Thryv software is designed to make it easy for you to manage your franchisees’ operations — all in one place.
With Hub by Thryv, running multi-location businesses has never been easier. Thryv gives you back hours in your day so you can:
View a single operational dashboard with real-time tracking and analytics across every location
Connect to apps you already use Track revenue and performance of all locations
Standardize your brand, and drive consistency across all locations
Streamline communications and payments
And much more
With Thr y v ’s 24/7 support, you can’t go wrong. Learn more at Thryv.ca/franchise
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Franchising offers many different opportunities for the budding entrepreneur, from mobile, health and beauty, food, retail, in fact any business you can think of is probably franchised. In this issue we have some great advice and feature a number of franchises to whet your appetite.
i n this issue we are delighted to welcome Local handyman Group on the cover. Matthew Gourgeot from Thryv sat down with craig Jooste franchisor of Local handyman Group and talks about how he and his wife Kristen grew from 1 to 20+ locations in less than 3 years. You can read more about this franchise on page 8.
We have some great advice from some of the top experts in the industry. Lori Karpman is ceO of Lori Karpman and company and asks the question “are You ready to be a Franchisee?” Wayne Maillet is a franchise management consultant, and, in this issue, we cover the “Top Ten successful Qualities of a Franchisee”. edward (ned) Levitt helps us to Understand how you can harness your Franchise Business with ai; and david Banfield asks, “is that a Franchise?”
We have also featured a range of Franchises in this issue such as the delicious BeaverTails who are currently seeking franchisees and with over 200 locations, they are also launching a campaign to find unique and interesting places. Our Latest news and additional featured franchises along with our popular a-Z directory are all a must read. i hope you enjoy this issue and always look forward to your comments. happy reading
20 Kumon: The Kumon Method can help close the canadian student education Gap
26 Comforcare: named a certified 2023 Great Place to Work for Giving Back in canada
30 Pizza Nova: it all Boils down to Values
10 Wayne Maillet: Top 10 Qualities of a successful Franchisee
18 Dimitri Shelest: One Overlooked element of e xecutive safety
22 Edward (Ned) Levitt: harnessing ai to enhance Your Franchise Business
24 Noah Leszcz: Preparing Your Franchise system for acquisition
28 Lori Karpman: are You ready to Become a Franchisee?
34 Privacy Commissioner of Canada: Privacy in the Workplace
38 Mo Chaar: advice for restaurant Franchisors embracing a ai-driven Future
A&W’s new Frozen Root Beer lineup is here just in time to beat the summer heat. Canadians can now enjoy the classic taste of A&W Root Beer® with three different frozen twists.
s erved all day, only at a&W Brew Bar locations across canada, the Frozen r oot Beer lineup features three mind-numbing, mouthwatering flavours: Frozen a&W r oot Beer®, a&W r oot Beer® sweet cream shake, and a&W r oot Beer® Mocha shake.
Frozen A&W Root Beer®
classic a&W r oot Beer® made with natural cane sugar and natural flavours, blended with ice.
A&W Root Beer® Sweet Cream Shake
classic a&W r oot Beer® made with natural cane sugar and natural flavours, mixed with the rich creamy addition of sweet cream made with 100 per cent canadian dairy, blended with ice.
A&W Root Beer® Mocha Shake
classic a&W r oot Beer® made with natural cane sugar and natural flavours, with the added smooth taste of cold brew coffee and sweet cream made with 100 per cent canadian dairy, blended with ice.
“Our Frozen r oot Beer lineup is a new take on our classic root beer that canadians have grown up loving. The frozen texture adds a new dimension to the smooth and creamy taste of our signature root beer. This frozen treat is perfect for hot summer days or whenever you’re craving an icy, nostalgic beverage,” said Karan suri, director of menu development for a&W canada.
Specsavers, an optometrist-owned and led business is proud to announce that it has become a Participating Gold Sponsor of the Canadian Council of the Blind (CCB), whose mission is to improve the quality of life of people who are blind, deaf-blind or living with low vision through efforts that support individuals and communities.
“We at specsavers are delighted to partner with the canadian council of
the Blind, an organization that shares our values, to support their important work, and encourage canadians to take care of their eye health,” said Bill Moir, Managing director of specsavers canada.
“The canadian council of the Blind has an impressive history of advocating for and supporting canadians with vision loss. We are excited about what we can accomplish when our two organizations work together.”
ccB’s objectives include promoting measures for the conservation of sight and the prevention of blindness for all. specsavers shares this objective, as demonstrated by its standard of care for patients and the use of advanced technology. specsavers uses optical coherence tomography (Oc T), an advanced 3d eye scan, as part of every patient’s standard eye exam. Oc T helps optometrists see what is occurring beneath the surface of the eye and can detect potentially sight-threatening conditions such as diabetes, glaucoma, and age-related macular degeneration, leading to treatment and preventative care.
“We are thrilled to announce support from specsavers as we advocate for better quality of life for those with vision loss,” said Jim Tokos, national President of the canadian council of the Blind.
Residents and businesses in Prince Edward Island (P.E.I.) have a new option to get their homes and commercial properties in order, as JustJunk® has expanded its nationwide service to the island.
catering to the growth of Prince edward island, JustJunk® will offer services in charlottetown, summerside, Montague and the surrounding areas.
“Junk can pile up and can be quite overwhelming to handle without help,”
says Phil connor, Franchise Owner. “For me, it’s always been a rewarding feeling to relieve people of their burdensome items. To clear out a space that has been misused for years allows them to envision a better use for the space.”
“Our clients feel free to move on to more important things after we leave them with a fresh, clean and junk-free environment,” he continued.
Launching the Prince edward island location in april, connor is a long-tenured
member of the JustJunk® organization, having spent the previous seven years working in the company’s Toronto operation. after he and his family made the move to P.e i., he decided to continue his work on the island.
“eastern canada has been very welcoming to the JustJunk® brand,” says JustJunk® Founder Mike Thorne. “having a franchise location in Prince edward island, led by Phil, to match the positive economic outlook and growth in the province aligns with our vision.”
Fatburger Canada announces unlocking three new Asian-inspired dippin’ sauces for their chicken tenders: Honey Garlic, Asian Sesame, and Thai Chili. These exciting new flavours are made with a blend of custom spices that add a kick and an Asian flair to the already crispy, juicy, tender taste of the original chicken tenders.
Launching canada-Wide on May 23, 2023, Fatburger’s world-famous, hand-battered chicken tenders can be enjoyed with new mouth-watering flavours that will satisfy the most discerning palates! Fatburger’s chicken tenders are premium chicken tenderloin, lightly battered, hand-breaded, and cooked to perfection.
“These new flavours adds a new profile to our already famous fresh and juicy chicken tenders,” says r aymond ho, VP of Marketing at FdF Brandz, Fatburger’s parent company. “i t’ll be every exciting to see how our customers will love and
appreciate the quality and value we have added into our menu.”
Fatburger’s great menu of Original Fatburgers, specialty Burgers, World Famous Buffalo Wings, chicken Tenders, and thick and creamy shakes are conveniently accessible seven days a
week, either by dining in or having a quick take-out by calling or ordering on their website, fatburgercanada.com or their downloadable app. customers can also have Fatburger delivered conveniently to their door through services such as skipThedishes, d oordash, and Uber eats, where available.
soon after, the duo launched Local handyman in White rock, south surrey. armed with Kristen’s marketing prowess and craig’s know-how, they set a goal early on that they wanted to franchise their business, but also realized that they needed to prove the model. While they didn’t know where their journey would take them at the time, fast forward to today, The Local handyman Group franchise is thriving with more than 20 locations across north america.
how craig Jooste grew one to 20+ locations in less than three years.
Like many emerging franchise owners, craig Jooste started his home services business, The Local handyman Group, out of a personal unmet need. When he and his wife Kristen struggled to find reliable handyman services for their own home, Kristen encouraged craig to seize the opportunity to address the gap they saw in the market.
i sat down with craig to understand his challenges and lessons learned along the way.
matt: at what point did you know you were ready to build a franchise? Was it something you thought of when you started your business or was it an evolution?
craig: We knew from the beginning that we wanted to franchise our business but needed to prove the model. i spent a decade at 1-800-GOT-JUnK? on the leadership team and got amazing exposure to the franchise process and what to do and
not to do. so, i feel very fortunate for that time as it gave me the foundation to build our own brand.
matt: What was the biggest hurdle when you opened your first franchise location?
craig: everyone is always scared to be the first! so, you have to prove your model and be able to show success and build trust with your first operation to then have someone else buy into your brand, vision, and dream.
as much as you want to sell a franchise, you MUsT be sure you are finding the right people that are a fit with your values vs. just someone with a checkbook.
matt: What do you look for in a potential franchisee?
craig: i can tell you from experience that i look for ten key things.
1. Reliability. are you dependable and conscientious? i t’s imperative that you are trustworthy and can execute the brand promise in the mind of the customer.
2. Leadership. Be able to lead without a title. effectively deal with people and lead a team to accomplish goals.
3. Good Judgment. not risk-averse BUT will make smart decisions based on the right guidance.
4. Willingness to learn. success is based
on continuous learning. Learning from other people to understand the business, always looking to improve. Good franchise partners are willing to learn from the Franchisor and from other Franchise Partners. We call this the franchise superpower, learning from your peers!
5. Hustle. Working hard to make their franchise successful from the launch. hard work from the beginning and a strong work ethic makes the magic happen. Willingness to go out and get it!
6. Communication skills excellent communication skills are a critical part of a successful franchise. Great communication also helps build loyalty and trust with your team and the customer.
7. Great at networking. are you great with people? You must be able or willing to deal with people. The ability to network and grow a customer base and business relationships is a massive part of being a good businessperson.
8. Financial aptitude. Financially you are set up to invest and ready to take the
next step. You must not stretch yourself too thin; otherwise, a business might not be for you.
9. Willingness to delegate. You don’t have to do it all yourself. a good leader is aware of his/her weaknesses and strengths and can delegate accordingly.
10. Willingness to ask for help when needed. always be open and willing to ask for help. Know your weakness and let us help you fill those gaps. i ntrospection is a strong trait.
matt: Those are certainly great tips and ones that many of our clients would agree with-- both at the franchisee and the franchise level. i f you had one piece of advice for those early in their journey when starting an emerging franchise, what would it be?
craig: have a clear vision and mission. Both your what and why for your business. Build strong systems and follow them. stay focussed on the important things like revenue/lead gen and customer satisfaction and block out the noise.
matt: speaking of systems, what’s been your biggest tech challenge to date?
craig: Finding a balance between a true crM and also a scheduler that can serve our franchise partners in the best way. systems seem to lean heavily into one direction and that was the challenge, until now. When we decided to move to Thryv, our brand had the need for a superior communication,
booking, and marketing platform. We believe that we have found this with Thryv and our early partnership has been spectacular.
