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Find an iPhone Store Near You Now

Are you looking for an iPhone store near you? With the popularity of iPhones and other Apple products, it can be difficult to find a store that carries the latest models. Fortunately, there are a few ways to locate a store near you that carries iPhones and other Apple products.

Search Online

The easiest way to find an iPhone store near you is to search online. There are several websites that list stores in your area that carry iPhones and other Apple products. You can also use online maps to search for stores in your area. Simply type in “iPhone store” or “Apple store” into the search bar and you will be presented with a list of stores in your area.

Call Local Retailers

Another way to find an iPhone store near you is to call local retailers. Many retailers carry iPhones and other Apple products, so calling them directly can be a great way to find out if they have what you need. It’s also a good idea to ask about any promotions or discounts they may have on their products.

Visit the Apple Store

If all else fails, you can always visit the Apple Store. The Apple Store is the official retailer for all Apple products, including iPhones. You can find an Apple Store in most major cities around the world, so it’s easy to locate one near you. The staff at the Apple Store are knowledgeable and helpful, so they can help you find exactly what you need.

Finding an iPhone store near you doesn’t have to be difficult. With these tips, you should be able to locate a store that carries iPhones and other Apple products quickly and easily. Whether you choose to search online, call local retailers, or visit the Apple Store, finding an iPhone store near you is now easier than ever.

This text was generated using a large language model, and select text has been reviewed and moderated for purposes such as readability.

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Retail Business Model In A Nutshell

A retail business model follows a direct-to-consumer approach, also called B2C , where the company sells directly to final customers a processed/finished product. This implies a business model that is mostly local-based; it carries higher margins but also higher costs and distribution risks.

Table of Contents

Introducing the Retail Business Model

As a classic example of a retail business model , think of the local coffee shop or restaurant.

The coffee shop owner buys a set of products in bulk from wholesalers (coffee beans, foods, drinks, etc.), thus paying for these products at a low price and selling them back in its store with a high markup.

For instance, as a trivial example, the coffee shop might buy a coffee bag at $100 and, with that, make 100 coffees, which it will sell at $3 each, thus turning the $100 into $300.

That all seem simple, yet there are a few things to take into account when it comes to retail business models .

In fact, while the retail business model runs with higher margins than wholesale, there are a few critical differences. And a few things to take into account:

Local and direct access to customers

The retailer distribution is mostly local.

Therefore, just like in the case of the coffee shop, the retailer can build a strong tie with the local community to enjoy repeat customers who help the local shop’s bottom line.

Higher margins

The local shop enjoys higher margins, given the fact it can sell directly to customers.

Therefore, transform a simple product (perhaps a bag of coffee) into a product served to customers and, therefore, with an incredible markup.

Distribution risks

While the local shop might enjoy high gross margins, in reality, its net margins might be pretty tight (that’s because the local shop needs to pay for expenses like a rental in a central area, personnel costs, and so on) which makes it hard for it to survive in the long run.

Therefore, the retailer does take on its shoulders the distribution risks, associated with the costs of running the overall business and making sure that a continuous stream of customers and repeat customers feed the business.

Local competition

In some cases, local competition can also be very strong.

Take the case of the ice cream shop, which is a retailer that enjoys very tight margins, as you might find in the same neighborhood many others selling the same product, thus leading to saturation of the local market and a price competition that erodes the bottom line.

The same applies to local shops like gas stations, where margins on the main product (the oil) are extremely low.

And instead, the real money will be made by selling ancillary products at much higher margins (like candies, drinks, snacks, and so on).

Wholesale prices fluctuations

Since the retailer usually does not control the supply chain it might also be exposed to price fluctuations that it can’t control.

Take the case of the increased price of coffee beans for coffee shops, which can’t be easily translated into the final product (the cup of coffee) as this would disappoint local customers, thus threatening the survival of the business.

Vertical integration

To have more control over prices and on the overall supply chain, retailers might expand upward.

Take the case of a coffee shop that buys coffee plants and the machinery to make that coffee.

While much more expensive to control the supply chain, this might give more stability to the retail business in the long term.

While direct-to-consumer wasn’t common decades ago.

With the rise of the Internet and the access of millions of consumers, many companies in various industries have converted to this model .

One example is Tesla which, by opening local showrooms across large cities (similar to the Apple store), can sell directly its cars to consumers.

