April 2016 Franchising USA 4#6

Franchising usa T he ma g a z ine for franchisees

VOL 04, ISSUE 6, apr 2016

$5.95 www.franchisingusamagazine.com

The ups Store

empowering franchisees to grow their business

letting go to level up in business

special

multi-unit franchising feature

is bigger really better? leasing the right franchise space LATEST NEWS

FINANCIAL ADVICE FROM THE BANKS

TOP LAWYERS’ ADVICE

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Reasons to Invest:

We have deep financial incentives!*

• • • •

New Franchisees are eligible for 50% off the Initial Franchisee Fee and reduced royalty rates.

Plus, Military Veterans are offered one of the best financial incentives in the industry.

Visit the Investment Details page on our website for more info about incentives.

Convenient operating hours World-class training and support Flexible shop designs Multi-million dollar national advertising program

APPLY NOW AT

www.BaskinRobbinsFranchising.com For more information call 781-737-5530 or email franchiseinfo@baskinrobbins.com. *Refer to Baskin-Robbins FDD for details on our incentives. ©2016 BR IP Holder LLC.

Franchising usa T he ma g a z ine for franchisees

FRANCHISING USA VOLUME 4, ISSUE 6, 2016 president: Colin Bradbury. colin@cgbpublishing.com

Publisher: Vikki Bradbury. vikki@cgbpublishing.com

National Advertising Manager: Tuesday Royko. tuesdayr@cgbpublishing.com

from the

Publisher

Editorial Department: editor@cgbpublishing.com

Assistant editor: Diana Cikes editor@cgbpublishing.com

Editorial team: Diana Cikes Gina Gill Rob Swystun

Production: usaproduction@cgbpublishing.com

DESIGN: Jejak Graphics. jejak@bigpond.com

COVER IMAGE: The ups store

CGB PUBLISHING Canadian Office: 676 Wain Road, Sidney B.C Canada V8L 5M5 U.S. Office: 800 5th Ave, #101 Seattle, WA 98104-3102 Sales: 847 607 8407 Editorial: 778 426 2446 www.franchisingusamagazine.com Proud member of the IFA:

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

With spring in the air, April is the perfect time for new beginnings. If you’ve been thinking about making a fresh start in franchising, there’s no better time than now.

This issue of Franchising USA has been designed to provide you with all the tools and knowledge you need to turn your ideas into action, including plenty of Expert Advice and tips to make sure you get started on the right foot. Get advice on Finding the Right Co-Pilot to Run a Successful Business, and learn the Five Pitfalls that New Franchisees Can Avoid. And Is Bigger Really Better? The Lease Coach offers points to consider in Leasing the Right Size and Shape of Franchise Space.

On the cover is UPS, a brand that was founded in 1907 and grew to become one of the most recognized brands worldwide.

Turn to page 10 to learn how this business is Empowering Franchisees to Grow Their Business.

Our Special Feature this month is MultiUnit Franchising, featuring ZIPS Dry Cleaning on the cover. Here you can read about the brand’s plans for nationwide franchise expansion and how this dry cleaning franchise intends to grow its national footprint with multi-unit franchisees.

Last but not least is our popular Veterans Supplement, which takes a look at NTY on the cover. If you’re a veteran with an entrepreneurial spirit, NTY wants to help you start a new chapter in your life. So be sure to read how a franchise that is in the business of turning the old into the new again Promises New Challenges, Opportunities for Veterans.

As you read through the April issue, I hope you find that spring in your step to turn your ideas into reality. Your new beginning awaits.

Wishing you an inspired month.

Vikki Bradbury Publisher

“May you have fresh strength in the spring season.”

- Lailah Gifty Akita

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

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Contents

april 2016

On the Cover

to Grow Their Business

88 Is Bigger Really Better? Leasing the Right

In Every Issue 06 Franchising News Announcements from the Industry

44 Feature Article

Multi-Unit Franchising 59 Veterans Supplement News and Information for Veterans in Franchising

Franchisee In Action 14 Pet Wants 30 The Growth Coach

Focus 22 Baskin-Robbins 26 uBreakiFix

90 A-Z Franchise and Services Directoy

Profile 86 PIRTEK

Women In Franchising 78 Tammy Whitworth, CEO, Window World

Question Time 24 Jafer Patterson, Executive Vice President, Junk King Franchising USA

Size and Shape of Franchise Space

76

66

13 Letting Go to Level Up in Business

37 Special Multi-Unit Franchising Feature

80

10 The UPS Store: Empowering Franchisees

18 How to Integrate Today’s Marketing Trends

into an Effective Franchise Lead Generation Strategy Christopher Conner, President, Franchise Marketing Systems

28 Five Pitfalls New Franchisees Can Avoid Kyle Zagrodsky, President, OsteoStrong

68

12 Letting Go to Level Up in Business Brian Scudamore, Founder and CEO, O2E Brands

34 Avoiding the Spam Folder Matthew Jonas, President, TopFire Media

76 Planning Your Franchise Exit Marshall Tinsley, Attorney, Turner Padget

80 Why Franchisors Need to Appeal

to the Millennial Generation Joseph Schumacher, CEO, Goddard Systems, Inc.

88 Is Bigger Really Better?

Leasing the Right Size and Shape of Franchise Space Jeff Grandfield and Dale Willerton, The Lease Coach

18

84 Finding the Right Co-Pilot to Run a Successful Business Mo Castro, Once Upon A Child franchisee

Business Services Feature 38 Multi-Unit Franchising News 42 Cover Story: ZIPS Dry Cleaners 44 Feature Article 48 5 Secrets to Success in Multi-Unit Franchises George Knauf, Senior Franchise Business Advisor, FranChoice

50 An Inside Look of the Multi-Unit Franchisee Jeff Krueger, SAFE HOMECARE

52 A Fresh Take on Multi-Unit Franchising Chris Goethe, VP of Franchising, Primrose Schools

54 Are Two Locations Better Than Just One? David Banfield, President, The Interface Financial Group

56 Trust Me, Mobile Workforce Management

Will Change Your Franchise Bashar Bawab, Partner and Director of Operations, Hishmeh Enterprises

48

22

Expert Advice

f ra nchising usa

what’s new!

FASTSIGNS Looks to Grow Throughout Florida and Caribbean In February, FASTSIGNS International, Inc., the leader in signs, graphics and visual communications, announced the company is recruiting franchisees to enable expansion throughout the state of Florida and across the Caribbean, with a focus on targeting conversion and co-branded locations.

The fast-growing brand currently has 49 locations in Florida, three in Puerto Rico and one in Grand Cayman, but is looking to expand with additional centers throughout Florida, with emphasis on the Treasure Coast up to Jacksonville, as well as throughout the Caribbean Islands, including in Barbados, Bermuda, Jamaica, Trinidad and Tobago.

“FASTSIGNS is looking for qualified franchisees who have an entrepreneurial spirit and who can provide ‘More Than’ what’s expected for each and every customer as we increase our brand footprint throughout Florida and across

the Caribbean,” said Mark Jameson, EVP of Franchise Support and Development, FASTSIGNS International, Inc.

grow at a rapid pace through New Center development, as well as the company’s CoBrand and Conversion programs.

Due to FASTSIGNS’ dedicated $21 million in franchisee funding available, franchise expansion has continued to

For information, download an eBook that explores the FASTSIGNS franchise opportunity at http://amzn.to/1FrnDJu.

Fresh Healthy Vending Announces New Director of Business Development Fresh Healthy Vending, the nation’s leading healthy vending franchisor, hired its first-ever CMO and a Director of Business Development to drive its new brand, Reis and Irvy’s frozen yogurt robot.

This frozen yogurt vending kiosk is a one-of-a-kind, unmanned, highly visual “robot” that dispenses frozen yogurt in nine flavors with six possible toppings at a rate of 60 servings of frozen yogurt per hour.

Craig Stein, an industry veteran with over 10 years of experience, just joined

Franchising USA

the Fresh Healthy Vending team as the Director of Business Development.

Craig’s role will be largely focused on the development and execution of an international growth strategy and sales plan to launch the Reis and Irvy’s brand into the market. Paul Schmidt, former Juice It Up! COO with 24 years of marketing and brand strategy experience across franchise and global organizations, has also joined the team as Fresh Healthy Vending’s first-ever Chief Marketing Officer. Paul is responsible for handling all developments and creative direction for the existing Fresh Healthy Vending brand,

as well as Reis and Irvy’s. Together, Craig and Paul will focus on building strategies that pertain to both consumers and franchisees in order to drive the company’s overall growth. www.freshvending.com

Yoga for the Brain Collaborative, Client-Centered Psychotherapy Franchise, the Lifeologie Institute, Offers Unique Certification Program for Psychotherapeutic Yoga The Lifeologie Institute School for Psychotherapeutic Yoga, (LISPY) is launching its first 200-hour advanced psychotherapeutic yoga training module on April 1, 2016.

The only school of its kind, LISPY is educating yoga instructors and psychotherapists by integrating the ancient practice of yoga and its principles with western approaches to mental health care.

The Lifeologie Institute is an early adopter of psychotherapeutic yoga, having launched its psychotherapeutic yoga program in 2012 at its four Dallas-Ft. Worth offices.

“Sometimes traditional therapy is not enough,” said Melanie Wells, founder and Clinical Director of the Lifeologie Institute.

“Research in brain physiology and neurobiology is showing that prolonged anxiety, trauma and depression can reprogram the brain to sustain a prolonged cycle of distress. Psychotherapeutic yoga helps interrupt this cycle by coupling whole body strengthening, breathing exercises and meditation, along with western medical principles, to help heal the effects of trauma and other psychological conditions. Yoga for your brain is a game-changer.”

The LISPY program is extensive and challenging. Presented in modules (some of which can be taken as stand-alones), the program requires 600 hours of coursework and workshops, and 400 hours of supervised face-to-face client contact.

For more information, visit wefixbrains.com or lifeologiefranchising.com.

Tint World® Continues Franchise Expansion in 2016

Tint World® Automotive Styling Centers™, a leading auto accessory and window tinting franchise, opened three new stores in Gulfport, Mississippi;

While the California location will be the

fourth Tint World® to open up on the West Coast, the Idaho and Mississippi locations

will be the first Tint World® stores in their

Boise, Idaho; and Union City,

respective states.

California.

“It’s good to see the Tint World® business

expand to more states in the U.S.,” said Charles J. Bonfiglio, CEO of Tint World®. “This will put our total reach at 18 states and three countries. With the continued addition of experienced and knowledgeable owners like these, I’m confident we’ll continue to expand our reach across the nation.”

Providing services in a more than 31 billion dollar annual automotive aftermarket, Tint World® is currently seeking single and multi-unit operators, as well as potential co-brand and conversion stores. Automotive experience is not necessary, but franchise candidates should have a passion for providing a high level of service and a desire to be on the leading edge of growth and income opportunities.

For more information, call 800-767-6468 or visit www.tintworldfranchise.com to download a Tint World® franchise kit.

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what’s new!

919 Marketing Celebrates 20th Anniversary with Major Growth Milestones of explosive growth in 2015, doubling its revenue and expanding its client roster with franchising and nonprofit clients.

919 Marketing provides strategic planning, public relations, social media, digital marketing, business development support and full creative capabilities for its clients. Through these practices, the firm helps propel clients to the top of their game, delivering an ROI that increases sales and wildly exceeds expectations.

To meet the needs of its growing client base, 919 Marketing has recently added top-tier talent from network TV newsrooms, boardrooms of the largest international advertising, PR and social media agencies and brand marketing departments of the nation’s largest brands. It has also opened offices in Charlotte, Washington D.C., Fort Lauderdale, Florida, and Houston, Texas.

919 Marketing has won numerous awards for itself and its clients.

across a broad range of industries.

CEO David Chapman is a sought-after thought leader, frequently being interviewed by the advertising/PR trade media while authoring regular guest columns for several publications. 919 Marketing clients include startups, emerging growth companies and Fortune 500 corporations — from high-tech to health care, hair care and elderly care.

The agency, located just outside of Raleigh, NC, had a record year

www.919marketing.com

919 Marketing, a leading national content marketing agency, celebrates its 20th anniversary this year with a series of milestones that accentuate the firm’s success with clients

Valpak Experiences Positive Franchise Growth in First Quarter of 2016 Valpak, a leader in local print and digital coupons, announced two signed franchisee agreements, one in the Coastal Georgia territory and one in Big Sky, Montana, in Q1 with plans to further expand its brand presence across the country.

Currently, the company’s signature Blue Envelope is mailed to nearly 39 million households each month, with over 160 franchises in 45 states and four Canadian provinces.

In Q1, the brand also announced its actively seeking dedicated, sales-driven franchisees in Austin, Texas; Nashville, Tennessee; Knoxville, Tennessee; and Raleigh and Greensboro, North Carolina.

Franchising USA

“Valpak is committed to growing businesses in key neighborhoods across its print, digital and mobile platforms,” said Greg Courchane, director of franchise sales. “As evidenced by our success already this year, we plan to increase our offerings in the digital space and promise to keep local consumers excited about couponing and saving money.”

Today, in addition to its flagship Blue Envelope, Valpak offers its business customers an impressive portfolio of digital advertising products including Smartphone apps, Google partnerships, website development, mobile web optimization and reputation management.

For more information on Valpak

franchise opportunities, please contact Greg Courchane at greg_courchane@ valpak.com or 727-399-3091 or visit www.valpakfranchising.com.