Like other emerging franchises, when craig started his home services business, it was difficult to find the time to provide the level of customer service he was committed to delivering while also managing his business, keeping track of franchisee performance, and growing the pipeline. Then he found Thryv.
i f you’re facing some of the same challenges as craig, we invite you to learn more about, Thryv an all-in-one franchise software platform that makes it easy to grow your franchise – even in an economic downturn.
For more information visit: thryv.ca/franchise
“ Good franchise partners are willing to learn from the Franchisor and from other Franchise Partners. We call this the franchise superpower, learning from your peers!”
a strong franchise system is only part of the equation. in order for the business to be successful, it requires a strong franchisee. The franchisor provides the vehicle, but the franchisee is still required to drive. assess your abilities, skills and commitment. a strong franchisor will also be assessing you.
i n every franchise system there are franchisees that will do better than others. all are provided the same tools, operating system and opportunity. But even in the strongest franchise systems, there are franchisee’s that will underperform. how is this possible? i t is the human factor. Ultimately it is your abilities and your implementation of the system that will dictate your success.
are you willing to follow a business model and learn new skills? are you willing to follow someone else’s rules, policies and
“ Strong franchisors know the qualities of successful franchisees and will watch for them as they recruit new franchisees into the system.”
procedures? i f not, then franchising may not be for you. some people are too entrepreneurial and may be better suited to independent business ownership. Who knows, maybe it’s a business that you will eventually make into a franchise, with you being the franchisor!
What are the qualities that successful franchisees have in common? each franchise concept will have certain specific needs unique to their concept, but there is a core group of traits that successful franchisee’s share. not everyone is perfect, but these core characteristics will increase the probability of success, no matter what franchise you select.
Over the years great franchise companies have become more selective in whom they grant franchises to. strong franchisors know the qualities of successful franchisees and will watch for them as they recruit new franchisees into the system. They might do this through interviews, aptitude tests and/or observation. Franchisors recognize that no one is perfect. They are motivated to identify your strengths and weaknesses so that they can guide you to fully utilizing your strengths and coach you to hire employees who will offset your weaknesses.
The following are the 10 qualities that are most commonly found in successful franchisees. r ate yourself and see how you compare.
1. Ownership, Accountability and Responsibility. successful franchisees take ownership for their own success. They rely on the franchisor for support and assistance. They will seek input possibly from the franchisor and other franchisees but know that their success is dependent upon themselves. successful franchisees will hold themselves accountable through business plans and goal setting. i f things are not going according to plan successful franchisees take responsibility and make adjustments to get things back on track, rather than placing blame, making excuses or being in denial. successful franchisees operate above the line as opposed to below the line.
2. Willingness to follow a system. successful franchisees are committed to following a system. They recognize that a brand is created through consistency and that there is a need for all franchisees to follow the franchise
business model. some individuals are too entrepreneurial, not willing to adapt but instead want to do their own thing. These individuals are best to open an independent business. successful franchisees are team players, knowing that the brand is created through uniformity and the customer having a consistent experience, no matter which location they are at. They are coachable, willing to listen to feedback and make adjustments that are going to improve the business.
3. Customer service focus. Building a profitable business is all about attracting and retaining customers while maintaining adequate margins. successful franchisees have a high desire to provide exceptional customer service. This is how you build a longterm viable business. i t is far easier and more impactful to have existing customers coming back more often, buying more products and services, than trying to get new customers.
4. Leadership/ management aptitude. successful franchisees have the ability to get things done through others. although the franchisor can teach you management skills, it is your attitude towards employees that will make a difference. successful franchisees see employees as a valuable asset rather than an expense. They will communicate to employees what is in it for them. Their employees are treated as individuals, with respect and trust. The successful franchisee inspires others to a common vision.
5. Optimistic outlook. Business will always have ups and downs. You will be faced with challenges, i.e. employees not showing up for work, running out of inventory, etc. successful franchisees don’t let these issues take away from their long-term positive outlook. They always see the glass half full, not half empty. They respond to the issues knowing that it is simply a small speed bump and not an insurmountable mountain.
6. Family support. Over the years franchisors have learned that there is a high correlation between business success and the franchisee having family support. i f both spouses are active in the business there is an even greater probability of success, although this is often at the expense of work and family life balance. Franchisors will look favorably on the fact that both spouses are active in the franchise review process.
7. Realistic expectations. successful franchisees recognize that starting a business will require a lot of long hours and hard work during the initial startup phase. i t may take 1 to 2 years to build the business to solid profitability. successful franchisees are not expecting to get rich overnight. They may not get rich at all. i nstead, they are going into the business knowing that the business will provide a great income and will allow them to build longterm equity. The franchisee will reap the benefits of independence, flexibility and pride of ownership.
8. Drive, high attainment. successful franchisees have a habit of setting goals and working hard to achieve them. ideally the goals are written. They are fully committed and focus on the achievement of their goals. despite obstacles and challenges, the successful franchisee does not give up. They know that every problem has a solution, every solution may have a complication but every complication has an alternative.
9. A passion for the brand. successful franchisees are excited about the industry they have chosen. They are constantly promoting the brand in the community and with friends. They are excited about getting up in the morning and going to work. They strongly believe in the products and services that they offer.
10. Financial ability. a common reason why businesses fail, often within the first two years, is because they are undercapitalized. successful franchisees have the financial investment required to invest in the business initially, as well as provide for the working capital needs during the startup phase of the business. The successful franchisee is not borrowing all the funds and having all the profits going towards servicing debt but instead has anywhere from 30% to 50% unencumbered funds, or cash, to invest. depending upon the industry, franchisors will look for certain experience and skill sets. i t might be industry-specific knowledge, sales skills or management experience. But often these skill sets can be taught. More frequently it is an attitude that makes the difference, and it is attitudes that are reflected in the majority of the 10 qualities outlined. Franchisors will actively look for the right attitudes when selecting their next franchisees.
Most successful business owners will have a variation of these ten qualities and character traits. i t is what has made them successful. how do you compare? no person is perfect, but if you have the majority of these qualities, you have what it takes to be successful in your selected franchise.
set yourself a goal to find the right business that you can be passionate about, and proceed with confidence knowing that you have what it takes to be successful.
gO
realistic expectations are one of the hardest areas to measure. early in my consulting i was working with a franchisor, and we were going through a strategic planning process. i t was a young franchisor in an unglamorous service business that at the time had 3 franchisees. We were defining a clear vision for three years into the future and then reverse engineering to see what each department would need to do to
support the planned vision and projected growth. The founder of the company had large growth plans. We divided up areas of accountability, and he was to be responsible for Pr and the media. We had a small marketing budget and concluded that Pr would be the most economical way to generate brand awareness. The founder of the company assumed the role of generating Pr during the course of the day he exclaimed with conviction that he would go on Oprah, a well watched afternoon TV talk show, to gain national exposure. i thought he was crazy!
roughly three years later i was working in my home office when my wife yelled from the living room to come quick. as i entered into the living room i was bewildered to see that same founder and company on Oprah! almost three years to the date! From that day forward i never underestimate the power of an entrepreneur that has a clear vision and the conviction to make it happen!
“ Most successful business owners will have a variation of these ten qualities and character traits.”
Starting his career at one of Canada's leading publishers, Canwest Global Communications Corporation followed by Postmedia Network Inc , Kirk realized that as consumer habits and digital media evolved, a need for digital insight and an innovative approach would be the key to his client’s long-term success With the industry moving frustratingly slow to adapt around him and the changing needs of consumers a top priority, Reshift was born and with his leadership, quickly cemented itself as a digital leader
Starting his career at one of Canada's leading publishers, Canwest Global Communications Corporation followed by Postmedia Network Inc , Kirk realized that as consumer habits and digital media evolved, a need for digital insight and an innovative approach would be the key to his client’s long-term success With the industry moving frustratingly slow to adapt around him and the changing needs of consumers a top priority, Reshift was born and with his leadership, quickly cemented itself as a digital leader
Steve has over two decades of digital marketing experience and has earned a reputation for being on top of emerging trends in social, search and mobile solutions Throughout his career in the new media sector, Steve always centered his focus on providing fantastic service to his clients, helping them adopt new technology to drive their business forward - something that continues to be a key differentiator for Reshift With a focus on the digital demands of his clients and staying “current,” a top priority, his innovative approach continues to be a key factor in driving brands forward
Steve has over two decades of digital marketing experience and has earned a reputation for being on top of emerging trends in social, search and mobile solutions Throughout his career in the new media sector, Steve always centered his focus on providing fantastic service to his clients, helping them adopt new technology to drive their business forward - something that continues to be a key differentiator for Reshift With a focus on the digital demands of his clients and staying “current,” a top priority, his innovative approach continues to be a key factor in driving brands forward
Reshift Media is a digital marketing company specializing in helping multi-location businesses such as the franchise, retail and food services. Founded in 2010, the 100% Canadian-owned business has helped more than 200 brands in 22 countries find their footing in the digital space. Through their extensive experience with businesses worldwide, their team is comprised of sought-after experts in franchise marketing, social media, search, software, and website development
Reshift Media is a digital marketing company specializing in helping multi-location businesses such as the franchise, retail and food services. Founded in 2010, the 100% Canadian-owned business has helped more than 200 brands in 22 countries find their footing in the digital space. Through their extensive experience with businesses worldwide, their team is comprised of sought-after experts in franchise marketing, social media, search, software, and website development
Celebrating 10 years helping the franchise community grow and thrive, Reshift Media has cemented itself as the leading digital marketing agency for franchise companies in Canada
Celebrating 10 years helping the franchise community grow and thrive, Reshift Media has cemented itself as the leading digital marketing agency for franchise companies in Canada
Among the company's accolades, Reshift Media boasts the creation of two proprietary software platforms: Social Brand Amplifier and Brand Amplifier, each designed specifically for franchise and other multi-location businesses. They were also named top supplier to the franchise industry by the Canadian Franchise Association (CFA) in 2019.
Among the company's accolades, Reshift Media boasts the creation of two proprietary software platforms: Social Brand Amplifier and Brand Amplifier, each designed specifically for franchise and other multi-location businesses They were also named top supplier to the franchise industry by the Canadian Franchise Association (CFA) in 2019.