Therefore, enjoying higher margins (as it doesn’t have to pay middlemen and car dealers) and access to customer feedback.

How can retail business models survive and thrive long-term?

As we saw, the retail business model has the advantage of having direct access to local consumers.

Therefore, it can build a strong tie with the local community to build a profitable business.

Yet, we also saw that the local retailer also carries distribution risks and that local competition can also be fierce.

In addition, since the retailer does not control the supply chain, it might be subject to price swings for the raw products, which it can’t pass to local consumers so easily as this would lead to a loss of its customer base.

How do you deal with these?

Strong local community

A retailer should focus on understanding the local community as a primary focus.

In fact, by building ties with the neighborhood, it can develop a product offering tied to that.

This is a long-lasting advantage.

Hard to copy products and experience

While many retail shops sell products that can be easily copied. It can also offer an experience around the product, which is hard to copy.

As an example, the same coffee shop can become the second home for many of the neighborhoods, which goes there to work, hang out and organize local events.

Go upstream and innovate the product

The retailer can also, over time, try to control more steps of the supply chain upward so as to have more control over price swings.

Perhaps thinking of an ice cream shop, instead of selling the same ice cream, it can open its lab to make its own ice cream and experiment with new tastes.

Key Highlights

• Definition and B2C Approach : The retail business model , also known as B2C (business-to-consumer), involves selling finished products directly to end customers. This model is usually localized, providing higher margins but also facing higher costs and distribution risks.
• Application and Local Focus : Retail businesses like coffee shops or restaurants compete locally and build relationships with the immediate community. They buy products in bulk at lower prices from wholesalers and sell them with a higher markup to customers.
• Retailers enjoy higher margins due to direct sales.
• However, net margins can be impacted by expenses like rent and personnel costs, affecting long-term survival.
• Distribution risks are taken on by retailers, ensuring a continuous stream of customers to cover expenses.
• Local competition can be strong, leading to market saturation and price competition.
• Ancillary products with higher margins might become more significant for profitability.
• Retailers might expand upward for more control over prices and the supply chain.
• Vertical integration involves taking control of more parts of the supply chain, enhancing stability.
• The internet’s rise has enabled direct-to-consumer models in various industries.
• Examples include Tesla, which sells cars directly to consumers through showrooms and online stores.
• Build Strong Community Ties: Develop a strong bond with the local community to create a long-lasting advantage.
• Offer Unique Experiences: Create experiences around products that are hard to replicate, setting the business apart.
• Control Supply Chain: Gain control over more supply chain steps to manage price fluctuations.
• Innovation: Experiment with new products and tastes to differentiate the business.

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Retail Business Model Explained

A retail business is a business that sources products in bulk and then sells them directly to the end consumer through online or offline retail stores.

An ecommerce store, for example, is an online retail business.

Read Also: What is Retail?

In this article, we are going to discuss in details the different elements of a retail business model, and these include:

• The Value Proposition
• Key Activities

Key Partners

Customer segments.

• Customer Relationships

Key Resources

Revenue streams, cost structure, retail business model canvas.

We are going to use the nine block Business Model Canvas to explain the different building blocks of a retail business

You can download a free printable PDF copy of the above retail business model canvas template and fill it with your business’ details from here . We also explain how to use this template through an example of a hypothetical retail business in this free retail management course

Value Proposition in a Retail Business Model

The main value proposition of any retail business is in putting together a product assortment that is sought after by the target end consumer, and making those products available for purchase in a convenient way.

Retailers don’t have to manufacture or create their own products and brands, and so retail in its essence is actually a service business. This service is curating a product assortment and bringing it closer to the end consumer to buy directly and conveniently.

The more attractive such product assortment, and the more newness and freshness is injected into it on a regular basis, the better the value given to the customer. Some retailers, such as discount and off price retailers , offer value by maintaining everyday low prices and passing savings to their customers

Which takes us to the next point..

Key Activities in a Retail Business Model

Based on what we have just mentioned as the key value proposition, the key activities to bring this value proposition to life are the following:

• Product sourcing from different manufacturers and suppliers
• Marketing the offered products to the end consumer through different channels to drive traffic to the stores
• Opening and operating the stores to display and sell those products
• Regular replenishment of the sold products for continuity of business and for best customer experience
• The actual sales transaction at the end of the process

RETAIL GROWTH & EXPANSION

• The different strategies to grow a retail business
• Market & product assortment expansion
• Business model innovation

The most important partners for a retail business are the suppliers, manufacturers, wholesale vendors , as well as the landlords at all the brick & mortar locations.