Woody’s Bar-B-Q® Tees Up and Opens First Franchise in Augusta Florida-Based Chain Launches its Southern Barbecue Concept in the Home of the Masters After 36 years of cooking up authentic Southern barbecue and comfort food-inspired sides to a growing collection of fans, it wouldn’t be a stretch to say that the founders of Woody’s Bar-B-Q – Woody Mills and Yolanda Mills-Mawman – have truly “mastered” their skillset.

That’s what makes the company’s next move such a stroke of genius: to open the Florida-based concept’s one and only Peach State location at the home of the Masters – Augusta, Georgia.

Opened its doors in early March 2016, the newest Woody’s BarB-Q franchise is situated in the former WifeSaver restaurant location at 1501 North Leg Road, next to the Walmart Supercenter.

“We are truly excited to see the heights to which our newest location might climb,” said Mills-Mawman. “In addition to the fact that we get to introduce the people of Augusta to our very special interpretation of slow-smoked Southern barbecue, stickto-your-ribs sides and service with a smile, this is an incredible location in a highly trafficked area of town. Woody’s Bar-B-Q of Augusta is accessible from both North Leg and Wrightsboro Roads – so visibility alone is definitely in our favor. Of course,

what we’ve always found to be our greatest asset – besides the food, reputation for service excellence and ability to select terrific restaurant sites – is word of mouth. We can hardly wait for Augusta to come out and try the food, then have the word spread all over town.”

To learn more about Woody’s Bar-B-Q, prospective franchisees and barbecue fans are invited to visit www.woodys.com.

Fish Consulting Expands Portfolio with Two New Clients Fish Consulting, LLC, a national communications firm specializing in franchise public relations, announced it has added Massage Heights and SONIC® to its client roster.

The new additions are part of the agency’s growth plans following a successful 2015 that included expanding its portfolio with brands such as Dwyer Group, Tropical Smoothie Café, Captain D’s, AAMCO Transmissions, i9 Sports, Chicken Salad Chick and more.

Massage Heights has enlisted Fish to build awareness of its franchise opportunity to drive multi- and single-unit development

agreements through national and local public relations efforts. Additionally, SONIC Drive-In has hired Fish to drive its franchise development marketing campaigns, which include digital and content marketing to deliver franchise sales leads and potential new franchisees for the brand.

Massage Heights, which has more than 135 locations in the U.S. and Canada, is a family-owned, membership-based therapeutic services franchise that provides resort-quality massage and facial services that help people achieve a balanced and healthy lifestyle in an upscale retreat environment. Founded

in 1953, SONIC Drive-In is the nation’s largest drive-in restaurant chain and nearly 90 percent of its more than 3,500 locations are owned and operated by franchisees.

Fish recently celebrated its 11th anniversary and has experienced significant growth over the past several years. fish-consulting.com

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cov er sto ry

T he U PS S tore

Empowering Franchisees to grow Their Business

Owning a business is the ultimate goal for entrepreneurs, but what happens after you open your first successful location?

That’s because franchising offers a unique opportunity to support multi-center ownership. Franchisees are able to grow their ownership to multiple locations because they have access to franchise system benefits and resources such as ongoing training and support, a proven business model and brand recognition.

How can you grow your business?

Looking towards the future, it’s important to consider these questions, and the answer may be simple: multi-unit franchising.

Training and Support

In my role at The UPS Store, I’ve had the opportunity to interact with many successful multi-center owners. In fact, in 2015, 49 percent of The UPS Store franchise network was comprised of multi-center owners. Overall, multi-center ownership is on the rise with multi-unit franchisees owning about 53 percent of the 450,000 franchise units in the United States in 2015, according to FranData.

Franchising USA

One of the greatest benefits of the franchise system is the training and support provided by the franchisor. For example, The UPS Store offers training classes specifically designed for multicenter owners. This training, along with bi-annual conventions and networking opportunities with other multi-center owners, are just some of the resources in place to better support owners looking to grow.

Franchisees also have access to senior leaders at The UPS Store who can be

an invaluable resource as they expand beyond their first franchise location. In these conversations, I’m often asked to give franchisees advice based on my own experience and what I’ve seen in our franchise network. Much of this advice can be applied to any franchisee looking to grow their business: • Position yourself to move forward and grow. It is important to have conversations about growing your business all the time and move away from the single unit mindset. Empower people around you to make day-to-day decisions so you can focus on your overall vision.

• Staffing is critical and key to success.

Surround yourself with people that compliment your strengths and support your weaknesses.

• Have a business plan with a strategy and a timeframe. Developing a business can

take time, so it’s important to establish a reasonable timeframe for growth. It’s equally important to have a plan in place with a strategy to achieve that growth.

• Take advantage of the resources offered by your franchisor. Franchising comes with an operations manual that lays out the keys to success, which is a huge benefit opposed to having to write your own plan. The type of support you will receive as a franchisee may vary, so ask a lot of questions. Be sure to ask the right questions and find out about all the support options available – even if you think you may not need it.

Most of all, be passionate about your franchise. Growth in this industry comes from smart business owners who love what they do and care about how their businesses impact their local economies and communities.

Strong business model For The UPS Store, multi-center ownership is a strategic element of our brand and is baked into our business model. Having a strong business model presents an opportunity for franchisees who were initially looking to own a single unit to more easily grow their business.

As such, we offer resources such as a Premiere Ownership Program which gives multi- center owners preferred discounts from vendors and financial support for owners who meet and maintain operational standards and requirements.

For franchisees like Ralph Wills who owns 13 The UPS Store locations in the Tampa, FL. area, the business model that

supports multi-center ownership was a deciding factor in choosing a franchise.

“The UPS Store was a great fit for me because the business is set up to support the multi-center owner,” said Wills. “I work hard to grow my business, but knowing I have the support of The UPS Store brand gives me the advantage to be a successful multi-center owner. Having this backing allows me to be in business for myself, not by myself.”

evolved into various forms for the past 100 years. Today, the shield has become one of the most recognizable brand logos. When customers see the shield, they know they are going to get a quality experience from a trusted brand.

The business model also allows franchisees to manage their resources more effectively by sharing staffing, marketing and operational costs among centers. Rather than focusing on each center individually, franchisees can look at their business as a whole to make decisions that will benefit all of their centers.

Brand Recognition Being part of an established brand like The UPS Store is very impactful and drives customers to the stores. Building a brand takes time and money, but with a franchise system the franchisor is responsible for developing the brand reputation. A recognized, reputable brand can make it easier to make an immediate connection with consumers.

“The UPS Store is a quality, strong brand,” said Wills. “Most other brands don’t have the strength of a quality organization behind them like The UPS Store.”

While UPS was founded in 1907, the UPS shield was introduced in 1916, and has

Tim Davis became president of The UPS Store, Inc. in 2012. Prior to The UPS Store, Davis held a variety of leadership positions for ConnectShip, Inc. Davis has earned Certified Franchise Executive (CFE) designation from the International Franchise Association and currently serves on the Board of Directors for the Marine Toys for Tots Foundation. Davis is a former U.S. Marine Corps captain and a Gulf War Veteran. www.theupsstore.com www.twitter.com/theupsstore www.facebook.com/theupsstore

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ex per t advice

Brian Scudamore, Founder & CEO, O2E (Ordinary to Exceptional) Brands

Letting Go

to Level Up in Business is that I could have gotten bogged down by my mistakes, but I chose to let go and look ahead. Today we have hundreds of employees and are approaching a quarter of a billion dollars in revenue. None of this would have been possible if I hadn’t made tough choices early on.

Let Go So Others Can Shine Letting go of mistakes is hard. It can be equally hard to let go of your responsibilities, especially when your business is your baby - you founded it, nurtured it, and grew it. But the reality is that sometimes you have to delegate to let others shine.

In business, some decisions are harder than others. One of the first difficult ones I had to make was in 1994. The 11 employees I’d hired at 1-800-GOT-JUNK? didn’t seem to understand my vision.

They could haul junk and drive trucks, but they didn’t understand the importance of customer service to our brand. My longterm goal was to become the FedEx of junk removal and for that, I needed rock stars.

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It was clear that I had to clean house, but first I had to acknowledge my own mistake: I had hired people to fill jobs, not because of each candidate’s merit or culture fit. It didn’t set anyone up for success. After I’d taken stock of my part in the situation, I decided to focus on what the future could look like with the right people supporting my vision.

To get a fresh start, I fired everyone in one fell swoop, even though it meant running the business alone for a while. Recruiting a new team was stressful and there were even times when I questioned if I’d done the right thing. But looking back I realize that if I hadn’t made that tough choice, 1-800-GOT-JUNK? wouldn’t be where it is now.

The lesson I take from that experience

However, delegation isn’t easy. London business school professor John Hunt says only one in three managers is considered a good delegator by his or her team. This means only about one manager in ten really understands how to empower their people.

I remember when I insisted on being involved in every aspect of 1-800-GOTJUNK?. For example, I used to go through the budget myself with a fine-toothed comb. It took a lot of time, and as someone with ADHD, that kind of detail-oriented work really isn’t my forte. When I finally gave it over to our president and COO, who excels at that kind of thing, the process was faster and more accurate. I was able to go back to things a CEO should focus on like innovating and envisioning long-term goals.

The lesson here is to focus on your unique abilities and let the rest go. Given a chance and the right tasks, your people - and company - will thrive.

Hoarders Beware...

“The lesson here is to focus on your unique abilities and let the rest go. Given a chance and the right tasks, your people - and company - will thrive.”

Keep the Good Stuff Although some things can and should be let go, other values are essential to keep.

According to Coca-Cola, values describe the company’s desired culture and serve as a behavioral compass. Crafting a mission statement to supplement your values will help your business focus on long-term objectives. And these aren’t just buzzwords - companies that throw out their values and mission too easily often pay for it later.

When the recession hit, Goldman Sachs effectively abandoned its mission to help clients, focusing instead on maximizing their own returns. It hurt their brand (and contributed to a marketplace meltdown). In

stark contrast to core value of innovation,

Blackberry kept its keyboard while the rest of the world went touchscreen, causing a tailspin it’s never recovered from.

At O2E Brands, our core values - passion, integrity, professionalism, and empathy -

are the backbone to our workplace culture

The lesson to let go comes at a time when hoarding has never been more visible - I should know, 1-800-GOT-JUNK? helps

muck out hoarded homes on A&E all the

time! But as bad as hanging on to “stuff” is, it’s even worse for business leaders to

dwell on past mistakes, enforce bad habits, and jealously guard responsibilities better suited to others.

Business owners have to learn from each experience and move on, give others a

chance to shine, and ultimately, let go to level up.

and are non-negotiable. I remember when

Brian Scudamore is the founder and

new executive to manage and drive that

Brands, which includes companies

– but nixing our 7-minute daily huddle

PAINTING,You Move Me and Shack

offices for the L-team? Never going to

others grow small to medium businesses

of our culture.

Tweet Brian at @brianscudamore

we were growing quickly and needed a

CEO of O2E (Ordinary to Exceptional)

growth. It meant welcoming new ideas

like 1-800-GOT-JUNK?, WOW 1 DAY

because it was ‘corny’? Nope! Private

Shine. Brian is passionate about helping

happen - a transparent, open office is part

and corporate culture.

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ex per t advice

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FR A NCH ISEE I N ACT I O N

Pet Wa nts

Family Helps Entrepreneur Help Pet Parents Family ties are an important part of life and for one Florida franchisee, they’ve turned into a lucrative business.

Palm Beach Pet Wants franchisee Steve Beck bought his franchise in the summer of 2015 after he heard about it through a family member. Once he started looking into the industry, he knew his relative was onto something.

“I thought the business opportunity was terrific,” Beck said during a recent interview from his warehouse in Palm Beach.

The franchisee knows a thing or two about terrific business opportunities.

Upon graduating college in 1985, Beck jumped into the entrepreneurial deep end by immediately starting his own business.

The Pet Wants franchisee said he’s worked for himself his whole life, and sold his original chemical distribution business a couple of years ago.

Beck, who also owns another franchise from a different brand, said he likes being a part of a franchise because of the built-in support network. When comparing his

“Many Americans think of their pets as family and those family ties can provide a lucrative business opportunity for the right entrepreneurs through Pet Wants.”

Franchising USA

franchise experience with his independent business ownership experience, he said being a part of a franchise makes things a lot easier when running a business.

Choices Pet Wants has two different models: a storefront & delivery model and a delivery-only model. Beck chose the delivery-only model and once everything was approved, he went for a week of training at the Pet Wants home office in Cincinnati, OH. Being brand new to the pet food industry, Beck had a lot to absorb in that week.

“You talk about brain overload, I had tons of stuff to learn, but they did a good job with it,” he said.

For ongoing support, Pet Wants continues

to develop the franchise’s e-commerce system, provide marketing materials and build strong referral networks to help franchisees draw in customers. They also provide simple business coaching and act as a sounding board for any franchisee questions and concerns.

Retirement Although Beck technically considers himself retired, not being interested in any of the usual retirement activities means running his Pet Wants business is what he does for fun.

“I don’t golf, I don’t play tennis and I don’t fish, so I have to have something to have fun with and this is fun,” he said.

The people he’s met through running his franchise have been terrific, Beck noted, adding that Pet Wants isn’t a

business where you’re selling something to consumers. He described it as helping people to make informed decisions on how best to care for their non-speaking family members.

For anyone interested in joining the Pet Wants franchise, Beck said he would tell them that he doesn’t know a business that offers as much blue sky opportunity as Pet Wants when compared to the initial investment.

