Canadian Franchise May/July 2022

issue 4#4

w w w.canadianfranchisemagazine.com

COVER STORY

Kumon

Franchise Owners Take Control of Their Future While Making a Difference in the Lives of Children

Succession planning in a franchise system how much money can I make

A common question asked by prospective franchisees

franchising news

announcments from the industry

canadian Franchise MAGAZINE 1

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system in an operational position to attract successful franchisees.

We are members of the IFA and other respected organisations.

The transition process can be

daunting, but we know the trusted

business and legal players who can take you through the first minefield.

Constant changes within the codes of conduct can create a massive challenge to franchise systems

wanting to move outside of their established markets.

With direct experience of the North American, UK and Australian/ New Zealand Franchise markets we have been in the business

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For an initial discussion, please contact

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ISSU E 4#4

w w w. c a n a

VOLUME 4, ISSUE 4

On the cover: kumon president: Colin Bradbury. colin@cgbpublishing.com

dianfranc

zine.com

COVER STOR Y

KUMON

FRANCHISE OWNERS TAK CONTROL E WHILE MAKINOF THEIR FUTURE GA IN THE LIVE DIFFERENCE S OF CHILDR EN

SUCCESSIO N PLANNING A FRANCHIN ISE SYSTEM HOW MUC H MONEY CAN I

MAKE A COMMON QUE

BY PROSPECTIV STION ASKED E FRANCHISEE S

FRANCHISING

ANNOUNCME NTS FROM THE

NEWS

INDUSTRY

CANADIAN FRANCH

Publisher: Vikki Bradbury. vikki@cgbpublishing.com

hisemaga

ISE MAGAZINE

1

Welcome to our latest issue of

Canadian Franchise Magazine.

In this issue we have compiled news, Franchisor and Franchisee stories plus our ever useful Expert Advice articles to help you in your journey to entrepreneurship.

editorial department: editor@cgbpublishing.com

Starting with our Cover Story on Kumon Franchise Owners who have Taken Control of Their Future While Making a Difference in the Lives of Children. Christina Mitchell is one of the franchisees we meet and she explains her journey to owning her own business.

advertising: vikki@cgbpublishing.com jasonb@cgbpublishing.com

From our experts we have Wayne Maillet who discusses HOW MUCH MONEY CAN I MAKE? A common question asked by prospective franchisees that are reviewing a franchise opportunity. Kenny Chan from the Canadian Franchise Association talks about how Interest in self-employment has increased as a result of the pandemic and according to the Canadian Franchise Association (CFA), 94% of Canadians say they’re looking to invest in a franchise within the next year.

Production: usaproduction@cgbpublishing.com DESIGN: Jejak Graphics. jejak@bigpond.com CGB PUBLISHING #107 - 1001 Cloverdale Avenue, Victoria, B.C V8X 4C9 CANADA www.canadianfranchisemagazine.com

Despite months of economic uncertainty, franchising has come out as a clear frontrunner for so many Canadians re-evaluating their next career move – and, for very valid reasons. Lori Karpman, CEO Lori Karpman and Company discusses Factoring: And How to Finance your Business without Debt or Dilution of Equity. We also meet Andrew Carter from BMO who advises us on the Steps for Succession Planning in a franchise system.

This issue also has some great Feature articles, such as Baskin Robbins, Laser Clinics, Sola Salons, and QDOBA to name a few.

Don’t forget to take a moment to shop around our A-Z Directory at the back of the magazine; and be sure to stay in touch and send us your comments.

News items can also be sent directly to myself for inclusion in the upcoming issues.

Proud member of the IFA:

Happy Reading

SUPPLIER FORUM International Franchise Association 1501 K Street, N.W., Suite 350 Washington, D.C. 20005 Phone: (202) 628-8000 Fax: (202) 628-0812 www.franchise.org

Vikki Bradbury | Publisher Canadian Franchise Magazine

The information and contents in this publication are believed by the publisher to be true, correct and accurate but no independent investigation has been undertaken. Accordingly the publisher does not represent or warrant that the information and contents are true, correct or accurate and recommends that each reader seek appropriate professional advice, guidance and direction before acting or relying on all information contained herein. Opinions expressed in the articles contained in this publication are not necessarily those of the publisher. The publication is sold subject to the terms and conditions that it shall not be copied in whole or part, resold, hired out, without the express permission of the publisher.

canadian Franchise MAGAZINE 3

Don’t miss an issue

Get the App COVER STORY: Kumon

Kumon is the top “education franchise in North America, with about 1,600 Kumon Centres in Canada and the U.S.

KUMON

”

FRANCHISE OWNERS TAKE CONTROL OF THEIR FUTURE WHILE MAKING A DIFFERENCE IN THE LIVES OF CHILDREN Mitchell says the extensive training that Kumon provides for its instructors helped her build a successful business. “I definitely knew how to deal with kids and parents, but I had zero business experience,” she says.

When teacher Christina Mitchell grew tired of classroom behaviour issues and having too many students in a class, she began looking for different career options. Her business owner father-in-law gave important advice: Choose something you know about.

“My husband heard about Kumon, and I happened to teach a very advanced firstgrader who used Kumon at home. I felt like those two things meant something, so we looked into it.” That was 13 years ago, and she is happy with her choice to become the owner-operator of Vimont Kumon Centre near Montreal.

Last summer, an Ipsos poll of 1,001 Canadian adults found that 67% of parents thought virtual learning during the pandemic would have a negative impact on their children’s future opportunities.

Increasingly, parents are turning to Kumon to not only ensure their kids catch up but 8 CANADIAN FRANCHISE MAGAZINE

Christina Mitchell

extensive training that Kumon provides “forThe its instructors helped her build a successful business. “I definitely knew how to deal with kids and parents, but I had zero business experience.

”

also to give them every advantage going forward. To meet the increased demand, Kumon has launched an aggressive growth strategy to open new centres around Canada.

Perfect Time to Launch a New Career The pandemic also has spurred The Great Resignation. As people leave behind their old careers in search of more fulfilling work and more control over their futures, they are discovering that Kumon offers the best of both worlds.

Kumon is the top education franchise in North America, with about 1,600 Kumon Centres in Canada and the U.S. Although Kumon has room to grow in many communities, the brand anticipates high growth opportunity this year in Ottawa, Montreal, Winnipeg, Toronto, Calgary and Edmonton.

A common trait among Kumon Franchisees is a desire to help students perform to their highest potential. “The best part has been the interactions with students and hearing how well they are doing from their parents,” says Mitchell.

Though she knew students who had used Kumon, she had not used the actual methodology until she went through Kumon’s comprehensive training. After completing training, she enrolled her own children in the program. “I’m glad I did.

They’re grown now, but they improved in school and continue to excel in university. I can see the benefits from both sides.”

She says it took about one year from the time she expressed interest in Kumon to opening her own centre.

The Kumon Method Kumon was founded in 1958 when Toru Kumon opened the first Kumon Math Centre in Osaka, Japan. Kumon was a math teacher who had created worksheets to help his own son, a second-grader, practice math basics. Those worksheets became the prototype of the Kumon Method.

Today, Kumon Centres offer education enrichment in both reading and math.

Students visit the centres once per week and practice at home for 30 minutes per day, per subject, on other days.

It’s a formula that has worked for more than 60 years – and it’s all based on the importance of mastering concepts using worksheets that were developed by a father out of love and concern for his son.

This year, Kumon North America launched

a new creative campaign that leans into that tradition of practice with the tagline, practice makes possibilities™.

What Sets Kumon Apart In addition to being a respected education program, Kumon is highly regarded in the franchise world. On Entrepreneur magazine’s prestigious Franchise 500®, Kumon has been the No. 1-ranked education franchise for 21 consecutive years, and it was ranked No. 6 overall for the last two years in a row.

Kumon attracts top franchise candidates because of honours like these and because: t 5IF ,VNPO 'SBODIJTF PQQPSUVOJUZ JT extremely affordable, with a franchise fee of only $2,000 and startup costs ranging from $59,884 to $153,878, depending on location. Kumon also offers generous incentives to cover some of the costs for a new Kumon Centre, such as new centre marketing, signage, furniture, carpet and more. t 5IF ,VNPO CVTJOFTT NPEFM QSPNPUFT steady enrollment, and therefore, steady revenue. Because Kumon offers enrichment programming rather than tutoring, student enrollment doesn’t fluctuate as much as it does in tutoring centres, where kids tend to drop out of programs after catching up to their grade level or passing a big test. t 'SBODIJTF PXOFST mOE PQFSBUJOH B Kumon Centre to be personally fulfilling, as they can see how their work makes a difference in the lives of children in their communities.

ISSUE 4#4

Stepping into the world of w w w. c a n a d i a n f r a n c h i s e m a g a z i n e . c o m entrepreneurship requires commitment and drive. A love for the product or service is helpful, and different franchise models COVER STORY suit different personalities.

KUMON

When asked about the benefits of working in the owner-instructor model of Kumon, FRANCHISE OWNERS TAKE Mitchell noted that it combines her love CONTROL OF THEIR FUTURE for teaching with the economic rewards of WHILE MAKING A DIFFERENCE being an entrepreneur. “I have the reward of IN THE LIVES OF CHILDREN seeing children’s educational growth, with less red tape and bureaucracy than as a teacher in the school system.”

SUCCESSION PLANNING IN A FRANCHISE SYSTEM

Kumon’s proven business model, affordable cost, extensive training and support programs have positioned it at the top of the education franchise world. Kumon is currently recruiting instructors who want to own and operate a profitable business and make a lasting, positive impact on children in their communities.

If that sounds like you, we invite you to learn more at www.kumonfranchise.com/ca-en/home

HOW MUCH MONEY CAN I MAKE

CANADIAN FRANCHISE MAGAZINE 9

A COMMON QUESTION ASKED

BY PROSPECTIVE FRANCHISEES

FRANCHISING NEWS

ANNOUNCMENTS FROM THE INDUSTRY

CANADIAN FRANCHISE MAGAZINE 1

4 canadian franchise magazine

www.canadianfranchisemagazine.com

contents

8

10

32 Cover Story

Expert Advice

Franchisee in Action

8

10 Wayne Maillet:

30 Franchisee Highlights:

Kumon: Franchise Owners Take Control of their Future, While making a difference in the Lives of Children

In evey issue 6 Franchising News Announcements from the Industry

38 A-Z Franchise & Services Directory

Have Your Say 20 P.Volve: Fitness Brand Sets Sights on opening Studios in all 10 Canadian Provinces

Franchisor in Depth 16 Big Frog Custom T-Shirts and More Makes a Splash in Edmonton 28 QDOBA: #1 Mexican Fast Casual Franchise QDOBA Sees Explosive Growth 32 Sola Salons: Accelerates Canada Expansion

12

How Much Money Can I Makes

14 David Banfield:

Paving the Way for the Future of Franchising

Entrepreneurism-alive and well ?

18 Edward (Ned) Levitt: Multi-Unit Franchising

22 Andrew Carter: Succession Planning in a Franchise System

26 Lori Karpman: Factoring: How to Finance Your Business Without Debt or Dilution of Equity

34 Kenny Chan: Do’s and Don’ts of Financing a Franchise

20

36 Danielle Windecker and

Kendall Ansell: 13 + Marketing Questions to Ask Before You Buy A Franchise

Focus 12 Laser Clinics: Laser Clinics Enters Canadian Market

24 Baskin Robbins: Rolls out New Look

22

28

24 canadian Franchise MAGAZINE 5

Givex Installs Technology into Milestones Restaurants Part of Givex platform rollout into 650 Foodtastic restaurants across 21 brands Givex Information Technology Group Ltd. (“Givex”) (TSX: GIVX) is very happy to announce the successful installation of its leading-edge restaurant technology platform in 40 Milestones restaurants Canada-wide.

With this latest round of installations, Givex has implemented its end-to-end technology solution in more than a third of Foodtastic’s 650 restaurants across 21 brands.

Today, 40 Milestones restaurants in B.C., Alberta, Ontario and New Brunswick use a full suite of Givex technology, including point-of-sale (POS), kitchen display, gift card and payment systems in addition to an online ordering app. Notably, the installations were completed in less than two months despite the challenges of the holiday season, winter weather and supply chain issues.

“We are happy that Foodtastic selected

Canadian food and beverage business,

Givex as its restaurant technology

with 650 restaurants across 21 brands,

platform,” said Mo Chaar, Givex chief

including Milestones, Second Cup and Pita

commercial officer. “The Givex platform,

Pit. It was Givex’s technology, efficiency,

including GivexPOS, gift cards, online

service and the ability to quickly generate

ordering and Pay@Table, provides

and provide relevant data that led

Foodtastic with full insight into their

Foodtastic to choose Givex as its restaurant

business so they can better serve their

technology partner when it decided to

franchisees and customers,” added Chaar.

replace its legacy POS system.