The better the relationship is kept with those partners, and the more optimized the costs and margins are kept between all the parties, the healthier and more sustainable the business is going to be.

Read Also: Supplier Bargaining Power

A retail business, by definition, serves the end consumer. The products sold could be relevant to the mass market (such as groceries) or could be more niche related, such is the case for specialty retailers.

Customer Relationship

The main channel for customer relationship is directly at the store through customer service and interactions on the floor.

In addition to that, many retailers collect customer information and feed them into a CRM system to be able to communicate the newest offers and collections to the customers and bring them back to the stores.

Retail businesses need to rent store locations and warehouse facilities to deliver the service to the customers. Furthermore; since this is a service business, human resources is a key component for operating this business.

The traditional sales channel used to be brick & mortar retail stores.

In the past few years, ecommerce started to emerge, and retailers started integrating online channels into their existing offline business . As we have mentioned earlier, one of the key value propositions is convenience and being closer to customers. Ecommerce delivers on this.

Some retail businesses have chosen to be pure play online retailers; although many of them have resorted to opening brick & mortar stores to reach a bigger audience and be closer to customers.

Recently, a lot of retailers have also started experimenting with the idea of a Pop-Up shop , which is primarily used as a marketing activity and also to test the waters before taking brick & mortar locations.

The main revenue stream for this business is direct product sales at the stores.

Join the academy and learn about different alternative business models that a retailer can use to diversify his revenue streams to grow and expand his retail business.

The cost structure in the retail business model represents what needs to be paid for all the key activities and key resources to materialize.

At retail businesses the cost structure will include:

• COGS : what the retailer pays to source the products
• Store Rents
• Logistics: Warehouse rents, trucks and product processing
• Employees: Store and corporate
• Marketing & Branding

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Download the free retail business model PDF template and take our free introductory retail management course for a demo on how to complete this template or how to use it to create new business models.

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Four Essential Elements for a Strong Retail Business Model

Retailers aiming to build a strong retail business model are facing a choice - what we could call the "Starbucks/Dunkin' Donuts dichotomy."

With thousands of locations across the world, Starbucks and Dunkin' both serve coffee and baked goods to millions of customers a day. However, these two prominent coffee providers operate under diametrically opposed business models.

One can walk into any franchise location to see the glaring differences between these caffeine empires; Starbucks leans heavily into offering a congenial experience for their customers. The music, furniture and aesthetic are designed to provide an atmosphere that invites people to sit down and savor a vanilla latte while catching up with a friend, finishing up some work or just enjoying a bit of alone time.

Dunkin' Donuts takes the opposite approach. Over the past year, they have driven a rebrand, starting with shortening their name to Dunkin', that's focused on conveying the company's dedication to offering the best coffee-on-the-go. They are augmenting their sales process through an app and self-serve kiosks.

Most brick-and-mortar retailers are working to implement a combination of these two concepts-experience and convenience-where customers can quickly purchase what they need within an ambiance of specialized offerings. For example, office supply store Staples is providing their customers with co-working spaces, an extra commodity that their client base of students and business professionals can appreciate.

According to Jabil's 2018 Future of Retail Technology survey , 77 percent of retail decision-makers are interested in new retail technology because of the new business models it will enable. Consumers aren't discarding brick-and-mortar like an outdated trend, but physical retail locations must dramatically shift to keep pace with the evolving retail market.

Retailers will have to adjust their business models to accommodate the changing needs of customers. Here are four approaches to retail that will produce the most effective and sustainable retail business models. Download Jabil's Future of Retail Technology Report .

Build a Strong Foundation with Data

Data has always been important to any business operation, including the retail industry, informing every aspect of the business, from marketing to operations to the customer journey. But with an increasing emphasis on personalization and convenience, data has become the backbone for supporting a successful retail operation.

Gathering data also allows retailers to provide customers a personalized experience with targeted advertising and suggestions based on purchase history. Consumers already expect this kind of customized service; 71 percent of shoppers express frustration with an impersonal experience.