The ownership of the company has a good background and a solid record, Beck said, and he would tell interested individuals that the business is going to be a home run.

In the Beginning Pet wants was founded by Michele Hobbs after her dog came down with sever skin allergies and no veterinarian seemed

Franchising USA

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FR A NCH ISEE I N ACT I O N

Pet Wa nts

able to help, according to the Pet Wants website. She discovered the dog food she was using was not fresh, not all-natural and was severely lacking in nutritional value. On top of all that, it was full of unnecessary ingredients and by-products.

To counteract the plethora of questionable dog food on the market, Hobbs created Pet Wants, which creates fresh, all-natural pet foods and delivers that food to customers on a monthly subscription basis. Supplying it on a subscription basis ensures the food is fresh and also guarantees franchisees consistent and on-going revenue streams.

And dog food is just one of those revenue streams. Pet Wants also supplies cat food and pet accessories like treats and salves.

The estimated 170 million cats and dogs in the United States ensures Pet Wants is in an industry with high growth potential and the numbers bear that out, with Americans spending $58 billion on their pets annually, $22 billion of that being spent on pet food and treats.

Many Americans think of their pets as family and those family ties can provide a lucrative business opportunity for the right entrepreneurs through Pet Wants. Just ask Steve Beck. www.petwantsfranchise.com

Franchising USA

“The estimated 170 million cats and dogs in the United States ensures Pet Wants is in an industry with high growth potential…with Americans spending $58 billion on their pets annually, $22 billion of that being spent on pet food and treats.”

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Use Your Core Strengths to Build a Fulfilling, Profitable Business Coaching Others!

What Makes The Growth Coach Different?

• Two hot industries for one franchise fee

The Growth Coach uniquely provides both business and sales coaching, doubling your client and revenue potential.

• Large, exclusive territories

Countless opportunities without competition from other coaches.

• A Unique System

Our coaching process is comprehensive and guaranteed to deliver results. No coaching experience is necessary. We identify owners by their core strengths and teach the rest.

• Group Coaching

We are the world’s larges provider of group coaching workshops, designed to maximize your earnings while providing the best peer groups to your clients.

• A Track Record of Success

20+ years of coaching, 10+ years of franchising, serving thousands of clients each year.

At The Growth Coach, you put your business acumen to work within a proven coaching system, guiding others toward their next level of success while achieving your own.

Start the qualification process today!

Head to

TheGrowthCoachFranchise.com or Call 1-888-292-7992 to learn more about this business opportunity!

Franchising USA

ex per t advice

Christopher Conner, President, Franchise Marketing Systems

How to Integrate Today’s Marketing Trends into an Effective Franchise Lead Generation Strategy The franchise lead generation market is an ever-changing business that requires constant management to manage appropriately and stay ahead of the most recent alterations to industry best practices.

Because the industry has become overwhelmingly driven by technology, it also makes for a constantly moving target and changing paradigm when it comes to franchise recruitment strategies.

Some of the key drivers behind a solid campaign start with the core offering and how you as the franchisor are presenting your value proposition to potential franchise buyers. It’s important to remember that now more than ever before, people have access to information and expect instant access to that information.

Mobile devices have only increased that expectation in that people want information immediately and expect real

Franchising USA

content from the ads or messaging they are exposed to.

So what does that mean for a franchise brand working to get exposure? Make sure that your value proposition is strong, relevant and unique in the market space.

If you are saying the same “fluff” and “buzz words” that every other franchise presents online, you aren’t going to drive a great response. Making sure that your presentation offers something brilliant to the potential buyer, such as a bold attention grabber or stunning visual -- enough to elicit a click, call or email -- is the first step.

Franchise public relations has become critical for franchisors in their recruiting efforts. What was at one time was maybe a luxury for brands that could afford it is now a centerpiece of franchise advertising campaigns. PR has not only proven to be effective in generating volumes of franchise leads when positioned correctly and placed in the right venues, but also offers the franchise brand credibility in the reader’s eyes. In our experience, franchisors routinely close 5-10 percent of franchise leads generated through solid public relations strategies. Good PR

doesn’t just happen, it requires a dedicated, professional effort that targets industry contacts and drives results through focused effort to get good content placed in the right spots.

Franchise SEO and franchise paid search traffic have become increasingly effective and important in a franchise lead generation campaign. SEO is long term and requires patience, ongoing investment and a professional touch to not only help franchise buyers find your site organically, but to also convert that traffic into leads with the appropriate forms, messaging and “give-to-get” strategies.

Paid search in franchising has become very competitive and the cost per lead on primary search engines has increased significantly, making it almost ineffective for more budget-conscious franchisors.

Opportunities for younger franchisors are more prevalent in platforms such as the less trafficked search engines including Bing, YouTube or Facebook. By leveraging some of these channels, some franchisors have been able to achieve fantastic lead conversion costs and really impressive lead flow.

Mobile technology has already changed

ex per t advice

Christopher Conner, President, Franchise Marketing Systems

“Make sure that your value proposition is strong, relevant and unique in the market space. If you are saying the same “fluff” and “buzz words” that every other franchise presents online, you aren’t going to drive a great response.” the advertising game and many more evolutions are on their way. Today, as a franchisor, you must have a mobileadapted website which presents consistently across multiple devices, is attractive and adaptable to a mobile device.

This is for the obvious reason that if your lead forms won’t load on an iPhone, you can’t get the lead. In addition, the search engines now rank sites based on their mobile adaptability and how they perform with mobile devices. If you don’t embrace the fact that mobile is where everything is headed, you are missing the opportunity to reach more franchise leads.

Franchise tradeshows have dwindled in effectiveness with the increase in technology and web-based ad mediums, but the right shows continue to perform well. Choose your market carefully and do your due diligence on the show before making the investment – some markets just don’t perform very well. Franchise tradeshows require a significant effort and the best performing brands at franchise shows have a dedicated, aggressive sales effort with multiple people in the booth, professional collateral materials and a strong booth presentation.

I have seen clients go to a show and invest in the space but skimp on the staffing and manpower needed to work the booth and it was a waste of time, money and energy. The lesson learned was to avoid wasting your ad budget if you can’t devote the resources to the show.

Altogether, the outlook is strong for franchise marketing - there are more strategies, systems, technology platforms and venues to market your franchise brand today than ever before. Leverage the tools available to you and your franchise brand will have the best opportunity to reach

Franchising USA

more qualified franchise buyers.

Chris Conner is the President of Franchise Marketing Systems. Mr. Conner has spent the last decade in the franchise industry working with several hundred different franchise systems in management, franchise sales and franchise development work.

His experience ranges across all fields of franchise expertise with a focus in franchise marketing and franchise sales but includes work in franchise strategic planning, franchise research and franchise operations consulting.

Christopher Conner

Christopher has worked with multiple International franchise and licensed organizations throughout the United States, Middle East, India and Europe.

He has an MBA in Finance and Marketing from DePaul University in Chicago and a Bachelors Degree from Miami of Ohio. www.franchisemarketingsystems.com

A Proven Business You Can Be Proud of At Fresh Coat our model is designed to do 2 things: Service the customer and make our owners money.

• Are you a business professional who believes our seniors and busy families deserve a trusted contractor who delivers on their promise?

• Are you tired of working long hours for someone else?

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• A turnkey business - Launch in as little as 6 weeks!

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Start the qualification process today!

Head to

www.freshcoatnow.com or Call 855-980-0441 to learn more about this business opportunity!

focus

Bask in-Robbins

Husband-and-Wife Franchisee Team Bring

More Flavors and More Fun to San Diego “Maria and I have learned that the ice cream business is a wonderful business to be in. Our loyal guests are enthusiastic about our products and promotions, especially the new flavors that come out every month and make us feel like a vital part of the local communities we operate in.”

Gary Yarbrough, Baskin-Robbins San Diego Franchisee

When I moved to California in 1970, I never would have thought I would own my own business, much less be the owner of multiple, successful BaskinRobbins ice cream shops in Southern California.

So, how did I get involved with America’s favorite neighborhood ice cream shop?

Well, I started my franchise-business career as the Director of Operations for a McDonald’s franchisee in California. For 30 years, I was in charge of every facet of the business (all 16 stores) from finance and accounting, to overall operations and

Franchising USA

employee management. After several years of working with a hugely successful franchisee, I began to see the true value in the franchise business model and the franchisor/franchisee relationship. There is something to be said about not having to “reinvent the wheel” by joining a brand that is experienced and established.

My Baskin-Robbins story started about five years ago when I heard that the brand was hosting a franchising seminar in my area to recruit new franchisees.

After attending the session, I learned a lot about what the brand has to offer as well as what kind of opportunity there was in the San Diego area. My past experience of running a franchise in the market also provided with me with the confidence needed to embark on my own entrepreneurial journey and get started with Baskin-Robbins.

It would be wrong of me not to admit that this story would not have even started if not for excellent advice from my business – and life – partner, Maria. My wife was the one to convince me to attend that

seminar five years ago, which ultimately changed the course of our life, launching us into a new and exciting career path to own our own business. She now plays an integral role in running our stores and is truly the “Ying to my Yang.” She is a wonderful, balanced business partner who helps me to live in the moment.

Needless to say, Maria and I were eager to sign on with Baskin-Robbins after learning about the opportunities available to us at the seminar, as well as gaining better insight into the company’s strong brand heritage. It’s a brand with a following of loyal guests who recognize your name and love the extensive and innovative product line. It’s a brand that’s respected in the marketplace and poised for expansion across the country after 70 years in business. And most importantly, it’s a brand that we’re proud to be a part of each and every day.

We joined the Baskin-Robbins system by building our first store and purchasing two existing shops that were for sale in the San Diego area. By taking advantage of the brand’s transfer process, as it’s called, we completely skipped the development

“Ice cream is happiness in its simplest form and appeals to people of all ages.” phase, which can sometimes feel stressful to new franchise business owners. The

entire transition was easy and seamless.

We essentially purchased existing sales

and loyal guests enabling us to start selling ice cream from the start. After signing

our first franchise agreement with BaskinRobbins in 2011, we now own three

Baskin-Robbins shops with plans to open three more.

Maria and I have learned that the ice

cream business is a wonderful business

to be in. Our loyal guests are enthusiastic about our products and promotions,

especially the new flavors that come out

every month and make us feel like a vital part of the local communities we operate

in. They love to try new things and rarely turn down a “pink spoon sample.” More

so, they are usually very relaxed and ready to indulge in a treat with their friends and family. It’s ice cream, after all! It can be spontaneous or anticipated; short-term, long-term or spur-of-the-moment. Ice

cream is happiness in its simplest form and appeals to people of all ages.

I’m grateful my wife persuaded me to

attend that Baskin-Robbins seminar in San Diego many moons ago, and I’m excited

for my next store to open in 2017! We are thrilled that we are fulfilling our dreams of being multi-unit Baskin-Robbins

franchisees in this growing Southern California market.

Baskin-Robbins remains dedicated to

making the experience of eating ice cream an enjoyable one. More Flavors. More

Fun.® is the mantra at Baskin-Robbins

and shared by me, my wife and all of our dedicated employees.

To open your own ice cream shop with Baskin-Robbins, visit www.baskinrobbinsfranchising.com.

Franchising USA

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Page 23

question time

Jafer Patterson, Executive Vice President, Junk King

with Jafer Patterson Our team at Franchising USA had a chance to sit down with Jafer Patterson, Executive Vice President of Junk King, to learn more about the growth and success of the brand. Our questions are in bold. We hope you enjoy reading!

What were you doing before you became involved with Junk King?

Earlier in my career, I was an investmentbanking analyst. I learned how to analyze business systems to understand what makes them tick. Based off of

Franchising USA

“The strategy piece for a business is to figure out what the “main thing” is. The management piece for a business is to constantly propel forward while keeping that focus.” that experience, I started and sold a few

has always been that “the main thing is to

find success. After those endeavors,

strategy piece for a business is to figure out

businesses and helped a failing business I served as a strategy and marketing

consultant, focusing on branding and Internet marketing for my clients.

How does your background apply to your current role at Junk King?

I’ve learned many important aspects of how to run a business throughout my

career. One of my favorite business sayings

keep the main thing the main thing.” The

what the “main thing” is. The management piece for a business is to constantly propel forward while keeping that focus. During my time at Junk King thus far, our team

has grown the brand’s unit level revenues

by over 300% and system-wide income by over 1,000%, all while keeping our “main

thing” – providing affordable, eco-friendly services for our customers – constantly at the forefront of our minds.

How does Junk King differentiate itself from other junk removal concepts?

There are two main aspects in particular that differentiate Junk King from other concepts. Firstly, we place a strong focus on providing exceptional customer service, and secondly, all of our operations revolve around our recycling systems. We are the only national junk removal company that requires a warehouse space for recycling.

Additionally, we are currently the #1 ranked service company in North America by a fairly wide margin.

Can you share more about the brand’s new dumpster service offering?

I’d be happy to! Junk King is currently launching a consumer oriented drop-off service, which we call the “MINI.” The MINI is a driveway-friendly dumpster box we deliver and pick up to a customer’s home within a two to four hour window.

The customers load the MINI themselves.

We are the only company in the industry that charges only for the space filled in the MINI. We are excited to complement our full service junk removal with this niche offering.

Who is your typical franchisee?

We have a very wide variety of former executives and business owners in our franchise system. Our typical franchisee is male, although we do have a strong representation of women franchisees in our system as well. Our franchisee is usually between the ages of 40 and 60 and has a background in business, sales, operations and general business management. Our franchise owners understand and appreciate the size of the market we go after, the recession resistant nature of the business and our record of growth and development.