URL: WWW.RESHIFTMEDIA.COM
@RESHIFTMEDIAINC.
salon studio franchise, sola salons, has a clear-cut vision to boost its presence in the canadian market.
currently supporting a community of more than 19,000 independent beauty professionals across north america, the company’s business model is designed to set stylists up for success, as they explore the world of being their own boss.
What is different about sola is the fact that we don’t have employees. r ather, we
have independent beauty professionals who rent a space within a sola location, while having their own companies and branding. We provide them with a turnkey system, allowing them to be their own boss, and in turn, they gain flexibility and endless income possibilities.
When i first discovered sola salons, i knew that it was the right franchise opportunity for me. as someone with a background in commercial real estate and a passion for business, i was drawn to the sola salons model. i was particularly impressed by
sola’s strong track record of success in the United states, where the company had already established more than 650 locations.
i n just a few short years, my business partner and i, with a tremendous effort from our manager, have opened and now operate three fully leased sola salon franchise locations, introduced the brand to the canadian market, and proven that people don’t need to be beauty experts to run a successful salon franchise.
however, i also recognized that bringing a U.s. franchise to the canadian market would present its own unique challenges. To succeed, i would need to introduce the sola salon brand to canadian customers, adapt to local business regulations, and recruit talented and experienced beauty professionals. despite these challenges, i was undaunted. i opened my first sola salon location in north York’s Leaside neighborhood at the end of 2016 and quickly filled all 29 available suites. Building on this success, i opened a second location in the upscale community of Oakville in the spring of 2018, with 23 suites, followed by a third location in Mississauga in July of 2019, with 33 more suites. all three locations are fully leased, with the Leaside and Oakville locations having a waiting list of beauty professionals eager to join the sola salon community.
so how can a potential franchisee achieve the results they’re looking for? One key factor is the willingness to adapt to the needs of the canadian market. For example, i made sure that my salons were fully compliant with canadian business regulations and that i had a strong understanding of the local beauty industry and the requirements that beauty pros needed to fulfill to go independent. i also worked closely with local beauty professionals to ensure that the salons offered the space and amenities that canadian customers were looking for.
an important factor to note is that if a potential franchisee can build a strong network of beauty professionals, all else will fall into place. although i am not a beauty expert myself, i recognized the importance of having talented and experienced professionals within my salons. i worked hard to attract top talent to the salons and to create a positive and supportive culture that would keep them happy and engaged. at sola, we call it “community.” so, we built a community at Leaside, then Oakville, and now in Port credit. as a result, the salons have become known not just for their beautiful spaces and top-notch amenities but also for the unique familial vibe each location has developed, and the quality of the services
provided by the hairdressers, estheticians, and other beauty pros at sola.
Looking to the future, i’m excited about the opportunities that lie ahead. i currently have development rights for several more sola salon locations in the Greater Toronto area and am actively reviewing new opportunities, with construction on a seventeenth U.s. location currently underway.
For anyone considering opening a franchise in canada, i hope sharing my story serves as an example of what can be achieved with hard work, dedication, and a willingness to adapt to local market conditions. By choosing the right franchise and building a strong network, anyone can succeed, regardless of their background or expertise.
By no means is it an easy feat opening three salon studio locations at 100% capacity, introducing a U.s. franchise to the canadian market, and debunking the notion that beauty expertise is a prerequisite for running a salon franchise. so here are some additional key takeaways from my journey that other franchisees can learn from:
1. Thorough market research:
entering the canadian market was not accidental. conducting meticulous market research is crucial to understand the local dynamics, beauty industry trends, and customer preferences. This allowed me to tailor my offerings to meet the demands and expectations of the canadian clientele. Franchisees should invest time and effort in researching their target market and adapting their business strategies accordingly.
2. compliance and adaptation:
When expanding a franchise to a new country, it is crucial to navigate local regulations and adapt the business model accordingly. ensure that your franchise locations in canada comply with all applicable laws and regulations, enabling a smooth and legal operation. Franchisees should prioritize understanding and adhere to local regulations, as well as
making necessary adjustments to align with cultural norms and customer expectations.
attracting and retaining top beauty professionals was a result of my efforts to build strong relationships. i fostered a positive and supportive work environment, emphasizing communication, collaboration, and professional development. Franchisees should prioritize building strong relationships with their employees, or in my case tenants, providing ongoing support, and creating a positive work culture to attract and retain top talent.
as an owner of multiple sola salon locations in both the U.s. and canada, i benefited from the strength and support of the franchise network. i was actively involved in 13 other sola salon locations in the U.s., enabling me to share knowledge, resources, and best practices with fellow franchisees. Franchisees should leverage the power of the franchise network, participating in forums, conferences, and training programs to gain insights from experienced peers and maximize their chances of success.
i recommend actively reviewing opportunities and carefully evaluating the feasibility of new locations, ensuring they align with franchisee growth plans and market potential. Franchisees should adopt a strategic mindset when expanding, conducting thorough due diligence, and analyzing market demand, competition, and profitability to make informed decisions.
By applying these lessons, aspiring franchisees can increase their chances of running successful franchises in new markets and realize their entrepreneurial dreams.
with father’s day around the corner, what better time to highlight some of the dads who have dedicated themselves to not only improving their own families’ lives but also those of their fellow community members.
One such example of a local father who went above and beyond in this pursuit is edward choufi, a father of four and the owner of engineering for Kids of calgary, an out-of-school sTeM education provider for children aged 4-14.
edward was born in canada but spent the majority of his childhood growing up in Lebanon, until he returned to his home country to attend university. here is where he discovered his passion for not only engineering but also education. h is University of alberta degree allowed him to pursue a successful career in engineering for the next 14 years. although he was continuously climbing up the ranks in a field that he enjoyed, edward still felt like there was a missing piece.
as edward started his own family and became accustomed to the monotonous
routine of his current job, he realized that there was more he had to offer. he began looking for other creative outlets within his community that would still allow him to flex his sTeM know-how, which is how he first came across engineering for Kids. First attracted to the business’ name alone, edward started as a basic educator with the brand before moving into full-time ownership and leaving his previous position behind.
as his own boss, he now had the freedom to be more present in the lives of his four young children, as well as having complete creative control over how he could introduce sTeM into the lives of local youths, which he felt was a much more meaningful contribution to society than the previous work he was doing.
Owning a community-facing business also allowed edward to realize a major area of interest that was neglected in his role as a traditional engineer: the opportunity to meet others and form genuine connections. While he was regularly exposed to new faces with his previous companies, he was never able to really “know” them. Once he realized how this aspect of his career was neglected up until now, he immediately took action to compensate for the connections he was always missing out on.
Firstly, he launched community based partnerships meaning that edward and his business would be working in tandem with the community’s schools, rec centers, and other public facilities. i n his very first meeting with one of these community stakeholders, his children were right there
“ Owning a community-facing business also allowed Edward to realize a major area of interest that was neglected in his role as a traditional engineer: the opportunity to meet others and form genuine connections.”
with him in the room. Fast forward seven years later, and there isn’t a community center in calgary that hasn’t partnered with edward.
aside from his commitment to putting kids first, these stakeholders are also drawn to edward thanks to the mutually beneficial community-centered deals that he emphasizes in all of his local partnerships.
i nherently, a sTeM educator for children is intended to better the surrounding
community, but edward dials this to eleven by offering reduced rates to the centers he works with in exchange for them putting his business in front of more calgary parents.
For the parents that have financial limitations in terms of their children’s education, edward goes even further out of his way to offer reduced rates or even sometimes free lessons to low-income families. even though his engineering for Kids franchise sees no financial gain from
these deals, edward takes immense pride in knowing that he is offering genuinely beneficial services to those around him.
Less than a decade ago, edward was following a very different walk of life. every day was dictated by a rigid schedule of seemingly endless to-do’s that offered little personal gratification. Today, edward enjoys being at the helm of a business that not only provides him family time and flexibility, but also a greater sense of pride and accomplishment.
seeing fellow parents take pride in their children’s work while the children themselves achieve new things has taught edward that he was always a father, an educator, and an entrepreneur at heart. as edward says himself, “Profit matters, but money isn’t everything. enjoying what you do while enriching others is what it really means to succeed.”
“ Profit matters, but money isn’t everything. Enjoying what you do while enriching others is what it really means to succeed.”
at one time, executive protection meant providing bodyguards and secure transit, and fortifying executive offices against external threats. as more executives work from home, efforts have extended to bolstering home defense systems.
still, there’s a missing element. i n today’s digital world, it’s also necessary to protect
executives online. That should include protecting their personal data.
executives have access to some of the company’s most sensitive information, and they’re increasingly being targeted by hackers looking to steal company secrets or to perpetrate cybercrimes.
Personal data provides fuel for these crimes. digital data warehouses store all kinds of details about all of us. i t used to be just addresses, phone numbers, aliases, and relatives. now, it’s far more detailed information such as political affiliation, names of neighbors, resting heart rate, and even amazon wishlists.
all this data is collected legally by companies. every time you interact with a computer--be that via a smart device, a bar code at checkout or on a website, data about you is being collected. i n the U.s there is essentially no limit to the amount of data companies can collect, and few limits on how they can use it.
Most data can be sold to anyone who will pay for it--including bad actors. They can use it to personalize their workplace phishing attacks and business email compromise schemes to make them more effective. executives are particularly at risk for “whaling” attacks, where a criminal impersonates an executive via email or another means of communication and asks the target for money and/or information.
a successful whaling attack can be quite lucrative, since executives have a lot of credibility and power. i n one such attack, a Mattel finance executive sent $3 million to a fraudster impersonating the company’s
companies go to great lengths to protect their top executives. keeping them safe, healthy and happy so they can perform their duties without unnecessary distractions is critical for the productivity of the company.
ceO. With the possibility of such large payouts, criminals will go to considerable effort to use personal details that make their requests compelling and believable. executives also face risks from social media, where they are more visible and accessible than ever before. This can be great for brand-building and engagement. Unfortunately, it also puts them at risk of harassment or worse from a variety of bad actors, both online and in real life.
This can come from dedicated customers or fans who are unsatisfied with a product or service. For example, in 2022, strauss Zelnick, the ceO of nasdaq-listed video game developer Take Two i nteractive, was forced to lock his Twitter account after being bombarded by a wave of harassment from customers dissatisfied with the latest Grand Theft auto game.
i t can also come as a result of taking a stand--or not taking a stand--on social issues. Gone are the days when staying neutral was the preferred corporate strategy. according to research from accenture, customers are increasingly aligning their spending with their values. They demand to know where companies stand on issues that matter to them.
executives are expected to “walk the walk” and stand for the company’s values. But one false move can place them in the crosshairs of cancel culture and harassers can quickly descend.