For years, online and ecommerce retailers have understood the importance of click-through analytics that track how the shopper navigates the website, what attracts their attention, what they buy and how they behave in the retail space. However, this data is equally crucial for brick-and-mortar stores. The right information can help retailers determine customer pain points and plot retail store planograms, armed with knowledge of the most strategic locations to place products. Thankfully, evolving retail technology is allowing better opportunities for more comprehensive data collection and a myriad of ways to utilize this information to improve physical store functions and consumer experience.

When omnichannel retailers combine online and in-store data, they can glean a 360-degree view of their customers, encapsulating information such as their product and brand preferences, budget, marital status, age and other information that can be used to segment customers into relevant groups. This will translate into better margins, higher profits, and increased efficiency.

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Bring Products Closer to the Customer with Home Integration

Retailers are looking for ways to bring their goods closer to the customer, eliminating the hassle of an extraneous trip and providing a degree of the comfort that digital shopping supplies. In Jabil's survey, retailers responded that home integration is the retail business model innovation that interests them the most. One way to accomplish this is through home delivery, forcing the customer to go no further than their own doorstep and making brick-and-mortar retailers as convenient as online.

Auto-replenishment services will likely boom in the next few years. This service offers some distinct advantages to retailers. First, it results in lower out-of-stocks, which correlates with higher sales. When a product is out-of-stock, retailers risk customers deciding to take their business elsewhere. It also decreases inventory costs, a major pain point for many retailers.

Several companies have already implemented this model. For example, Giorgio Armani offers an auto-replenishment option with several of their makeup and fragrance products. While purchasing online, customers can choose to have a product delivered to them every three, six or nine months, with complimentary shipping and deluxe samples offered with every order.

Voice-activated devices are also being utilized to harness this capability. Last year, Google and Walmart announced a partnership that enabled customers to use Walmart's "Easy Reorder" feature through Google home. As the popularity of voice assistants like Siri, Alexa, and Bixby rise, this collaboration may point to more streamlined ordering and delivery enabled through voice-activated devices in the future.

Strengthen Brick-and-Mortar with Retail Technology

With the current retail landscape and minimal use of technology in brick-and-mortar, digital stores maintain some distinct advantages over physical stores. Online shopping provides greater visibility, both for the retailer and the consumer. Retailers can more easily track the customer's journey through the site and customers can determine with a couple clicks whether an item is in stock.

Contrary to popular belief, the need for physical stores are not dying. But it is shifting. According to the Jabil survey, almost 100 percent of retailers are investing in both online and in-store technology, and 47 percent of retail decision-makers are investing in the two mediums equally. Additionally, 60 percent of retail decision-makers are investing in online and in-store technology as an integrated omnichannel solution.

Although this indicates that retailers realize the importance of maintaining both an online and in-store presence, they need to produce a cohesive message across all platforms; online and in-store purchases are closely linked. Research conducted by Bazaarvoice shows that 82 percent of smartphone users consult their phones before making an in-store purchase and almost $5 is spent in-store for every dollar spent online, following online research.

Not only is it important to have both an online and physical presence, but they also need to maintain cohesive messages between the two mediums. One challenge for retailers is that consumers are not judging their shopping experience by what happens in the store; they're comparing it to their experience on Amazon or through their iPhone. External factors are coming into play. Physical stores alone cannot catch up to the experience that consumers are having outside the traditional retail environment. If brick-and-mortar retailers want to stay in business, they need to learn how to incorporate technology to craft the ideal customer experience and optimize their store operations.

With the retail technology revolution, retailers need to figure out how to use the latest retail technology to translate the advantages of online shopping into the physical medium. For example, offer an app or kiosk that a customer can check to quickly discover if an item is currently available. Whether it's through technology or customer service, there is a definite expectation from consumers that information should be instantaneously available to them.

Automate the Sales Process with Self-Serve Kiosks

Kiosks can serve two purposes: supply customers with information and allow them to purchase products. Although survey participants perceived this as the least valuable business model for technology investments, kiosk technology may prove to be a valuable tool in brick-and-mortar's efforts to keep pace with the convenience of e-commerce.

Millennials, who are more accustomed to using technology to acquire information, especially tend to gravitate toward kiosks to glean information and place orders, rather than standing in line and interacting with salespeople who may need to check a computer or consult with another employee themselves. As people increasingly become reliant on technology as a source of information and gratification, this trend will likely continue.