Foodtastic is a major player in the

Learn more at givex.com

Kitchen Tune-Up Arrives in Canada Kitchen Tune-Up, a national kitchen remodeling company known for its five service options to update kitchens & cabinetry has arrived in Canada. The brand is now serving Northwest and South Calgary, communities throughout Ontario and Alberta.

improvement goods and services space

Founded in 1988, Kitchen Tune-Up offers both residential and commercial solutions. Services include the company’s famous Tune-Up, a proprietary wood reconditioning process, as well as its signature 1 Day Tune-Up, cabinet painting, cabinet refacing, cabinet redooring, and new cabinets.

its work in as little time as one day. With more than 265 franchised territories nationwide, Kitchen Tune-Up offers personalized service and incredible results that are structured around customer service Trustpoints to ensure a hasslefree experience from start to finish. The brand helps create dream kitchens by listening and creating customers vision and exceeding expectations as home improvement is the brand’s passion.

While most kitchen remodeling services can take weeks, leaving kitchens inaccessible, Kitchen Tune-Up can finish

Kitchen Tune-Up is part of Home Franchise Concepts® (HFC). One of the world’s largest franchising systems in the home

For more information on

6 Franchising canadian franchise MAGAZINE magazine USA

and among the world’s largest franchise businesses. HFC is a subsidiary of JM Family Enterprises, Inc., a privately held company with $18 billion in revenue and more than 4,500 associates. JM Family has earned various awards for its culture, products and services, including 23 consecutive years on Fortune’s 100 Best Companies to Work For list.

Kitchen Tune-Up, visit www.franchise.kitchentuneup.com.

First Canadian Location for Big Frog Custom T-Shirts & More fundraiser’s fun run and day-long activities on June 26. Huge animal lovers, Shannon and Brian had so much fun hanging out with Buddy for his photo shoot, with lots of canine (and Big Frog/ human) smiles.

On June 28, Shannon and Brian will support the Rainbow Society of Alberta’s 7 in 7 Ultra Endurance Charity Run with t-shirts and other gear. Granting wishes to sick children ages three to 18 since 1986, Shannon and Brian’s support of the Rainbow Society fits their focus on children’s causes but also on health and fitness, other priorities front and center in their lives.

Barely eight months after opening, the first Canadian location of Big Frog Custom T-Shirts & More in Edmonton is bounding forward with a schedule brimming with community give back.

The summer will be especially busy as Big Frog Edmonton owners Shannon and Brian Marowitch keep business rolling at a fast clip while simultaneously supporting two local causes close to their hearts – animals and kids.

With a donation of 400 shirts for the Edmonton Humane Society’s Pets in the Park, Big Frog will make a splash at the 30th annual

Their Edmonton shop opened in August 2021 with a foundational, community give back mantra – they’ve supported Stollery Children’s Hospital fundraisers and currently have an initiative to help Ukraine humanitarian efforts, something near and dear to their hearts, since Shannon’s great grandparents immigrated to Canada from West Ukraine in 1900 and the family has a homestead in Vegreville, Alberta, a large Ukrainian community.

Email Shannon and Brian at southedmonton@bigfrog. com or learn more about their shop at BIGFROG.COM/ SOUTHEDMONTON. Find information about Big Frog Canada Corp. at BIGFROG.CA. Big Frog Edmonton is the first location in Canada. Big Frog has 77 total franchise units in the U.S.

Franchise Expert John DeHart Launches Franchise GrowthLab to Fuel Growth of Franchises Custom programs help franchisors tackle sales, operations and growth Over 400 franchise brands launch each year in North America but only a handful grow to more than 100 units. Most don’t make it past 25. With the largest franchise industry in the world, North America has plenty of franchise start-ups but it has a scale-up problem.

Franchise expert John DeHart was tired of seeing so many franchise brands launch and stall.

After selling his stake in one of Canada’s most successful franchise brands, Nurse Next Door, DeHart is drawing on 20 years of franchise experience to create a franchise “lab” to help steer emerging franchisors past common sticking points to accelerate their growth.

“The vast majority of franchises never grow past 10 locations. As the Past Chair of the

Canadian Franchise Association, I watched for years as new franchise systems would launch, but never take off,” says DeHart The stats in North American franchising are revealing. Two years after launching a franchise system, 65 percent of franchisors have 0 locations and 27 percent have only 1 to 10 locations.

Franchise GrowthLab is currently working with 25 companies to improve their systems and open more locations. “The team at Franchise GrowthLab is exactly what a fast-growth franchisor like me needs,” says John Evans, CEO of Everline Coatings. “They have already been where I need to go. I am building a North American-wide brand, and they help me prepare for what lies ahead.”

Visit us online at www.hartify.com canadian Franchise MAGAZINE 7

cover story: Kumon

Kumon

Franchise Owners Take Control of Their Future While Making a Difference in the Lives of Children

When teacher Christina Mitchell grew tired of classroom behaviour issues and having too many students in a class, she began looking for different career options. Her business owner father-in-law gave important advice: Choose something you know about.

“My husband heard about Kumon, and I happened to teach a very advanced firstgrader who used Kumon at home. I felt like those two things meant something, so we looked into it.” That was 13 years ago, and she is happy with her choice to become the owner-operator of Vimont Kumon Centre near Montreal.

Last summer, an Ipsos poll of 1,001 Canadian adults found that 67% of parents thought virtual learning during the pandemic would have a negative impact on their children’s future opportunities.

Increasingly, parents are turning to Kumon to not only ensure their kids catch up but 8 canadian franchise magazine

Christina Mitchell

“

The extensive training that Kumon provides for its instructors helped her build a successful business. “I definitely knew how to deal with kids and parents, but I had zero business experience.

”

also to give them every advantage going forward. To meet the increased demand, Kumon has launched an aggressive growth strategy to open new centres around Canada.

Perfect Time to Launch a New Career The pandemic also has spurred The Great Resignation. As people leave behind their old careers in search of more fulfilling work and more control over their futures, they are discovering that Kumon offers the best of both worlds.

Kumon is the top education franchise in North America, with about 1,600 Kumon Centres in Canada and the U.S. Although Kumon has room to grow in many communities, the brand anticipates high growth opportunity this year in Ottawa, Montreal, Winnipeg, Toronto, Calgary and Edmonton.

A common trait among Kumon Franchisees is a desire to help students perform to their highest potential. “The best part has been the interactions with students and hearing how well they are doing from their parents,” says Mitchell.

Kumon is the top education “ franchise in North America, with about 1,600 Kumon Centres in Canada and the U.S.

”

Mitchell says the extensive training that Kumon provides for its instructors helped her build a successful business. “I definitely knew how to deal with kids and parents, but I had zero business experience,” she says.

Though she knew students who had used Kumon, she had not used the actual methodology until she went through Kumon’s comprehensive training. After completing training, she enrolled her own children in the program. “I’m glad I did.

They’re grown now, but they improved in school and continue to excel in university. I can see the benefits from both sides.”

She says it took about one year from the time she expressed interest in Kumon to opening her own centre.

The Kumon Method Kumon was founded in 1958 when Toru Kumon opened the first Kumon Math Centre in Osaka, Japan. Kumon was a math teacher who had created worksheets to help his own son, a second-grader, practice math basics. Those worksheets became the prototype of the Kumon Method.

Today, Kumon Centres offer education enrichment in both reading and math.

Students visit the centres once per week and practice at home for 30 minutes per day, per subject, on other days.

It’s a formula that has worked for more than 60 years – and it’s all based on the importance of mastering concepts using worksheets that were developed by a father out of love and concern for his son.

This year, Kumon North America launched

a new creative campaign that leans into that tradition of practice with the tagline, practice makes possibilities™.

What Sets Kumon Apart In addition to being a respected education program, Kumon is highly regarded in the franchise world. On Entrepreneur magazine’s prestigious Franchise 500®, Kumon has been the No. 1-ranked education franchise for 21 consecutive years, and it was ranked No. 6 overall for the last two years in a row.

Kumon attracts top franchise candidates because of honours like these and because: • The Kumon Franchise opportunity is extremely affordable, with a franchise fee of only $2,000 and startup costs ranging from $59,884 to $153,878, depending on location. Kumon also offers generous incentives to cover some of the costs for a new Kumon Centre, such as new centre marketing, signage, furniture, carpet and more.

• The Kumon business model promotes steady enrollment, and therefore, steady revenue. Because Kumon offers enrichment programming rather than tutoring, student enrollment doesn’t fluctuate as much as it does in tutoring centres, where kids tend to drop out of programs after catching up to their grade level or passing a big test.

• Franchise owners find operating a Kumon Centre to be personally fulfilling, as they can see how their work makes a difference in the lives of children in their communities.

Stepping into the world of entrepreneurship requires commitment and drive. A love for the product or service is helpful, and different franchise models suit different personalities.

When asked about the benefits of working in the owner-instructor model of Kumon, Mitchell noted that it combines her love for teaching with the economic rewards of being an entrepreneur. “I have the reward of seeing children’s educational growth, with less red tape and bureaucracy than as a teacher in the school system.”

Kumon’s proven business model, affordable cost, extensive training and support programs have positioned it at the top of the education franchise world. Kumon is currently recruiting instructors who want to own and operate a profitable business and make a lasting, positive impact on children in their communities.

If that sounds like you, we invite you to learn more at www.kumonfranchise.com/ca-en/home canadian Franchise MAGAZINE 9

expert advice: Wayne Maillet | Founder And Franchise Management Consultant | Franchise Specialists

HOW MUCH

MONEY

CAN I MAKE? Wayne Maillet is a franchise management consultant and founder of the consulting company Franchise Specialists. Respected within franchise circles, he brings a realistic, practical understanding of business and franchising. This article is based on excerpts from his book, Franchising Demystified. The book can be ordered through most book retailers or directly from the publisher at www. franchisingdemystified.com

10 canadian franchise magazine

A common question asked by prospective franchisees that are reviewing a franchise opportunity is, “How much money can I make?”

In response, the franchise salesperson often avoids the question and assures you that you will have an opportunity to review the disclosure document and speak with franchisees. When you subsequently get the disclosure document you go to the earnings section and are faced with a statement that reads similar to the following: “The Franchisor does not give or authorize its agents to make any oral or written representations or estimates concerning the actual or potential sales, costs, income or profit of a franchise.”

Franchisors can make earning claims provided they can be verified and substantiated. Some franchisors today provide average gross sales figures of their franchisees and may have clear earning claims in their disclosure, but several do not offer these numbers.

Don’t be discouraged!

The solution is to do your homework…

The issue of reliable sales figures has been diluted with COVID and a confusing economy. High traffic downtown locations that were once successful have over the past two years experienced minimal sale volumes as employees work from home.

Some locations have introduced delivery.

Sales in locations have changed.

Several franchisors find that the variance in earnings recently so great that making any kind of a reliable claim is difficult. Some franchisees are more creative than others in posting expenses, making it difficult for the franchisor to compare statements.

Other factors influencing earnings include the franchisee’s management ability, government subsidies, operating efficiencies, competition, the local economy and other local factors. With new franchisors, there is simply not enough of a track record to go on.

How can you be expected to make a business decision and invest in any business

when you are not provided with potential returns? This issue comes further to the forefront when you go to the bank, and they ask you for a business plan with projections as part of approving your loan.

They are looking for evidence that the business will be able to pay off the loan.

Without this they are reluctant to lend you funds.

The solution is to do your own homework and do location specific projections based on the realities of the time and your market. Take the time to develop your own spreadsheets. Or if you are not detailed oriented, work with an accountant.

Put together a 36-month spreadsheet that captures all the income and expenses related to the business. Then start to fill in the blanks. You will be more informed and make a better decision than if you just blindly believed whatever the disclosure or franchisor representative tells you. The cash flow projections that you put together will become an invaluable management tool once the business is opened, allowing you to quickly see when you are on track and providing benchmarks that require seeking answers and making changes so that your profitability is achieved. Finally, you will have a better sense of your working capital needs during the startup phase of the business.

Expenses will vary from market to market.

Find out what the labor salaries being paid in your community are. What are the rents? Your local chamber of commerce or economic development department may be able to assist. An accountant can also provide valuable insight. Speak with franchisees and ask them for their input.

Show them your list of expenses and ask if they see any expenses that you may have forgotten. What are their monthly expenses? Were there any expenses that were a surprise to them after they opened?

What expense have they found to be the most difficult to manage?

Then there is the issue of sales. Asking a franchisee,” How much money do you make?” may not always provide you with the information you are looking for. To ask them this question directly may make them uncomfortable. Alternative questions that

There are some great “ opportunities today as we come out of COVID and things return to a new normal. But the economy could change again.

”

will often generate the answers you need are as follows: • What is your monthly inventory turnover?

What is your markup or margin? (retail) • What is your average check and customer count per day? (restaurant) • What are your average billable hours, and what is your average hourly rate? (service) • How long did it take to get your business to break-even and then profitability?

• What is the seasonality? Monthly sales high? Monthly sales low?

• How slow does it get during the offseason?

• How do you adjust your expenses during the slow months?

After you have prepared the cash flow projections, forward your numbers to a few of the franchisees and the franchisor to get their input. Franchisees can provide direct input. The franchisor will be careful not to state if they are right or wrong but can review and see if there are any errors or major expenses that are missing. They can direct you on where to continue your due diligence. They have a desire to ensure that you are coming into the franchise with realistic expectations.

Put together two cash flow projectionsa best case scenario and a worst-case scenario. Plan for the best but be prepared for the worst. This will allow you to sleep at night.