This kind of harassment, while still very upsetting for the individuals involved, can at least be somewhat anticipated and crisis communications strategies can be at the ready. But threats to executives can also
arise unexpectedly when a company is caught in the cross currents of the news cycle.
For example, after the contentious 2020 election, figures ranging from the head of strategy and security at dominion Voting systems to the ceO of social media app Parler were forced to go into hiding with their families after receiving death threats when their personal information as well as that of their family members was leaked by hackers.
These scenarios don’t even include the possibility of threatening behavior from a disgruntled or terminated employee. i n a turbulent economic environment like the one we are navigating now, this issue may come into the foreground as executives grapple with layoffs and cost-cutting measures.
This doesn’t just happen to executives at big companies or celebrity ceOs. anyone who is involved in making decisions that can impact other people’s lives, contradict their political views or offend their values can become a target.
The effects are devastating. researchers are just beginning to understand the impact of online harassment, but it appears to be very similar to other types of trauma. Victims might have difficulty concentrating and making decisions. They might experience increased levels of anxiety and even paranoia. They might come to fear opening messages or looking at their devices. Many individuals have even had to change jobs or alter their daily routines because of cyberstalking and harassment.
clearly, none of this is optimal to executive productivity. But it not only affects their own well-being. i t can deplete morale of the company as a whole, and ultimately affect a company’s bottom line.
The good news is that there are steps that companies can take to protect their executives, their families and their organizations. i t starts with educating them about the threats, and the fact that they are possible targets. Like the general public, executives can avoid oversharing personal information on social media.
They can protect their web browsing by using browser extensions to block trackers. They can maintain strong passwords, use a separate email address for sensitive activities, and be on high alert for any suspicious sounding communications.
They can also remove their data from people search sites that publish it. There are currently over 190 of these sites. data from my company, Onerep, shows that the average person has data records on 46 of them.
People search sites are legally required to remove your information on request, but they aren’t legally required to make it easy for you to submit that request. Few people, least of all executives, have the time to approach 46 sites and request their data be removed. even if they could, it’s a sisyphean task. Our data shows that much of this information resurfaces within four months-when they get their next data dump from their data broker.
Fortunately, there are technology companies that can comb all the people search sites, locate your records, and automate the removal process. They also provide continued monitoring and removal of your data should it reappear.
The proliferation and widespread availability of personal data is dangerous for publicfacing executives, their families and their companies. companies understandably prioritize protecting the physical safety of top executives, but in today’s polarized, always-on world, keeping executives safe online is also imperative. i t’s a small investment that pays dividends in peace of mind.
it isn’t uncommon for 10th grade students to enter krishnan venkatraman’s kumon centre in Ontario not knowing how to add without using their fingers.
They are not isolated incidents, either – it’s becoming more common.
“There’s a fundamental flaw with what’s going on with the school systems,” he said. “But it’s not insurmountable. Kumon’s instruction can help fill in that gap. We’ve seen the success of it in so many students.”
Following the latest testing data released by school districts across canada, an
education divide is becoming more evident as students fall further behind and are promoted to subsequent grade levels. The public school systems’ resources are too strained to close the gap alone. alberta, Ontario and nova scotia are just several of the provinces that have posted double-digit testing declines in the last year in math and reading, similar to schools in the U.s “eQaO (education Quality and accountability Office) data show that Ontario’s student outcomes are similar to those of other jurisdictions, where the pandemic has had a more significant impact on mathematics than on literacy achievement,” the testing body said in a news release. But test scores in both areas
had been on the decline, even before the onset of the pandemic.
Ontario’s government has even issued payments, $365 million worth, to parents to help with additional tutoring to make up for lost classroom time. Parents with
school-aged children up to 18 years old can receive $200 to $250 per child, depending on several factors.
“i t created huge problems that i don’t think the education leaders are equipped to respond to efficiently because it’s such a big industry. i t’s union-tied,” said France Grandmont, a Kumon i nstructor in Quebec. “They can’t say, ‘OK, let’s focus on the important subjects for two years to try to catch up and try to put everything aside.’”
The issues are too complex for a simple solution, she added.
While the pandemic certainly exasperated an already growing education gap, it wasn’t the lone cause. This is something Venkatraman and Grandmont have witnessed over years prior to the outbreak. i n 2016, a high school junior came to Venkatraman’s Kumon centre and asked for help getting into a university. The student had dreams of becoming an engineer, but one obstacle stood in the way – he tested at a grade two level in math.
With less than two years until graduation, Venkatraman created a customized learning plan to catch him up. i t wasn’t an ideal situation, and one he wouldn’t normally recommend. But he didn’t want to turn the student away.
“so, i created this very, very aggressive program, which required him to study for at least two hours a day,” Venkatraman said. “There was no escaping it. he had to essentially catch up from grade three to grade 12. i don’t recommend that for anybody, but this is what he wanted to do.”
This spring, the student will graduate with his engineering degree. But to Venkatraman, the situation was emblematic of a growing problem in the educational system – an ever-widening educational gap.
“Too many children are moved along from one grade to the next without addressing very, very large educational gaps,” Venkatraman said.
While many are quick to point a finger at the pandemic, Venkatraman said the educational gap was there before the shutdowns. i t just wasn’t as noticeable.
now, Grandmont has noticed that while the gap also persists in Quebec, she’s also noticed a growing divide between strong students and those with learning challenges.
“i think the pandemic just amplified this,” said Grandmont, who also worked as an elementary teacher before becoming a Kumon i nstructor. “i t’s like, we’re really seeing what is going on and what’s wrong with the education system the same way we saw with the health system. i t just blew up in our faces.”
i n talking with students in the public school system, Grandmont has seen a rush in the classrooms to catch up to where students should be versus where they actually are in their studies. i t creates more pressure and anxiety for the student, which isn’t conducive to learning.
“They’re really trying to catch up,” she said of those with challenges. “and so, they’re going through concepts at an accelerated rate, which is very detrimental for any
kid that needs more explaining, more practice, more explanations and more help.
students coming into her Kumon centre come in more relaxed because they aren’t being rushed through assignments. They can focus on building and mastering skills at their own pace, despite the push of many parents seeking her services to help keep them on pace and at or above grade level.
The Kumon Method that she and Venkatraman teach is a tried-and-true method that can help students close educational gaps and master skills that they might not otherwise be able to do in a traditional classroom setting. But it does take time and isn’t something that happens overnight.
“i always have to tell them, you bought into a slow cooker,” Grandmont said. “Let’s not try to do a stir fry. i t doesn’t work.”
artificial intelligence (ai) is transforming business. sophisticated franchises are using it to create efficiencies and drive growth.
Businesses are using ai more than ever before. i n a recent workplace survey of 13,000 people across 18 countries, 50% of respondents said their company was using ai – up from 22% just five years ago. Businesses are also using ai in an ever increasing variety of ways. i n another survey of business and technology executives, the most commonly cited uses for realizing value with ai were increased productivity through automation, improved customer experience, and improved decision-making. These experiences can also enhance and
present significant ai opportunities for franchise businesses. however, because the legal and regulatory environment remains largely underdeveloped, franchisors should be aware of the potential risks as well.
The first ai computer program was developed in the United states in 1956 by three researchers working for the rand corporation. The program, called the Logic Theorist, was designed to mimic human problem solving skills and was presented at an influential conference at dartmouth University that same year. One of the organizers, John Mccarthy, is widely credited with coining the phrase “artificial intelligence” and the conference
would prove to be a catalyst for significant research into ai over the following decades.
evolution
Through the 1960s and early 1970s, research into ai benefitted from funding from Us government agencies but struggled due to the limited computational power available at the time. The next burst of research activity came in the 1980s, which saw more innovation and significant funding from the Japanese government. The 1990s and 2000s saw more advances, such as when iBM’s deep Blue computer program beat a chess grand master. ai technology became more mainstream in the 2010s with the release of apple’s siri and amazon’s alexa voice assistant programs.
artificial intelligence is an umbrella term that refers to an application or machine that mimics human intelligence. Machine learning is a subset of ai and describes a machine or program that is trained on existing data to find patterns, make predictions, or perform tasks when given new information. deep learning is a subcategory of machine learning that uses
Mr.
machine learning algorithms, but structures them in layers to create artificial neural networks modeled after the human brain.
i n november 2022, san Francisco-based tech firm Openai released chatGPT –an ai tool that users can interact with conversationally and prompt to generate text. The ability to generate new content is one of the attributes that sets generative ai apart from previous ai technologies. chatGPT was an overnight success and amassed more than 100 million users around the world just weeks after launching. i nvestors quickly took note, as significant venture capital poured into startups focused on generative ai
Franchise businesses can use ai in various ways to streamline their operations. a key use case already being implemented by many franchisors is automation. ai chatbots – programs that use ai and natural language processing to understand and answer customer questions – are a common feature of many websites. however, certain fast food franchisors are taking the concept further and have been experimenting with using ai to take customer orders. Mcdonald’s has been a leader in this area. i t acquired an ai company in 2019 and introduced its first automated restaurant this year. Franchisors in other industries are also using ai to automate the customer experience. h ilton Worldwide’s collaboration with iBM on an ai concierge service is an example.
ai can help franchisors create more effective standard operating procedures customized to the individual franchise
owners and locations. Franchise businesses can also find efficiency with ai in the recruitment process. human resources is a time-intensive business function and ai tools can be used to save time on analyzing cover letters and resumes.
There are several applications for ai in sales and marketing. Franchise businesses in the retail sector can utilize ai tools to provide pricing recommendations. ai can analyze transactional data, competitive price data, marketing data, and other factors to simulate pricing scenarios and create actionable recommendations. Many franchise businesses are also using ai to improve customer service. For example, many franchise gym businesses such as F45 and Orangetheory use ai software developed by MindBOdY that uses an extensive fitness industry customer data set to better serve customers.
While ai presents many opportunities, franchise businesses should also be aware of potential risks. The legal and regulatory landscape for ai in canada is still largely underdeveloped. One area to monitor for franchise businesses relates to privacy. Under existing law, the federal Personal i nformation Protection and electronic documents act (PiPeda) sets the rules for how businesses must handle personal information in the course of commercial activity. ai is able to produce responses to user questions by learning from the data that is available to it. i f ai is provided personal information, including names, locations, buying patterns, and other identifying information, ai may inform decisions that pull sensitive information and use it to analyze and predict patterns and behaviours of its users. Businesses that use ai in their operations should be aware of
Mr.
their obligations under the act if personal information is used.
