into the ad
 Delete: remove something from the ad
The Production Department is creating hundreds of ads, so it is essential that you and
your account executives facilitate their job by using the correct terminology. Account
executives may also place a low resolution copy (PDF) of the proof in their ‘To Graphics’
folder and mark what should be added, deleted, or replaced.
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S E C T I O N G
Finalizing and Proofing the Book Layout

Beyond proofing the ads, you will also need to approve the layout of the book. Understand
that there are essentially two proofing processes—proofing ads and proofing the
magazine.
Our Production Department will proof the book for complementary colors on the same
page. We will email you a low-resolution PDF version of the magazine. You and your
account executives need to proof the book, page by page and ad by ad. You need to look
for the following:
 Accuracy in the ads – make sure the most current/updated ad is placed
 Competitors are at least a page turn apart
 Premium placement ads are in the correct place
 Cover is correct
 Dates and expiration dates for offers are correct
 Make sure that no fonts or graphic elements were dropped during the PDF
conversion process
If there are any changes to the layout of the book or emergency corrections (misspellings,
wrong phone numbers or incorrect addresses), you will need to contact our Production
Department. There should be one point person in contact with us regarding the layout of
the book. You will be provided one initial proof book and one final proof book. There is a
$150 charge beginning with the fourth proof book.
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Production Calendar
We have established a firm production calendar that is consistent from month to month in
terms of the amount of time we need for sales, ad creation, proofing, printing, and so on.
Our monthly sales and production cycle is as follows:
 Week 1: Go to press on magazine. Account executives focus on generating new

business.
 Week 2: Magazine appears in the mailboxes of consumers. Account executives

may start to contact resigns and current clients, but there is still a focus on
generating new business.
 Week 3: This is the busiest week for Money Pages. Account executives are
contacting current clients and resigns for direction for the following month’s issue.
Graphics and Production are quite busy managing POs, creating ads, etc. All ads
and premium products are sold by the end of this week.
 Week 4: Proof the magazine and ensure everything is accurate.
We publish two color-coded production calendars—one calendar is used internally

and reflects accurate, hard deadlines (see sample on next page). The other calendar
is shared with clients and shows deadlines that are pushed up by two days. This
allows account executives to give clients a little wiggle room with ads and changes.
May 2017 G22

S E C T I O N G
Sample Internal Production Calendar
May 2017 G23

S E C T I O N G
Solo Mail Products
Solo Mail products are any items that do not mail with the magazine. These items
can range from business cards, brochures, flyers, promo cards, table tents, door
hangers, solo direct mailed postcards and so much more.
The production of Solo Mail products is very similar to that of other products and ads.
As mentioned in section E, account executives will need to submit a Quote Request
Form to get a request for a specific product. The account executive will need to
gather appropriate information from the client in terms of the size of the piece, type of
paper preferred, whether or not it is mailed, who should receive the piece, and what
kind of a timing deadline the client has. When the client and the account executive
close the deal, the account executive will submit a Solo Mail Agreement (see Figure
G.1) with payment before production can be started.
The account executive will then need to submit a Production Order with the specifics
of the Solo Mail item. The rest of the production process is similar to a regular
production process. The account executive will receive a proof of the Solo Mail piece
and bring it to the client for approval. Any changes to the piece will need to be
submitted with an updated PO.
Once the client has signed off on the final proof for the Solo Mail piece be sure to
send written approval from the client along with the proof that the client approved to
the Print & Mail Manager. After production, the pieces are either mailed to the
predetermined mailing list or sent to your office for delivery to the client.
May 2017 G24

S E C T I O N G
Figure G.1 – Solo Mail Agreement
May 2017 G25

S E C T I O N G
Adjusting Your Mailing List

You may find it necessary to adjust your mailing list from time to time. As a Money Pages
franchisee, your goal is to maximize your investment. You will need to strike a balance
between having a mailing list that is comprehensive and saturating the market in the right
areas with working within your budget for mailing costs. Your mailing list has to be large
enough to provide a value for your clients who want to get their message into the hands of
consumers. If you have too many homes, the mailing of the magazine is too costly. If you
have too few homes, clients may not feel that your limited distribution warrants the cost
and the response rates may be negatively impacted. If you are at a point where you need
to tailor your mailing list, always start with the lowest income level and start limiting the list
in that demographic.
If you have consumers calling your office to get a copy of the magazine, track their
locations. You can add to your mailing list through specific carrier routes. If you notice
many requests from a particular area or a growth in a new neighborhood, consider adding
it to your mailing list. Consult with us for any additional fees associated with the changes.
Money Pages mailing lists are updated every four months.
May 2017 G26

H
Section
F R A N C H I S E
Office Procedures
Many franchisees will already be familiar with general office functions. In this section, we
outline suggestions for operating the office efficiently. However, there is no substitute for
direct, hands-on training. These discussions are designed to enhance that training. They
outline the various aspects of running a Money Pages business on a daily basis and are
meant to serve as a reference. Note that if you are running a home office, some of the
tasks we discuss here may not apply.
By implementing the recommended procedures in your operation, you and all other
franchisees will benefit. Not only will your franchise make a good name for itself, but for
the entire franchise network as well.
If you have any questions regarding the operation of your Money Pages franchise, contact
us.
S E C T I O N H
F R A N C H I S E O P E R A T I O N S M A N U A L O F F I C E P R O C E D U R E S
Reference Sheet
Tool Confirm Configured (Yes/No) Login (if applicable) Password
Email
eFax
CRM
Quick Books
BOA
(Remote Deposit)
AdMall
Call Tracking
Credit Card
(Processing)
Email Auto-Signature Example
Don Grindle
President, WDG Enterprises, LLC
Serving Ormond Beach & Port Orange
1500 North Beach Street
Ormond Beach, FL 32174
Cell: 386.299.5643
Fax: 386.868.3157
An independently owned and operated franchise of Money Pages Franchising Group, LLC
S E C T I O N H
Table of Contents
SUGGESTED HOURS OF OPERATION ............................................ 1
OFFICE PROCEDURES .................................................................... 2
 Daily and Monthly Tasks .................................... 2
CUSTOMER SERVICE ..................................................................... 4
 Customer Service Philosophy ............................ 4
 Phone Procedures .............................................. 5
BILLING PROCEDURES .................................................................. 6
 Accepting Payment ............................................ 8
 Collections ......................................................... 8
INVENTORY MANAGEMENT ......................................................... 11
 Ordering Procedures ........................................ 11
 Using Approved Suppliers ................................ 11
 Receiving Procedures ...................................... 12
SAFETY AND SECURITY PROCEDURES ....................................... 13
 Accident Reporting and Investigation ............. 13
 Workers’ Compensation Issues........................ 15
 Fire Safety ........................................................ 15
 Robbery ............................................................ 17
 Burglary ............................................................ 18
S E C T I O N H
Suggested Hours of Operation