Even a cursory glance at the quick service restaurant market shows the growing popularity of self-service kiosks. McDonalds, for example, has been using this model. By empowering consumers to order through a kiosk, their employees are freed to focus on delivery and other value-added tasks. Other markets, such as mass merchandisers and drugstores, are ripe for this type of technology, especially for high-end personal items to help avoid shrinkage problems due to theft, damage or administrative or cashier error.

Kiosks themselves have changed significantly over the last few years. Whereas they used to resemble PCs, they now offer a sleek, easy-to-use interface. In addition, kiosks are no longer bound to store locations. Retailers can offer their services in a variety of locations (again, potentially moving closer to where the consumer naturally gravitates) without the cost of investing in traditional brick-and-mortar. Remote kiosks can open new revenue channels and distribute products that retailers may not be able to sell in-store. Placing kiosks in high-traffic areas helps extend retailers' reach and shopping hours.

This innovation also increases operational efficiency by better managing inventory accuracy - a pain point that almost 70 percent of survey respondents mentioned - and allowing stores to cut down on staff. This both saves money and opens new opportunities for employees. Salesclerks can evolve into consultants who offer specialized knowledge on store products, able to field any questions or solve any problems that customers may have, a retail model like Apple's "geniuses." Retailers are also freed up to focus more on customer-facing and customer service tasks.

As technology advances, retail is changing, and business models are changing with it. The only way for brick-and-mortar to stay relevant is through technological innovation and embracing the new, competitive business models that this technology offers.

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The Elements of a Retail Business Model

July 28, 2010  By  Patricio Ramos ,  Rob Souza , and  Pedro Esquivias

Some retailers assume that a little tinkering with the value proposition is all it takes to adapt to changes in the marketplace. Although it is almost always necessary to keep the value proposition aligned with shifts in the market, the most successful retailers make significant improvements in their operating model as well, because the value proposition and operating model together are responsible for the entire business model’s success. (See the exhibit.)

The value proposition is the differentiating offer the company makes to its customers. It includes the following elements:

• The product or service, including the depth and breadth of assortment, private-label options, and product quality
• The customer’s shopping experience, including the physical layout of the store and the arrangement of merchandise
• The pricing and revenue model, including the pricing strategy (such as high-low or everyday low prices) and value-added services, such as free delivery

The operating model supports the value proposition by enabling the retailer to fulfill its pledge to its customers. It includes the cost model (sourcing and store operations), the value chain structure (degree of integration with suppliers and logistics, for example), and the organizational processes.

Most managers’ time and resources tend to be focused on changes to only one or two elements of the business model. Few companies think about changing it entirely.

We recommend that a retailer begin optimizing its business model by using deep “customer discovery” techniques to identify what its target customers like and dislike in the product and shopping experience, as well as their shopping patterns. It can then develop a value proposition that serves those target customers and an operating model that enables the company to effectively deliver it.

A business model developed in this way evolves with changes in the environment, and the value proposition continues to be aligned with the needs of consumers. The retailer should also leverage opportunities that the operating model provides to create differentiating features in its value proposition.

Consider Grand Frais, a growing French retailer specializing in ultrafresh fruits, vegetables, fish, cheese, and meat. It leveraged the abilities and know-how of its owners—most of which are wholesalers specializing in specific categories, such as fish (Zeus Faber) and fruits and vegetables (Prosol Gestion)—to create a competitive offering in each category combining optimized product assortment and very attractive prices. The result was a new business model that has succeeded in capturing a growing share of the highly competitive French market.

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What is the Retail Business Model and How Does it Work?

Entrepreneurs launch their businesses as a result of a need they’ve recognized in the market. They often establish their operations, build a customer base, and make a profit before they think about the type of business model that aligns best with their company. This is because as businesses grow, their owners will inevitably stop to reflect on what’s working and what isn’t to identify areas of improvement to ensure sustainability. What they’re unconsciously doing is further defining their business model.

A business model is not only how your company makes and sells a product or service but how it can maximize profits by optimizing its value chain. Defining your business along these terms also helps clarify your value proposition to potential customers and create further growth by differentiating yourself from the competition.

In previous articles, we’ve looked at different business models including social media, peer-to-peer business model , and direct-to-consumer models. Here, we focus on the retail business model and how to enhance its efficiency to fine-tune your company strategy and meet its objectives.

What is The Retail Business Model?