No matter how detailed your projections, there will be no guarantees. There are some great opportunities today as we come out of COVID and things return to a new normal. But the economy could change again. Review your projections regularly and be prepared to make changes and adapt as circumstances evolve. canadian Franchise MAGAZINE 11

focus: Laser Clinics

Laser Clinics enters Canadian market ushering in a new era in affordable advanced beauty services Canadians should have greater access to advanced beauty services and solutions. That is the premise behind the launch and expected growth of Laser Clinics in Canada.

The world’s leading advanced beauty clinics network, Laser Clinics was established in Australia in 2008 and, since then, has opened over 180 clinics globally. In February, the company announced the official launch of its Canadian business, the opening of its first clinic at Hillcrest Mall 12 canadian franchise magazine

in Richmond Hill and plans for Canadian expansion – which includes an expected 12 clinics before year end.

“We are excited to expand the world’s largest brand of advanced beauty and medical aesthetics services into Canada,” said George Jeffrey, Managing Director for Laser Clinics Canada. “We are convinced Canadians will appreciate having greater access to more affordable medical-grade, top quality aesthetics treatments that are tailored to their individual needs and desired results.”

Using medical-grade, industry-leading technology, Laser Clinics offers personalized skincare treatments, extensive high-quality cosmetic injectables, laser hair removal and a multitude of skin products that, collectively, deliver the results people desire.

Overseeing the advanced treatments, medical equipment, services and products offered at each clinic, is the company’s Medical Advisory Committee, which includes leading dermatologists and a medical director.

Laser Clinics is also home to two of the most esteemed skin care products on the market – Skinstitut and Dr Roebuck’s.

Skinstitut specializes in high-performance cosmeceutical skincare with clinically proven ingredients that are as effective as they are affordable. Dr Roebuck’s line brings clean, sustainable skincare products that deliver maximum results with minimal ingredients.

Since its February 4th launch in Canada,

offer growth opportunities and “valueOurforclinics an extensive network of partners – from entrepreneurs on the franchising side to all levels of the professionals in the advanced beauty space. - George Jeffrey

”

Photo credit: J.P. Moczulski

the company has hired 6 employees at the local clinic level and head office. One of the company’s newest members is Jenna Caira, former Canadian Olympic medallist, speaker and performance coach. She joined the Laser Clinics Canada team as Head of Franchise Recruitment. Her new pitch will be to rally entrepreneurs around the company’s vision – help Canadians look and feel their best selves. Caira brings to her new position decades of training in highperformance teams, leadership and success in diverse, high-stakes environments.

“I was drawn to Laser Clinics Canada’s mission of helping people look and feel their best selves,” said Caira. “I now know I wasn’t the only one to be inspired by that mission. It’s really the focal point of everything we do, and it excites us to get up in the morning and devote all of our energies toward this goal. Based on my experience in team sports, I know this bodes well for our future in Canada. And I’m happy to be a part of it.”

The success of Laser Clinic Canada’s first location, in Richmond Hill, has George Jeffrey more optimistic than ever.

looking to expand and so all are welcome

“Our clinics offer growth opportunities and value for an extensive network of partners – from entrepreneurs on the franchising side to all levels of the professionals in the advanced beauty space,” said Jeffrey. “We’re

cover. We’ll need lots of caring and qualified

to make a connection with us. Canada’s a big country, so we’ve got some ground to hands to realize our potential.”

Learn more at laserclinics.ca or follow @laserclinicscanada canadian Franchise MAGAZINE 13

expert advice: David Banfield

Entrepreneurism-alive and well?

Entrepreneur -vs - Franchisee Does an entrepreneurial start up businesses have a better success rate than an equivalent franchised business?

While there are no clearly defined statistics to provide a definitive answer all the typical indicators tend to point in favour of franchisee success over that of an entrepreneurial individual start-up.

Businesses fail for many reasons as would be expected however, there are 3 main areas where businesses consistently fail.

Those 3 failure areas can be summarised as, Money, People and Planning.

Start-up businesses fail at an alarming but consistent rate. Only about 80% of start-up each year will reach their first anniversary date. One in five new businesses is statistically heading to failure in their first year. Unfortunately, the curve does not flatten out after year one as statistics show an even greater failure rate in year two at 30% and of those remaining businesses 38% are destined for failure in year three of their lifespan.

Some industries will perform better than others but the underlying reasons for failure are inherent in all types of business therefore starting an enterprise

in a particular industry is no guarantee for success.

We cited Money as a one of the 3 reasons for early demise and this may indeed be the main reason for failure as so many ventures commence operations undercapitalised and with no clear plan as to how to deal with the inevitable event of cash resources running out. Entrepreneurs are probably, by nature incredibly optimistic people, if not they would probably never take the initial step of starting a business. However, optimism alone without a basic and sound financial plan is not a recipe for success.

While many companies start in an undercapitalised manner many at least have a contingency plan and course of action to take when the cash flow dries up. Without such a plan success is hard to achieve.

The second component of our top 3 reasons for failure is People. Having already said that entrepreneurs by their very nature are optimistic individuals many also see themselves a one-person organisation and they fail to realise from the outset that they cannot undertake every task in the business. It is therefore a critical start-up step to create a solid management team that can cover not only the start-up phase but hopefully the meteoric growth that all entrepreneurs anticipate.

One of the reasons often cited as to why a business owner did not create the allimportant management team is money.

This takes us right back to the need for adequate start-up capital. A mature management team is without doubt a costly element for a start-up business and so to offset that cost entrepreneurs can look at ways of using contract professionals to contribute on an as needed basis rather than being permanent pay-roll fixtures, a

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David Banfield has spent several decades engaged in the franchise industry, most recently as President of a multi-national brand.

Currently he is working with emerging brands, applying an extensive background in financial services/franchising to assist emerging organisations/franchisors achieve the gaols ahead of schedule. www.linkedin.com/in/davidbanfieldifg/

little creativity can often solve the ‘people’ issue.

The third reason in our list is that of planning. To some extent this is a catch-all for both money and people. No individual should even consider starting a business until they have created a business plan and marketing plan that clearly sets out the road map for their intended business. You cannot reach your business destination until you have defined the destination and mapped put a course of action to get you to that point.

That all important planning a process should start with a very basic understanding of your product or service and the intended marketplace. Lack of planning in this area incorporates another high failure facet that of going to market only to find that there is no market, or it is not exactly as you thought it would be. Often that realisation comes at a time when initial capital is low or even exhausted and leaves little room for a re-engineered approach to the market. Knowing the intended market and thoroughly researching it and then creating a well-crafted business plan is an area so often overlooked.

The 3 reasons for early failure can in fact be reduced to one-lack of planning. If a proper business plan is created, it will cover the projected cash flow needs for the start-up phase and will also contain a contingency for changes in the market as the business evolves. Few businesses experience a faster growth plan than forecast and so the contingency capital aspect is crucial.

Money, People and Planning are all constituents of a start up business and similarly they are all elements of a new franchise operation and as such the same level of risk and research would seem to be appropriate.

We stated at the outset that indicators showed that star-up franchise businesses may not suffer from the same high rate of attrition as stand-alone start-ups. The oftenquoted statistic from The U.S. Department of Commerce indicates that less than 5% of franchise outlets fail annually, a long way from the 20% level in non-franchise start-ups.

If the planning requirements are similar in both business models, then why would franchisees have a better success rate?

Simply put with a franchise an individual buys into an established business model.

The market research has been completed, the financial model together with provisions for contingencies has also been created and the template for day-to-day operations has been established.

The prospective franchisee has a wealth of expertise to draw from as they commence business-something that in an entrepreneurial start-up must often acquire as business develops.

If the success rate for franchisees is much greater than a regular stand-alone start-up, then why wouldn’t every entrepreneur look to a franchise format? Firstly, not every business is able to be franchised and secondly and perhaps more importantly not every entrepreneur would make a good franchisee. Entrepreneurs tend to build their business ‘on the fly’ and often expand in directions that were not in the original business plan. Such individuals therefore would probably find it difficult to work in a franchise environment where the ‘rules’ are already established.

Clearly Entrepreneurism is alive and well and the same goes for franchising, both have much to offer in terms of the opportunity to be your own boss. canadian Franchise MAGAZINE 15

franchisor in depth: Big Frog

Big Frog Custom T-Shirts & More Makes a Splash in Edmonton

no minimums and fast turnaround, usually within 24 hours, on DTG printing. It’s a business model with “daylight” hours and limited weekend hours. The brand has become a proven concept over its 14-years for several factors: multiple revenue streams, attracting both B2B and B2C clients; a small and affordable physical footprint; a low average investment yielding high volume; and an attractive lifestyle-friendly “daylight” hour business model. Big Frog is poised and has the backing to move across Canada quickly.

Significant Support

A ripple began in the franchise pond when Big Frog Custom T-Shirts & More made a splash last August with its first location in Canada in Edmonton.

brand realized a 19% increase in average

The ripple effects are already extending throughout the provinces and territories.

Inquiries are up and the established U.S.

printing, which is a clean and green apparel

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store sales 2021 over 2019. Executives expect more than a handful of new openings in Canada within the year.

Specializing in Direct-to-Garment (DTG) printing technology, Big Frog is a one-stopshop in custom apparel printing featuring

Already getting significant inquiries for expansion across the country, entrepreneurs who sign on with the Canadian master franchisor are assured easy access to CEO Tom Suggitt who has 20 deep years of franchising experience in Canada as well as robust support from a team of state side sales, operations, marketing, communications, and management experts including Tina Bacon-DeFrece, a PhD chemical engineer who co-founded the brand in 2008. She still is hands on as Big Frog franchise group president, her role credited as a significant reason for the uptick in 2021 sales numbers over 2019.

In addition to the master franchisor support, an extremely active group of nearly 80 franchisees lend ready support, advice, and an invaluable internal community across the 25 states below Canada. There is a

Not Jumping Around Solo Beyond being well-connected, the Big Frog system is known in the franchising world for ongoing and robust support – you might say franchisees are all jumping around in the same pond making a big splash together for the greatest impact of strength and success.

It’s a business model with “‘daylight’ hours and limited weekend hours. ” tangible family dynamic which was obvious at the brand’s recent springtime Frog-AThon conference where the 2021 successes were announced. More than 100 Big Frog store owners, staff and partner vendors attended the three-day event for learning new systems, robust information and best practices exchange, and networking. Big Frog successes were profiled front and center.

Community is King Beyond being franchisee family members, Big Frog’s commitment to each shop’s local community is pivotal to the brand’s business model. Not only does community support drive sales and help neighborhoods in concrete ways, the goodwill generated from acts of kindness on the local level reaps benefits that are often unheralded but significant. Customers who believe in and like the brand come back and they refer business. It’s that simple.

Examples of tangible community support include the new Canadian franchisees, Shannon and Brian Marowitch, helping the Edmonton Humane Society and Stollery Children’s Hospital; David Riddell, owner of Big Frog of Durham and Big Frog of Asheville, donating $10,000 to small business owners during the pandemic

through its “Love Local” t-shirt fundraising; and it was announced at the recent conference that a host of franchisees system-wide are helping with local fundraisers for Ukrainian humanitarian aid.

Community driven support is not only a top priority throughout the Big Frog system, you could say its king.

Eco-Priority Big Frog is also keen on protecting the environment. Green techniques include water-based inks for DTG printing as well as choosing more and more suppliers which focus on sustainable products. AlphaBroder is a strategic partner that offers search filters that franchisees can use to find sustainable products for every day basics.

Specific to Canada, Big Frog will soon be working with a manufacturer called REPREVE Fabrics which offers recycled apparel made form ocean-bound plastic bottles, via one of Big Frog’s Canadian suppliers, Sportira. For this particular relationship, there are no minimum orders necessary and therefore few convoluted contractual obligations, just an ecofriendly product that’s easily available.

Having a long-time working relationship with executives at Sportira is just another example of the deep connections and networking Big Frog’s strong C-suite management leverages for the benefit of individual owners.

There’s a fun and exciting week of training at Big Frog Headquarters in Dunedin, Fla. This is followed by a week of hands on training at a Big Frog Centre of Excellence where new franchisees work hands on in a store learning from outstanding franchise owners. The week of opening, Big Frog provides on-site training with an expert member of the franchise group.

Once open, Big Frog continues the robust support with ongoing training, webinars, and conferences offered both quarterly and annually. Big Frog even provides personal business coaching, which, in 2021, added up to an investment of more than 2,200 hours total of business system-wide.

Beyond those “formal” supports for owners and systems, the family of franchisees are individually connected and often help each other out.

Hopping to a Different Beat This type of support that defines the brand is really like a family of high quality people happily hopping around in the Big Frog pond.

The brand prides itself on being different and marching, er jumping, to a different beat. The proven concept has worked for 14 years and the 2021 success numbers are proof Big Frog is as relevant today as in 2008. The low cost to get on board - an average investment total of $200,000 – along with a variety of branding options, multiple revenue streams and a small physical footprint of 1,000 to 1,200 square feet of space, produces high volume. From a quality-of-life perspective, Big Frog offers daylight hours and limited weekend hours, attractive components of any business.