Money Pages franchisees should make every effort to maintain the following regular
hours for answering phones, scheduling appointments, and working in the office.
Monday through Friday
8:30 a.m. to 5:30 p.m.
If the office must be closed at any time during a weekday, it is essential that you use
voicemail to handle incoming telephone messages. However, if at all possible, we
recommend that no closures of the office occur during the regular business hours.
The corporate office may be closed in observance of all major holidays (see holiday list
below). As the business owner, you may determine what holidays you choose to close
your office.
Corporate Holiday List
New Year’s Day
Good Friday
Memorial Day
Independence Day
Labor Day
Thanksgiving
Christmas
May 2017 H1

S E C T I O N H
Office Procedures
Daily routines help set the tone for each business day. If the following tasks are completed
daily, you can better ensure the smooth operation of your office.
 Daily and Monthly Tasks

Daily Tasks:  Check email and voicemail for any new messages left after hours.
 Send in any payments to us for processing or deposit and manually

enter them into QuickBooks.
 Visit clients and engage in networking opportunities.
 Manage and turn in Production Orders/Advertising Agreements.
 Provide proofs to clients via email or in person.
 Confirm appointments, review prospects and update accounts.
 Set sales plan for the day/week.
 Review performance with sales team and conduct individual focus

meetings (IFM).
 Review billings and A/R.
 Review Avails.
 Review Production calendar and log.
Monthly Tasks:  Send thank you notes to clients.
 Look over competing magazines, media, and note clients.
 Review all tracking reports.
May 2017 H2

S E C T I O N H
 Review balance sheet and P/L.
 Review A/R
 Deliver magazine to clients.
 Work on client renewals.
 Review proofing books.
 Recruit account executives.
 Review marketing plan.
 Review monthly franchise invoices and certify balances for ACH draft.
As Needed:  Keep inventory of office supplies and reorder as necessary.
 Share leads with appropriate clients who purchased the cover and/or
sponsored the contest.
 Call contest winners.
 Order Sales Sheets/Agreements/Business Cards/Marketing Materials
May 2017 H3

S E C T I O N H
Customer Service
Customer service means more than just being pleasant to your clients; it means
respecting them and taking pride in the way you conduct yourself and your business.
Remember that everything you and your employees do is directly or indirectly related to
customer service.
 Customer Service Philosophy

Over the years, our customer service philosophy has been to treat every client with
respect, whether we are interacting in person, on the phone or through email. We strive to
offer our clients top level service and find solutions to all of their problems and challenges.
One way that we have been successful in achieving this is by continually exceeding our
clients’ expectations – if you take care of the clients, they will take care of you. Our goal is
to create clients who are a sustaining resource for Money Pages.
The development of quality customer service doesn’t happen overnight; it requires

effective training and management on your part, as well as dedication and cooperation
among all employees. Here’s what you need to do:
Building a winning 1. Remove the word “no” from your vocabulary. If you cannot do
customer service something, say it in a different way.
team:
2. Do not try to maximize short-term profit at the expense of establishing

long-term relationships.
3. Provide solutions for your clients’ challenges.
4. The end goal is to exceed client expectations. Help your clients

achieve their goals. Share the responsibility for the ad as well as for
the rise in their revenues.
5. Explain why an ad might work better another way. Give rationale for
why Money Pages does something in a particular way.
6. Train all of your account executives to fully understand the key

concept of customer service.
May 2017 H4

S E C T I O N H
Communicate your customer service expectations and goals to your employees, and
make sure they understand the importance of quality customer service and satisfaction to
the business.
 Phone Procedures
Every person who calls the office is a potential client and/or a potential consumer who
could be reading our magazine. Be sure to answer every call promptly and professionally
with a consistent greeting. If you will not be answering all calls, train your employees
appropriately. “Thank you for calling Money Pages. How may I help you?”
Soon after magazines have been delivered (around the 15th or 1st of the month), calls may
come in from business owners interested in placing an ad in our magazine. These are
called “Call Ins.” Essentially, the potential client is looking to speak to an account
executive and discuss placing an ad. The employee answering the phone should note the
essential contact information from the prospect and email you or the appropriate account
executive. You may have a rotation set up or you may reward successful account
executives with more leads.
Your office may also field calls from consumers wondering when the magazine will be
delivered and/or if they can pick up the magazine at a particular location. We offer to mail
a magazine. Your office should gather important contact information, such as name,
address, etc. If the caller wants to be added to our mailing list, add it to your own internal
spreadsheet and contact us to add the name to your franchise mailing list. If your office
receives a call from a consumer asking to be removed from our mailing list, be sure to
pass that information along to us, as well. We ask callers to complete a form letter
addressed to the Direct Mail Association to request that their name is removed from
mailing lists.
May 2017 H5

