History of Paljunction® and its
applications for the Franchise World
The idea started as 2 distinct initiatives
where conducted in parallel. Philippe Schram had achieved
the dream of a lifetime: owning his company.
The first endeavor led Philippe Schram and
his business partner Rama Nagaraju to buy a website named
Paljunction®. At the time of the purchase, the tool was very
attractive and innovative as it provided communities of
interest with safe, integrated, web-enabled capabilities to
communicate over the Internet. The tool, that already
accounted more than 150,000 members, was rapidly adopted by
the local Boys Scouts to store and share their calendar of
activities, post pictures of events, chat in real time.
Access to the network was given only to selected individuals
who, in turn, could decide who else to invite to join the
party. User-friendliness, safety and scalability were key
criteria for broad adoption.
The second endeavor Philippe Schram launched
with a couple of business partners was to acquire a network
of franchise restaurants: Buffalo Wings & Rings®. Their
objective is to turn around and grow a once successful
network of franchises. Based on their combined 50-year plus
experience of working for a nice blend of global
corporations and small businesses, Philippe Schram and his
partners rapidly came to the conclusion that the franchise
world was desperately lacking a communication tool,
necessary to support daily operations and reporting
activities. If you want to know more about the detailed
applications of Paljunction® for franchisees and
franchisors,
click here . Philippe Schram decided to
immediately leverage Paljunction® and accelerated the
development of a comprehensive and robust document
management function. For more information about Buffalo
Wings & Rings®, please go to
www.buffalowingsandrings.com
This article has been written by
Isabelle Schram, casual writer to
www.Paljunction.com . This article is the property of
Isabelle Schram and
www.paljunction.com which has been offering
communication capabilities since 2003. This article may be
reproduced only if this chapter is part of the reproduction.