The law related to artificial intelligence in canada will continue to evolve. allowing ai to access sensitive data related to its users may impact individuals’ fundamental privacy rights, as well as impact business decisions relating to fairness, accuracy, bias, and discrimination – all of which the canadian Government is reviewing and amending various privacy laws as necessary. currently, Bill c-27 completed its second reading in the house of commons on april 24, 2023 and will go to review at the standing committee on i ndustry and Technology. i f passed, it would replace PiPeda with new legislation including specific rules for ai. Franchise businesses that are interested in adopting ai technology should monitor developments with changing privacy legislation and position themselves for compliance going forward. Failure to comply with federal privacy laws may have far-reaching effects that outweigh the benefits that ai can generate.
The business risks of being on the wrong side of ai are real. i n May 2023, a publicly traded education technology company admitted on an earnings call that chatGPT was starting to negatively impact sales. The stock dropped 50% the following day. What franchise businesses cannot afford to do is ignore this technology. ai presents franchise businesses with significant opportunities to unlock value. Through automation, franchisors can allocate human capital more efficiently and insights and recommendations from ai can enable more effective sales and marketing strategies and allow for improved customer service. Franchise businesses should embrace these opportunities, but proceed with caution and due diligence.
The franchise law group at cassels routinely represents diverse stakeholders involved in various types of franchise transactions in the m&a and financing sectors.
i n the past year alone, we have acted on upwards of a dozen separate transactions of varying size and structure, as cOVid has catalyzed activity in the industry. While some franchisors have been stagnated due to the current global pandemic, others are seeing the economic upheaval as opportunistic, and moving forward with transactions that might not have otherwise occurred.
so, with this increased activity in the space, our team has performed more due diligence on franchise systems in the past few months than we had in the past few years combined, and we find ourselves coming back to some of the same roadblocks on many of these transactions. The process for conducting due diligence on a franchise system would be so much more efficient if the franchise systems we were investigating had a better understanding of precisely what prospective buyers (and their counsel) will be looking for, and thereby maintained and provided their records and paperwork in accordance with that understanding. not only would this orchestrated and organized approach reduce the associated professional fees with performing the
necessary due diligence, it would actually also very likely increase the purchase price for the franchise system, as issues or omissions in the records and paperwork can lead to liabilities in the system that directly impact its value. Put differently, it pays to heed this advice!
i f you ask yourself, what is the true asset being acquired or encumbered in these franchise transactions, you could narrow the response and simply state: paper. Of course, that is an overly simplistic view of the true assets of any franchised system, but, there is value in this framework as it impacts the way in which franchisors should think about record keeping and document management systems. Your paper, more specifically your franchise agreements, trademark licenses, and disclosure documentation, to name just a few, are the assets of the franchise system that a potential buyer is looking to acquire. Just like you would take your car to a carwash before listing it for sale, so too should you polish your paper and records before shopping your franchise system.
so, with that simplistic approach to franchise transactions and due diligence in mind, i want to highlight here the top ten things that prospective buyers, and their franchise lawyers, will be looking for when they diligence your franchise system so that you can better prepare yourself for the ensuing onslaught of email and document requests:
1. The master List
each system should maintain a master list of all franchisees that includes the material terms for each individual franchisee. Things like parties names, dates, addresses, term length, renewal terms, amendments, and evidence of disclosure, are all categories that should be included, in addition to some of the considerations that follow.
2. The rescission risk List
i n order to properly ascertain the liabilities of any franchise system in canada, there should be a clear list of all franchisees that were granted new franchise rights in the last two years in a regulated province (and potentially longer, as there is currently a risk that the freezing of limitation periods in certain province’s due to cOVid might extend this period). a well curated Master List can help easily facilitate the preparation of this list.
While evidence of having received disclosure will be crucial, as discussed in the next point, the underlying disclosure needs to have been compliant with the law in the first place. We routinely review representative forms of Fdds from each of the last few years, as well as a selection of customized Fdds and sMcs from one-off transactions (and more, client permitting). Best practice is to save a copy of each and every Fdd and sMc that is delivered to each franchisee.
What’s the good in having a compliant Fdd if you can’t prove that franchisees have been receiving it! and remember, the Fdd and sMc receipts should be signed by all parties to the agreements, whether franchisee entity or personal guarantors,
at least 14 days prior to the execution of any agreements or payment of any funds (less some exclusions for pre-disclosure deposits, in certain circumstances).
i n order for a guarantee to be enforceable in the province of alberta, the guarantee must also include an executed Guarantee’s acknowledgment act certificate. as this requirement is unique to alberta, it can often be overlooked, and is a crucial part of the due diligence if the system has contracts with guarantees governed by alberta law.
Obtaining all available information (meeting minutes, email communications, formal notices, etc.) on any existing franchisee
advisory councils is an excellent method of understanding the zeitgeist of the historical franchisor-franchisee relationship and can often be the first indication of trouble brewing within the system.
all contentious email communications and notices of default should be grouped together and presented in an organized manner so that buyer’s counsel can efficiently gain insight into the problematic franchisees of the system.
Many franchise agreements will provide that franchisees can review a statement regarding the operations of the advertising fund on request, and it’s imperative that the accounting of the fund be in order, and also, in line with past disclosures in the Fdd
9.
This is of course one of the most important items from a business due diligence perspective, and buyer’s counsel will want to see clear franchise by franchise breakdowns of historical sales information from within the system.
as we often tell our clients: the way in which you use your Fdd to sell franchises matters as much as what’s included within the Fdd. Broker agreements, sales brochures, and other documentation that can provide insight into the sales process and sales materials will be crucial for understanding potential liabilities that might be lurking underneath the hood.
90% of employees in Canada agreed that ComForCare is a great place to work for giving back.
comforcare, a franchised provider of in-home caregiving services, has recently received the honor of being named one of the 2023 Best workplaces™ for giving Back by great Place To work® in canada.
This marks the first year comForcare has earned this prestigious certification with 90% of employees agreeing that “i feel good about the way our organization contributes to the community.” i t is the second year, comForcare designated as a Great Place to Work in canada.
comForcare received this honor after a thorough and independent analysis conducted by Great Place to Work. such recognition confirms the positive workplace culture cultivated by comForcare franchisees, as well as the brand’s emphasis on helping others live their best lives.
The list is based on direct feedback from employees of the hundreds of organizations that were surveyed by Great Place to Work.
To be eligible for this list, organizations must be Great Place to Work- certified™ and have exceptionally high scores from employees on the Trust i ndex survey.
“We are incredibly honored to have been certified on the esteemed 2023 Best Workplaces for Giving Back in canada,” stated J.J. sorrenti, ceO of Best Life Brands, the parent company of comForcare. “Our devoted franchisees go above and beyond to prioritize caregiver fulfillment, resulting in increased loyalty and enhanced client satisfaction. caregivers truly form the core of our business, and it is our utmost priority to ensure they feel valued and take pride in being part of our company.”
Great Place To Work, the global authority
on workplace culture, certifies employers based on how fairly employees are treated. i n addition, companies are assessed on how well they create an exceptional employee experience that cuts across race, gender, age, or any other aspect of an employee’s character or role.
earning Great Place to Work certification proves that a company has an excellent employee experience, validated by their own staff. certification is entirely based on what employees say, especially how consistently they experience a high-trust workplace. Being certified™ provides a company with a literal badge of excellence. i t denotes to current employees, jobseekers, and other companies within their industry that their organization is the best of the best.
Learn more about careers at ComForCare today or refer someone to join this vital field.
ABout ComForCArE/
At Your SIDE HomE CArE:
comForcare is a premier franchised provider of in-home caregiving services with 270 territories independentlyowned and operated in canada and the U.s., helping older adults live independently in their own homes. comForcare operates as at Your side in houston, Texas. comForcare/at Your side is committed to helping people live their best lives possible and offers special programs, including fall risk prevention, dementia care, meaningful activities, and Joyful Memories music.
Founded in 1996, comForcare was acquired by private equity firm The riverside company in 2017 and is now part of Best Life Brands, which has plans for continued expansion of service brands across the continuum of care. comForcare has earned a ranking of 402 on the entrepreneur Franchise 500 list.
For more information, visit www.comforcare.com or www.atyoursidehomecare.com
“ We are incredibly honored to have been certified on the esteemed 2023 Best Workplaces for Giving Back in Canada.”
When buying a franchise, you are getting a “business in a box” that comes complete with a variety of resources to assist franchises in becoming successful. The allure of stepping into a proven business model, backed by a recognized brand and supported by an established network, is understandably strong; however, becoming a franchisee is not a decision to be taken lightly. i t demands careful introspection, thorough research, and honest selfassessment.
successful franchisees have more than just a passing interest in the brand they represent. They are passionate advocates who believe in the products or services they offer. You must believe in the company’s values and mission and be enthusiastic about promoting them. i f you don’t have a genuine affinity for the franchise’s product or services, it will be challenging to maintain the motivation needed to persevere through the inevitable ups and downs of business ownership.
Opening a franchise requires a significant financial investment. costs include the initial franchise fee, setup costs, inventory, construction, and working capital to run the business until it becomes profitable.
Understanding your financial readiness, ability to absorb potential losses, and access to funding options is crucial. a good franchisee should have the financial resources to start the franchise and sustain it until it becomes profitable. having 3-5 months of funds available for living and other interim expenses is generally recommended.
Franchising is built on the concept of uniformity and adherence to established systems. consistency is the key to success. While the franchise model offers a proven path to success, it requires a willingness to follow the franchisor’s guidelines. While creativity and innovation have their place, straying too far from the proven model will undermine your success. i n fact, the day you begin to change the system is when you will start losing money. remember, you bought the franchise for the system, so follow it. successful franchisees understand the importance of these systems and are willing to adhere to them.
Markets and customer needs change over time. a good franchisee is open to learning, adapting, and evolving to meet these changes. remember, while these are common characteristics of successful franchisees, the specific requirements can vary depending on the franchise brand and its industry. i t’s always a good idea to thoroughly research the franchisor’s requirements and speak with existing franchisees before deciding.
While many franchisors provide robust training programs, having a basic understanding of business principles can be highly beneficial. skills in areas such as management, marketing, accounting, and customer service will serve you well as a franchisee. Understanding business fundamentals such as finance, marketing, customer service, and operations is critical. even though a franchise comes with a proven business model, knowing how to manage all aspects of a business will help ensure success. The franchisor’s training program will teach you how to operate the system but does not provide business training.
as a franchisee, you’ll need to wear many hats. among the most important is that of a leader. The ability to hire, train, motivate, and manage a team is critical to the success of your franchise. also, excellent customer
service skills can help you build strong customer relationships. Franchisees often need to recruit, train, and manage a team. strong leadership and people skills can help create a positive and productive work environment. similarly, excellent customer service skills will help establish a loyal customer base.