Where do you see Junk King in the next five years? Ten years?

In five years, we plan to be operating in 150+ North American markets, for

“I’ve learned many important aspects of how to run a business throughout my career. One of my favorite business sayings has always been that ‘the main thing is to keep the main thing the main thing’.” which we have a proven franchise system to support this growth projection. In ten years, we plan to have large recycling facilities in our major United States markets. Throughout these years, we plan to continuously serve as a revolutionary force in transforming the waste ecosystem.

Jafer Patterson is the Executive Vice President of Junk King. Founded in 2005, Junk King saves consumers time

and money by eliminating unwanted clutter quickly and efficiently.

The brand is best known for its commitment to recycling, repurposing and reusing materials. Junk King has become the second largest junk removal company in North America with 150 units and 70 franchisees. www.junk-king.com

Franchising USA

question time

Page 25

focus

u B rea k iFi x

Hiring and Leading a Millennial Workforce

At only 28-years-old, Justin Wetherill has defied the odds by building a $90MM+ business in just seven years.

He started the business out of his bedroom with just two friends and a dream, not yet knowing that it would evolve into a leading tech repair brand with nearly 180 stores across North America.

may be able to help you tailor your business to the changing climate, too.

Wetherill and his partners built the enterprise with no debt, no loans, no venture capital. How? They offered overqualified friends jobs at $10 an hour, promising them the opportunity to own their own store if they stayed with it. This exchange has paid off for both parties in a big way, and the MBA-grads who lent their talents years ago now own their own franchises––and many of them are still under the age of 30.

A lot of people say the millennial generation is entitled––and they’re not necessarily wrong. Millennials have been told their potential is limitless, opinions are valuable, and work deserves reward.

Whether you agree with this attitude or not, the notion is so ingrained in the millennial mind that all you can do as an employer is learn to use it advantageously.

For example, once you understand the root of millennial “entitlement,” you can actually harness it as a form of motivation.

How? By setting clear expectations and attainable goals. Millennials appreciate when employers reward their work and acknowledge their value, so creating a system that fulfills both of these desires allows for a motivational, encouraging workplace. It is important to implement clear metrics for performance evaluation, as well as set dates for quarterly reviews to communicate progress.

Is Wetherill’s unorthodox path to success a testament to the millennial generation?

Millennials are sometimes seen as a challenging, yet necessary asset to the modern workforce, and businesses are adapting in the wake of the generation’s growing influence. The following are tips on hiring and leading a millennial workforce, according to Wetherill. They

Franchising USA

1) The Entitlement Advantage: Define Clear Expectations

“When hiring, don’t just look at skill set––that era is over. You have to evaluate applicants on a holistic level, weighing their skills and experiences as well as their personalities.”

It is also wise to note that millennials grew up in a more competitive world than generations past, so they are used to evaluating themselves within the context of their peers. It’s good to be aware of this inherent competitive nature so that you can encourage teamwork, while still providing opportunities for individuals to distinguish themselves among their peers. Overall, communication is crucial for everyone to know what is expected and what goals they are working towards, both as a team and individually.

2) Cubicle Phobia: Create Progressive Opportunities Another key to attracting millennials is creating new and diverse opportunities for them. Think about it this way: our grandparents saw their parents working in factories and decided they wanted something better for themselves, so much of their generation entered into semi-manual labor. Then, our parents saw our grandparents’ work and strove for something more, so many of them went into the business world. Now, this generation has watched its parents work in a cubicle, and it’s saying “I don’t want to sit at a desk; I want something more.”

You have to keep up with these attitudinal shifts and cater your business model accordingly if you want to attract the next generation workforce and ensure your business’ longevity.

3) Cultivating Teamwork: Don’t Underestimate the Value of Company Culture Increasingly, millennials applicants are choosing companies based on culture above all else. The foundation of a company’s culture is its people, so be intentional when choosing your team members. When hiring, don’t just look

at skill set––that era is over. You have to evaluate applicants on a holistic level, weighing their skills and experiences as well as their personalities. Ask yourself, “in addition to performing a technical job, will this person be a valuable addition to our internal culture?” If the answer is no, you might want to keep looking. A successful company is one that works as a team, across all offices and markets.

The better everyone gets along, the more productive the team, so it’s not always about finding the smartest or most experienced applicants; it’s about finding people you want to work with. Finding applicants who reconcile expertise and charisma can be extremely difficult, but doing so will benefit your company in the long run.

tips are what laid the groundwork for the success of our millennial-dense company.

Our most recent employee survey showed that 90 percent of our employees want to come to work every day; this figure is rare for the retail industry, but we attribute it to our clear expectations, progressive opportunities, and team-focused culture.

The millennial force is a strong one, and embracing it could be vital to your company’s longevity. You don’t need to do an entire company overhaul to win millennials; just consider implementing small changes to make your company more attractive to them. If there is one thing I’ve learned about this generation, it’s that if you invest heavily in them, they’ll invest heavily in you.

At uBreakiFix, we believe that the above

www.ubreakifix.com/ca/franchising

Franchising USA

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Page 27

ex per t advice

Kyle Zagrodzky, President, OsteoStrong

5

s ll a f t i P

New Franchisees Can Av Franchising is an attractive way to run a business because of the inherent consistency, structure, and reliability the franchise model provides.

the responsibility for driving success ultimately belongs to the franchisee.

Joining a franchise is a more streamlined process than executing an idea from the ground up on your own, but there are still some common rookie mistakes that new franchisees should be careful to avoid.

As more locations open and the brand gains a higher profile, everyone benefits.

However, sometimes potential franchisees assume those factors are guarantees of success, which can lead to disappointment.

Just because you buy into a franchise doesn’t mean success is a given.

Franchises are fantastic at helping new and experienced business owners alike accelerate their success. However, it’s important to keep in mind that no franchise is a surefire way to achieve automatic wins. A franchise

No matter how great a franchise is, whether it has impeccable branding, elegant processes, or great support,

Franchising USA

Accept responsibility for your business unit

is a supportive template designed to duplicate a successful business model.

Every franchisee has to take the process seriously and invest time and energy into learning and understanding the full operations spectrum their franchise offers.

Some new franchisees assume they can buy into a business and then phone it in, but franchises function better when every player is fully invested in working the system a franchise is built on. Franchisees who find themselves lagging behind their business plan need to take an honest look at whether they’ve been following the system and adjust accordingly.

Follow the marketing plan One mistake some new franchisees make is going into business with an attitude

“Successful franchisees keep their focus on the most important task at hand—sales—and don’t let secondary small stuff overshadow those goals.” brand and concept to the area. Franchise concepts offer many advantages, but be careful not to think of franchising as a magic pill for business success; follow the marketing plan so future customers will know you’re there.

Focus on daily goals and sales objectives

void of “if I build it, they will come.” That mentality may sound inspiring, but the attitude isn’t a realistic pathway to actual sales. Working to follow the franchisor’s plan as closely as possible will help new owners stay on track. The truth is, if no one knows what your business does or where it is, they are unlikely to come to your establishment. No matter how big or nationally recognized a brand is, every franchisee should expect to do some serious groundwork to introduce their business to the community and show people what they have to offer. Investing in a newer brand means a franchisee can have even more room to grow and more market share to consume, but it also means the franchisee needs to shoulder more responsibility for introducing the

Success often boils down to achieving sales objectives, but it’s human nature to get caught up in the minutia of daily management and lose sight of the simple, repeatable tasks that lead to incremental sales activity. A franchise is designed to be successful when the operator plays by the rules of the system; when the system’s daily, weekly, and monthly goals are met, the business can thrive. Successful franchisees keep their focus on the most important task at hand—sales—and don’t let secondary small stuff overshadow those goals.

Be open to finding the root of the problem—and fixing it If a franchisee isn’t hitting their goals, there is a reason. Be patient, and be prepared to find the cause of the issue, even if it means looking in the mirror.

Once you discover the root source of a problem, make a plan and take action.

The franchisor is often a great resource in helping franchisees identify the problem and can offer solutions that have worked elsewhere within the franchise system.

Franchises are built to enable success for everyone, and there should be supportive resources in place to help every franchisee find the root of any weakness and then overcome it. If franchisees aren’t willing to accept outside input and try suggestions, they’ll just keep repeating the same patterns, and the business will eventually suffer.

Kyle Zagrodzky

Lean on fellow franchisees Being a franchisee means being part of a

big franchise family. This can be a massive resource that is unavailable to those that go it alone. Regular events, team calls,

and social media groups should connect

franchisees within and across territories

so they can get to know one another, lean on each other when they have questions or need help, and share insights that

helped them find success. Being able to

connect with other franchisees in the same brand is one of the best perks of owning

a franchise. When franchisees know one

another, the entire brand becomes stronger and everyone wins.

Kyle Zagrodzky is president of OsteoStrong, the health and wellness system with a focus on stronger bones, improved strength, and better balance in less than 10 minutes a week using scientifically proven and patented osteogenic loading technology.

OsteoStrong introduced a new era in modern wellness and anti-aging in 2011 and has since helped thousands of clients between ages 8 and 98 improve strength, balance, endurance, and bone density. In 2014, the brand signed commitments with nine regional developers to launch 500 new locations across America. Today, the OsteoStrong brand is staying true to its growth towards a brand with global reach with the addition of more franchise sales and new regional developers. www.osteostrong.com

ex per t advice

Page 29

FR A NCH ISEE I N ACT I O N

G row th C oach

Business Coach Joins Franchise to Expand Offerings Sometimes, joining a franchise doesn’t mean starting over in a whole new career, sometimes it’s just a natural extension of what you’re already doing.

That was the case for Atlanta, GA Growth Coach franchisee Kim Ellet, who bought her franchise at the beginning of 2014.

Ellet was already coaching clients at the time, specializing in helping business owners with their marketing and public relations. With her background working in and owning small businesses, coaching other business owners was a natural next step.

She was also a student at the Institute of Professional Excellence in Coaching (IPEC) undergoing the 14-month process of becoming a certified business coach when she bought her franchise.

“As I was helping my current clients, I realized they needed more help than just getting the word out about their business so I started looking for another tool,” Ellet explained during a recent interview.

Ellet, who describes herself as a life-long learner, was also enrolled in a social media marketing course at a local community college in late 2013. In that course, she had a homework assignment to set up a Google Alert, which is a tool from Google that scours the internet for news on whatever

Franchising USA

keywords you choose and then sends you alerts when those keywords show up in the news.

Being interested in business coaching, Ellet set up her Google Alert to send her any information about ‘business and life coaching’ that popped up in the news. The only information she was receiving via the alert was about a company she had never heard of called Growth Coach.

“I started researching the company and realized the tool was right there,” she recalled. “The processes and systems that Dan Murphy had already created was exactly what I was looking for, so I purchased the franchise to add some more tools to my tool belt.”

What drew her to Growth Coach is that the company offers something different. The Growth Coach works with business owners and professionals to change habits and mindsets. With these proven processes, the business owner works “on” their business rather than just in it. This leads to long

“We coach our clients to put in systems. This is the first step in growing staff, companies and the bottom line. We provide the on-going accountability and support that makes the success stick.” - Kim Ellet, Growth Coach franchisee lasting change that affects the bottom line and overall quality of life.

In large corporations, the CEO has a VP of Marketing, a VP of Sales, a CFO, head of HR, etc. For the small to medium size business, the owner tends to wear most of the hats.

“We coach our clients to put in systems.

This is the first step in growing staff, companies and the bottom line. We provide the on-going accountability and support that makes the success stick.”

Getting Started Fortunately for Ellet, The Growth Coach was having one of their annual conventions right around the time she came on board, so she got to meet a lot of Growth Coach owners and staff from around the world.

Having the network of coaches around the globe as well as corporate marketing and operations staff has been a big plus.

Ellet works out of her home office, meeting with clients in their facility or using the facilities of The Georgian Club, where she is a member. The Growth Coach offers executive one-on-one coaching as well as small group coaching, for up to 10 people in a group. Ellet also works with a company’s sales and leadership teams.

The Growth Coach is affiliated with the National Association of State Boards of Accountancy, the franchisee said, this means certified public accountants are able to benefit from the franchise’s coaching processes and workshops while earning continuing education credits. This makes Growth Coach a great value for certified

Franchising USA

FR A NCH ISEE I N ACT I O N

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FR A NCH ISEE I N ACT I O N

G row th C oach

“I started researching the company and realized the tool was right there. The processes and systems that Dan Murphy had already created was exactly what I was looking for, so I purchased the franchise to add some more tools to my tool belt.” - Kim Ellet, Growth Coach franchisee Flexibility Appreciated

The ongoing training and support that is still offered through Growth Coach corporate includes webinars, mentoring phone calls and e-blasts.

age teenagers, Ellet is glad her Growth

Ellet is very active with the Cobb Chamber of Commerce and BNI, both offering excellent opportunities to be more involved in the community and help support fellow business owners.

Franchising USA

Growth Coach was founded by

accountant Dan Murphy. As an

accountant, Murphy worked for a firm that had several small businesses as

clients and while doing the books for these clients, he was able to observe

numerous hurdles they stumbled on as they attempted to grow.

public accountants as they grow their firms.

Growth Coach offers an established referral-based marketing system, along with proprietary tools to attract new clients. Franchisees also have access to the company’s 90-Day Secrets to Success marketing plan, which they can use for their business.