Learn more about Big Frog Canada Corp., which is located in Edmonton, Alberta, at BIGFROG.CA. Global headquarters are in Dunedin, Florida in the United States. canadian Franchise MAGAZINE 17

expert advice: Edward (Ned) Levitt | Partner | Dickinson Wright LLP Toronto, Canada

Multi-Unit Franchising

Multi-unit franchising has been around almost as long as franchising itself. Today, this type of franchise model is commonplace and may, in the future, eclipse the traditional “ma and pa” unit franchise approach to growing a franchise system.

of units can vary from a small handful to

A multi-unit franchise occurs where one franchisee owns and operates a number of units in a franchise system. The number

single franchisee the right to open several

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hundreds and some multi-unit franchisees are even public companies.

In the early years of the evolution of business format franchising as we know it today, the classic model was the sale of one unit to a single franchisee. It was rare for franchisees to own more than one unit and rarer still for a franchisor to grant to a franchised units, in a given territory, over a specified period of time.

The growing popularity of multi-unit franchising is partly attributable to the economies of scale for the franchisee, which allows the sharing of costs over a number of units including administration, labour, inventory, management and local advertising. For the franchisor, it is easier and more cost effective to manage a franchise system with fewer, more business savvy, better resourced franchisees, but with the same number or more units. Multi-unit franchising reduces the franchisor’s cost of marketing their franchises, assisting in

Edward (Ned) Levitt is a Certified Franchise Executive, a partner at Dickinson Wright LLP, Toronto, Canada, and provides legal services to Canadian and international clients on all aspects of Canadian franchise law. He is a member of the American Bar Association Forum on Franchising, the International Bar Association and the International Committee of the International Franchise Association. As a member of the Ontario Franchise Sector Working Team, Ned was instrumental in the creation of Ontario’s franchise legislation and has had significant input in the franchise legislative process throughout Canada.

Ned can be reached at 416.646.3842 or nlevitt@dickinsonwright.com

Another consideration is how many units should one “multi-unit franchisee be allowed to own. The easiest answer is to allow one multi-unit franchisee to own as many units as they can run profitably.

”

the establishment of each unit, managing necessary system changes and head office operational support. It often brings with it a better quality of product and/or service for the customer and a greater likelihood for profit for the franchisee, by spreading the business risk over a number of units and increasing the margin of profit for the successful units.

These benefits, and more, have been proven time and time again; even to the point that there are many examples of super successful multi-unit franchisees who have gone public or been the purchase target of private equity funds.

Implementation There are a number of ways for someone to become a multi-unit franchisee. The most direct way is for the franchisor and the prospective franchisee to intentionally negotiate a multi-unit franchise agreement providing for many things, including the number of units to be opened, the territory in which the units will be opened, and the timeframe in which they will be opened.

Additionally, such an agreement will set out how much the initial franchise fee will be for the development rights and for each unit, which may differ from a single unit agreement. This is so, because the franchisor will not have to train the multiunit franchisee for each unit opening and other initial costs incurred by the franchisor may be lower for such things as the selection and securing of sites.

Alternatively, a franchisor may have a policy of allowing franchisees to acquire more

than one unit over time. This could be done through the sale by the franchisor of new units to an existing franchisee or by an existing franchisee buying existing units from other franchisees in the system.

Sometimes, franchisors (often new franchisors eager to grow) will grant rights of first refusal for additional units to close a deal. This is very tempting for the neophyte franchisor and regarded as a low cost concession. However, the characteristics of a good multi-unit franchisee may not be evident at the beginning of the franchisor/ franchisee relationship and the franchisee’s ability to acquire more units based solely upon the desire of someone else wanting to join the franchise system is not the best way to implement a multi-unit franchise strategy.

The Multi-Unit Franchisee As mentioned above, multi-unit franchisees differ from unit franchisees in many ways.

A multi-unit franchisee has to be able to create and guide a strong management team at the unit level for several units, not just run a single unit. A multi-unit franchisee will need access to more capital than a unit franchisee. And a multi-unit franchisee will have to contend with system, market, legal, environmental, product offering and many other changes over a much greater territory and workforce than a unit franchisee. If a franchisor is embarking upon a deliberate multi-unit franchisee strategy, more units can be opened sooner and the cost of assisting with openings and ongoing support of units would likely be lower than with a single unit franchise

program. However, the franchisor will have to choose candidates without knowing for certain how well they will function within the particular system. If the multi-unit strategy is to grant additional unit franchises to existing unit franchisees, then the pace of growth may be slower, but the quality of multi-unit franchisee may be better. The challenge, however, is that quality multiunit franchisees may not have the patience to start as single unit franchisees.

Another consideration is how many units should one multi-unit franchisee be allowed to own. The easiest answer is to allow one multi-unit franchisee to own as many units as they can run profitably. But that may be too facile an answer. Some other considerations are: • The risk in dealing with a far too powerful and influential franchisee when problems arise; • Will the multi-unit franchisee maximize sales (from which most franchisors earn their core revenue) and not just maximize profits? and • If the multi-unit franchisee runs into financial or other difficulties, will the impact on the system be too great?

Conclusion Franchisors have discovered that there is a growing appetite among prospective franchisees for multi-unit arrangements and that, if handled well, the franchise system can grow faster and be more profitable than a single unit growth strategy. And franchisees have discovered that their bottom line can be greater and their chances of success are improved by operating multiple units. Private equity and lending institutions are riding this wave as well, as they end up with a more sophisticated borrow/partner and much reduced risk.

Having said all of this, from all perspectives, multi-unit franchising requires a higher degree of planning, more problem solving mechanisms and a greater attention to details than is the case with traditional unit franchising. For those who are up for the challenges, the rewards can be considerable. canadian Franchise MAGAZINE 19

have your say: P.volve

Fitness Brand P.volve Sets Sights On Opening Studios in All 10 Canadian Provinces The hybrid-model company that is teaching people to expect more from their fitness, is coming to Canada, with its first franchise agreement signed for Victoria, British Columbia.

In the five years since the brand’s inception, P.volve has started a fitness revolution. The company, founded in 2017 by Rachel Katzman, who was experiencing pain from high-intensity workouts, focuses on a holistic approach to exercise through purposeful, functional movement P.volve’s workout calls on strategic angles, full range of motion and the mind-body connection to not just sculpt the muscles members want to shape, but strengthen the stabilizing muscles around them to heal and nourish areas of sensitivity and pain.Members leave with lifted glutes, toned abs, defined arms along with improved mobility, pelvic health and everyday pain relief.It has since exploded into a popular omnichannel model, with online live classes and in-person studios that aid members all over the world in staying fit and agile.

The top markets for digital P.volve users in Canada are: Toronto, Vancouver, Calgary, Montreal and Edmonton. And the company is 20 canadian franchise magazine

Expanding Growth To 100-Plus Canadian Locations

franchisees: someone who is passionate about wellness, experienced in business ownership, and driven to succeed. Studios are typically bright, open spaces of about 2,500 square feet, and the ideal area is an upper-class city or suburb with areas of 50,000 or more.

The brand has already welcomed new franchise partners for one location this year, in Victoria, British Columbia, said Alex Puccillo, P.volve’s Director of Franchise Development, and he sees huge potential for the number of locations to be in the triple-digits. “Demand for our services is increasing sharply in Canada, and we are prepared to meet that demand. Our strong digital and social media presence, paired with the research we’ve done on other boutique concepts, makes us confident that opening more than 100 studios in all 10 Canadian provinces is well within our reach,” said Puccillo.

The high-end studios will be a place for immersive exercise and movement, bringing the many digital benefits that members in Canada enjoy to an onsite experience. Each location will have experienced fitness trainers who take more than 100 hours of courses, a wealth of different classes and workshops, and the patented P.volve equipment line that is designed to sculpt, support and restore the body.. There will be a retail section where members can buy equipment, P.volve’s firstto-market recovery supplement, Recover 9, and branded workout gear and other merchandise.

ready to meet the demand it has cultivated in Canada by opening up franchising opportunities in the country so members can visit a studio near them.

The company’s Canadian growth is part of its massive franchise expansion plan.

Currently, P.volve has 3 company owned studios: in Chicago, New York City and Los Angeles, with Nashville, San Diego and Victoria opening soon. The goal is to have 250 brick-and-mortar studios by 2025 and to have 30 million women commit to their functional movement model by the year 2030.

This focus on opening studios is going to be a monumental shift for P.volve, which has had over a million customers sign up for classes in over 75 countries who mostly interact through the digital platform.

Having a location with instructors, patented workout equipment, and the support of the P.volve community will elevate customers’ fitness journeys.

“We wanted our next chapter to be something that brings wellness to people, and believe we have found it in P.volve.

P.volve can do good for everyone and we want to shout it from the mountain tops!” said Victoria franchisees Lucille and Tom Cuell.

Seeking Health-Conscious, Driven Franchisee Prospects P.volve is looking for a certain type of person when it comes to prospective

The brand has been hosting Discovery Days, both in-person and virtual, to meet with prospective owners and educate them on the P.volve franchise opportunity.

And staying true to its mission to improve movement and flexibility, Discovery Days aren’t all business; they incorporate workouts and stretching as well.

“Discovery Day is not giving a PowerPoint presentation and telling franchisees about our company. We’re getting to know the candidates, answering all their questions, and showing them exactly what makes P.volve special. That experience builds a level of trust that is core to our model; our franchisees need to know we have their backs,” said RJ Krone, Vice President of Studio and Franchise Operations.

A Well-Established and Celebrity-Endorsed Brand With the brand’s large online presence, it won’t be long before classes are filling up and Canada locations will be brimming with activity. P.volve has nearly 200,000 Instagram followers and 80,000 Facebook likes. The company has had features in Elle, Goop, Forbes and Vogue, and is touted by celebrities like actress Kate Bosworth, tennis star Venus Williams and models Molly Sims and Christie Brinkley. Franchisees

get to enjoy the benefit of instant brand awareness from the moment they open their studio doors.

The company is ready and eager to sign franchise agreements with qualified individuals who are committed to growing P.volve in Canada. The brand is offering unique single studio and area development opportunities to join the business and bring the P.volve Method to Canada.

ABOUT P.VOLVE P.volve is a leading, holistic fitness Method for women that harnesses the power of functional movement to nourish and heal while it shapes, tones, and strengthens. The Method supports women’s evolving needs and empowers its members to move with ease—for life. Experienced in-studio and virtually, P.volve offers a growing franchise studio footprint, proprietary equipment, an on-demand and livestreaming platform, and a recovery supplement. P.volve launched in November 2017 and was co-founded

by Rachel Katzman, in partnership with Camelot Venture Group, whose portfolio companies include 1-800 CONTACTS, SmileDirectClub and Quicken Loans. Available worldwide, P.volve is headquartered in New York City.

For more information, please visit www.pvolve.com and @pvolve on Instagram. canadian Franchise MAGAZINE 21

expert advice: Andrew Carter | Regional Market Leader-Franchise Finance | BMO

Succession planning in a franchise system

Leaders of a growing franchise are by necessity, intently focused on the day-to-day growth of the business.

Unfortunately, that means an important issue like succession planning often takes a back seat.

While 50 percent of business owners plan to retire in the next 10 years, two-thirds of them haven’t developed a succession plan. A newer trend is people leaving the workforce to invest in a franchise with the anticipation they will pass it on to their children. Recent numbers suggest a high number of franchises won’t survive the retirement of the original owner without a succession plan in place.

Even people who don’t anticipate anything bad will happen to them still plan for the unexpected by preparing a will, yet franchisees don’t make similar preparations when it comes to their businesses. And

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franchisors rarely plan for such unexpected events, either. For business leaders, leadership succession is one of those issues that never seems critical until it suddenly is. But the reality is that when you engage in succession planning, you’re actually preparing to take your business to the next level.

As the demographics of the franchisee population change, franchisors will likely struggle to fill the gaps as retirement looms within the Canadian marketplace. The COVID-19 pandemic accelerated many of those retirement plans. Whether you’re a baby boomer still leading the company or a Gen Xer starting your journey into entrepreneurship, thinking about that transition—planned and unplanned—is critical work that you need to do before you have to do it.

During the start-up phase of the franchise, a business plan helps to layout organizational structure, establish management roles, and produce financial projections. This is a key

planning isn’t “justSuccession about the distant future; it’s about preparing for your franchises growth and long-term viability.

”

undertaking in the succession process as well. Creating a management plan that evolves over the life of the business may help to make the transition to retirement less stressful. Both franchisees and franchisors should identify the following when creating a sound management plan:

A Sound Management Plan Succession planning isn’t just about the distant future; it’s about preparing for your franchises growth and long-term viability. When you start along the path of succession planning, you find yourself asking such questions as:

in the process. Franchisors should also be asking similar questions: • Has the franchisee’s performance deteriorated or is co-operation/ motivation decreasing?

• Is the location fully staffed and trained and ready for a new franchisee?

Andrew Carter, Regional Market Leader-Franchise Finance has been working with franchisees and small business owners his entire working career. His strong operational background complements his franchise financing knowledge, providing holistic advice to all franchising situations. AndrewM.Carter@bmo.com

• Who in the business has strong relationships with your customers?