S E C T I O N H
Billing Procedures
Once you receive a completed contract, it should be emailed to
[email protected], which will allow it to be invoiced and payments processed on
it. Corporate will also handle sending out the monthly statements for that contract. If a
contract includes any special instructions, those instructions should be included in the
description of the invoice. The amount billed for the ad should match the description of the
ad in terms of price, size, etc. Whether a contract is for one month or multiple months, we
bill the contracts monthly. Each month of the long-term contract has an invoice built for it.
For example, if a client signs a contract for 6 months, $300 per month, we will bill the client
on the first of the month for $300, and that happens each month for six months. There is
no specific date set for submitting contracts, as these can be emailed at any time during
the month, as needed.
We bill clients once per month in advance of the issue in which they have an ad. All of our
invoices are dated on the 15th of the month prior to the issue with the ad. We send
invoices out on the 15th for all clients whose agreements have been submitted for the next
month’s magazine and these are due upon receipt. However, there will also be clients
whose agreements are submitted after the 15th and we send out invoices daily to allow for
contracts signed later in the month.
You are responsible for all collection issues related to past due client accounts for your
business. All payments received from clients should be made payable by check to Money
Pages. You may accept payments and deposit them into your account or clients may
send payment into our office for processing.
Our policy is that all ads must be paid for prior to running in the magazine. You will be
posting payments into QuickBooks for deposits made by you. You or your employee
responsible for posting payments from clients must continually communicate with account
executives for clients who have an outstanding balance. This communication should
come in the form of weekly reports, and account executives should always be aware of
clients whose ads may be pulled at the last minute if payment is not received. This
information can easily be accessed by reviewing the weekly Memorized Report List that is
emailed weekly by corporate. It includes information on lost business, total sales, total
aging, individual sales, individual aging, and deposit details. We recommend that you do
not run ads for clients who have not paid their invoices. You may, however, choose to
extend credit to clients with a credit application on file. We highly recommend you avoid
running ads for clients who have 2 or more outstanding invoices; however, pulling an ad
for non-payment is up to your discretion.
May 2017 H6

S E C T I O N H
If the end of the month is nearing and a client has an outstanding balance, the franchisee
or manager may need to get involved in communicating with the client. If an ad must be
pulled at the last minute, the franchisee will need to communicate that to us and we will
work with you to adjust the layout of the magazine and adjust the billing.
All Ad Agreements should contain payment terms so the client is fully aware of our
policies. The following appears in our Ad Agreement. We recommend gathering credit
card information or ACH information for every client. Note that our payment terms require
every client to have a credit card on file that can be run if an account is 30 days past due.
The credit card information will be contained on the Credit Application (see Figure E.4)
submitted for every new client.
Payment Terms
1. Payment Terms; Rates. INVOICES ARE DUE UPON RECEIPT and shall be paid at Money
Pages' corporate offices shown on the invoice. The Advertiser acknowledges receipt of and agrees to
the schedule of rates and all terms, conditions, and regulations of the most recent retail display
advertising rate card (the "Rate Card"). Money Pages may revise the schedule of rates and alter any of
the terms, conditions, and regulations of the Rate Card by giving the Advertiser thirty (30) days
written notice. After receiving notice of such change, if Advertiser does not give Money Pages written
notice of cancellation within 10 days following receipt of that notice, Advertiser agrees to be bound
by such changes. If Advertiser elects to terminate this Agreement because of rate revision, advertising
lineage run will be charged at rate actually earned at a non-discounted rate by annualizing lineage run
at the actual earned rate from effective date of Agreement to termination date. Advertiser agrees that
the billed rate of any ad, not paid within 10 days of final proof, will revert to the current open rate
regardless of any discount rate otherwise granted to Advertiser, in addition, and a service charge of
1.5% per month of the unpaid principal balance owed the Money Pages (but not in excess of the
lawful maximum) will be added to all accounts that are past due. The Money Pages reserves the right
to cancel further insertions of advertisements if payments are not received when due. The OWNER
hereby agrees to provide MONEY PAGES with and imprint of OWNERS' credit card that is
accepted by MONEY PAGES. In the event the OWNER is thirty (30) days in arrears on any
amounts due and unpaid, the OWNER hereby authorizes MONEY PAGES to secure payment
through the use of the OWNERS' credit card. In the event of any error in charging OWNERS' credit
card, MONEY PAGES has the right to charge OWNER'S credit card for the appropriate amount,
whether OWNER still keeps his ad in the Money Pages magazine or not. Additionally, MONEY
PAGES may at any time deduct from OWNER'S security deposit any past due amount due
hereunder. A service fee in the highest amount allowed by law will be charged on all dishonored
checks.
If a client’s ad must be pulled, you may be required to take further action and adjust the
contract with the Billing Department.
Cancellations and other changes that DO NOT INCREASE DOLLARS OWED, such as a
bonus or complimentary change in placement, should be emailed to
[email protected].
May 2017 H7

S E C T I O N H
Changes that DO INCREASE DOLLARS OWED OR MODIFY ONGOING TERMS OF

AGREEMENT, such as a new ad size, ad zone, new product or extended term, will
require a new sales agreement.
 Accepting Payment
All payments will be made to Money Pages. If a client submits payment in your office, you
may choose to forward that to us for processing. You may also choose to deposit that
payment into your account and manually enter that payment into QuickBooks. We will
remit payments received by us back to you twice per week.
Keep a close eye on payments to make sure that all clients whose ads are in the
magazine are fully paid. Run an Accounts Receivable Report from QuickBooks to note
sales and compare to what has been collected.
 Collections
As the franchisor, we will bill all of your clients for their monthly invoices. We are not
responsible for clients who have an outstanding balance. We recommend that you run an
Aging Report from QuickBooks regularly to manage collections and maintain tight control.
We suggest running an updated Aging Report on a weekly basis to update account
executives on payments and allow them to track their own billing.
If there comes a time when a client has an outstanding balance for a while or is not paying
on an invoice that has been sent repeatedly, you may have to go forward with collections.
The first effort in collections should always be in-house. These methods are much less
costly. Try to make calls regularly, and document every call and message or conversation.
Ask the account executive for assistance with collecting the amount due if the relationship
between the client and account executive is strong. If an account is severely in default,
send letters to the individual that get increasingly stronger (see samples on page H-10). In
the most severe cases, you may need to employ the services of a collection agency. This
is an expensive option and should only be used when necessary.
 Banking
Franchisees are required to use the Money Pages approved banking relationship (Bank of
America) for remote check deposits and credit card transactions which are processed and
posted by Corporate. Money Pages corporate receives the lowest Interchange rates
May 2017 H8