Birth of a Franchise

As a single mom of three high school-

Coach franchise gives her some flexibility to schedule her workday around her children’s schedules.

“It’s nice to have a little flexibility to take my kids to their practices and activities

after school and then do more of my work

while they work on their homework in the evening!”

For Ellet, as with most business owners, it’s very busy growing a business and

raising 3 children. The Growth Coach

tools help make that process a lot easier! growthcoachfranchise.com

Murphy asked the accounting firm he worked for if, in addition to his

accounting duties, he could also coach these small business clients to help

them become better businesses. The accounting firm said no, so he quit

and ventured out on his own to start Growth Coach.

Murphy came up with a process for

coaching small businesses and one of his clients that had several franchises suggested he start franchising his

coaching business. Now, the company boasts 80 franchisees in about

150 markets throughout the US.

Internationally, the company has a presence in 15 countries.

Do You Have A Passion For Pets?

The Pet Wants Franchise Opportunity • 2 flexible franchise models: Mobile Delivery or Retail & Delivery.

• A delivery subscription program = recurring revenue with high margins.

• Multiple revenue streams from food, treats, salves, and more.

• A proven marketing strategy merging the online and offline.

The Pet Care Industry • $58 Billion per year in America • Pet Food and Treats is largest spending category at $22 Billion per year • Over 100 Million households have at least one dog or cat, or combinations of both

Start the qualification process today!

Head to

PetWantsFranchise.com or Call 513-331-3647 to learn more about this business opportunity!

ex per t advice

Matthew Jonas, President, TopFire Media

Avoiding the S “Make sure you’re targeting your intended audience by combing through your list and removing inactive users.”

Matthew Jonas

Though it may seem a little antiquated in this age of social networking, email marketing is still one of the most effective tools in a well-intentioned marketer’s toolbox.

When it comes to reinforcing key messages and driving website traffic, a solid email campaign is a winning strategy. But an email campaign lives and dies on the back of the campaign’s open rate, which can suffer greatly if deliverability is poor.

Franchising USA

In January, cybersecurity firm Trustwave reported that 57 percent of inbound emails were spam, and as a result, spam filters worldwide were pushed into overdrive to make sure users were receiving safe, solicited content.

The key to a successful email marketing campaign relies on knowing what triggers these spam filters, ensuring that their message doesn’t get shunted into the forgotten corner of a user’s spam folder.

Here are four practical tips to consider when crafting your company’s next email marketing campaign:

Provide quality content One of the best ways to avoid the spam folder is to make sure you’re providing

content that’s actually valuable to the user.

Avoid tactics like excessive linking, sloppy HTML and skewed image-to-text ratio to prevent your message from being flagged as spam. Create engaging, relevant copy, and couch it in quality formatting and design to ensure deliverability.

Be careful with subject lines Stay away from subject lines that ask users to “buy now,” “sign up” or to claim a “free” offer. Plus, one clear indicator of spam has historically been an overuse of capital letters or punctuation marks.

Stick with a straightforward subject line that grabs attention—that, paired with the email being sent from a professional email address that represents the brand, will help boost your open rate.

Spam Folder Prune your list Make sure you monitor your non-open and bounce rates—it may sound obvious, but users who repeatedly ignore your content likely are no longer interested, and users who aren’t aware of the option to “optout” of your email campaigns may even report your messages as spam. Make sure you’re targeting your intended audience by combing through your list and removing inactive users. If you prominently display your “unsubscribe” link, you may even get some help by users self-selecting themselves out of the campaign.

Secure permission Perhaps the most important element of avoiding the spam folder is to make sure you are targeting users who are willing to receive it. Make sure you secure permission from every recipient and that you manage expectations about how often they’ll hear from you and what kind of

content they’ll receive. Making sure you have the user’s permission will go a long way toward increasing your open rate, as well as helping internet service providers identify your message as trustworthy and deliverable.

Matthew Jonas is the President of TopFire Media, an award winning integrated public relations and digital marketing agency specializing in franchise marketing and consumer branding. Together with the leaders of iFranchise Group and Franchise Dynamics, Matthew established

TopFire Media to provide a strategic and synchronized method for digital marketing in the franchise industry.

As a digital marketing strategist with over a decade of in-depth experience in SEO & PPC, social media publishing, conversion based marketing, inbound marketing, sales management, and online lead generation, Matthew has built a career dedicated to delivering an integrated marketing approach that achieves client success and long-term relationships. www.topfiremedia.com

“Avoid tactics like excessive linking, sloppy HTML and skewed image-to-text ratio to prevent your message from being flagged as spam. Create engaging, relevant copy, and couch it in quality formatting and design to ensure deliverability.”

Franchising USA

ex per t advice

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FranchisingFeature multi-unit spo rts &franchising fitnesss

june april 2 0 1165

zips multi-unit

franchisees wanted

5 secrets to success

in multi-unit frnchises

an inside look at the

multi-unit franchisee Franchising USA

multi-unit FR A NCH ISI NG

what’s new!

Captain D’s Announces Plans for Expansion

Captain D’s, the leading national fast casual seafood restaurant, has announced plans to expand the brand’s presence in the Northern Virginia/D.C. area.

This announcement comes on the heels of an incredibly successful 2015, where it established an all-time system-wide AUV record, marking the brand’s third consecutive year of AUV record growth.

With a commitment to ongoing product innovation and serving the highest-quality seafood, Captain D’s has remained true to its core and is seeking qualified and experienced franchise candidates to propel Captain D’s in the Northern Virginia/D.C. markets. The company currently has 22 Captain D’s restaurants located throughout the state of Virginia.

To further drive franchise growth in Northern Virginia/D.C. and beyond, Captain D’s recently expanded its development team and welcomed Jennifer Benjamin as director of franchise development. Benjamin is spearheading the company’s efforts in Northern Virginia/D.C. and will also handle single and multi-unit franchising efforts across the Southeast and Midwest.

With 515 restaurants in 22 states, Captain D’s is the fast-casual

seafood leader and number one seafood franchise in America ranked by average unit volume.

For more information about franchise opportunities, visit www.captaindsfranchising.com or call 866-955-1792.

ZIPS Dry Cleaners Signs 104-Unit Franchise Agreement ZIPS Dry Cleaners – an aggressively expanding dry cleaning franchise known for its same-day, one-price business model – has signed a franchise agreement for the development of 104 stores throughout the Mid-Atlantic and Midwest.

“We were drawn to ZIPS because of its proven business model based on a concept revolutionary to the industry and clearly in high demand to today’s dry cleaning customer – dry cleaning that is ready for pick-up the same day it’s dropped off and all for a flat-rate price,” said Kevin Graff, Managing Partner of Business Development for R&R Global Partners, the owner of ZDC Holdings, the holding company for the ZIPS development. “We look forward to bringing the brand’s

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one-of-a-kind services to new parts of the country.”

The agreement with ZDC Holdings marks the largest deal to date for the 20-year-old ZIPS brand.

“We are thrilled to enter into this relationship,” said Aaron Goldberg, Vice President of Franchise Development for ZIPS Dry Cleaners. “We are at the beginning stages of what is going to be very exciting growth and development over the next several years, and signing an agreement of this size proves our ability to attract the highest level of sophisticated developers into the ZIPS Franchise system.”

For more information, please visit www.321zips.com.

Big O Tires Franchisees Expand the Brand with 19th & 20th Locations in Indiana Big O Tires®, one of North America’s largest retail tire and automotive service franchisors with 389 franchisee-owned and 2 company-operated locations in 19 states, is pleased to announce the opening of two new stores in Indiana – one in Noblesville and one in Carmel. Both stores are owned and operated by franchisee Joe Peil; these are his first stores as a Big O Tires franchisee.

Prior to converting his stores to Big O Tires locations, Joe operated these locations independently under the name Joe’s Auto Service, Inc. Peil, a 20 year industry veteran, joined the Big O Tires franchise system after careful evaluation of the industry and different retail opportunities.

“Big O Tires was a perfect fit,” said Peil. “The breadth of product offerings, support from operations, solid and proven infrastructure, and their overall buying power as a leading franchise organization helped to make my decision an easy one and I am very confident in the decision that I have made.”

These two locations represent the nineteenth and twentieth Big O Tires locations in the state of Indiana.

“It‘s exciting to see successful independent operators like Joe join the Big O Tires organization,” said Kevin Kormondy, Executive

Vice President and Chief Operating Officer of Big O Tires. “We are committed to helping each and every one of our franchisees; from the beginning stages of evaluation through facility assistance and training, we’re confident that our talented field support team can assist new franchisees to enhance the operation of their business. We’re thrilled to have Joe as part of the Big O family.” www.bigotires.com

Arby’s Kicks Off 2016 with Significant Restaurant Development and Signings Momentum strategic priority to expand aggressively in the United States and select global markets, this is an encouraging start to the year for Arby’s,” said Paul Brown, Chief Executive Officer, Arby’s Restaurant Group, Inc. “We are more focused than ever on bringing Arby’s restaurants to new markets and further expanding in existing markets to Serve, Refresh and Delight our guests with an experience that is truly unique to Arby’s.”

through today, for the development of

This news follows a strong year of development for Arby’s in 2015 with 61 new restaurant openings and 179 remodels system-wide.

Arby’s launched a new franchise development website at DiscoverArbys. com, where prospective franchisees can get in-depth background information about the Brand, including available franchise markets and requirements.

138 new restaurants.

“As we begin 2016 and execute against our

DiscoverArbys.com

Arby’s has announced the signing of several recent franchise development agreements beginning late Q4 2015

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what’s new!

SAFE HOMECARE Announces Franchise Opportunities for Aspiring Entrepreneurs with a Passion for Providing Personal Care the metro area of Tulsa, Oklahoma.

According to Adam Krueger, COO, the senior population demographics are exploding, signifying the right time to consider “the next big thing,” which is supplementing the daily needs of the aging baby boomers.

SAFE HOMECARE is proud to announce that they are currently offering franchise opportunities to qualified candidates throughout the United States, effective today.

SAFE HOMECARE provides nonmedical, in-home care and companionship services that make a significant difference in the lives of seniors, adults, and others needing assistance in their daily lives.

The Company, founded by Jeff Krueger

in 2014, prides itself on providing nocost in-home nurse assessments and top tier professional caregivers who are not just a “warm body”, but who provide compassionate interactive care - reliably, consistently and professionally to those in need of assistance up to 24 hours a day, 7 days a week.

SAFE HOMECARE already has an established market presence and substantial market penetration throughout

SAFE HOMECARE has built a business model to enable the right candidates, those individuals who possess the “caring gene” and who want to make a meaningful difference, to seize this opportunity to participate in the ever-growing senior care market.

Potential franchise candidates can expect to receive a tested and perfected model, extensive training and on-going management support, materials and the benefit of the senior management team’s experience. www.safehomecare.com

Google to Pilot Hands Free Payments Service with Select Papa John’s and McDonald’s Locations in the Bay Area Google will be testing an app that will let customers pay at the store without pulling out their wallets or phones.

The technology, known as Hands Free payments, is supposed to make paying in stores/restaurants easier on consumers.

Once a customer downloads the app on their phone, all they have to do when checking out at a store/restaurant is simply tell the cashier they’d like to pay with the service. The cashier will then ask for initials and use the picture added to

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the Hands Free profile to confirm their identity.

“As a company we are perpetually committed to better – better ingredients, better pizza and a better customer experience,” said Cynthia McClellen, Senior Vice President of Global Information Services at Papa John’s International. “We’re excited to be working with Google to test Hands Free in our Bay Area stores. It’s yet another opportunity to push the possibilities of digital payment solutions for our customers.”

Hands Free is currently available on Android and iOS devices. www.papajohns.com

AAMCO’s Husband and Wife Team Receive Accolades for Outstanding Achievements Thomas and Ronda Scott recently became the largest franchise owners in the AAMCO system to date, following the purchase of seven centers in Oklahoma City. In addition to these seven units, the Scotts own two AAMCO locations in Tulsa, Oklahoma, which they purchased three years ago.

Without any previous automotive background, the husband-and-wife team has received various accolades for their outstanding achievements from the company, including bottom line improvement, customer service and performance since their start with the brand in 2013.

The Scotts’ success is built on morale – they strive to instill a strong work ethic

in their nearly 50 employees and deliver superior customer service at all of their locations. The Scotts are looking forward to continuing to serving new and existing

customers in Tulsa and Oklahoma City for many years to come. aamcofranchises.com

Tropical Smoothie Café signs six in dallas This announcement is part of the awardwinning smoothie franchise’s aggressive growth plans for the state of Texas, which kicked off in April 2015 with the opening of the company’s first Dallas location, quickly followed by additional cafés in Frisco and Fort Worth in June and August 2015, respectively. A fourth café is slated to open in the next several months at 4940 State Hwy 121 in Lewisville.

Tropical Smoothie Cafe, the leading fast casual cafe known for its better-foryou food and smoothies with a tropical twist, recently signed six franchise agreements to open new locations in Dallas.

Three of the new Dallas cafés will be family-owned businesses, led by Calei and Kodei Kesterson, along with their parents Thomas and Darci. The additional three new restaurants will be owned and operated by Tropical Smoothie Cafe franchisee Steve Milam.

Tropical Smoothie Café reported its strongest year of growth in 2015, with same-stores sales of 11.25 percent — its sixth consecutive quarter of doubledigit positive comp sales — and signed franchise agreements to develop 199 new cafes across the U.S., including about two dozen locations in Southern California.

This year, the food and smoothie franchise plans to exceed 550 restaurants nationwide.