Owning a franchise can be a demanding endeavor. There will be long hours, highpressure decisions, and inevitable setbacks. a successful franchisee is resilient, able to bounce back from adversity and stay focused on their goals. running a franchise can be challenging, and setbacks are inevitable. The ability to remain resilient, learn from challenges, and persist in the face of adversity are hallmarks of a successful franchisee.
Last but not least, a franchise is a longterm investment. successful franchisees are committed to the franchise, their employees, and their customers and are willing to put in the time and effort required to make it successful.
i f, after reading this, you feel that you tick most, if not all, of these boxes, then congratulations! You might just be ready to embark on the exciting journey of becoming a franchisee. remember, while this checklist provides a good starting point, it’s equally important to conduct thorough research, talk to existing franchisees, and consult with professionals before making a final decision. here’s to your franchising success!
venturing into the world of franchising can be an exciting proposition. it’s the least risky way to get into business, which is why it is so popular.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
every June, people ask me for comments on my italian heritage. do i value it? how has it shaped me? in what ways? The reality is, i recognize the value of my italian roots every day of the year. They have shaped me in every facet of my life and work. Looking back on my life, and 60 years of Pizza nova, i can confirm it’s played a significant role in both the personality of our brand and, more importantly, the foundation of our culture.
as we close the books on i talian heritage Month, i am happy to share four main values i have carried with me over the last 60 years. The first value is work ethic, or “etica”. as a child, i was blessed to see, firsthand, the work ethic of my parents, and even my grandparents. similar to most of us, they juggled heavy burdens. That didn’t stop them from putting food on the table and encouraging us toward a future of our own. i am eternally grateful and hope that i’ve passed on this work ethic to my own children, grandchildren and Pizza nova employees whom we consider family and, of course, our partners.
next is community, “comunità.” My family and i immigrated to canada in 1951. Like so many i talian families, we arrived with hopes of a better life. We left our working farm in Palazzo san Gervasio, i taly and came to canada for an agricultural opportunity in Montreal, canada. some i talian families were made promises that did not work out. The community stayed close, and many started to work together to help each other learn, build, and establish connections and roots. We moved to Toronto when i was just 12 years old and, in Toronto, we found the i talian community and heritage to be very strong. My father worked alongside fellow i talian immigrants and was able to set up the roots we needed. he bought the first Primucci home, giving us the foundation and community we needed to thrive.
i t is because of the strong unity and support of the i talian community that we were able
Sam Primucci looks back on his career and life, sums up his work ethic in four key values
to thrive, and thrive we did. The idea of a take-out pizza restaurant was born when my younger brother was delivering pizzas for a Toronto restaurant and noticed a pattern of deliveries. We opened the first location on May 12, 1963 – eleven years to the day after we immigrated to canada.
From the beginning, giving back to the community was an extremely important part of our business. “Beneficenza” is a family value, and a way of living that i that i learned from my i talian heritage and that i knew needed to be a part of our company. success is meant to be shared and, looking back, i think we’ve done a solid job in supporting the communities where we work and live.
Today, the Pizza nova family remains active members of numerous communities. The company has raised well over 2.5 million dollars for Variety – the children’s charity of Ontario, over $750,000 for Villa charities, and approximately $100,000 for crohn’s and colitis canada. Through coins for Breakfast, a program we started in 2015 in support of student nutrition of Ontario, we have been able to raise more than $220,000 to provide children with a nutritious breakfast. To commemorate the occasion of our 60th anniversary, and in honour of the scarborough community where we opened our first Pizza nova restaurant, the company recently announced a $1 million dollar donation to scarborough health network (shn) Foundation. The funding will help create Toronto’s most innovative diagnostic imaging department at its General hospital. We worked hard, and we are now in the fortunate position to be able to give back.
i’ve always concluded that it’s a blessing to have work to begin with. We’re born with a desire to create things, to relate with others and to rest a bit to then do it all again the next day. and, more pressing and palpable than all of that, we need to put food on the table, invest in our families and old and new friends, and hopefully leave the world a better place. That requires hard work – and quite a bit of it. i f there is one thing, i hope for everyone in the world, it’s for a job and fair, stable pay. We all want to have dignity in our work, “dignita del Lavoro” a value my family and i talian heritage has certainly taught me. Without being treated with dignity and respect we are left with a meaningless purpose.
after 72 years in my adoptive country, i am grateful for the opportunities and truly value being canadian. But my foundations are i talian and it’s this that afforded me my initial lessons in life –an inheritance that i know will withstand the test of time for me, certainly, and for Pizza nova.
“ Success is meant to be shared and, looking back, I think we’ve done a solid job in supporting the communities where we work and live.”
with its quirky style, tasty snacks, and enthusiastic people, BeaverTails canada is the sweetest topper to a magical sunday afternoon.
The company started in 1978, when a Killaloe, Ontario couple started selling pastries at the local arts fair. after getting established at Ottawa’s ByWard Market and the rideau canal skateway, the pastries were well on their way to being famous canadiana.
Today, the BeaverTails chain has over 200 locations worldwide and is expanding at a rate of 10 per cent per year. scott reid is the director of development for BeaverTails canada i ncorporated. he told canadian
Franchise, “We’re launching a campaign to find unique and interesting sites that create the BeaverTails magic.”
While BeaverTails is cooking up a new era of growth, they’re loyal to their central strategy of carefully choosing the best locations. reid explained, “When we’re looking for locations, it’s a little different from the average franchise. r ather than go out and find a franchisee, we’re trying to find a place.”
What does the perfect site for a BeaverTails store look like? “We like to say it’s the kind of place you would bring your relatives from out of town if they were visiting for a weekend,” said reid. “i t’s that spot in your area where you can just walk around for a few hours, there are shops and cafes and maybe some outdoor activities, there’s a park with community events.”
staying true to its canadian heritage, a BeaverTails location can be a viable business in both summer and winter. reid noted, “a lot of snack foods, like ice cream, tend to be very seasonal and very summery, but we coexist in both summer and winter because of our heritage.” exemplary yearround locations include ski resorts like Mont Tremblant in Quebec, and sunshine Village in Banff, alberta. summer-only locations include waterfronts such as halifax, nova scotia.
BeaverTails sets up in locations you thought were perfect, and makes them that much more interesting.
Once you’ve found that magical place, a BeaverTails store franchise offers the flexibility for a perfect fit. store options include a uniquely affordable trailer or shipping container with start-up costs of only $200,000 to $300,000. This sets BeaverTails apart from other franchises, many of which require half-million-dollar investments.
BeaverTails does offer a full-size shop option for franchisees who are ready to make a $600,000 to $700,000 investment*. But all store sizes can offer the full menu, and BeaverTails doesn’t charge royalties for any size location.
a trailer’s lower start-up costs make BeaverTails a realistic career choice for young franchisees. “We’re seeing more people in their mid- to late-twenties approach us for franchising,” said reid.
“They’ve managed to save up some money or their parents are going to help them start up, they get financed for the rest and they’re in business for approximately 200 grand.”
Older franchisees include people who want to leave their conventional jobs and have more fun. “There’s more of a cultural focus now on loving what you do and doing what you’re passionate about,” said reid. “The main criteria we look for in our franchisees is people that will be able to create that magic and make people happy every day.”
Once you’ve found a magical site and been qualified as the right franchisee, expect a lot of training and support from BeaverTails. i n addition to the initial training, BeaverTails provides ongoing support through an online network where franchisees can chat. You learn how to act slightly quirky and create that magical BeaverTails atmosphere. You can also expect a great looking store full of canadiana.
Quirky canadiana, good food, and happy people
reid described the experience of a BeaverTails store. “The in-store experience may be even more important than the
“ The kitschy atmosphere, the all-year food offerings and the versatile store sizes keep the BeaverTails business model diversified and resilient.”
product itself.” To make a canadian impression, the new shop model has a canoe hanging from the ceiling. More traditional features include an old fire bell that people clang when they have their first BeaverTail pastry. Periodically, staff invite customers into contests, like racing to eat suspended BeaverTails pastries the fastest. “There’s this really fun, interactive spirit that lives at -the store level,” reid said.
Ultimately, the pasteries themselves are what customers visit for. “You come in and of course you can smell it,” said reid. “The pastry on the outside is crispy, and as you pull away it’s chewy, so it’s got this beautiful texture that people love. The original flavour, the Killaloe sunrise, is cinnamon sugar and it’s served with a wedge of lemon, so you get that tart and sweet at the same time which is really kinda wonderful and unique.”
The kitschy atmosphere, the all-year food offerings and the versatile store sizes keep the BeaverTails business model diversified and resilient. The menu has added savoury items like poutine, while other sources of revenue include paraphernalia, like hats. The company is also reaching out geographically. i t’s open to franchise proposals in the Us, while focusing on robust expansion all over canada.
according to reid, the key thing to know about starting a BeaverTails franchise is what a strong business decision it is. he said, “i f i had to put my development hat on and talk about it as a business, i’d say it’s a proven model. We’ve been around for 45 years. i t’s simple to run. i t’s easy to manage. and yet, at the same time, it’s got this incredible brand appeal. so, you know, the model itself is so great to run as a business and can be very profitable.”
But the best thing about running a BeaverTails business? “i think it’s the joy that you can bring to people every day. i know it sounds hokey, but it’s absolutely true.”
*acoording to the Fdd investment for a store could be up to $1,066,000.
“ Once you’ve found a magical site and been qualified as the right franchisee, expect a lot of training and support from BeaverTails.”
fostering a workplace culture of respect for employees’ privacy is good for business, because it contributes to morale and mutual trust.
employers’ privacy obligations in the workplace can vary from province to province, and even from workplace to workplace, depending on their operations and whether, for example, a collective agreement is in place.
here are some practical tips that every employer can use to create an organizational culture of privacy:
• Know the law – Be aware of your legal obligations under federal or provincial privacy laws, as well as human rights and workplace laws, and any commitments that you might have under collective agreements.
• Map out the information that you collect from employees – Know whether the pieces of information, either alone or in combination, amount to personal information about the employee. Your organization’s privacy risks and obligations are linked to the sensitivity of the personal information that your organization collects, uses and discloses. see the OPc ’s i nterpretation Bulletin: Personal i nformation for additional information.