S E C T I O N H
commercially available for credit cards, and payments are deposited directly to the
franchisees’ Bank of America accounts. Franchisees may use any bank of their choosing
for any deposits or withdrawals they are locally making including any escrow, check
writing, ACH, or payroll.
May 2017 H9

S E C T I O N H
Sample Collections Letters
May 2017 H10

S E C T I O N H
Inventory Management
The success of your Money Pages business will depend, in part, on your ability to service
clients at an optimal level. This means you must consistently manage your inventory
levels of important documents, such as One Pages, Ad Agreements and business cards.
These are ordered from us.
You will also need to maintain an inventory of office supplies. Office supplies can be
ordered online from any office supplies warehouse or retailer. Look for a generous return
policy and the ability to order online with a credit card on file.
 Ordering Procedures
We recommend that you order necessary items on an as-needed basis but that you hold
enough inventory on hand to stay ahead of demand. Prior to placing an order, you must
determine the quantity to order by comparing the quantity on hand to the established
minimum order quantities. Once you have determined your inventory needs, you are
ready to place your inventory orders through moneypagespromo.com (refer to Section
B pages 14-17).
 Using Approved Suppliers

In general, most of the items you need to run your business will come from either us
(moneypagespromo.com) or your chosen office supply vendor, whether local or online.
You may purchase products and supplies from reputable, dependable sources other than
those approved by us, provided you obtain our prior written consent. This consent will be
given as long as the products or supplies conform to our standards and specifications for
appearance, quality, and uniformity. Please note that all items containing the Money
Pages logo must be ordered directly through us.
May 2017 H11

S E C T I O N H
 Receiving Procedures
We recommend the following guidelines for receiving orders from suppliers:
Receiving 1. Accept only one delivery at a time.

guidelines:
2. First check the invoice to make sure all copies are the same.
3. Check the vendor’s invoice against your purchase order to make sure
the order is complete.
4. Count all items delivered and compare the count to what was ordered.
5. Check the quality of the items being delivered and make sure there is
no damage.
6. If there are any discrepancies between actual counts and the bill of
lading, adjust the invoice to reflect what was actually received.
7. Write the date of delivery on the invoice.
8. Sign the invoice after you have checked to make sure everything has
been delivered and meets our standards of quality. If you are not
satisfied, don’t sign the invoice.
9. If any items are being returned, have the vendor issue a credit memo.
10. After the vendor has left, see to it that the inventory is properly put
away.
May 2017 H12

S E C T I O N H
Safety and Security Procedures

It is often assumed that a business can be protected during closed hours with an alarm
system. Yet while an alarm system is an essential and recommended component of a
security plan, it must be supplemented by taking safety and security measures at all
times, even when the business is operating.
Reasons for  To ensure that protection systems such as lighting, locks, and alarms
precautions: are functional;
 To reduce the temptation of internal theft;
 To reduce the risk of harm to the employees and clients entering the
premises when occupied by intruders; and
 To reduce the risk of damage to the facility because of careless safety

practices.
As a business owner, you must take steps to protect your assets while at the same time
ensuring the safety of your employees and clients.
 Accident Reporting and Investigation

Whenever an accident occurs at your office that results in injury, an Accident Report must
be filed promptly and accurately (see Figure H.1). This enables the injured party(ies) to
obtain due benefit without unnecessary delay.
All accidents must be thoroughly investigated. A thorough investigation includes the

objective evaluation of all facts, opinions, statements, and related information pertaining to
the accident. The investigation should be conducted as a fact-finding effortnot as a
fault-finding one.
May 2017 H13

S E C T I O N H
Figure H.1 – Accident Report
May 2017 H14

S E C T I O N H
An accident investigation should result in action designed to prevent a similar accident

from occurring in the future. Such action cannot be taken, however, unless the cause of
the accident is known. It is important, therefore, to determine the cause of every accident.
Investigation 1. Investigate the accident, noting all relevant information, including the
procedure: name of the injured person and the time and place of the accident.
2. If an employee or client is injured, complete a General Liability Accident

Report (available from your insurance agent). In either case, you are
responsible for providing all information requested on the report. For
this reason, it is critical that complete and accurate information be
recorded at the time of the incident.
3. Obtain instructions for filing the necessary report from your insurance
carrier and/or agent.
4. Also notify us of the incident.
 Workers’ Compensation Issues

As a business owner, you are required to provide workers’ compensation insurance for
your employees. Workers’ compensation insures eligible employees for designated
financial losses caused by job-related injuries and illnesses.
It is important that your employees understand the need to report on-the-job accidents
and injuries promptly, completely, and accurately. Failure to report an accident or injury
immediately and accurately may delay processing of a compensation claim and payment
of benefits due. Obviously, such a delay could cause employees unnecessary financial
hardships.
All workers’ compensation claims must be filed promptly and accurately to ensure
employees receive benefits due without unnecessary delay. Contact your insurance agent
or the appropriate state agency regarding proper reporting procedure.
 Fire Safety
Knowing what to do in the event of a fire at your location will help you protect yourself,
your employees, and clients from harm and possibly minimize damage.
There are several precautions you can take to help prevent fires:
May 2017 H15

S E C T I O N H
Fire prevention  Don’t overload outlets or use temporary wiring.

practices:
 Don’t allow smoking or, at the very least, only allow it in designated
areas.
 Keep combustible materials and supplies in safe containers and in safe

areas.
There are also several precautions you can take to eliminate unnecessary problems
during a fire:
Fire safety  Make sure exit signs are present and in good working condition (if
guidelines: applicable).
 Keep all walkways and exits clear of obstructions so individuals can exit
the building quickly in the event of a fire.
 Check fire extinguishers regularly. Visually check the gauge to make

sure the fire extinguisher is charged. Also look for signs of damage or
corrosion that might prohibit the extinguisher from operating properly.
In the event of fire, proceed as follows:
Procedure in the 1. Call 911 or the fire department. Remain on the phone until you are told
event of fire: to hang up.
1. Shut down any gas lines.
2. Evacuate the building, including the restrooms. Make sure everyone is

out of the building.
3. When everyone is out, close the door and instruct employees to make
sure no one goes back into the building.
4. Evaluate the situation. If the fire is not out of control and can be put out
with a fire extinguisher, do so.
5. If it becomes too hot or smoke is filling the building, get out. Remain
nearby to assist the fire department by providing any information
needed.
6. Once the fire is out, report the incident to us and your insurance
company.
May 2017 H16