For more information about Tropical Smoothie Café, please visit www.tropicalsmoothiefranchise.com

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ZI PS

Multi-Unit franchisees wanted for nationwide expansion One Washington, DC area discount dry cleaner is targeting nationwide franchise expansion, but it’s not content doing that one store at a time.

Whether their experience be in food, hotel or fitness centers, franchisees who are interested in joining ZIPS should have firsthand knowledge about dealing with multiple franchise locations and should be willing to make a multi-million dollar commitment on a multi-unit deal in a new market.

ZIPS Dry Cleaners, which charges a flat rate of $2.29 for any garment, has been in business for 14 years and franchising since 2007. The company is looking for experienced operators of other multiunit concepts, vice president of franchise development for ZIPS Aaron Goldberg explained during a recent interview from the company’s headquarters in Greenbelt, MD.

Faster expansion and the ability to attract a more sophisticated type of franchisee were the main reasons behind targeting multiunit franchisees, Goldberg said. ZIPS wants franchisees who will be responsible for their own operations management and

The minimum number of franchise units a new franchisee would have to be committed to is either five for a small market or 10 new for a larger market.

“The goal is to expand outward from Washington, DC, but the company will go beyond that area if it’s confident that it has found a good franchise partner in another area of the country.”

Franchising USA

development after they’ve received the right amount of support and training from the company.

“The logical pattern for growth is to sell territories at a time and to be able to have some cohesiveness in marketing operations and development within a territory,” the vice president of franchise development said.

The ZIPS Difference What sets ZIPS apart from other dry cleaners is its ability to offer an inexpensive flat rate while also providing customers with the best customer service in the industry, Goldberg noted. Plus, the company uses an eco-friendly process for its dry cleaning, which is attractive to customers.

“Everything is done with a price that is reasonable to the consumer with full transparency of the entire process,” Goldberg said.

With one corporate location and 41 franchise locations currently open and operating throughout the Mid-Atlantic, the company has another six locations under construction and hopes to add another four on top of that for a total of 10 new locations operating by the end of the year.

Right now, ZIPS is concentrated in the Baltimore-Washington area, but is doing a lot of development in Pennsylvania, specifically Philadelphia.

The goal is to expand outward from Washington, DC, but the company will go beyond that area if it’s confident that it has found a good franchise partner in another area of the country.

Currently, ZIPS has finalized an agreement with a developer to open over a hundred stores from Philadelphia up into parts of New York City. They’re also in discussions with a group from Pittsburgh and South Florida for possible development agreements. Ongoing Area Development awards are pending with groups from Southern California, Central Texas and Maryland in-fill for an additional proposed 149 store commitments. Goldberg estimates there will be approximately 300 commitments by the end of 2016.

“The logical pattern for growth is to sell territories at a time and to be able to have some cohesiveness in marketing operations and development within a territory.”

– Aaron Goldberg, Vice President of Franchise Development.

“It’s quite a remarkable accomplishment for ZIPS, but more so a testament to the demand for the ZIPS concept by savvy investors and the services ZIPS provides

by US consumers,” said Goldberg.

as the de facto manager.

The rapid, nationwide expansion is a long way from where ZIPS started. The first ZIPS locations were actually owned by eight dry cleaning operators of a different brand. They broke away from that other brand and started their own company, rebranding their stores as ZIPS in 2002.

Every franchise location goes through a franchise performance review cycle where ZIPS representatives visit the stores and do a 370-point inspection. The first year a store is open, they do inspections monthly and then depending on operations, they do it quarterly, every six months or annually based on how well the store does in prior reviews.

Eleven years later in 2013, the company experienced a majority acquisition by the private equity firm JBP Partners out of Columbia, MD and it’s been growing quickly ever since.

Training and Support ZIPS requires a franchisee’s district and/or store managers to attend a 10 week training program at ZIPS headquarters. Training is provided in dry cleaning production, customer service, maintenance and repair of the equipment and everything else that an operator or a manager of a store would need to know.

For the final few weeks of the aforementioned training, ZIPS boot camps the trainees to run an existing store and act

Once a franchise store is open, ZIPS comes out and performs certification of the store manager to ensure they are fully trained.

Training materials include online video training, customer service training, and operational training for every process in the business. There are bilingual job aids at all the stations and a comprehensive operations manual to go along with sixday telephone support via 1-800 number for franchisees.

The company is also working on a system that will allow multi-unit franchisees to easily keep track of what is happening in all their stores at the same time.

For any franchisees that have experience running multiple units, ZIPS offers a prime opportunity to add to a portfolio. www.321zips.com/franchise.php

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Featu re

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MULTI-UNIT FEATURE

Multi-unit franchising allows a franchisee to open more than one unit.

This type of operation used to be uncommon and mostly considered when franchisees were well-established in their field and ready to grow after years of practice.

Nowadays, multi-unit franchising is quite usual and an opportunity a lot of franchisees consider when first purchasing their business. In fact, according to FRANdata, 52 % of all franchises are now multi-unit operations.

This type of format is made for someone who is comfortable letting go of control and confident in a team of managers to operate the day-to-day business.

Franchising USA

With multi-unit ownership, franchisees will be responsible on other levels of operation.

There are many pros to owning a multiunit franchise.

A franchisee who has owned and operated a single unit in a specific field and further develops in that area is well-versed in the market. They know which customers are interested in their business, what areas to invest in and where their strengths and weaknesses lie in the industry. They are familiar with the brand, the operation, the marketing and all other aspects of the business. They may even have created a strong customer base that can be brought fourth to other units.

They would take a lot less time to train and develop, but rather can use their expertise and experience to create a successful outcome. Franchisees can train their managers and staff on site efficiently and easily. They can also apply their

direct familiarity with the business to help develop their employees.

Owning many units can obviously increase profit and it is likely that the business is doing well if it is developing further.

Depending on the business and the franchisee, units can cross multiple locations. This can be either positive or negative, subjective to the owner. Some people are able to stay within their hometown and operate a business from their office. Between webinars, conference calls and technology, operating many units across the country has become easily plausible. It’s common for many businesses to function nationally by taking advantage of technology and connecting on many other levels.

However, this could be time consuming and franchisees will have to make location visits and clock a lot of hours on the road.

With time and investment, franchisees will be able to balance the many units, whether

they are spread far and wide or within the same town.

Franchisees will have to invest more money to secure more locations and some franchises offer discounted prices with more purchases. Owners will have to use their profits to continually invest and for the first while, cash flow may be tighter but as success continues, so will accessible money.

Some of the cons are dependent directly on the capability of the franchisee and the business in which they invest.

Those interested in multiunit franchises have some past experience in corporate business and can accommodate easily to large-scale ownership. This truly limits opportunity for those considering further development and may decrease the chances of success.

Multiunit training is limited and franchisees are expected to understand how to take on the business, since they have managed to run a successful single

By investing in many units, a franchisee is multiplying their risk.

This pressure can be handled by someone willing to invest in their managers and staff and willing to allow them to take over the business. unit operation. Though the franchisee will take on a whole different level of responsibility, they will work with the franchisor more directly but are expected to understand how to juggle many units at once.

Starting a franchise can be a risky endeavor, though it is usually successful.

By investing in many units, a franchisee is multiplying their risk. This pressure can be handled by someone willing to invest in their managers and staff and willing to allow them to take over the business.

Those interested in multiunit franchises should truly grow their first unit to ongoing success. If their first unit can function profitably and properly without the franchisee onsite, with a dedicated and self-sufficient staff, the owner can confidently walk away and consider investing in more units.

A franchisee should consider how another unit will affect them personally, financially and from a business standpoint. There are many questions they should consider before growing their investment.

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Can they properly run multiple units through conference calls, emails and constant across state communication?

Are they willing to travel to help set up and create a successful business?

Are they willing to step aside and hire a competent staff to run the daily operations?

Can they continue growth with less accessible cash flow for a short amount of time?

With technology at the tip of our fingertips, investing in multiple units is easily achievable from a franchisee’s home office. Someone who is willing to train themselves on a whole other level and step out of the operations for a new experience, while also managing their profits for investment properly will successfully benefit from developing their business.

“With technology at the tip of our fingertips, investing in multiple units is easily achievable from a franchisee’s home office.”

This decision cannot be made lightly, but rather from a strategic standpoint that will consider future outcomes and selfreflection.

That being said, multi-unit franchising is the new norm. It’s becoming an essential and expected investment from franchisees.

Those new to the franchising world, should truly reflect on the field and brand they are purchasing and envision whether or not they could operate many units in the future.

It wouldn’t hurt to talk to other franchisees about the risks and benefits they discovered throughout their journey.

ABOUT THE AUTHOR: After receiving an English Degree, followed by a Journalism Diploma, Gina Gill became a freelance journalist in 2008. She has worked as a reporter and in communications, focusing on social media. She currently works as a community information officer with Epilepsy Society, while pursuing her writing career at the same time.

Look out for our next special feature:

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be available in all states. state, and only if we provide you with an appropriate franchise disclosure document. Franchises may not in a state if we are first registered, excluded, exempted or otherwise qualified to offer franchises in that This advertisement does not constitute an offer of a franchise. A franchise offering can be made by us only

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Your Golden Opportunity This advertisement does not constitute an offer of a franchise. A franchise offering can be made by us only in a state if we are first registered, excluded, exempted or otherwise qualified to offer franchises in that state, and only if we provide you with an appropriate franchise disclosure document. Franchises may not be available in all states.

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George Knauf, Senior Franchise Business Advisor, FranChoice

5 Secrets

to Success in MultiUnit Franchises You have seen the stories about everyone from normal folks to professional athletes building big multi-unit franchise empires.

It is no accident that they accomplished feats worthy of magazine articles, it is by following a process that scales their empire. These are not lottery tickets and those owners knew they were in control of their success from day one. So, what is the secret you ask?

Here are your multi-unit keys to success:

1

Find a business where the role of the owner is a good fit for you.

Working with franchise candidates for over 20 years I know that every franchise company has built their model to support a specific type of owner best. If they are looking for great salespeople and you don’t want to be out selling, then that would be a bad match. If they would require you to me running a restaurant daily and you don’t want to do that it would be a bad match.

Build a model of how you manage, how you sell, what you want your work days to look like and what your goals are. That is a very basic version of what we do with our candidates but it will get you generally pointed in the right direction.

No matter how good a business looks, if the model does not fit you then keep

Franchising USA

“Build a model of how you manage, how you sell, what you want your work days to look like and what your goals are.” looking for your perfect franchise!

Your success story will be built around something you do well.

2

Look at the entire market for growth opportunities.

You may do best with stable businesses that could have a ten year run or longer, not just the hot sizzling concepts of the moment. When we look at concepts to present to our candidates we get cautious when a business seems to be a passing fad.

Fad businesses can be rolled out as a quick hit investment, but generally even the very experienced and well-funded candidates that know how to play that game prefer to avoid them.

It is a natural thought process that takes many candidates directly to restaurants for their first investigations but the franchise industry is much broader than just food brands. Over the past 30 years franchising has expanded into a multitude of retail and service categories. The way those brands build businesses has also changed so that people looking for empire building opportunities can build larger organizations and run them in a CEO role.

The benefit in many of these service based concepts is that they are core needs, those services we will always use and will not run the course of a fad product or be severely impacted by the stock market.

You may have the opportunity to keep this type of franchise in your portfolio for ten to twenty years, maybe more.

3

Make sure you are picking a partner you can work with.

When I look at franchises for myself, there are two main sections of the investigation for me, the information gathering section and the partner picking section.

The information gathering section is simply working through a list of questions I have and information I know I want to

gather to be in a position to say yes or no. The partner picking section is far more important to me. When I become a franchise owner I want to know that whatever I need to find success will be provided. More importantly I want to know that this is a joint effort, not just me buying a manual and a logo. When I go to a Discovery Day with a franchisor I am happy to go through whatever they feel I need to see, but the most important parts of that day for me are what happens between the meetings with department heads. Having the opportunity to spend time with the franchise company senior staff, training team and support staff are critical.

4

Have a funding game plan for the first 5 years, don’t make it up as you go.

Your funding plan will be just as important as selecting the right company.

As you grow you want to make sure you are not hitting a point where you are tight on money and cannot execute your plan.

Keep in mind that it’s often easier to get money up front than while operating in a pre-profit stage of growth.

There are some creative ways to build a funding plan from SBA and conventional loans to 401K Rollovers and stock portfolio financing. Finding expert resources will be key at this stage. There are some great companies out there that specialize in franchise financing.

Sometimes the perfect plan is a using a combination of resources to get to your goals with the best funding approach.

5

Know where you want to end up.

One of the big challenges we see with people beginning to venture into multiunit growth plans is that they don’t have a clear vision of what they want to build and how to get there. While the process may

George Knauf

take some time they need to be executing a plan or else they risk getting “comfortable enough” along the way and not progressing towards the vision they had when they began the process.

Your plan should include both financial and lifestyle goals. Map out a plan over the first 5 or more years as to how many units you want open on a quarterly basis.

Your funding plan will tie in and you will be able to set specific parameters that trigger the next unit opening.

You will also want to understand the role of the owner at each step from the first unit to the last one. Initially you may be more personally involved in daily operations and eventually become the CEO. At each step in between you may find a slightly different owners role.

Multi-unit franchise growth is as straight forward as building a single unit, you just need to understand the steps, have a game plan and follow the system you bought into. What will your success story be?