• Conduct a privacy impact assessment
– a Pia can be a useful tool to help you identify your legal requirements and the potential impact your programs and activities will have on employee privacy.
• Test your proposed information management practices – identify all purposes for which you plan to collect, use or disclose personal information. Then consider whether you need the information for a legitimate purpose, and whether there might be a less privacy-
invasive way of achieving the same ends. see the OPc Guidance on inappropriate data practices: i nterpretation and application of subsection 5(3) for more information.
• Limit collection – Only collect the information that you need for a stated purpose, be transparent about how you will use it, and collect it by fair and lawful means. remember that employee files should only contain necessary information.
• Be transparent and open – create clear policies on practices such as monitoring employee attendance and activities in the workplace and communicate the policies to your employees before implementing them. These policies should lay out why and how the information is being collected and how it will be used, including any potential consequences for employees. The policy should also state how long the information might be retained.
• Respect key privacy principles – You may not need employees’ consent to collect certain personal information, but other obligations to protect privacy continue to apply, such as accountability, accuracy, and individual access. You
should have security safeguards in place that correspond to the sensitivity of the information.
• Be aware of inappropriate practices/ no-go zones – Given the unequal positions of power between employers and employees, there is a risk that employers could ask for more information than they are allowed to collect, and that individuals may feel unduly pressured to provide it. For example, asking employees (or potential employees) to provide you with access to password-protected areas of their social media accounts would likely go too far. The OPc guidance on inappropriate data practices has more information about what information employers (or prospective employers) can request.
For more information, see Privacy in the Workplace.
“ Know whether the pieces of information, either alone or in combination, amount to personal information about the employee.
franchising has long since moved from its original roots in fast food and automotive services. Today, virtually everything we use or consume is associated with a franchise system of one type or another before it reaches the end user.
Tangible and intangible franchises embrace both the exotic and the mundane and it might be said that everything that can be franchised has been franchised. What next then? has franchising reached the end of the road? an area that has not been successfully promoted as a franchise opportunity, up to the present time, is the professional service area. While some financial services and business services have deep roots in franchising professions such as accounting have not taken the franchise route.
This may be in part due to provincial or state regulations that do not fully endorse a franchise network approach. however, things are changing, and cPas are beginning to embrace the franchise model as an alternative start-up route or as an expansion vehicle.
Why do entrepreneurs gravitate towards a franchise opportunity rather than starting a business from scratch? This is a question that has been answered in many ways depending on the franchise industry in question. There are solid positive answers that will often influence a would-be franchisee in making their decision. With the continued growth of franchising, most individuals starting a new venture will choose the franchise approach as opposed to a do-it-yourself approach.
starting an accounting business from scratch has the same basic set of needs that exist for many businesses. Technology will play a central part in determining how an accounting practice is created, understanding, and researching appropriate technology can be a costly and timeconsuming business. i n setting up a practice, unless an individual is absolutely determined to be a one-person operation then finding and recruiting staff at both the qualified and support levels will prove an additional challenge.
some accountants choose to specialize in a specific area and as such seasonality may be an added factor to meld into the start-up decision. as a start-up, a cPa must be sensitive to the growth of the business and the necessary marketing associated with growth while at the same time affording appropriate time to service clients and their ongoing needs. a support team, written procedures, and systems are all requirements in establishing a new business but are areas often overlooked in the interests of time and cash flow.
starting any business has these same basic ingredients albeit in a slightly different format. Franchising brings a tried and tested method to the marketplace, and this is proving to be the case with a cPa practice in much the same way as a more conventional franchise.
i n establishing a cPa practice the proprietor will not only face the start issues that we have discussed but will also face demands from clients and potential clients. accounting is a complex and regulated service and as such a cPa needs a very solid knowledge base from which to operate. clients expect face-to-face services even in times when a virtual relationship is becoming the norm. clients certainly expect timely delivery of services and a fluid communication system that allows them access to information quite often in a multi-jurisdiction environment. This is notwithstanding that their service provider is located only in one jurisdiction.
client expectations may fall into a higher
category than a straightforward retail store or restaurant. While most established franchise systems utilize technology to run their operations the level of technology needed in a cPa environment might be considerably more complex than at a retail store level. With many business models choosing a virtual platform from which to operate the need for sophisticated technology becomes even more critical. i n the world of cPas, businesses can now be effectively operated on either a conventional storefront basis, home office, or on virtual basis. a properly structured model in either format can afford the owner a good growth opportunity.
as we have stated franchising a professional business such as a cPa operation has not been an option. however, there is no real barrier to franchising a cPa business. as with any franchise system, if the franchisor has an established business with a proven track record and that business model can be replicated then franchising is a real possibility.
a franchisor that can bring both experience and a success story to the table is a long way toward being able to create a viable franchise. Franchisors in the cPa area have extensive technology reserves and support mechanisms that again fit well into a franchise framework. With franchisors able to provide a support team that is multi-faceted in terms of accounting and accounting/tax-related matters the basis for a franchise is created.
We have explored the issues that stand in the way of a quick start-up operation as a sole proprietor and the issues of getting a practice up and running with a steady flow of business alongside the human resources to handle the expansion curve. Franchising with experienced ‘been there and done that’ franchisors can alleviate these hurdles and get a cPa business under a franchise banner operational in a time and costeffective framework.
There are few cPa-type franchises in the marketplace at the present time. While there are regulations and professional
David Banfield has spent several decades engaged in the Franchise industry, most recently as President of a Multi-National Brand. He is currently engaged as the Senior Growth Advisor to Make My Day CPA an emerging CPA franchise brand.
Dbanfield@makemydaycpa.com
bodies that will opine on the suitability of such enterprises the fact is that professional franchises such as ones delivering bookkeeping, accounting, and tax services in a single package are viable and professional in today’s franchise environment.
The next decade with certainly see a host of new professional service franchisees entering the marketplace as statistics tell us that the need for accounting services continues to grow however the growth rate of professionals that service the growing marketplace is static thus creating a substantial business opportunity for franchisee growth.
Yes, a cPa business can and is a franchise opportunity and one that will create a change in the delivery of accounting services in the years to come.
Technology is transforming our world at an unprecedented pace and many hospitality companies are turning towards artificial intelligence (ai), ushering in a new era of efficiency and customer satisfaction through automation.
several quick-service brands have already started implementing this technology into their operations, such as Wendy’s who recently announced they would be partnering with Google to test a voiceassisted ai chatbot that can take orders at the drive-thru.
With ongoing labour shortages impacting the hospitality sector, ai can be a valuable tool for restaurant franchisors looking to retain employees and foster a more skilled workforce. automating repetitive tasks allows employees to focus on more
Mo chaar is the Chief Commercial Officer of Givex, where he oversees commercial strategy and development worldwide as well as managing sales teams within North America. His experience in gift card, loyalty and POS has played a pivotal role in the success of some of Givex’s largest partners. you can learn more at givex.com.
meaningful and engaging responsibilities, improving job satisfaction and reducing burnout, while also helping to control costs by allowing restaurants to operate with less staff. ai-powered virtual training simulations offer a cost-effective and efficient way to upskill employees, enabling them to learn new techniques and enhance their
expertise.
ai is more than a trend – it’s the future of the hospitality industry. however, before restaurant franchisors can unlock the potential of this transformative technology, several key considerations should be made. here are some tips to navigate this exciting time.
The first step before implementing any sort of ai technology is to identify what problems you want to solve or what specific needs you have. This will help to determine what technology you need – ai or otherwise – to meet your specific needs and align with your vision. There are many different types of technologies available for restaurant franchisors to consider, such as chatbots, voice ordering, recommendation engines, inventory management systems and more. When deciding, it’s important to choose the technology that fits your specific goals.
For instance, perhaps you find your
front-of-house staff are frequently putting prospective guests on hold for long periods of time, or missing phone calls altogether due to a lack of staff. i n this case, operators should consider an ai-powered answering service to streamline phone calls, answer frequent questions, and ensure potential guests aren’t left hanging – and spending their money elsewhere.
consider investing in flexible technologies and integration-friendly point-of-sale (POs) systems, looking at factors such as ease of use, compatibility with your existing systems, and cost. This can also help to facilitate the automation and streamlining of other tasks such as order-taking, food preparation, inventory management and more.
ai can be overwhelming, and it’s important to start small – don’t bite off more than you can chew. i mplementing ai technologies gradually to test and evaluate their effectiveness will allow you to minimize disruption and gather valuable feedback before scaling it across franchises.
For instance, perhaps you might want to start by using chatGPT to write promotional emails or support with writing menu item descriptions for a seasonal menu refresh, testing ai-generated copy against standard copywriting to ensure the output is accurate.
another important step here is to invest in comprehensive employee training to empower your staff and maximize the benefits of ai. This will equip staff members with the necessary skills to operate and maintain ai systems, fostering a smoother transition and boosting staff morale. By prioritizing training, franchisors can ensure that their workforce is well-prepared to embrace ai effectively and maximize the benefits of this technology.
Once the technology is in place, the next step is to track and measure its performance. i t’s important to analyze how ai is impacting your franchise operations, such as improvements in efficiency,
revenue, or customer satisfaction, and use this knowledge to make data-driven decisions. ai can process large volumes of data and find patterns quicker than humans can manually, and POs systems are a treasure trove of data for franchisors.
One example of using ai for data is analyzing historical information such as customer reviews, preferences and order history to make accurate predictions about future customer behaviour. This information can also be used to guide decisions about menu items and pricing, and to create tailor-made loyalty programs. however, with this data comes risk, and customer data safety and security should be of paramount importance. i t’s critical for franchisors to implement robust security measures and comply with data privacy regulations, safeguarding customer data from potential breaches or hacks and maintaining trust amongst customers.
Finally, stay informed about the latest ai developments and trends in the restaurant industry to adapt and maintain competitiveness. We’re in a time of rapid digital transformation, and as ai advances, staying up-to-date is essential for restaurants seeking sustainable growth and success. attend conferences, read industry publications, and network with other franchisors to stay ahead of the curve when it comes to new technologies.
The integration of ai technologies holds immense potential for the restaurant industry. From enhancing operational efficiency and improving the customer experience to empowering employees and tackling labour challenges, ai has the ability to reshape how restaurants function.
restaurant franchisors that embrace ai can now position themselves at the forefront of innovation, providing an edge in a competitive industry. By identifying priorities, choosing the right ai tech, starting small, investing in training and measuring results, restaurant franchises will thrive in this new reality.
Smoke’s Poutinerie hit the road this summer for the 2023 Edition of the Smoke’s Poutinerie World Famous Great Canadian Cross Country Plaid Gravy Train Fries Curd & Gravy Weird Wild and Wacky Poutine Eating Tour (SPWFGCCCPGTFCGWWWPET for short).