S E C T I O N H
7. Check local ordinances to see what inspections may be required prior

to re-opening.
 Robbery
Although the likelihood of robbery at your location is low as we don’t accept cash, knowing
what to do in the event of a robbery will help you protect yourself, your employees, and
clients from harm. To prepare yourself in the event a robbery does occur, familiarize
yourself with the following guidelines:
Procedure in the  Cooperate with the robber. Do exactly as you’re told. If you don’t
event of robbery: understand what you are being told to do, ask. If the robber asks for
cash, don’t argue. Also, don’t move too quickly or reach suddenly for
anything. Always keep your hands in plain view.
 Keep it short and smooth. The longer a robbery takes, the more
nervous the robber will likely become. The average robbery takes less
than 2 minutes.
 Don’t resist. Never fight, use weapons, or chase a robber.
 Be observant. Don’t stare, but try to remember what the robber looks
like: age, gender, build, eye coloring, hair coloring, clothing, etc. Use a
line, shelf, or other fixture to try to estimate the robber’s height (only if
you can safely do so). Also, if the robber gets into a vehicle to leave, try
to get the license plates or a description of the vehicle without putting
yourself in danger.
 Call the police after the robber has left. Keep emergency numbers by
the phone. Stay on the phone until the police tell you to hang up. Then
immediately write down the robber’s physical characteristics while they
are still fresh in your mind.
 Protect the scene of the crime. Close the office until the police arrive.
Don’t touch anything.
 Notify us of the incident.
May 2017 H17

S E C T I O N H
 Burglary
If you arrive at your office in the morning and detect it was burglarized overnight, proceed
as follows:
Procedure in the 1. Don’t enter the office.

event of burglary:
2. Contact the police immediately.
3. Don’t touch anything until the police arrive and have examined the
premises.
4. Notify us of the incident.
May 2017 H18

I
Section
F R A N C H I S E
Marketing & Advertising
No matter how great your business concept is, a well-conceived and cohesive marketing
strategy is necessary for the success of the business. We will do our part to make the
Money Pages name the first one that comes to mind for anyone needing advertising and
marketing assistance.
Your job as a franchisee is to promote and advertise Money Pages in your area. Good
advertising efforts will ensure a steady stream of business.
This section of the manual contains guidelines for developing and implementing an
advertising program that will help you effectively promote Money Pages in your area. This,
coupled with our years of experience, will help you achieve maximum name recognition
and acceptance in your area while at the same time strengthening the entire Money Pages
network.
S E C T I O N I
F R A N C H I S E O P E R A T I O N S M A N U A L M A R K E T I N G & A D V E R T I S I N G
Table of Contents
USE OF A MARKETING PLAN ......................................................... 1
 Developing Your Marketing Plan........................ 5
REQUIRED ADVERTISING EXPENDITURES.................................... 6
 Local Advertising Requirement ......................... 6
 Advertising Fund ................................................ 7
 Initial Launch Advertising .................................. 7
PROMOTING MONEY PAGES IN YOUR AREA................................. 8
 Money Pages Website ........................................ 9
 Use of Social Media ........................................... 9
 Local Radio & Television ................................. 10
 Contests ........................................................... 11
 Trade Shows and Event Sponsorships ............ 11
 Billboards ......................................................... 12
INITIAL LAUNCH .......................................................................... 14
USING REFERRALS TO BUILD BUSINESS.................................... 15
GUIDELINES FOR USING MONEY PAGES MARKS ....................... 16
PRESS RELEASES......................................................................... 17
COMMUNITY INVOLVEMENT ....................................................... 19

S E C T I O N I
Use of a Marketing Plan

It is important that all Money Pages franchisees fully consider how to use their local
marketing dollars and establish a marketing plan. The goal of marketing is to drive
transactions and enhance the Money Pages brand position within the local area by:
 Developing the local market

 Recognizing and reporting market conditions and competitive
challenges
 Acting as a front-line defense against the competition
 Advertising in local area
 Creating community ties
Marketing is a constant, ongoing effort to create new clients, introduce the Money Pages
concepts to additional consumers, and to have them recommend Money Pages to others.
Marketing is a system, and it should be a well planned out system. Every system must
have a plan and the plan must then be executed.
Your marketing plan will include:
 Your goals in terms of number of clients to engage and have

relationships with
 How to reach these goals – who will do it, what they need and how
much it will cost
 How and what to check to make sure that you are on the way to reach
your goals
 What to do if things go wrong
Marketing takes place at several levels including corporate level, regional, and local
marketing. A marketing plan includes advertising, sales promotion, budget, public
relations and employee training, among other things.
May 2017 I 1
S E C T I O N I
Components of the Marketing Plan:
1. Analysis of your target area – (see Figure I.1 – Marketing Plan

Worksheet).
a. Customer base (by segment and geographical zones)
b. Competition
2. Goals – (see Figure I.1 – Marketing Plan Worksheet).
a. Number of new clients
b. Percentage of client retention
3. Actions/Execution – (see Figure I.1 – Marketing Plan Worksheet).
a. Activities/Schedule
b. Tools needed to perform activities
c. Who is responsible for performing these activities?
4. Create Budget Plan – (see Figure I.2 – Marketing Plan Budget).
a. Activities/schedule
b. Investment needed to perform activities
5. Measure and analyze results – (see Figure I.3 – Advertising Expense