• Where is innovation happening in the organization, and who is leading that charge?

• Are there people within the organization who are prepared to take over the business?

• Are there family members who can be groomed for the role?

These are just some of the questions that can help franchisees to determine whether your business is primed for growth and who you can engage in that work. These questions also provide insight to the vulnerabilities that exist in your operation. For example, you don’t want your head mechanic or salesperson to be the only ones who have relationships with your customers. You want to make sure each customer is established within your organization through multiple points of contact so that employee transitions of any type do not affect client relationships.

Falling back on the old franchising adage; you’re in business for yourself, not by yourself, you can leverage the experiences of all the franchisees before you to help in the succession planning process. Speak to those who have recently left the system as they may provide guidance on who might be a resource, timelines, and insight on how you may be supported by the franchisor.

Franchisors have a role to play in succession planning as well. In fact, many of the most successful franchisors are actively involved

• Should this location close after the franchise agreement expires?

• Do franchisee’s family members represent the values of the franchise or would a fresh face be best for the brand?

• How will emergency situations, like sudden franchisee death be handled – o Will the location be run corporately? o Is a new franchisee ready to take over? o Are there any neighbouring franchisees wanting to/willing to take on the unit, either permanently or temporarily?

• Is there a roster of new franchisees ready to backfill any openings for the desired location?

Asking all these questions can also yield unexpected valuable answers. Both the franchisee and franchisor may have been under the assumption that the franchisee’s children are the logical successors, but in the succession planning process it’s discovered they are not the right ones for the job because they’re unable to connect and engage with the younger leaders in the business.

While having that discussion can be difficult today, the longer-term ramifications of not having it will result in much more difficult realities in the future. A trusted team of advisers can be a great help with the process because their job is to help you make the best decisions for the business, today and longer term, and those advisers are not as personally engaged with the individuals.

It’s Not All About You When you’re leading a business, you have an impact on a broad range of stakeholders, which includes your employees, your vendors, your fellow franchisees and—

The more prepared you are “ for leadership succession down the road, the more prepared you are for taking your franchise to the next level in the near term.

”

yes—your customers. So ensuring that you prepare your business to continue having a positive impact on those stakeholders long after your leadership reign has ended has far reaching implications.

Make no mistake, though: how you prepare for your transition can and will have personal financial implications as well. Transitioning your company can have substantial tax implications that often takes time to plan for so that you and your family can enjoy the next stage of that transition.

The benefits of engaging in the succession planning dialogue far outweigh the challenge of going through the process.

The bottom line is: The more prepared you are for leadership succession down the road, the more prepared you are for taking your franchise to the next level in the near term.

While succession planning isn’t likely a topic of conversation during the start-up phases of your franchise, discussing with your advisors as early as possible is prudent.

For more information, visit bmo.com/franchisefinance

About BMO: From structuring a loan to managing your cash flow, you need a full range of financial solutions to meet your business’ unique demands. Our relationship managers work on teams dedicated to serving specific industries, so you can be confident that you’re working with a partner that brings the knowledge and insights you need to help your business succeed.

To learn more about how we can help, visit bmo.com/commercial

canadian Franchise MAGAZINE 23

focus: Baskin-Robbins

ICE CREAM IN CANADA

TAKES ON A WHOLE NEW LOOK Globally-renowned brand, Baskin-Robbins, announces update to logo and colours in tandem with Canadian expansion

Baskin-Robbins, the world’s leading specialty ice cream brand, is rolling out a new look that is sure to turn some heads.

The beloved ice cream chain and brand, present in Canada for more than 50 years and, globally, for more than 75, is opting for a more grounded, mature look.

A chocolate-inspired brown replaces the previous blue, and pink – symbolic for joy and fresh flavours – remains equally dominant. As it’s done for decades, the 24 canadian franchise magazine

number 31 retains its important role in the logo, a direct reflection of the founders’ original belief that guests should be able to find, and try, a new flavour for each day of the month. Fans and guests will begin to see changes this spring, with the full transition expected to be completed by the end of 2023.

“Since 1971, Baskin-Robbins has helped Canadians flavour every day with happiness,” says Natalie Joseph, Canadian spokesperson for Baskin-Robbins since 2014. “As we enter this next chapter of our brand story, our new look aligns with our bold plans to ignite expansion across Canada.”

Baskin-Robbins introduces this spring its new logo to be progressively rolled out across Canada over the next 18 months.

Earlier this year, Baskin-Robbins also launched its first Canadian online ordering platform for its growing cake business.

Eagerly awaited by both brand aficionados and its franchise partners, the online ordering site (order.baskinrobbins.ca) offers a simple process for selection and personalization of cakes and pre-packed ice cream, ultimately, affording Canadian guests the chance to truly enjoy the benefits of limitless creativity in their cake ordering from the comfort of home. The site allows guests to ultimate customization from flavour of cake, ice cream, design elements and special message requests which then go directly to their shop of choice for onsite preparation and packaging.

“Since 1971, Baskin-Robbins has helped Canadians flavour every day with happiness,” says Natalie Joseph, Canadian spokesperson for Baskin-Robbins since 2014. “As we enter this next chapter of our brand story, our new look aligns with our bold plans to ignite expansion across Canada.”

Operating more than 105 shops across Ontario, British Columbia, Quebec and Manitoba, Baskin-Robbins expects to open up more than 20 new locations over the next five years in multiple provinces.

The brand has already gained growth momentum with recent openings in Mississauga, Oshawa, and St. Catharines.

“Baskin-Robbins has a strong legacy of consumer-driven innovation – from the more than 1,400+ unique flavours in our flavour library, to our focus on expanding and enhancing the digital experience for our guests. This new visual identity brings to life our continued commitment to innovation that creates moments of joy and celebration,” says Becky Felis, Vice President of International Marketing at Inspire Brands, a multi-brand restaurant company whose portfolio includes Arby’s, Buffalo Wild Wings, Dunkin’, Jimmy John’s and SONIC Drive-In, as well as Baskin-Robbins. “With a longstanding history in Canada and runway for continued growth across the country, we look forward to scooping up happiness

for more Canadian guests in the years to come.”

Part of the Inspire Brands family since 2020, Baskin-Robbins has continued to invest in Canada over the past few years with expansion in its flavours, pre-pack options and community giving initiatives, such as award-winning philanthropic franchisees, ongoing brand partnerships with charitable organizations such as BGC Canada, etc.

Baskin-Robbins Canada invites Canadians with an entrepreneurial spirit and love of ice cream to join its growing network of franchise partners. With nearly 80 franchisees currently in Canada, the brand has some 17 operators who have been with the brand for more than 20 years. With many exciting openings coming soon, the brand is nowhere near slowing down and ready to continue growth and spreading sweetness throughout the foreseeable future.

A look at Baskin-Robbins history Baskin-Robbins was founded in 1945 by two ice cream enthusiasts who shared a dream to create an innovative ice cream shop that would be a neighbourhood gathering place for families. Each year, more than 300 million people around the world visit Baskin-Robbins to enjoy some of the more than 1,400 flavours available in the brand’s ice cream library, as well as enjoy its assortment of frozen treats including frozen beverages, sundaes, Polar Pizza ice cream treats and ice cream cakes.

For more information on BaskinRobbins Canada or any of its locations, visit baskinrobbins.ca. canadian Franchise MAGAZINE 25

expert advice: Lori Karpman | CEO | Lori Karpman & Company

Factoring:

How to Finance your Business without Debt or Dilution of Equity

Factoring, or “the sale of accounts receivable” is a source of funding whereby a company sells the value of their accounts receivable (less a discount in case it doesn’t get collected or doesn’t pay on time to a third party) in return for immediate payment.

It has always been a choice for big business, but not so for small to medium ones with gross sales of under $5 million per year, which really isn’t that small. The small business loan program offered by the banks is still essential for the initial startup phase, but most companies need financing during the operating stage and often cannot get it from a bank for a variety of reasons. It can be because they have already borrowed the maximum available, or additional borrowing will cause them to breach their borrowing ratios under existing loans.

This makes it very difficult for businesses especially seasonal ones, to ensure the steady cash flow required to run their business during the low periods, and young companies from filling big orders.

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So, what, who and where does a business owner go to finance their growth?

Factoring is hardly new and has existed since the days of the Roman Empire.

Unfortunately, some scandals U.S. in the younger stages of the industry left factoring with an undeserved tarnished reputation that still prevails today. Factoring companies are not banks, however in the US banks may have a factoring division which is heavily regulated. It became seen as the recourse of last resort for companies in financial distress who sent their accounts receivable to collections. In fact, none of this is true; factoring is a brilliant way to fund operations without burdening the company with debt that would take years to pay back or diluting the owner’s equity.

Results don’t lie; companies that factor their receivables usually double or triple their business in 2-3 years. Over $1 trillion in sales is factored worldwide annually. In fact, factoring is the champion of small business and an essential partner in managing its financial growth. Small and medium businesses often fail because of short term cash flow problems, not because the business idea is bad!

“

Small and medium businesses often fail because of short term cash flow problems, not because the business idea is bad!

”

The two traditional financing options are: (1) traditional bank financing, and (2) private (equity) investment. Each of these options provides a company with much needed working capital for daily operations and to service current orders, however, there are significant costs associated with each choice.

A traditional bank loan burdens the company with additional debt, plus the cost of the interest being paid on the debt, creating a debt far greater than the amount borrowed. Additionally, this being a loan it shows up as debt on financial statements, making it even more difficult for a company to get a bank loan later. All revenues coming in are being used to service debt instead of upgrading equipment or buying more inventory for example. It’s difficult for a business saddled with debt to grow.

If your company sells a “product/service that generates accounts receivable then you have a hidden treasure of financing for your business and you owe it to yourself to learn more about it.

”

The other option is to seek private investors to invest money into the business and fund its operations. The issue with private investment is that the amount of equity required to be given in return for the investment is usually substantially more than the equity is currently worth, and it will cost many times that amount to buy out that shareholder at a later date. It’s the most expensive form of financing there is.

The end result is the dilution of the owner’s equity in their own company. It can even result in a complete loss and transference of control to the new investor. While this may work for a large company with many shareholders it is generally not a good alternative for owner operated or family run businesses.

Simply put: Every company has “receivables” from the people it sold products or services to. The company sells all its accounts receivables to a factor at a discount. The factor discounts the face value of the invoice based on a variety of factors such as the industry and how long it generally takes to get the invoices paid. The company receives about 85% of the face value immediately and the balance less the discount fee when the account is collected.

The discount amount depends on many factors but is generally between 3-6% for a pre-negotiated period of time and a fraction of that thereafter. The uniqueness of this alternative is that the business owner is not trying to borrow based on their own and the company’s creditworthiness but that of each one of the company’s customers. So, while the company may not have good credit as long as the customers do, the company can leverage and borrow against their good credit! Most companies find that they no longer need a bookkeeper or office assistant and the salary they save easily pays covers the discount fee and more.

When you factor your “receivables you no longer have the stress of wondering when the next cheque will come in, you will have a steady cash flow, even as seasonal business.

”

Here’s a perfect example. Many years ago, I met a woman who does home stereo installations for large box electronics stores and works from an equipped truck. She was offered a lucrative contract which required her to equip 2 new trucks and hire 2 new service people that would cost her $75,000.

She did not have that money. What she did have was a $100,000 receivable from a national electronics chain with obvious good credit. She factored her $100,000 and received $85,000 in 24 hours. This allowed her to take advantage of the new contract.

She continues to factor all her receivables.

Within 2 years of her original factoring, she tripled her business all without creating debt or giving up control. It’s important to note that the Discount Fee is an expense, not interest, and is treated as such in the financial statements. After 3 years passed she went to the bank for a traditional loan which was easily approved since her company had no debt. Factoring and receiving the discounted fee up front is the smartest and most strategic financial decision she made.

Lori Karpman, CEO Lori Karpman is president of Lori Karpman & Company, A full service firm providing a full range of consulting and legal services. Visit: www.lorikarpman.com

When you factor your receivables you no longer have the stress of wondering when the next cheque will come in, you will have a steady cash flow, even as seasonal business. Business grows exponentially as the owner is now freed up to work “ON” their business. From that comes great new revenue generating ideas, and the time to work on them as well as an overall calmer existence by being liberated from consistently worrying about finances. In fact, financial professional and bankers are proponents of factoring as it keeps their clients in business when they cannot.

For those of you still worried about the image or the stigma don’t be, your customers will never know a thing! If your company sells a product/service that generates accounts receivable then you have a hidden treasure of financing for your business and you owe it to yourself to learn more about it. canadian Franchise MAGAZINE 27

franchisor in depth: QDOBA

#1 Mexican Fast Casual Franchise QDOBA Sees Explosive Growth QDOBA Mexican Eats® (QDOBA) has long been a key player in the fast casual franchising space.

Voted the #1 Mexican Fast Casual Franchise for the fourth consecutive year by USA Today 10 Best, it’s no surprise that the brand continues to sign multi-unit development deals.

This includes recently closing the largest deal in its history to bring even more restaurants to the United States and Canada as a part of its plan to open 2,000 units across the continent.