The rock n’ roll Gravy Train Fired UP and was ready to deliver its Great canadian classic Poutine & unique entertainment to the masses!
This high-energy event bought the Psycho circus to each stop along the route to thank loyal smoke’s Poutinerie Fans and celebrate all things Fries, cheese curd & Gravy! each tour stop completed with a curd sampling station, Giveaways, Games & Prizes!
“We were stoked to hit the road for our cross- country Tour and Par TY with our Fans in smoke’s Poutinerie communities coast-tocoast; this Gravy Train is for YOU baby!!!” shares r yan smolkin, chief entertainment Officer (ceO) & Founder, smoke’s Poutinerie. “First, we created it! Then, we perfected it! now, we’re making it a LeGend!”.
i t Kicked off in halifax, ns on June 26, the ULTiMaTe Poutine Party
hit 20 cities, including a canada day event in the country’s capital where they were an official participating partner of canada day 2023! The tour will wrap up in Kelowna, Bc on July 21.
The dairy Farmers of canada have jumped aboard the Gravy Train to join smoke’s Poutinerie on their mission to fill stomachs with 100% authentic canadian cheese curd. Fans can enjoy them at curd sampling stations where they can try the curd straight up, au naturel or spiced Up with a selection of flavors, Piri Piri, chipotle Mango, Lemon & herb or The Works!
don’t miss your opportunity to get in on all the action! To find out when the cross- country Tour will make its stop in your hometown, visit www.smokespoutinerie.com/tour.
Plus, if you catch the PLaid -iFied Gravy Train, don’t forget to snap a photo, share and tag @smokes_poutinerie on i nstagram for the chance to Win some wicked prizes!
Who’s ready to board the Gravy Train? #SmokeDoesCanada
Our GLOBAL CONNECTIONS are trusted operators in their markets and will enable a smooth entry into NEW TERRITORIES.
We can help to put your franchise 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 of selling franchise systems direct to franchisees for over 35 years.
For an initial discussion, please contact globalpublishers@icloud.com
as i reflect on my journey from a seasoned realtor to a proud franchise owner of sola salons at the age of 75, i am filled with gratitude and a sense of fulfillment. i want to share my experience and offer some advice to those who may be considering taking a leap into the world of franchising, regardless of their age or expertise.
One of the key factors that motivated me to join sola salons was the desire to provide my children with an entrepreneurial lifestyle. i wanted to show them that age should never be a deterrent when it comes to pursuing one’s passions and aspirations. By embracing the opportunity to start a new business at 75, i not only fulfilled my
own dreams but also set an example for the next generation. i t’s never too late to chase your dreams and inspire those around you. starting my sola salons journey with my two daughters Britni and Brooke by my side has been an incredible experience. Britni’s recruitment, customer service, and leadership experience with brands including Lululemon and arc’teryx brings invaluable knowledge to beauty professionals as they work to grow their businesses. additionally, Brooke’s background and expertise in the financial industry, including her experience as the Marketing director at the London stock exchange Group, have proven to be a significant asset to our business. With her knowledge of market trends, financial analysis, and strategic planning, she has brought a unique perspective to our franchise operations. Together, we have been able to combine their financial and customer service acumen with my transferable skills and entrepreneurial spirit, creating a dynamic team that drives the success of our sola salons franchise. This partnership has not only strengthened our bond as a family but has also enhanced our ability to make informed business decisions and navigate the ever-changing landscape
of the beauty and salon industry. having partners who complement your skills and bring a different perspective to the table can be a game-changer in the world of franchising.
a key lesson i have learned through this transition is the power of transferable skills. Throughout my years as a realtor, i honed my abilities to build relationships, negotiate deals, and provide exceptional customer service. Little did i know that these skills, developed in the world of real estate, would prove to be invaluable in the realm of salon studio franchising. While i was not a beauty expert when i first started, i quickly discovered that my proficiency in client management and business development translated seamlessly into my new venture. This realization was a testament to the fact that the skills we acquire throughout our careers can be applied across industries. so, don’t underestimate the value of your existing skills and experiences; they can be your greatest assets as you embark on a new entrepreneurial journey.
another crucial aspect to consider is finding the right franchise that aligns with your values, goals, and passions. For me, sola salons checked all the boxes. as the largest and fastest-growing salon studios
franchise in canada and the U.s., their track record was impressive, and their commitment to supporting franchisees was evident from day one. i was amazed by the comprehensive training programs they provided, equipping me with the knowledge and tools necessary to thrive in the beauty and salon industry. Moreover, the ongoing marketing support ensured that i had a competitive edge in the local market. The support from sola salons professionals has been unwavering, demonstrating that they truly have their franchisees’ backs. When exploring franchising opportunities, be sure to thoroughly research the brand’s reputation, support system, and growth potential. remember, you don’t have to be an industry expert to thrive in a franchise business; a passion for learning and a willingness to adapt are equally important.
One of the most rewarding aspects of my franchise journey has been the opportunity to bring an established american brand to the canadian market. i ntroducing sola salons to the vibrant community of Oshawa has been a thrilling experience. The warm reception from both salon professionals and clients has reinforced the notion that with the right brand and a commitment to excellence, success knows no borders. i f you’re considering expanding into new markets, take the time to understand the local culture, adapt your strategies, and build strong relationships within the community. By embracing the uniqueness of each market, you can foster growth and establish a thriving franchise presence.
Finally, i want to emphasize the importance of collaboration and teamwork. as a franchise owner, you are not alone on this journey. surround yourself with a dedicated team of professionals who share your vision and are committed to your success.
Whether it’s your fellow franchisees, the support staff at the corporate office, or the talented professionals working in your salon studios, creating a strong network of individuals who are aligned with your goals will propel you forward. The sense of camaraderie within the sola salons franchise community has been invaluable. The knowledge-sharing, support, and encouragement i have received from fellow franchisees have played a significant role in my personal and professional growth.
starting a franchise business later in life is an opportunity to prove that age is not a barrier to success. i t’s a chance to showcase your wisdom, experience, and resilience. as i continue to grow my sola salons franchise, i am constantly reminded that age brings unique perspectives and insights that can fuel innovation and drive business growth. so, if you’re considering venturing into the world of franchising, remember that your age is not a limitation; it’s a strength. embrace the challenge, trust in your abilities, and let your entrepreneurial spirit soar. Your best chapter may be yet to come, and the franchise world is ready to welcome you with open arms.
“ One of the key factors that motivated me to join Sola Salons was the desire to provide my children with an entrepreneurial lifestyle.”
BeaverTails® is truly one of a kind. irresistibly delicious, artisanal c anadian pastry, always there to share special moments that make lifelong memories. iconic indulgence since 1978, today we continue our heritage by uniquely combining our original recipe with premium quality ingredients. s erved piping-hot, our hand-stretched whole-wheat pastries are both crispy and chewy at the same time. With endless flavour combinations, we promise you an experience you will never forget.
We are BeaverTails®, and we have been part of your journey for over 40 years. We’ve been there at all the special stops along the path. The unforgettable getaways to some of the most beautiful places in the world. The laughter and thrills at theme parks, ski hills and water parks. The first dates. The
Founded in 1989 new York crunch Fitness is a health club chain that leads the fitness industry by infusing fitness, fun, and entertainment. With a philosophy of ‘ no Limits’, crunch serves a fitness community for all kinds of people with all types of goals.
Today, crunch Fitness serves over two million members with 420+ gyms worldwide, including the U. s., australia, spain, Portugal, costa rica, Puerto rico, with more than 30 locations in canada.
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
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,
anniversaries. The little, magical celebrations with your best friends. and all the moments in between when you wanted to stand back, and just enjoy the fact that life is good.
That journey hasn’t always been in a straight line. s ometimes, it’s over-the-top. s ometimes, life gets messy. But that’s finemessy is good. Because it means you’re living every moment to the limit. it means you’re grabbing life by the tail.
The journey has just begun. Our promise today is to keep being there with you, where and when you need us most. To bring you comfort. To surprise you. To laugh with you.
Proceeding with an established brand means minimizing risks. We’ll work with you to create a business plan custom-made for success. You’ll also benefit from constant support as we accompany you on your journey.
crunch Franchise represents the most progressive and competitive fitness model in the industry. Our clubs are quick to build, easy to open and highly scalable. When you bring a crunch gym to your community, you’re bringing a world-class facility that’s attached to a world-class brand that’s synonymous with workouts that are both effective and fun
Get in on the Gym-Floor of canada’s #1 fastest growing high value, low priced full-size fitness franchise visit www.crunchfranchise.ca
• 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
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
Ku M on n o RT h A M e R i CA i n C . high school math teacher Toru Kumon developed the Kumon Method of learning more than 60 years ago in Japan, when his son was struggling with second-grade arithmetic.
realizing that a strong foundation in the basics-addition, subtraction, multiplication and division-was essential for higher-level math, Kumon created a series of math worksheets for his son to work on after school.
With daily practice, Kumon’s son gradually expanded his mastery of mathematical skills and by sixth grade was able to solve differential equations and integral calculus problems.
Today, at locations throughout north america, Kumon franchisees apply this method of daily practice and self-paced advancement to children’s math and reading skills.
Phone: 201-928-0444
Website: Kumonfranchise.com
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 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 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 is a profitable alternative retail financial services company with a multitude of locations available throughout canada. a s 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,
Thryv’s all-in-one franchise software allows franchisors to streamline communications, scheduling, marketing and payments across all locations.
Thryv offers software solutions designed to meet the needs of franchise businesses. With Thryv’s all-in-one platform, you can streamline communications, marketing and payments across all your locations. scale your multi-location business by using
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
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.
contact: Wesley Barker
Phone: 905-450-2274 e xt 777 email: info@pay2day.ca
Website: www.pay2day.ca
our turn-key software for franchisees. a s a franchisor, you can view a single dashboard with real-time tracking and analytics across every location. Thryv helps your franchisees run better businesses.
contact: nimra Maniar
Phone: +1 (844) 339-6334 email: nimra.maniar@thryv.com
Website: https://www.thryv.com/features/ franchises/
Making an appearance every issue of Canadian Franchise magazine. Each detailed, 4 color A-Z listing comes with a 150 word write up and your logo.
Excellent for branding and recognition. choose a 12 month package or simply add the a-Z directory onto your focus, profile or ad! to learn about the a-Z directory or any other products, please contact Vikki bradbury: vikki@cgbpublishing.com www.canadianfranchisemagazine.com