Analysis Worksheet).
a. Benchmarks – or goals
b. Tools used to measure results—track your marketing efforts in

order to create the most effective marketing mix
c. Comparison of actual results to goals set
6. Adjust activities, actions, people, and tools based on the analysis of the
results – (see Figure I.3 – Advertising Expense Analysis
Worksheet).
May 2017 I 2
S E C T I O N I
Figure I.1 – Marketing Plan Worksheet
**Please note that the Marketing Plan Worksheet is due to corporate on January 31 and
June 30 each year.
May 2017 I 3
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Figure I.2 – Marketing Plan Budget
Figure I.3 – Advertising Expense Analysis Worksheet
May 2017 I 4
S E C T I O N I
 Developing Your Marketing Plan

Steps to develop a marketing plan:
 Determine what your financial goals will be for the next weeks, months,
and years.
 Analyze the customer base and competition in your territory.
 Define your objectives (what are you trying to accomplish – how many
new clients you have to create every month, etc.).
 After the objectives are set, then you must determine what activities will
be needed in order to accomplish the objectives.
 The results of the activities you undertake must be constantly measured

so that you can determine how you are performing in relation to your
sales goals.
 Adjustments must be made to ensure that your marketing activities are

continually working toward meeting and exceeding your sales goals.
May 2017 I 5
S E C T I O N I
Required Advertising Expenditures

As a Money Pages franchisee, you are required to participate in advertising at the local
and national levels. We have developed an advertising program that is designed to
achieve the maximum name recognition and consumer acceptance for the entire Money
Pages network.
 Local Advertising Requirement

Requirements for minimum levels of local advertising effort by each franchisee will ensure
that each franchisee promotes the Money Pages concept in his or her own area. You will
be required to spend $250 per month or $1,500 per 6-month period on local advertising.
Advertising dollars can be spent on any of the media discussed in this section. However,
we must first approve all local advertising, promotion, and public relations materials prior
to their use.
Within 15 days of the end of each 6-month

period, you must submit an Advertising
Activity Report (see Figure I.4) to us, which
accurately reflects your local advertising
expenditures for the preceding period.
Figure I.4 – Advertising Activity Report
May 2017 I 6
S E C T I O N I
 Advertising Fund
Your contributions will be pooled with the contributions of all franchisees for the
development of both advertising strategies and professionally produced advertising
materials for print, Internet, and broadcast media. These materials will include those to be
used by us on behalf of the franchisees or those that will be appropriate for use by the
franchisees in their local markets.
 Initial Launch Advertising

To generate sufficient consumer awareness and interest in your Money Pages franchise,
you must carry out an initial launch promotion in accordance with our standards (see
“Conducting an Initial Launch”). You must spend a minimum of $3,000 on local
advertising, marketing, and promotion during the first 60 days after opening. You are
required to submit to us for prior written approval a marketing plan and samples of all
advertising and promotional material not previously approved by us.
May 2017 I 7
S E C T I O N I
Promoting Money Pages in Your Area

How you will reach your clients is a decision to be considered carefully. You have many
options available for advertising and marketing. Spend your advertising dollars wisely on
the methods that bring in the most clients. Different types of advertising will reach different
target markets and affect selected target groups to differing degrees. This is what makes
selecting the most effective media for your area challenging.
As you consider various strategies, keep in mind that you should always track the
effectiveness of each. Ask clients how they heard of you. Certainly the efforts of account
executives as they call on clients make a tremendous difference. But ideally, clients are
seeing the Money Pages name and brand in your local area and it is becoming more
familiar to them.
In addition, keep in mind that you are marketing to two groups—consumers and business
owners. You need to market to business owners to fill the pages of your magazine. At the
same time, you need to market the value of your magazine to consumers to build
readership and coupon redemption. Both groups are vital to your success as a Money
Pages franchisee.
It is also important to consider the timing of marketing. Time your marketing to consumers
to coincide with magazine drop times. Highlight the quality of offers in the magazine and
even mention a few of the best offers or deals. Be sure consumers know the magazine
has a shelf life of a month as coupons are valid until the next issue of Money Pages is
published.
The various advertising strategies you might consider are:
Media tools:  Money Pages website
 Social Media
 Radio & Television
 Contests
 Trade Shows & Community Event Sponsorships
 Billboards
Consider the following information on each tool when looking to develop your advertising
program. Keep in mind that there is no way you can do it all, so stick to media and
May 2017 I 8
S E C T I O N I
strategies that drive readership most effectively and speak to business owners most
strongly.
 Money Pages Website

The Money Pages website will be maintained by us and is partially paid for with your
Marketing Fund contributions. We maintain an easy to use website that is filled with
information about Money Pages and our individual offices. We also invest in search
engine optimization to drive more traffic to the Money Pages website, and ultimately, to
the individual franchises. The more we can target locally owned businesses and
consumers with our search engine optimization efforts, the more successful all of us may
be.
Keep in mind that we will highlight the initial launch of all new offices on the website. Be
sure to contact us as you get closer to opening to make sure we have all the accurate
information and timing of your initial launch.
 Use of Social Media

Social media has become an integral part of modern society. Your clients have been
using social media for a long time, so it makes perfect sense for your franchise to have a
social media presence, as well.
As the franchisor, we maintain control of all social media connected to Money Pages as
this is a reflection of our brand. We will build your social media pages, schedule content,
and monitor follower interactions. If you have a special request or want us to promote a
local contest, contact our Social Media Specialist at [email protected].
Although we retain control of your franchise social media, we do encourage you to share
posts from those pages on your personal social channels, as well. This will help increase
your visibility and build a stronger local following.
We include the following social channels when building your online presence, but may
include others, such as Pinterest or Tumblr, upon request.
 Facebook
 Twitter
 Google+
FACEBOOK has a substantial following that can provide you with opportunities to connect
with clients and consumers, both current and future, through fan pages, news feeds,
May 2017 I 9
S E C T I O N I
groups, and promoted ads. It is an excellent way to build client relationships by

recognizing new clients, announcing partnerships and sharing news.
TWITTER is very different from most other social media platforms. When you share news
and information on this site, your tweet (140 characters) has a very limited life span (18
minutes). It is generally used by most businesses to effectively communicate with
followers and handle customer service issues in real time. For this reason, it is important
to understand that Twitter is a social tool, not a classifieds site.
GOOGLE+ may not be as popular as many of the other social media channels, but it
should not be overlooked. Linking your Google+ page to your business will not only help
people find you, but also increase your search engine ranking.
In addition to your franchise social media pages, we encourage you to follow our Money
Pages LinkedIn page. LinkedIn will be the primary social media platform for posting job
openings and sharing corporate news. Encourage your employees to develop a LinkedIn
profile and link to the Money Pages page, as well.
Money Pages LinkedIn: https://www.linkedin.com/company/money-pages.
 Local Radio & Television