George Knauf is a highly sought after, trusted advisor to many companies; Public, Independent and Franchised, of all sizes and in many markets. His 20 plus years of experience in both startup and mature business operations makes him uniquely qualified to advise individuals that have dreamed of going into business for themselves in order to gain more control, independence, time flexibility and to be able to earn in proportion to their real contribution.

Contact the Franchising USA Expert George’s Hotline 703-424-2980. www.FranGuide.com

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Jeff Krueger, Safe Homecare

An Inside Look of the

Multi-Unit Franchisee

Operationally speaking, business minded individuals have long recognized that efficiency and effectivity are desirable objectives when striving to develop and perfect a product or service that ultimately represents “value” to consumers, and, derivatively, results in profitability for the organization.

Jeff Krueger

Franchising USA

Consumers seek out “value” when deciding to purchase a product or service. While value always has a dollar component, “value” should not only be based upon the best price or least expensive product or service. The value proposition must necessarily

include multiple factors, including quality, reliability, functionality, and the softer, more intrinsic component, the satisfaction metric, which may include emotional or intellectual elements such as enjoyment, security and comfort.

In deciding to franchise their business, Franchisors have determined that their business model is “franchisable” because they have quantified an existing market demand and have responded to that market need by developing the essential ingredients, processes, procedures and protocols whereby consumers will continue to find value in their product or service. Further, the franchisor knows that, provided their franchisees strictly adhere to their prescribed methodology, their customers can confidently expect the consistent high quality service that has become the brand standard. In an effort to distinguish their brand from the competition, the Franchisor should have concurrently developed a recognizable branding concept that quickly enables the consumer to identify their brand from the competition and which conveys the desired corporate messaging.

The franchise industry is typically characterized by awarding exclusive and protected territories in a geographic area, typically by assigning zip codes, though other gerrymandering techniques may be appropriate (and negotiated) depending upon circumstances. Most attractive, for the “right” franchise in the “right” niche, are those franchises where territories are relatively wide open.

Franchisees are generally not permitted, under their franchise agreements, to offer services or products to consumers outside their assigned territory. So despite the franchisee having a contact network and service “reach” beyond their territorial constraints, opportunities outside of their assigned territory are off limits. A disappointing reality if your franchise is in the right place at the right time in the right market. One of the most interesting strategies to counteract territorial restrictions involves the possibility of securing multiple contiguous territories.

A Franchisee who is able to secure multiple territories, or said another way,

“Everyone acknowledges that an organization is only as good as its people. Accordingly, a multiunit player must have high quality management at each franchise location.” operate a multiunit franchise system in an area where he or she is well established and well connected, affords that Franchisee the opportunity to seize the benefits of both synergy and economies of scale. The most obvious synergistic opportunities involve cost savings resulting from minimizing overhead redundancy.

For example, a business’s administrative functions, such as accounting, invoicing and payroll, or other support activities such as purchasing and human resources could be centralized, enabling core staff to service the multiple locations.

Similarly, economies of scale could be realized by the multiunit franchisee.

Negotiating for required products and support services are always enhanced when your organization represents a larger volume opportunity to your vendors. Economy of scale is nowhere better demonstrated than in looking at your advertising dollar expenditures.

Advertising in area publications, where you are only permitted to service those consumers in your “assigned territory” becomes an advertising dollar inefficiency victim. Your advertising dollars are aiding non owned, but adjoining, “sister” franchisees or, worse yet, benefits your competition in the territories you cannot serve (the halo effect). Owning and controlling all of the territory falling under your advertising umbrella enables you to achieve lowest cost per “touch” results.

While a multiunit franchise system enables the franchisee to attain both synergistic and economies of scale benefits, the multiunit franchisee must be cognizant of the potential downside and incumbent risks associated with the multiunit operation. Everyone acknowledges that an organization is only as good as its people.

Accordingly, a multiunit player must have high quality management at each franchise location. Unfortunately, hired

management personnel are not likely to have the same vested commitment to the success of the operation as you do. That said, you as the manager of the multiunit franchise system, will have to recruit, hire, train and manage your leadership team, consequently diluting your attention and focus across a wider spectrum of activity.

The risk associated with the franchise owner diluting his attention is that the quality and consistency of the product or service suffers. This is a real “nono” in the franchise world, as any franchisee who erodes the stature of the brand is a detriment to the entire system. Consequently, the franchisee who besmirches the brand will, under the terms of their Franchise Agreement, quickly find themselves in “hot water” with their franchisor, who has the unswerving responsibility to protect the brand.

So if you are considering a multiunit system, and you are up to the expanded managerial challenge, you stand to be rewarded financially in multiples. To be successful in this environment, maintain your focus on quality by implementing strict quality controls. Hire right, train extensively, implement checks and balances to insure service integrity and consistency, in essence mold your culture to your own high standards.

Jeff Krueger is a tenured business professional with a track record of success, growth and expansion spanning 40 years. He has held positions as CEO, COO, CFO and Corporate General Counsel for various entities, both public and private, with annual revenues ranging to over $200 million.

Mr. Krueger recognized the emerging need of seniors and launched SAFE HOMECARE to provide high quality Support Assistance For Elderly (SAFE). www.safehomecarefranchise.com

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Chris Goethe, VP of Franchising, Primrose Schools

a fresh take on Approaching multi-unit franchising with a singleunit mindset Franchising USA

At Primrose Schools, we take an especially thoughtful approach to multi-unit franchising partially due to the nature of our industry.

Primrose is a high-quality early education and care franchise, so our Franchise Owners have a responsibility much greater than owning a business. It is a meaningful and rewarding position, and we take the time to ensure the right people are in it.

Each Primrose school is independently owned and operated by Franchise Owners, 32 percent of which own multiple schools.

Our whole business approach is centered on finding passionate people who share our values, which is one reason why we apply a single-unit mindset to multi-unit franchising.

As part of this single-unit mindset, Primrose often grants just one school to new franchisees at first. Once the school is established, we have very open, honest and intentional conversations about unit expansion options if that is part of a franchisee’s long-term vision.

This approach focuses on the Franchise Owner as a passionate owner-investor – examining his or her goals, motivations and the needs of the community – to foster smart decision-making and sound reasoning throughout the process.

If you are interested in owning more than one franchise within a brand, you also should consider looking at opportunities through a single-unit lens.

Factors to Consider Before Growing: Industry Stage, Bandwidth and Motive If you already own a franchise, you likely explored the industry, your bandwidth and your motive in-depth before making your decision to buy. Devote the same level of analysis and thoroughness to the decision to own multiple units.

Start by doing your due diligence on the industry. According to IBISWorld, there are different stages of maturity that every industry falls into. In a growth industry, revenue grows faster than the economy and new companies are constantly entering the market. An example is the children’s services franchise sector, which has grown by 35.9 percent from 2010 to 2015 (FranchiseGrade.com). A growth industry might be a good option for an entrepreneur looking to own multiple units because they are driven by high demand.

Once you assess your industry, take a candid look at your bandwidth to determine if you really have enough time to devote to owning multiple units.

FranchiseGrade.com notes that 79 percent of franchisees work more than 40 hours per week. Additionally, owning multiple units demands strong management skills as you devote time to overseeing and developing your leadership team and staff.

Lastly, take a moment to gut-check your motive. Are you pursuing the opportunity because of your passion or simply profitability? The responsibility, time

“If you are interested in owning more than one franchise within a brand, you also should consider looking at opportunities through a single-unit lens.” and focus it takes to own multiple units will come much easier if you believe in your business and are passionate about your industry. Many Primrose Franchise Owners express the sentiment, “I would do this even if I wasn’t paid!” From the perspective of a franchisor, that’s a sign that the person is in it for the right reasons and is potentially prepared to expand.

Questions to Ask Before you consider opening multiple franchise locations, take a hard look at your current business. This is a cornerstone of the single-unit approach to multi-unit franchising and something we at Primrose do diligently as a franchisor. We work hard to empower all of our Franchise Owners to be successful, which is why we don’t take the decision to award multiple units lightly. Here are a few key questions we ask and evaluate with our franchisees to assess whether they’re ready to own multiple units: • Operationally, am I successful at delivering the service or product my business provides? Franchisees truly are stewards of the brand within their communities, so it’s important that you and your franchisor feel confident in your current role before expanding.

• Am I financially sound enough to invest in another franchise location?

While money shouldn’t drive your decision, it’s a crucial consideration in determining if you are able to grow. Have a conversation with your franchisor about the costs of expansion and your investment options to ensure it’s feasible.

• Is there enough demand in the market to support expansion? The Franchise Owners of a new Primrose school in Burlington, Mass., approached us to open a second school after their first had completely filled up in its first year of operation. In this case, demand strongly

Chris Goethe

supported an additional location, but the market doesn’t always work this way. Your franchisor will have helpful insights on market demand.

Find Success Together Whether you want to own one unit or several, the best thing you can do is establish a great relationship with your franchisor. Open communication and goal setting together is essential to your mutual success. At Primrose Schools, we care about the people representing our brand.

Our Franchise Owners share our values and believe in the high-quality early education and care that Primrose provides children and families. That’s why we take such a thoughtful approach – not just to multi-unit franchising, but to franchising as a whole. At the end of the day, it’s all about ensuring franchisees are successful both as individuals and in carrying out the unified mission of your business.

As Vice President of Franchising, Chris Goethe oversees franchise recruitment for Primrose School Franchising Company. Chris calls upon 25 years of professional experience in project management and uses a relationshipbased approach to help develop the Primrose Schools Support Center Team as well as the franchise system.

Read more: www.PrimroseFranchise.com

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David Banfield, President, The Interface Financial Group

Are Two Locations Better Than Just One? If two locations are better than just one, then are three or four better still?

When an entrepreneur starts a new business they usually concentrate on one location, and growing that site to its maximum potential.

Franchising brings a different dimension to the growth opportunity with a multipleunit option.

Franchising USA

“Territory is usually the overriding factor that determines whether extra units are applicable or not.�

Many franchise operations are built on the premise that a franchise owner will automatically gravitate to extra units or, in fact, even acquire several unit locations at the outset.

Not all franchises, however, are created equal - some offer that multi-unit growth opportunity, whereas others are strictly a one-location venture. Territory is usually the overriding factor that determines whether extra units are applicable or not.

“One of the main areas for review in a multiunit startup - or even a situation where you add on units over a period of time - is that of management.”

When you look into the world of franchising, be it a single unit or multiple units, there are always some very specific ‘due diligence’ areas that you need to cover. They cover topics such as finance, management, territory and market conditions.

Reviewing all of these, and other up-front considerations is a must for a wouldbe franchisee. If at the outset you are considering a multi-unit opportunity, then these due diligence items take on an extra level of review. From the finance point of view, it is almost certain that the entry cost for several units will be greater than just one. While there may be advantages in buying several units at the outset - inasmuch as you can negotiate a better franchise fee - if you are looking at a ‘store-front’ type franchise, then your build-out expenses will certainly escalate.

Likewise, working capital requirements will be that much higher.

For potential franchisees looking at a single unit operation, we would always advocate that they project their franchise forward when in the planning stage to ensure that they have adequate capital for the growth that they expect in the near future - when dealing with multi-units, that advice is compounded.

When considering multiple startups, the issue of territory and accessibility should be thoroughly explored. While the franchisors will easily be able to advise on availability of specific territories, from the franchisees point of view they all need to be easily accessible. Time spent travelling from location to location is usually not profitable and, as such, needs to be wellmanaged at the outset.

One of the main areas for review in a multi-unit startup - or even a situation where you add on units over a period of time - is that of management. In a franchise environment, whether you have one unit or 5 or 10 units, there is always only one franchisee. That franchisee is the owner and operator of one or more units. The area to review in this regard is how do you, as one individual owner, manage and control several units that are geographically distant from each other.

The answer would seem to be that you need to build a solid and very reliable management team. In a one-unit startup the process is usually a natural evolution, with the franchisee working in the business to get it started, and then gradually delegating more and more authority to staff members as is appropriate. As we say, that is a ‘natural’ process but not necessarily one that can be replicated if you are trying to open 5 stores all at the same time.

Clearly an entrepreneur taking on this type of commitment needs to thoroughly review the available human resources to ensure that there is solid and well-trained management in place at each location.

Franchising again offers a level of comfort for these situations, as franchisors that offer multi-location opportunities have all gone through the learning curve with their franchisees in the past. This translates into a proven formula that the franchisor can bring to the table to assist with rapid multiple location growth.

We talked earlier about financial planning to ensure that you always have adequate resources to cover your growth. Growth may come from existing units, or you may

David Banfield

have the opportunity to add or acquire units to your existing base. This again represents a potential exponential growth opportunity, and one which may not repeat itself. If other units become available in your area, you will almost certainly want to have the right of first refusal from the franchisor to allow you to consolidate your operations.

Working in a multi-unit environment is clearly very different from a single unit opportunity and, as such, requires that added level of up-front review. Likewise, the multi-unit operation should yield a higher income level for the franchisee - the fact that it is a franchise with a proven history could also bring on the revenue stream in a shorter time frame than in a conventional non-franchised startup.

One unit may be good, two or more may be even better - it all depends on the overall game plan and the lifestyle that the potential franchisee is looking to achieve.

David Banfield is the President of The Interface Financial Group, a position that he has held for over 20 years.

He has been instrumental in starting Interface as a franchise opportunity and building it to its current international status. Prior to his involvement with Interface, he worked extensively in the banking, credit and factoring financial service areas. www.interfacefinancial.com

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Bashar Bawab, Partner and Director of Operations, Hishmeh Enterprises

Trust Me, Mobile Work Management Will Chang Franchise

If there’s one thing every business owner has in common, it’s that we’ll do just about anything to make our company stronger.