Despite already having nearly 750 restaurants open across North America, with five more coming to the Ontario area soon, the brand still has plenty of untapped market availability across North America, for qualified, passionate multi-unit operators with experience in development strategy. As its footprint expands, QDOBA continues to pride itself on its wide variety of cost-effective and flexible buildout options, ensuring it is the perfect addition for every community their franchisees are looking to grow into and serve.

“If you come to me and say, I‘ve got 1,600 square feet of unique space, we’ll make that work for QDOBA,” said Jim Sullivan, chief development officer at QDOBA. “The brand is a good fit anywhere.”

Sullivan is correct: From traditional footprints — endcaps, drive thrus, and inline storefronts — to non-traditional venues such as airports, universities and colleges, QDOBA knows how to make an 28 canadian franchise magazine

made QDOBA specifically stand out was “theWhat quality of its food – it’s amazing. I knew that I would have to love what I was going to eventually sell, and QDOBA’s food was it for me.

”

impact on the communities it serves, and thus makes for a positive investment for its franchisees.

“We opened our first store in 1998 and every year since, we’ve opened up at least one store,” said multi-unit franchisee Ron Stokes. “Last year we opened two stores, and the year before that we opened 7. We are getting the returns from QDOBA and see it as a brand that is growing.” Today, Stokes owns 58 stores across Wisconsin, Illinois and Iowa.

Newer multi-franchisee Jeff J. Froccaro of Q Restaurant Associates LLC agrees, citing customers’ favorable opinion of QDOBA over competing franchisees.

“It has been very satisfying to introduce this special brand to new markets,” said Froccaro, “and to hear the overwhelmingly positive feedback from customers who feel that QDOBA is far superior to competing franchises.”

The QDOBA team believes that successful franchises are built on flavorful food, frontline innovation, and strong business partnerships, which is why operators are set up to achieve this kind of success from day one of franchising with the brand. While other franchisors may be opting for a more hands-off approach these days, QDOBA is all in on helping their franchisees get on a path to success, even further expanding their development team to better support new and existing franchisees. This expansion includes bringing on industry veteran Lori Osley as vice president of franchise development.

“While exploring a variety of franchise development leadership opportunities, I had a strong list of criteria for the brand that I was seeking to join,” said Osley. “The brand had to offer a great return on investment, the opportunity to onboard with various models of investments and ample white space to allow for continual franchise growth. QDOBA checked all of those boxes, and more.”

The “more” extends to other valuable areas of franchisee support.

From real estate and location support; to training and operations support; to local marketing support leading up to a restaurant’s grand opening and beyond, QDOBA’s seasoned team of franchise development professionals ensures their franchisees have the support they need to be set up for success.

Harsh Modh, the multi-unit QDOBA franchisee behind the brand’s Ontario expansion, said the franchisee support played a big role in his decision to franchise with QDOBA — in addition to their excellent food, of course.

“What made QDOBA specifically stand out was the quality of its food — it’s amazing. I knew that I would have to love what I was going to eventually sell, and QDOBA’s food was it for me,” said

The QDOBA team believes that successful “ franchises are built on flavorful food, frontline innovation, and strong business partnerships. ” Modh. “The quality is next to none at QDOBA, there isn’t even a comparison. On top of the amazing food, the corporate support that such a proven brand has to offer was important to me. The assistance that I have had already is amazing.”

And while the corporate support for their franchise system is stellar, QDOBA knows that first and foremost, a successful food franchise needs one thing: Flavor. As competitors shift to commissary kitchens out of ease, QDOBA continues to put flavor and quality first with freshly-prepared, flavorful food made-in house — if you’ve ever spoken with somebody who has had QDOBA’s queso, or tasted one of the Flavor Bar’s newest additions, you know the difference this kind of care makes. Their dedication to flavor is what keeps customers coming through the doors, and it’s the reason that, even with nearly 750 locations across North America, the brand is still has space for aggressive expansion.

QDOBA also understands the importance of innovation and meeting customers where they want to be, a mindset that is responsible for QDOBA’s new partnership with REEF. This powerhouse partnership will allow QDOBA to get their food to their customers more easily through delivery.

“Our strategic relationship with REEF’s innovative team empowers us to meet the increasing demand of flavor seekers across the US in an operations-minded and more sustainable way,” said Keith Guilbault, CEO of QDOBA. “REEF’s culinary ecosystem will give us the tools needed to grow and celebrate our flagship menu items, like our signature Queso & Chips, without compromising quality, freshness or flavor.”

It’s this incredible flavor and innovative mindset that allows franchisees to reap the financial benefits of franchising with QDOBA as well. With a new AUV of $1,998,222*, QDOBA makes an excellent addition to any multi-unit portfolio looking to expand into the Mexican food space. *Top quartile based on item 19 in the FDD

Territories are selling out fast – Check out QDOBA’s website to learn more about opportunities in British Columbia and Toronto. canadian Franchise MAGAZINE 29

franchisee in action: 3 franchisee highlights

Paving the way for the future of franchising three individuals who are achieving success Starting your own business can feel like an insurmountable task. Between business plans and marketing strategies, to procurement, staffing and more, finding success as your own boss can take a lot of time, money and effort to achieve.

While some Canadians may be cautious of the uncertainty associated with owning their own business, franchising does offers the best option for securing financial independence. With an estimated 1,300 franchise brands in Canada across almost every industry, everyone can find the right franchise for them.

Prospective franchisees often hesitate because of the notion that they don’t know how to own a franchise. While franchising offers flexibility and independence, it also provides franchisees with the support of a large corporation–you’re in business for yourself, but never by yourself.

From franchisee training and support with comprehensive marketing plans, to even assistance securing initial loans, franchisees can benefit from established brand reputations, often 30 canadian franchise magazine

offering an already strong customer base to start off on the right foot.

Canadians often dismiss franchising and business ownership due to the misconception that ownership costs are prohibitively high. While some well-known franchises may have higher-thanaverage initial fees, investments required to open a franchise can start at as little as $10,000, depending on the type of business.

Almost all new franchise owners, no matter their situation, have to finance part or all of their franchise purchase. This financing can come from a traditional source, like a commercial bank loan, but some franchisees can also consider loans from friends and family, franchisor lending or alternative lending outlets. With this level of accessibility, more Canadians from all backgrounds, financial situations, and walks of life are taking the steps towards franchising.

One of the best parts about franchising is tapping into a tried-andtrue support system, allowing new franchisees to learn from the lessons of those before them. For most new business owners, the insights provided by other franchisees can be an invaluable tool in ensuring their own success.

Paving the way for the future of franchising, here are three individuals who financed their franchise and achieved success in their first year of being their own boss:

Daksh Patel - Quesada Jen McCain - Dogtopia

Iyad Al Junaidi - InXpress When Iyad Al Junaidi decided he wanted to own a business, he had no idea what field or company he’d like to join. In November 2019, he became a franchisee of InXpress, a company providing domestic and international shipping services to small and mid-sized businesses around the world. Al Junaidi knew InXpress had an established brand since being founded 20 years earlier, but he had no idea about the industry.

Despite having no prior knowledge, Al Junaidi took about six months and did his due diligence in research the company and its industry. “I wanted a company with a proven sales record and a scalable, profitable business model, plus one with a growing market and repeat business,” he says. After going through the financing process at the beginning of 2019, Al Junaidi experienced training and guidance from his franchisor. By the end of his first year, he saw his numbers growing exponentially and even won InXpress Canada’s Franchisee of the Year award.

Jen McCain never thought she’d be a franchise owner. Now she can’t see herself doing anything else. McCain joined the Dogtopia team and quickly realised her desire to own one of the stores and put her business management degree to good use. For McCain, it’s all about the training and communication from both her franchisor and her store managers. She says, “I was pulled towards the franchise model, because Dogtopia was—and I believe still is—the best business model in the dog space.” One of her biggest draws when planning to be a franchisee with Dogtopia was the support, tools and resources provided to her by her franchisor. One of the main pillars of support she received from her franchisor was assistance when deciding to finance her first Dogtopia. She adds that one of the best aspects about franchising, especially as a young person, is “knowing there are others in a similar position to you, working towards a similar goal.”

As a young business owner, McCain recognizes that some stakeholders take her age into account, especially when it comes to the initial investment and financing of a franchise. However, by making lasting connections and displaying her integrity to stand up for what she wants, she has managed to become a franchisee of four different Dogtopia locations, with no sign of stopping there.

Not all franchisees are new to franchising.

When Daksh Patel opened his first Quesada Burritos & Tacos location in 2019, he already owned two pharmacy locations and was interested in venturing into the food sector.

However, his time management skills increased exponentially as he balanced his workload between the pharmacies and Quesada. With a steadily growing customer base and sales not slowing down, it seemed all positive. By June 2021, during the height of the pandemic he was even able to open two more Quesada locations.

Despite his initial success, Patel faced some challenges in that his first Quesada location was the first of its kind in the area at that time, meaning consumers were unaware of the restaurant and were hesitant to visit.

However, with support from his franchisor and head office offering extra marketing efforts, his location quickly grew in popularity and was voted one of the top 10 stores for sales in Canada.

Like almost all franchisees Patel decided to finance his franchise purchase. In the Spring of 2020 as Patel was forced to shut down his location for about a month due to customer hesitancy and the safety of his staff during the pandemic. He said, “We just didn’t have a clear picture of what was going to happen.” Often, this is the main reason why prospective franchisees decide to finance their purchase. The possibility of circumstances out of your control is something that all business owners contend with, and as a new business owner financing allows canadian Franchise MAGAZINE 31

franchisor in depth: SOLA SALONS

SOLA SALONS

ACCELERATES CANADA EXPANSION Leading Salon Studio Franchise Signs Four Development Agreements to Open Nine New Locations Across Canada; Joins Canadian Franchise Association with Plans to Attend CFA Convention

Sola Salons, the world’s largest and fastest growing salon studios franchise, announced recently the signing of four franchise development agreements that will expand its presence in key territories across Ontario, Canada, including Toronto, Durham, Kitchener-Waterloo, Markham, Richmond Hill, Hamilton and Barrie.

32 canadian franchise magazine

These new signings will bring nine new Sola locations to Canada over the next several years, emphasizing the brand’s aggressive domestic franchise development plans. In the past year, Sola opened 53 new locations, signed 72 franchise agreements, and reached a milestone of 18,000 independent beauty professionals across North America.

“While Canada just reopened salon businesses in late 2021 due to challenges the pandemic brought, Sola Salons continued to grow its international

development, further showcasing the strength of our business model,” said Christina Russell, CEO at Sola Salons.“ We are excited to continue to plant our roots in Canada through our membership with the Canadian Franchise Association, welcome new franchisees and watch our existing owners grow throughout Canada” The new and existing Sola franchise agreements signed include: • Business partners Kevin Lent and John Platten currently own three locations in Ontario

ABOUT SOLA SALONS In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with more than 600 locations open in the U.S., Canada and Brazil, Sola is proud to offer 18,000+ independent beauty professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides beauty professionals with beautiful, fully equipped salon studios alongside the support and tools they need to launch their salon business in no time.

For more information, please visit www.solasalons.ca joining the Sola family in 2021 alone. Sola brings first-in-Canada market resources like their new BookNow engine, that allows customers to online book and customize their appointments with their independent hairdressers, nail technicians, estheticians, massage therapists, or other beauty professionals.

Sola is driven by its desire to use real estate to help aspiring business owners • Multi-unit franchisee, Ron Magnusson, owns the Calgary, Alberta location • Denise Muller will develop one location in Kitchener-Waterloo, Ontario • Larry Lloyd and Mike McDonald will develop three locations in Ontario’s Durham region • New owner, Mike Ruthard, will develop three locations in North York, Richmond Hill, and Markham • Ammar Aboulnasr recently signed an agreement to develop two locations in Hamilton and Barrie, Ontario Identified as the world’s largest and fastest growing salon studios franchise, Sola

Salons is a recession-resilient franchise with an understanding of markets across Canada. The real-estate rental model requires minimal staff, drives unparalleled occupancy and is backed by 17+ years of salon studio expertise. Sola supports a growing community of more than 18,000 independent beauty professionals across more than 600 locations by providing a turnkey solution for beauty professionals to explore a better life as an entrepreneur.

The model continues to grow increasingly in popularity, especially amid the pandemic as beauty professionals sought to go independent to offer their clientele more control over their salon experience, with over 2,000 new beauty professionals

achieve their dreams and is looking for franchisees who feel the same way. As part of its continued franchise growth strategy, Sola Salons will be targeting a number of markets across North America. Franchise opportunities in Canada include Alberta, British Columbia, New Brunswick, Nova Scotia, Newfoundland, Labrador, Ontario, and Saskatchewan.

To learn more about franchise opportunities with Sola Salons, contact Lori Merrall, director of franchise development, at lori@solasalonstudios.com or visit: www.solafranchising.ca. canadian Franchise MAGAZINE 33

expert advice: Kenny Chan | Vice President | Content & Marketing | Canadian Franchise Association

Kenny Chan is the Vice President of Content & Marketing for the Canadian Franchise Association (CFA), a national not-for-profit organization which serves to help everyday Canadians realize their dreams of building their own business through the power and opportunities in franchising. Learn more about the CFA and its programs and services at www.cfa.ca.

of Financing a Franchise The Canadian franchise landscape is evolving.