Should you wish to consider local radio or television advertising, think about the
demographics of the listening audience. These mediums can be an effective element of
your overall plan, but you will need to consider the stations you work with carefully. With
much media experience, we can assist with your station choices as well as the production
process.
There are other things you must also consider:
Other radio  How many times will the spot air and over what length of time?
considerations:
 What time of day will the spot air? More people typically listen to the
radio during the morning and evening commute. Television
commercials may be more successful during early mornings or later in
the evenings.
 What will the cost be? The cost may be higher for prime air times.
 Can you target a specific week, particularly the weeks right around the
time the magazine is in the mailboxes of consumers?
May 2017 I 10

S E C T I O N I
We have Money Pages jingles that are available for your use. These professionally
produced spots are built for sharing with our franchisees and can be customized with your
contact information. We have much experience working with radio and television stations;
work with us if you choose to use these forms of advertising. We will do our best to help
support your negotiation of rates.
You can also work with stations to get endorsements from their radio personalities. There
is an opportunity for a local personality to do a read in the middle of a spot or liner
promotion with the DJs mentioning their favorite coupon. Develop a relationship with the
local stations and consider trading ads for ads.
 Contests
We strive to include a contest on every issue cover, working with our clients to design the
right contest that appeals to consumers, as well as hold meaning in the local community.
We sell our cover at a premium price and help our clients see the added benefit of
contributing to a contest that is advertised on the cover and strategically tied to the client
who is advertising on the cover. The cover gives the client high visibility and the contest
helps drive traffic to our website, where consumers register for the contest. We will also
share all emails we receive from the contest entries with the client to help build his/her
database. Some of the contests we have run in the past include free dance lessons, paint
makeover for a charitable organization, dream wedding, and more. Consider linking the
contest to the season of the year, creating a Romance Package for February and a ‘Clean
Up for Spring’ contest for April. We take pride in designing fun, exciting contests and add
a buzz to the cover and help all clients see the value of Money Pages. You can use the
Money Pages Production Order system to have a contest added to your local page.
You might also consider running smaller contests to generate interest and drive traffic to
the website. We have asked consumers to email us a picture of them using their favorite
coupon and we will send them a gift certificate. The gift certificates are gathered from
clients who advertise with us and, often, the consumer will spend more than the value of
the gift certificate, thus helping to bring business to the client. This helps our client and
helps build our database of consumers who are reading our magazines and seeing the
value of our offerings.
 Trade Shows and Community Event Sponsorships

Consider purchasing a booth at a trade show or sponsoring a community event for some
of your top categories, such as restaurants and home improvement companies. Some of
the trade shows, such as a home and patio show, can bring in consumers and small
business owners. Engage your account executives to walk the show and network with
May 2017 I 11

S E C T I O N I
small business owners in their own booths. At your Money Pages booth, generate
consumer interest with some sort of giveaway that is unique, fun, and has a long shelf life.
In the past, we have used lip balms, lotions, drink holders, and other items that consumers
will keep because they have some use and value to them. Have a box for business
owners to drop in their cards for a chance to win a ½ page ad. After the show, hand out
the business cards to account executives as prospects.
The value in having a presence at a trade show is in the engagement with consumers and
small business owners. Make sure the employees you have at the show are ones who will
engage and draw in consumers and small business owners.
Make sure you are prepared for any shows or fests by having all the necessary materials:
 Table
 Tent
 Chairs
 Electricity—varies with event
 Registration pads
 Registration boxes
 Pens
 Promotional items
Sponsorship of community events can be an effective tool for strengthening the Money
Pages brand in your area and generating good will. Consider sponsoring community
events that attract a broad audience and benefit a charity or the larger community.
 Billboards
If you are located in a high-traffic area and wish to call more attention to your magazine
and build awareness among consumers and potential clients, you might consider billboard
advertising (see samples below). This form of advertising is most effective at keeping
Money Pages at “top of mind” and for building brand awareness or letting consumers
know when to expect the magazine.
When considering traditional billboard advertising, make sure people can see at a glance
the information you are displaying, such as the Money Pages logo, phone number, etc.
May 2017 I 12

S E C T I O N I
Keep it simple and make it easy to remember at a glance – because that’s as long as
people will have to get the message.
If you are located in an urban area with an established public transportation system,
consider placing ads on bus stops, buses, or trains. Not only will you obtain the benefit of
a large ad, but you will also benefit from the fact that these ads move around, bringing
your message to consumers.
Sample – Billboard Advertisement
May 2017 I 13

S E C T I O N I
Initial Launch
New businesses that open in a community or area are usually greeted with interest and
excitement by the population; you need to capitalize on this. Look at your initial launch as
an effective way to introduce your concept to the people in the area and to make the
Money Pages name visible in the community. This can greatly influence the initial
acceptance of your business, so proper preparation is crucial.
Initial launch advertising should be designed to attract We must approve all

attention to your Money Pages franchise. As such, you advertising and promotion
are required to spend a minimum of $3,000 on initial you decide to use in
launch marketing and promotions in your area within the connection with your initial
first 60 days after commencing operations. launch.
Consider the following ideas as a way to introduce the Money Pages concept in your
area:
 Hold a grand opening event and invite local businesses to a Lunch and
Learn event. Share your goals for the Money Pages business and your
excitement about the prospect of helping small businesses grow.
Leverage off your experience as a small business owner and help the
local business owners see your shared goal of success.
 Introduce account executives and discuss their ideas for business

offers and what makes a good quality offer in the magazine.
 Discuss the couponing process and the opportunity to track calls that
come in from the coupons. Give an overview of the issue timeframe
and its lifespan of a month.
 Work with us to have a representative from the corporate office there to

welcome the business community and generate excitement in the new
office.
 Give some sort of takeaways to attendees, such as coffee mugs, pens,

pads of paper, etc.
Whatever activities you choose to do, make them exciting and worth your investment.
May 2017 I 14