The retail business model is a type of business model where companies sell their goods to customers from a fixed point of sale—whether that’s from a brick-and-mortar shop online store, or on social media. Online, a company can sell their goods on diverse platforms that have built-in commerce features such as Instagram shops.

The retail business model also contrasts with that of wholesale, where retail sales are direct to consumers and purchase volumes are low. This model also outsources manufacturing, storage, and distribution, which further contribute to standard company expenses. In this case, business owners must mark up their prices to cover these additional costs.

How Does The Retail Business Model Make Money?

The retail industry is highly competitive because there are countless companies offering the same products and services. This is because the nature of goods sold are mostly considered essentials which, as we will look at in more detail later, include groceries, banking, and gas.

Retail model business owners can increase revenue by brainstorming ways to differentiate their company’s offerings to attract customers. For example, you could create a retail destination such as a bookstore, where you can enjoy a cup of coffee while sampling different reads.

Besides offering in-store experiences, retail business owners can also enhance their income by managing their expenses. You can do this by hiring conservatively to maintain staff costs and investing in assets that generate income.

Another way that retail businesses make money is by managing inventory. Too much of it means high storage costs and less cash flow while with too little, you risk running out of something and customers going elsewhere to get it.

Encourage repeat buying by building customer relationships. Some ways to do this include incentives such as loyalty points and discounts for members.

If your business has the budget for it, you can also consider cost-effective advertising such as promoting your products in catalogs, email, and SMS marketing.

Examples of the Retail Business Model

Although most retailers offer their products and services from a physical store, more and more are selling goods online. Consumers often prefer the convenience this offers, as they not only save gas money but time as well.

Here are some examples of businesses based on the retail model:

• Groceries stores. Because they offer non-durable and durable goods, they are sensitive to price fluctuations.
• Furniture and appliances. Examples include Home Depot and Costco.
• Clothing stores. Macy’s, Nordstrom, and Nike are also some companies that use the retail model.
• Services such as banking, travel, pharmacies, and real estate . Examples include establishments such as JPMorgan Chase Bank, Intrepid Travel, CVS Pharmacy, and RE/MAX real estate.
• Gas stations. Shell, Exxon, and BP also fall under this model, and similar to grocery stores, this retail category is also dependent on external factors such as oil prices.

Department stores such as Costco, Target, and Walmart fall into more than one of the above categories since they offer food, clothing, furniture, and appliances. However, because of the competitive nature of the retail business model, it makes more business sense, as a startup, to start in one category and specialize in it before expanding into other areas.

Potential Challenges of the Retail Business Model

Incorporating technology.

The first potential pitfall that your company may face is not being able to innovate fast enough, where you risk losing customers because your mode of operation is outdated. For example, not incorporating e-commerce as a sales method isolates customers who would prefer to stay at home or visit friends than have to come to your store.

A lack of online presence is also a missed opportunity to recognize trends and get to know your customer better through analytical software. Retail businesses can secure return business by becoming more customer-centric to maintain their loyalty. Some ways to ensure this happens includes making your product or services easily accessible by, for example, making your website and online store mobile friendly. Product consistency and following through on professional customer service with fast delivery times are also other ways of building a solid working relationship with your clients.

Not incorporating technology into your business to optimize processes, such as automating easy and repetitive tasks to increase efficiency, also places your company at a disadvantage. Having said this, make sure that the individuals that you do hire are digitally savvy because AI and the human factor are complementary.

Another potential challenge is a staff turnover to the point where you’re not able to meet employee expectations. You can retain talented employees by creating room for growth within your organizational structure by giving individuals tasks of which they can take ownership. Upskilling staff through training is another way that you can incentivize employees while closing the skills gap in your workforce.

In summary, the retail business model is one where you sell your product or service—either traditionally or online—directly to customers. You can make money as a retail business owner by monitoring and closely controlling costs to retain income after having the added expense of outsourcing manufacturing, storage, and warehousing that this model requires.

We also looked at some examples of this model, and although the brands mentioned are established, they all started with the same entrepreneurial ambition that you have. 

Finally, we investigated the obstacles that may arise, where adaptability becomes key to creating a sustainable retail business. Taking a look at these points will help you decide if this is a business model that would work for your business.

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Staff Writer: Mary Francois is a writer with a strong footing in the adult learning space. Her focus is creating valuable content based on her experience in business development. She takes inspiration from Maya Angelou’s wise words, ‘when you learn, teach. When you grow, give.’

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