Interest in self-employment has increased as a result of the pandemic and according to the Canadian Franchise Association (CFA), 94% of all Canadian prospective franchisees are looking to invest within the year.

Despite months of economic uncertainty, franchising has come out as a clear frontrunner for so many Canadians reevaluating their next career move. And, for very valid reasons.

Franchising offers the flexibility of entrepreneurship, backed by a proven business concept that consumers recognize and trust. We have seen many Canadians through the course of the pandemic take their career and their financial situation 34 canadian franchise magazine

into their own hands and explore franchise ownership.

who knows the business better than the franchisor?

For those considering joining the franchise community, but don’t know where to start, it’s important to understand some of the industry’s biggest misconceptions that may be holding a potential franchisee back from being their own boss. One of the most common questions, can I afford franchise ownership? While some franchise systems have high initial fees, investments required to open a franchise can start at as little as $10,000, depending on the type of business, making franchising an accessible and affordable entrepreneurial opportunity for almost everyone.

DO consider all funding options

If you are looking to take the plunge into becoming your own boss by owning your own franchise, and have already taken the first steps of identifying the right business concept for you, the cost of acquiring it should be the last thing stopping you from realizing your dreams of financial independence. Not often do prospective franchisees have the cash on hand to start a business, that said there are various avenues one can take to acquire the financial support needed to start their journey in franchising, including several government and financial institutional grants and subsidies available to new entrepreneurs.

To help set potential franchisees up for success, here are some do’s and don’ts to consider before starting your journey:

DO: DO have a conversation with the franchisor Often people think financing has to come from a bank. However, the first conversation you should be having is with the franchisor, since many established brands may offer tailored financing options for potential preferred franchisees either through a partnership with a preferred lender or directly from within. A benefit of franchisor financing is that the corporation then becomes a one-stopshop for all your needs, whether those needs include franchise fees, resources, or even equipment purchases. This is a great option for a first time franchisee because

If financing through a franchisor is not an option, financial institutions become a great solution. In addition to these two options, one of the most common ways to finance a franchise is through friends and family. We have seen a lot of family and friends come together to support franchise ownership in a variety of different ways, including everything from loan support to bringing in a family member or friend as a business partner. Like any partnership however, the most crucial thing to consider is to have a written contract detailing the terms of the partnership, as well as any repayment terms to prevent disagreements down the road.

Franchising offers the “ flexibility of entrepreneurship, backed by a proven business concept that consumers recognize and trust.

”

DON’T: DON’T stop trying if you are rejected by a bank Prospective franchisees go to a bank assuming they will automatically get a loan if they have good credit and their personal finances are in order. This is not always the case and sometimes franchisee hopefuls can still be rejected despite checking off all the predetermined boxes.

The important thing to remember is don’t give it up! Failure to secure funding from a bank might not have anything to do with you. A particular bank may simply not be interested in adding/supporting a specific concept to their portfolio. Do your research to find a bank that knows the franchise landscape and go in with prior knowledge of what types of businesses they have loaned to in the past.

If financing through a “ franchisor is not an option, financial institutions become a great solution.

”

DON’T underestimate how much money you will need

foreseeable costs and can help ensure your franchising journey is a success from start to finish.

This goes back to having an initial conversion with the franchisor of your prospective franchise system. It’s really important to know how much you’ll need in total to get your franchise off the ground, not just for the initial start-up fees. One of the main causes of franchise failure is insufficient funding and not planning for all financial obligations down the line. Always include a buffer when taking out a loan as this will be used for any unexpected

Though there are a few more steps to owning your franchise, by ensuring you have a structured financial plan you have already tackled one of the first and probably most important steps. Whether you choose traditional bank loans, franchisor financing, assistance from friends and family, or any number of other financing options, congratulations on taking the first step to becoming your own boss and franchise ownership. canadian Franchise MAGAZINE 35

expert advice: Danielle Windecker & Kendall Ansell

13 + Marketing Questions to ask before you buy a Franchise

Franchise opportunities are seemingly endless these days!

From food trucks to health services and everything in between, if you like the idea of being your own boss, there are many options to explore.

Before investing your hard-earned cash in a franchise, there are many questions you should ask of yourself and the company.

While prospective franchisees often think to ask about financials and brand reputation, all too often, marketing queries are overlooked.

Save yourself from a potential “I wish I’d known that before!” moment. When considering a franchise opportunity, make sure to investigate how marketing and advertising are handled with these handy questions:

1

Will I be required to contribute to national marketing and advertising campaigns?

Many companies that offer franchise opportunities require franchisees to 36 canadian franchise magazine

Danielle Windecker is a marketing expert and account manager at Jelly Digital Marketing + PR. She is passionate about developing strategic, creative marketing strategies for each of her unique clients.

contribute a percentage of their profits to a fund used for national advertising campaigns. If the company you’re interested in utilizes this method, are you comfortable with the percentage you’re required to contribute? Is it standard for the industry, and will your business benefit from it?

Kendall Ansell is founder and principal at Kendall Ansell Interiors and Belle Construction. She believes that happiness starts at home and loves helping bring her clients’ unique visions to life within their spaces!

Additionally; how often are those assets updated to ensure they’re fresh and relevant? What file formats are logos and template documents created in - do you know how to work with them?

3

2

What kind of input can I have on overall marketing or marketing for my franchise location?

It’s essential to know how the larger corporation will support your local marketing efforts. Do they offer franchisees training or guides on how to market in a new service area? Will they provide you with access to assets like a style guide, quality photos and videos or templates for business cards and flyers?

If the company does provide marketing guidelines and assets to franchisees, it’s also important to know whether you’re required to use them. Are you able to do any customization, within brand guidelines, to make them unique for your location?

Can you manage your own marketing campaigns?

What marketing support do you provide to franchisees?

4

What types of marketing are other franchisees engaging in? Can I see examples?

Often, one of the best ways to get a feel for the kind of marketing you should be doing is to see examples from others. This can really spark ideas! Ask the company you’re considering if it’s possible to see examples of ads and materials from franchises in other areas, and make sure to check them out on social media!

5

Do you have approved vendors I must use for marketing services and materials, or can I hire my own?

A quick and easy query, make sure to ask whether you can pick a local printer in your area or must use the preferred vendor of the company. Knowing this from the start can determine how much marketing materials will cost you and how much lead time will be required.

6

Must I run drafts of my marketing materials, blogs and digital ads by someone at corporate prior to use?

A practical question for planning purposes, it’s good to confirm if you’re required to seek approval for your marketing materials and plans or if being a franchise owner gives you the freedom to create what you’d like, within branding guidelines.

It’s also helpful to determine if you’re considering working with influencers or buying advertorial space in relevant publications.

7

How much are franchisees spending on marketing?

As well as benefiting from the examples of others, it’s also a great idea to know how much they’re spending on marketing.

Is it typical for franchisees to retain the services of a marketing agency? What are their average expenses for printing, events, public relations and marketing services?

8

How much are they budgeting for digital ads?

Sometimes, potential franchisees are caught off guard by the expense of digital ads, but they’re highly effective and shouldn’t be overlooked. As of 2020, the average cost to reach 1,000 people with online advertising ranges from $3-$10, while the average cost to reach 1,000 people with traditional advertising is $22 or more.

Digital ad budgets vary depending on competition in the area and for keyword bidding, but they remain an essential way to put your new business out in front of potential customers. Having an idea of what other franchisees are spending per month on Facebook and Google ads will be ideal for understanding a starting point.

9

Will I have my own website or a dedicated page on the corporate site?

It doesn’t have to be a deal breaker if the company you’re looking into offers franchisees a page on their corporate website in place of their own, dedicated site. However, there are benefits to creating a solo site, like having more control over content, dedicated SEO and the ability to add Google and Facebook code for tracking KPIs.

10

Will I have access to install Google Tag Manager, Facebook Pixel and Google Analytics for tracking KPIs?

If having your own website is a no-go, ensure you have the ability to add these tracking services to your webpage. Without them, you won’t have a full picture of how many people are visiting your site, converting from digital ads or other essential visitor behaviour.

Alternatively, if the corporation will be managing your webpage for you, ask for access to GTM, GA and your pixel for tracking purposes and to monitor your stats.

11

Will my site/page be optimized for local SEO or will I have access to do that?

If you’re able to create your own site, engaging in SEO is an essential part of the project. Quality, ongoing SEO work will help new customers find you and aid in developing your presence in the area you’ll serve.

If the company you’re looking into will take care of your website for you, ensure that SEO is part of the process and that they have a good grasp on local areas and search terms.

12

Will I be able to write blogs on my site/page?

Blogs are a valuable asset for potential clientele; they’re also incredibly useful for SEO. Ask if your franchise webpage can host blog posts to help your site get discovered and offer distinct benefits to those interested in your company.

13

What types of marketing are other franchisees finding the most or least successful? Can I see examples of their KPIs?

In addition to seeing what other franchisees are doing, it’s imperative to also understand what’s been effective. As well as anecdotal evidence, ask if it’s possible to see some key performance indicators, such as return on investment or ad spend.

While confirming what you can do is important, two of the most essential aspects of marketing your franchise are to monitor results and make data-driven decisions. Learning what other franchisees have found effective and coupling that insight with your KPIs will help you make decisions that are evidence-based and most likely to bring you the results you’re after!

There is a lot to consider when it comes to any new business venture. When it comes to marketing, don’t leave it to chance. Have your questions answered before you invest in a franchise, partner with a franchisor who has marketing in mind, then kick off your new business with an audit and strategy that will set you up for success! canadian Franchise MAGAZINE 37

FR A N C H I S E & S E R V I C E S D I R E C TO R Y

baskin robbins Named the top ice cream and frozen dessert franchise in the United States by Entrepreneur magazine’s 36th annual Franchise 500® ranking in 2014, Baskin-Robbins is the world’s largest chain of ice cream specialty shops. Baskin-Robbins creates and markets innovative, premium hard scoop ice cream and soft serve, custom ice cream cakes and a full range of beverages, providing quality and value to consumers at more than 7,500 retail shops in nearly 50 countries. Baskin-Robbins was

Bâton Rouge Steakhouse & Bar The new design direction of Bâton Rouge represents a modern yet timeless concept, reflecting the brand’s evolution, proven successful in both a downtown setting as well as in a suburban environment.

The best franchisees are sought by emphasizing quality management and are more than just partners; they are invaluable family members for which their success is fueled by passion. They are supported with training programs that help their businesses grow and have continued access to operational and marketing support as well as architectural and construction services to facilitate design needs.

To learn more about franchising opportunities, visit www.baskinrobbinsfranchising.com

Undoubtedly, the key ingredient to the brand’s success is the amazing food they serve. To ensure high standards of freshness, the food is prepared daily from the finest ingredients, as per exclusive brand recipes. Building upon its signature offerings of ribs and quality cuts of meat, the menu continues to evolve.

With 30 Bâton Rouge restaurants located throughout the provinces of Quebec, Ontario and Nova Scotia, as the brand continues its expansion throughout the Canadian market, its popularity is expected to grow exponentially.

Phone: 514-336-8885 Website: https://www.batonrouge.ca Email: ptsafoulias@mtygroup.com Contact: Peter Tsafoulias 514-946-7571

CANADIAN FRANCHISE

Excellent for branding and recognition.

Be part of our successful A-Z section and to be included online.

Choose a 12 or 6 month package or simply add the A-Z directory onto your FOCUS, PROFILE or AD!

Making an appearance every issue in Canadian FranchisE magazine, each detailed, 4 color A-Z listing comes with a 150 word write up and your logo.

To learn about the A-Z directory or any other products, please contact Vikki Bradbury: vikki@cgbpublishing.com or 778 426 2446.

Dickinson Wright

• • • • •

Our franchise and distribution law lawyers are some of the most widely published and most respected practitioners in the world and have decades of experience representing a broad spectrum of businesses, from start-ups to multi-national and multi-brand enterprises, in a vast range of industries.

With access to Dickinson Wright’s full scope of capabilities, we support our clients in their every need, including: • Creating domestic and international franchise and distribution networks • Preparation of disclosure documents and materials • Drafting and negotiating franchise and distribution agreements, including unit, area, development, master and international agreements

Fired – Up Pizza Fired – Up Pizza is a mobile fired pizzieria that offers fresh made thin crust wood fired pizzas, Calzones, fired pies and fired dogs that will guarantee to satisfy appetites for something different.

Fired up Pizz Inc has developed and owns a unique propriety franchise system relating to the establishment, development and operations of a mobile restaurant trailer, specializing in the sale of wood fire pizza, Calzones, Fired dog and Fired pies that are prepared using the best ingredients

38 canadian franchise magazine

founded in 1945 by two ice cream enthusiasts whose passion led to the creation of more than 1,200 ice cream flavors and a wide variety of delicious treats. In 2013, more than 13 million ice cream cakes were sold in Baskin-Robbins shops worldwide. Headquartered in Canton, Mass., Baskin-Robbins is part of the Dunkin’ Brands Group, Inc. (Nasdaq: DNKN) family of companies.