S E C T I O N I
Using Referrals to Build Business

Word-of-mouth advertising may be another effective method of promoting your Money
Pages franchise. Satisfied clients who have seen their business grow and received great
service are the best advertisers for your magazine. Networking and being involved in the
community are essential as you seek to build a locally based business.
Be proactive in your efforts to seek referrals when you first open for business. And
always be on the lookout for opportunities to obtain referrals, whether they be from
current clients, business acquaintances, vendors, or other people you come into contact
with throughout the course of a day. It doesn’t hurt to ask: “Do you know anybody who
would benefit from our service?”
Networking and referrals can be your most effective tools for procuring business, so take
advantage of any opportunities and be proactive with your efforts.
May 2017 I 15

S E C T I O N I
Guidelines for Using Money Pages Marks

Money Pages trade names and trademarks (“Marks”) distinguish Money Pages franchises
and service offerings from those of other businesses. The Marks are, therefore, very
valuable because they help the public recognize the Money Pages name.
To preserve and enhance the value of the Money Pages Marks, all franchisees must
adhere to the following guidelines:
Guidelines for use:  Identify yourself as an independent business owner in the manner
prescribed by us, and use the Marks as the sole identifying mark of the
franchised business.
 Use only the proprietary Marks designated by us, only in the manner
authorized and permitted by us.
 Prominently display the Marks in connection with signs, posters,

displays, advertising, invoices, order forms, receipts, contracts, and
other printed materials in the manner prescribed by us.
 Use the proprietary Marks only for the operation of the franchise or in
approved advertising for the business conducted at or from your
established location.
 Promptly discontinue any use of the Marks we determine to be

improper.
 Notify us immediately in writing if you see any other business using the
Money Pages Marks or similar words or symbols.
 Comply with all other legal requirements regarding the Marks as spelled
out in the franchise agreement.
We will produce all items containing the Money Pages logo.
May 2017 I 16

S E C T I O N I
Press Releases
Work with us to gather media contacts in your area. We have much experience working
with different media contacts, and our experience and familiarity with the process may be
an aid as you reach out to media contacts in your area.
The opening of a new business is usually considered news in local areas, so be sure to
send a press release to notify the media of your opening. Try to create excitement while
still clearly stating the facts. Make sure the information you include is accurate and well
written, because a press release is often published “as is.” In addition, our goal is for all
franchisees to send press releases at least once per quarter, highlighting events,
contests, charitable activities or anything that seems newsworthy.
We may have sample press releases to offer, so consult us for assistance when the
opportunity for sending in a press release arises. Keep in mind that press releases are
free; all it takes is a willingness to brag about the great things that are going on at your
business.
Public relations tips:  Press releases should be written in an informative, non-commercial

way. They should read like a news story, with the most important
information first. (Oftentimes, the first paragraph is all an editor will
read.)
 Always type press materials, and include a contact person and phone
number for further information.
 Always try to send your information to a specific person with the press
(not just to the “editor”). If you don’t know who to send something to,
just call and ask who the most appropriate person would be. Familiarize
yourself with specific writers and reporters in your local media.
 Send a brief cover letter of introduction with your press materials.

Describe your story suggestion, and be sure to thank the editor for his/
her consideration.
May 2017 I 17

S E C T I O N I
 Always have photographs on hand, including headshots of you and

candid shots of you at your office. Photos should be black and white or
color slides. (Color photographs are not used for reproduction.) Review
local newspapers to see what type of photos are run. Be creative in
your work; you might also look at photos in magazines to get ideas.
 Caption photos with all necessary information. Identify any people in

photos (usually left to right) and be sure to include a contact name and
phone number. Sometimes photos and press releases get separated,
so this will avoid the chance of any mix-ups.
 Always follow up with a telephone call to the people you have sent
information to. Remind them of your press material, and reiterate why
you think yours is a newsworthy story. (Remember that sometimes
editors are on deadline, so you might want to ask at the beginning of
the conversation whether it is a good time for them to talk.)
 If you don’t have success the first time, don’t despair. Find out why
there was no interest in your story suggestion and see what you can do
to increase your chances. If nothing else, you have at least introduced
your concept to a newsmaker.
Also, don’t rule out the possibility of a little PR from local radio stations. Announcements
informing listeners of local special events, community happenings, or special promotions
are often part of a local radio broadcast.
May 2017 I 18

S E C T I O N I
Community Involvement
Maintaining a positive image in your area is an effective means of promoting business.
We have found that being active in the community is not only interesting, but it is also a
great way to grow your business by making people aware of Money Pages and the
services you offer.
To get involved, consider sponsoring local groups or networking events. This is a great
way to get the Money Pages name out in your community while at the same time giving
back to the community. Here are some ideas:
Ways to be  Get involved in a local charity—pick one main charity or diversify your
involved: efforts. Get your staff involved in the effort, as well. Establish a good
relationship with them. Not only does this foster good will, it helps build
your brand with sponsorship opportunities.
 Sponsor golf holes or donate signs for walks or runs. Offer to promote a
charitable event in the magazine.
 As you consider which charity or activity to get involved in, consider

who will be there and what are their interests. Try to make your
involvement meaningful, both for the charity’s interest and your own.
Communities offer many opportunities to promote your business through public relations.
Actively look for such opportunities and take advantage of as many as possible.
May 2017 I 19

2017 Franchise Operations Manual

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Money Pages Franchise Operations Manual

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

SECTION B: PRE-OPENING PROCEDURES

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

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

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

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

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

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

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

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

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

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

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

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

SECTION C: OWNERSHIP CONSIDERATIONS

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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