For further information, visit www.BaskinRobbins. com.

www.canadianfranchisemagazine.com

• • • • • •

Drafting and negotiating licence and dealer agreements Litigation and alternative dispute resolution Marketing, advertising, promotions and contests E-commerce Regulatory compliance, with particular emphasis on franchise disclosure laws, product licensing and competition law Protecting trademark and other intellectual property rights Purchase and sale of individual units or complete systems Leasing and real estate acquisition Corporate and personal tax planning Corporate and business law Employment and labour law

Phone: 416-646-3842

available and cooked using a wood fired oven.

The Franchisor will train new Franchisees uniformily to its high standards of quality and service. Seasonal business 7-12 months depending on area – Easy to learn system Turn- key operation within 48 hours of concession trailer delivery – Strong GPM – Estimated ROI 1.5 -2 Years.

For more information Tel: 866 746 6999 or email rob@firedup-pizza.com www.firedup-pizza.com

Freshii Eat. Energize. That’s the Freshii mantra. Freshii is a health-casual restaurant concept that serves fresh food designed to energize people on the go. With a diverse and completely customizable menu of breakfast, soups, salads, wraps, bowls, burritos, frozen yogurt, juices and smoothies served in an eco-friendly environment, Freshii caters to every dietary preference and type of taste buds.

Freshii will operate 200 units by the end of 2015 in 80+ cities and 15 countries, opening 2 new

Great Clips, Inc. Great Clips, Inc. was established in 1982 in Minneapolis. Today, Great Clips has nearly 4,500 salons throughout the United States and Canada, making it the world’s largest salon brand.

Great Clips’ convenient walk-in haircutting salons are 100 percent franchised and are owned locally by more than 1,200 franchisees across North America.

No haircare experience is required for this multiunit franchise opportunity. An executive-model,

The Interface Financial Group – IFG 50/50 The Interface Financial Group – IFG 50/50 is an affordable home-based franchise that provides short-term working capital to small and medium-sized businesses by purchasing current, quality invoices at a discount, thus accelerating the client’s cash flow and growth.

All transactions are syndicated 50/50 with the franchisee and the franchisor, and that means less working capital required to fund transaction: IFG does the bulk of the due diligence and the ‘paperwork’ for the transactions, and IFG 50/50 franchisees will concentrate their efforts on building the referral relationships – they do the ‘people work’.

restaurants every week. Guests can visit Freshii anywhere from Toronto, Miami, Chicago and Houston to Bogota, Dubai, Stockholm, and Dublin. Freshii restaurants are found in all types of locations from cosmopolitan cities, malls, college campuses, suburb neighborhoods, fitness clubs, airports and small towns.

Find the nearest Freshii: http://www.freshii.com.

Keep in touch with Freshii on Facebook: https:// www.facebook.com/freshii. Follow Freshii on Twitter and Instagram: @freshii.

manage-the-manager operation, the average franchisee owns 5-6 salons after being in business for 5 years. Haircutting is a local neighborhood business that can’t be outsourced or sold online and is necessary no matter the economic situation.

Opportunities available in select areas of Canada – Winnipeg and Ottawa are newly available.

For more information please contact Beth Phone: 800.947.1143 Email: franchise@greatclips.com Website: https://www.greatclipsfranchise.com

• • • •

No staff to hire, fire, or manage No storefront to own, lease, or maintain No Inventory or stock to purchase No extensive travel because IFG franchisees do business locally • Business-to-Business, professional environment with regular business hours of operation • Flexibility to relocate for part of the year or permanently and continue doing business Our franchisees are excellent communicators, relationship builders with decision-making and problem-solving skills, and much more sales & marketing oriented.IFG has been in the ‘invoice discounting’ business since 1972, and employs its franchise network around the world.

Key advantages of being an IFG 50/50 franchisee include:

www.interfacefinancial.com

CANADIAN FRANCHISE

Excellent for branding and recognition.

Be part of our successful A-Z section and to be included online.

Choose a 12 or 6 month package or simply add the A-Z directory onto your FOCUS, PROFILE or AD!

Making an appearance every issue in Canadian FranchisE magazine, each detailed, 4 color A-Z listing comes with a 150 word write up and your logo.

To learn about the A-Z directory or any other products, please contact Vikki Bradbury: vikki@cgbpublishing.com or 778 426 2446.

international workplace group

Franchisees will also benefit from a built-in network of 2.5 million customers, including some of the most successful entrepreneurs and multi-billiondollar companies, that instantly become available to franchise owners.

IWG is the leading global flexible workspace provider with brands like Regus and Spaces and is seeking driven, committed franchise partners to capitalize on the significant demand for flexible, contemporary coworking spaces across Canada. IWG created the coworking concept 30 years ago and has been the industry’s global leader with over 3,300 locations across the world. The proven and scalable operating model can provide franchisees with a highly attractive return on their investment.

www.canadianfranchisemagazine.com

Financial Comments: Franchisees should have a minimum net worth of $3 million and a minimum of $1 million in liquid assets per location. Franchisees are required to pay a $50,000 initial franchise fee.

Franchising Nationally.

Call 1 647 256 1313 Email franchise.CA@iwgplc.com Web http://franchise.iwgplc.com

canadian Franchise MAGAZINE 39

FR A N C H I S E & S E R V I C E S D I R E C TO R Y

Liberty tax service Founded in 1997 by CEO John T. Hewitt, Liberty Tax Service is the fastest-growing tax preparation franchise in the industry and has prepared almost 18 million income tax returns in more than 4,400 offices and online.

Liberty balances strong growth, best business practices, social responsibility, and a fulfilling life experience for our franchisees. We’re committed to creating a business system and environment that will be held up as the model for all other tax preparation franchises to emulate.

Little Caesars Little Caesars offers strong franchisee candidates opportunities in select locations across the country. We provide candidates an opportunity for independence with a proven system, a simple operating model and strong national brand recognition.

Franchisees benefit from a comprehensive training program that focuses on all aspects of the business, including training, architectural and construction services to help with design, preferred lenders to assist with financing, the ongoing research and development of new products, and effective

Mary Brown’s Chicken & Taters Mary Brown’s Chicken & Taters is the largest Canadian-owned Quick Serve Chicken Restaurant and one of the fastest-growing franchises in Canada.

Our Signature Chicken is Made Fresh from Scratch in-store from whole, Canada Grade A Chicken; our tasty Taters are hand cut from real,

massage addict Massage Addict is the country’s largest and fastest growing provider of massage therapy services, with over 40 clinics across Canada. Massage Addict is a proven business concept serving a gap in the market by helping Canadians improve their health through affordable, convenient massage therapy without sacrificing quality or service. Clients love the quality of Massage Addict’s Registered Massage Therapists and our franchise partners love the business model.

• Low investment and start-up costs • Recurring revenue and quick ROI

PAY2DAY

40 canadian franchise magazine

Liberty Tax is a company to watch, not just in tax preparation franchise terms, but in the business world as a whole. Our corporate team, Area Developers, and franchisees are accessible and down-to-earth. We provide a supportive network and a culture that is progressive and fun.

You can join one of the top franchise opportunities in the world. Just fill out our request franchise information form to find out more about Liberty Tax. www.libertytaxfranchise.com/request-franchiseinformation.html

marketing programs. Franchisees continue to receive support, expert analysis and consultation from corporate as their business grows.

Little Caesars requires candidates desiring to open one store to have a net worth of $250,000 with a minimum of $100,000 in liquid, unencumbered assets (such as cash). Franchisees must also be able to obtain financing to cover the total costs of opening a franchised location.

Contact: Angelee Brown, development manager Phone: 888-822-7981 Email: LCCfranchising@littlecaesars.ca Website: www.littlecaesars.ca

farm fresh Canadian potatoes.

Mary Brown’s processes are time-proven, delivering a delicious, consistent menu and genuine hospitality that brings Guests back again and again.

Contact: Franchising Phone: 1-866-640-3339 Website: www.marybrownsfranchising.com Email: franchising@marybrowns.com

• Approximately 80% of treatments are paid by insurance • Opportunity for multi-clinic ownership • Straightforward clinic operations • 100% Canadian owned and operated Massage Addict is the right industry, the right business model, the right brand and most importantly it’s the right time. Call today.

Phone: 1-855-852-6108 Email: info@massageaddict.ca Website: www.massageaddict.ca

PAY2DAY is a profitable alternative retail financial services company with a multitude of locations available throughout Canada.

advertising/marketing support, as well as the benefit of a corporate management team of knowledgeable experts with a combined 80+ years of experience in the Payday Loans and Cheque Cashing industry.

As part of our dynamic team, our franchisees have complete operational support, including, but not limited to; full in-depth training, expert assistance with site selection,

Contact: Wesley Barker Phone: 905-450-2274 Ext 777 Email: info@pay2day.ca Website: www.pay2day.ca

skedaddle Skedaddle Humane Wildlife Control has been Canada’s leader and pioneer in the area of urban wildlife control for over 25 years, helping home and business owners remove and exclude wildlife from their property in an effective and humane manner.

As cities, towns and suburbs continue to expand the need for valueadded wildlife management will continue to grow. Skedaddle’s proven three step approach includes humanely removing the wildlife, repairing the damage and securing the home against future intrusion. This ensures a customized and complete solution for customers at a premium price point.

Skedaddle Humane Wildlife Control is the latest brand to join That Franchise Group who manage a portfolio of six home service franchises with over 400 locations across North America. With this strong backing, Skedaddle has aggressive growth plans to

Signarama Signarama is the largest sign franchise in the world, standing as the leading innovator in the industry. Signarama was also named #1 sign franchise by Entrepreneur magazine for 2014. Signarama is the best in the business and will start you off with all of the tools that you need to succeed.

Our local Signarama stores serve brand building and visibility experts in their local business communities. They don’t just sell signs...just about anyone can do that! Our stores deliver multiple products and services as part of solutions for businesses to increase customers and build brand awareness. Each of our stores is individually owned and operated by highly trained experts who serve their local community.

Although signs can be found everywhere, we operate on a new

The Seasons Art Class The Seasons Art Class is an adult art class franchise providing art classes one day per week. This is a great opportunity, low investment, no inventory, not need to rent a location. Great for part-time or as an added revenue stream. Our business has been in operation since 2009 and is the original provider of these inspired courses.

spread its footprint across Canada in the coming years. Skedaddle Humane Wildlife Control is a community based business that currently provides profitable and rewarding service in 22 locations throughout Ontario, Quebec and Nova Scotia. No prior experience is required to get out from behind your desk and become your own boss today.

Key Benefits Include - high demand - low competition - cash business - limited accounts receivable - few employees - minimal supplies and equipment required - rapidly profitable - home based business - low start up costs - excellent head office support - environmentally friendly and socially responsible services For more information about this exciting opportunity: Website: http://www.skedaddlefranchise.com/

concept that’s unique to our stores. We combine signs with a full portfolio of branding options that result in a customized advertising solution for your clients’ businesses. A Signarama franchise is a solid business model that works to give back to businesses in the local community.

Signarama is a proven business. We have the operational systems and processes in place to help our printing franchise owners succeed in today’s competitive business landscape. Our team of leaders and administrators will help you to get up-to-speed on all requirements and procedures for running the business, as well as provide on-going support and training to ensure that your printing franchise has reached its full potential.

Contact: Anas Saltaji Phone: (905)281-8000 Email: info@Signarama.ca Website: www.Signarama.ca

The system has proven so successful that it has been expanded throughout Europe, North America and Australasia with many, very happy Franchisees and countless students.

With well over 125 successful franchises already in operation right throughout the UK (and growing), we’re now offering the opportunity for you to be part of this successful group and run your own business in your area.

There have been many imitators in that time but none have managed to match the comprehensive process and systems that we formulated and continue to improve on year after year.

Using our proven business systems, you have the potential to earn a full-time wage for part-time hours!

For more information contact Mike Curry email: theseasonsartclass@yahoo.co.uk

Topper’s pizza

We’ve learned from our successes and we know what works and what doesn’t.

Proven, tested, tried and true systems are among the biggest advantages to franchising versus starting your own business from scratch.

What does it mean for you? It means you get to hit the ground running with years of knowledge and experience. It means you don’t have to worry about getting all of these systems in place—you get to do what you signed up to do: operate your business and achieve your personal goals. Let the delicious pizza, our Customer-Centric Culture and successful structure take care of the rest.

With Topper’s Pizza, you’re benefiting from nearly 30 years of successful franchise systems. During that time we have invested and reinvested in all of our operations – from our P.O.S. systems, to training policies, to marketing, to research and development… and the list goes on.

www.toppersfranchise.ca

CANADIAN FRANCHISE

Excellent for branding and recognition.

Be part of our successful A-Z section and to be included online.

Choose a 12 or 6 month package or simply add the A-Z directory onto your FOCUS, PROFILE or AD!

Making an appearance every issue in Canadian FranchisE magazine, each detailed, 4 color A-Z listing comes with a 150 word write up and your logo.

To learn about the A-Z directory or any other products, please contact Vikki Bradbury: vikki@cgbpublishing.com or 778 426 2446. www.canadianfranchisemagazine.com

canadian Franchise MAGAZINE 41

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