Frequently, that means finding ways to make our employees’ jobs easier and to improve the overall accountability of our teams. Every employee is going to make a mistake at some point, whether in execution or communication. It’s inevitable.

For me, the key to improving my franchise was to equip my team with a tool for instant communication at every level. I frequently have time sensitive information

Franchising USA

and updates to share with my store managers, who must pass it along to the right members of their staff. In turn, staff members have to communicate updates to their managers who must share them with me. This constant back and forth is a source of frustration and often costly errors.

Mobile workforce management solved this challenge for my team. It helped us become more efficient and made my teams more accountable. They understood precisely what was expected of them,

and we could ensure work was completed each day as it was supposed to be and in a timely manner. Specifically, mobile workforce management helped in these three ways.

1

Instant identification and response to retail execution errors Our stores are arranged in a way that maximizes sales and creates a good customer experience. We launch and design promotions for the same reasons.

“For me, the key to improving my franchise was to equip my team with a tool for instant communication at every level.”

kforce ge Your

“No mobile application can solve every problem that comes along with managing a franchise.

However, no store manager or owner will deny that a tool designed specifically to improve communication and retail execution could be a bad thing for their organizations.” being done properly each day. And when it wasn’t, mobility made it easier to notify the right person so someone could fix the problem quickly.

2

Better communication from the top down

Within most stores, you’re not likely to deal with more than two or three levels of employee. However, franchises have district managers, regional directors, store managers and other levels required to manage their countless locations. As a franchise owner, you’re taking directions from a number of people you report to and relaying them to your employees. You need a method of sharing information quickly and guaranteeing that everyone is kept informed.

In order for these strategies to have maximum impact, our teams need to execute properly. In my stores, there were instances when promotions were constructed incorrectly or prices weren’t displayed at all. These are errors in retail execution that, while easily fixed, can go unnoticed for some time and cost stores significant amounts of money.

With mobile workforce management, my team could use the smartphones they already own to take photos of their work and send it to their supervisors to confirm it was done correctly. Additionally, employees would receive daily checklists from managers or other team members so they know what’s expected of them to do. In general, integrating mobile communications into my team’s operations made it easier for me to ensure work was

Mobile workforce management tools don’t just address retail execution issues. Throughout the company, better information sharing means simpler communication at every level. It also ensures people know how to communicate effectively. Rather than using text messages or emails, which can be deleted or get lost in the shuffle, a mobile workforce management application is designed specifically for their workplace communication. When we started using the technology, we found our employees took more initiative to communicate and express problems or concerns quickly. Not only did this make our locations run better by alerting managers to problems of which they were previously unaware, it made our team more transparent and fostered accountability among staff.

3

Learning from our past to get better in the future

Store managers and other employees need to file reports on a regular basis. Some are weekly, others are monthly or quarterly.

Regardless, they’re all important to measure progress and track performance.

Anyone charged with filing one of these reports can tell you about the time they lost a critical piece of information or simply forgot to send it on time. Nothing can ever eliminate these issues entirely.

However, mobile solutions can help companies track relevant details as needed and quickly pull up the data they need for reports.

For franchise owners, it also provides a historical record, so we can make educated decisions and identify areas we need to improve. If we realize that sales shoot up on a certain day or one employee, unfortunately, routinely produces lower sales or makes more mistakes, we can use these trends and ideas to make improvements.

No mobile application can solve every problem that comes along with managing a franchise. However, no store manager or owner will deny that a tool designed specifically to improve communication and retail execution could be a bad thing for their organizations. Anything that results in less time spent fixing mistakes and more time bringing your business forward is a positive for your company.

Bashar Bawab is partner and director of operations for Hishmeh Enterprises, which has owned and operated Domino’s franchises in Arizona and California for more than 20 years.

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Veterans in Franchising april 2016

www.franchisingusamagazine.com

NTY Promises New Challenges, Opportunities for Veterans in case you haven’t heard

franchsing is booming Government Financing of Veteran Franchising

Franchising USA

SAME DRIVE. DIFFERENT BATTLEFIELD. TAKE THE NEXT STEP > VETFRAN.COM OFFERING FINANCIAL SUPPORT, TRAINING & MENTORSHIP Veterans interested in franchising can take their skills learned in the military to successfully own and develop small businesses. Learn more and support veterans in franchising at www.vetfran.com.

• 650 franchise companies participating • 151,000 veterans and their spouses found careers in the franchise industry • 5,100 veteran franchise owners

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V eterans in F ranchisin g S upplement april 2 0 1 6 Our Veterans in Franchising special supplement has become a regular feature of Franchising USA. To share your story in the next issue, please contact Vikki Bradbury, Publisher Phone: 778 426 2446 Email: vikki@cgbpublishing.com

Contents On the Cover

News & Expert Advice

NTY Franchise Company

66 In Case You Haven’t Heard,

Franchising is Booming!

Jim Judy, Franchise Business Consultant

Cover Story 62 NTY Promises New Challenges,

Opportunities for Veterans

Profiles 64 Bar-B-Clean 74

68 Using Credit Cards for Small Business Darcella K. Craven and Bill Rumping,

Veterans Business Resource Center

72 Government Financing of

Veteran Franchising

Jim Mingey, Founder and Managing Director, Veterans Business Services (VBS)

Postal Connections

Franchising USA

V e t er ans in Fr anchising

C over S tor y - N T Y

NTY Promises New Challenges, Opportunities for Veterans One franchise that is in the business of turning the old into the new again wants to help entrepreneurial veterans start a new chapter of their lives.

NTY, standing for ‘New To You’ is a company that owns the franchising rights to five brands in the resale retail industry: Clothes Mentor, Children’s Orchard, Device Pit Stop, New Uses and NTY Clothing Exchange.

“Our main goal is to sell franchises and then support the franchisees that we sell them to,” NTY’s chief operating officer Chad Olson said during a recent interview from the company’s headquarters in Minneapolis.

Clothes Mentor, which buys and sells used women’s fashion and accessories, started franchis-ing in 2007. Currently, it has 140 stores open and 43 stores sold and awaiting opening.

Acquired by NTY in early 2014, Children’s Orchard buys and sells gently used kids items. It cur-rently has 27 stores open with two sold and awaiting opening.

Device Pit Stop, meanwhile, has 11 stores open with another 10 sold and awaiting opening. NTY acquired the brand’s franchise rights in the fall of 2013. It buys and sells used electronics.

Buying and selling used home goods like furniture, artwork and small appliances is the business model for New Uses. The brand has 11 stores open with one sold

Franchising USA

“The collective experience of everyone who is involved with NTY is a huge incentive for any franchisee to choose one of the company’s brands for opening a business.” and awaiting opening and it’s been around since 2011.

And with two stores open and four sold and awaiting opening, NTY Clothing Exchange, which buys and sells clothes in the teen and young adult market, started franchising in Mid-2014.

The Need for Used to New In a world that is increasingly looking for environmentally friendly ways to deal with everything, all of NTY’s brands offer that coveted green alternative for people’s old clothing and other items, Olson said, giving people the option of getting cash for the stuff they’re no longer using rather than just throwing it away.

And with consumers often being highly cost conscious, NTY also gives them a way to save money, with products selling for, on average, 70 percent less than they would be sold as new.

All of the NTY brands make sure the items people bring them have resale value.

It has to be in good condition and, in the case of apparel, it also has to be in style.

Each brand will evaluate a product and they all have a pricing matrix they use to make sure they’re selling items at a price that gives value to the customer and also the business.

In the Beginning Clothes Mentor was founded in Columbus, OH. with a store in that city and another one in Can-ton, OH. Olson and his father, Ron Olson, decided to go into business together, both having Resale/Retail franchising experience with another company.

When they began looking at what opportunities were out there for their own business, they found out about Clothes Mentor and noted the two stores were doing quite well. From there, the father and son negotiated the franchising rights to that brand and have been adding to the NTY family since.

Entrepreneurial Spirit While their franchisees come from all walks of life — from teachers to former professional bull riders — they all have one thing in common and that’s the one thing NTY wants in a franchisee.

“We want people who have that entrepreneurial spirit,” Olson said.

They must have motivation and they must also have accumulated some wealth in the past that they’re able to invest.

While the company has just a handful of veteran franchisees at the moment, Olson is looking to change that, as he

knows veterans have a stellar reputation as franchisees.

Veterans’ dedication and commitment to carrying out the processes they’ve been taught is what makes them good franchisees, he noted.

“That’s what franchising is all about, taking the business model and the processes that we have proven to be profitable and teaching it to others,” Olson said. “People who have had that military experience following processes fit really well into a franchise system because they will take those processes that we have developed to run and execute a successful business model and follow those processes to a tee.”

NTY has just submitted its application to join veteran franchising organization VetFran. Cur-rently, veterans receive a $2,500 discount off any NTY franchising fee.

As an added incentive — and this goes for any franchisee — three of NTY’s brands also offer a $40,000 jump start program.

Any franchisee that opens an NTY Clothing Exchange, a Children’s Orchard or a New Uses will receive a $20,000 marketing contribution from NTY when their store opens. In addition to that, every six months after their grand opening, they will receive an additional $5,000 marketing con-tribution from the parent company over a two-year period, totaling a $40,000 contribution toward marketing from NTY.

Training and Support NTY helps franchisees find the right real estate, helps them procure financing, and brings them to Minneapolis for three weeks of comprehensive training in every aspect of running their busi-ness.

The company also offers support on site when franchisees are building out their store and get-ting it ready to open to ensure it’s being built out properly, they’re acquiring inventory properly and their employees are being trained properly.

Then they’ll let the franchisee start running their store and come back out to help franchisees with their grand opening.

NTY representatives will visit again 90 days after grand opening, a minimum

of three times in that first year to check on inventory, customer service and if

franchisees need any additional training.

Each brand has its own regional

operations managers, which are assigned to franchisees. Each regional manager

has about 20 or 30 franchisees in their

region and their main goal is to be a small business consultant. They have monthly consultation calls with franchisees and

answer any questions they have and visit franchisees at least once per year.

Expansion and Experience All of NTY’s brands are open to

expanding anywhere in the United States.

The collective experience of everyone who is involved with NTY is a huge incentive for any franchisee to choose one of the company’s brands for opening a business, Olson said. Each brand has a vice president in charge of it, he explained, and all of those vice presidents have over 20 years of experience in the retail resale sector. His father, who is president of the company, has 30-plus years of experience in the sector and when you add in Olson’s 22 years of experience, that’s a lot of knowledge for new franchisees to draw from.

For veterans who are looking to make a new start in life, NTY gives them an opportunity to make that new start a success. www.ntyfranchise.com

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V e t er ans in Fr anchising

Ba r-B-Clea n

Bar-B-Clean Franchise

Turns Up the Heat on Franchise Expansion

Building on momentum from last year’s growth, Bar-B-Clean, a franchised barbecue grill cleaning service, aims to open an additional 20 to 25 franchise locations in 2016.

Immediate franchise opportunities are available as the brand seeks dedicated owner-operators across the nation.

Bar-B-Clean offers residential and commercial customers a convenient, low-cost grill-cleaning solution. There are currently 20 Bar-B-Clean locations across seven states: Arizona, California, Florida, Louisiana, Oklahoma, Tennessee, and Texas.

“The Bar-B-Clean franchise is innovative and caters to a vast majority of professionals,” says founder Bryan Weinstein. “We have structured it with simplicity in mind for current and aspiring entrepreneurs and find that it is a great business model for military veterans, home service providers like landscapers and pool maintenance professionals, as well as firefighters.”

The service offered includes a deep cleaning of the interior and exterior of the grill, as well as a thorough inspection of the burner and ignition systems. They remove harmful carcinogens and food particles that are transferred to your food and eliminate germs to keep your family healthy. Bar-B-Clean deters cockroaches, mice, and other pests that live and snack inside grills.

Franchising USA

“Franchisee Matthew Sprague, a U.S. Army veteran based in the Los Angeles area, is an example of a veteran who found the right business model in purchasing a Bar-B-Clean franchise.”

There is a strong demand for barbecue grill cleaning services in the United States yet little to no regional or national systems servicing this huge market. With minimal competition, this unique concept has a low cost and no need for a truck or trailer.

Bar-B-Clean’s franchise fee is $19,500, and the total investment to own and operate an exclusive territory -- around 100,000 households -- is between $19,500$25,000. This fee typically includes travel to training, equipment, insurance, along with ongoing marketing support.

Both multi- and single-unit territories are currently available.

And, as a veteran friendly concept, Bar-

B-Clean offers 30 percent off the initial franchise fee for qualified veterans.

Franchisee Matthew Sprague, a U.S. Army veteran based in the Los Angeles area, is an example of a veteran who found

the right business model in purchasing a Bar-B-Clean franchise. Now operating

multiple territories, Sprague serves areas including Pasadena, the San Gabriel

Valley and San Fernando Valley, among other Los Angeles suburbs. He cleans

hundreds of grills annually and continues to grow his business.

To inquire about available opportunities, visit www.bar-b-cleanfranchise.com

Page 65

FRANGUIDE.COM 703-424-2980 FIND YOUR FRANCHISE WITH FREE GUIDANCE FROM INDUSTRY EXPERTS Franchising USA

V e t er ans in Fr anchising

Jim Judy, Franchise Consultant Mingey, FounderBusiness & Managing Director, VBS’

In case yo

franchi For the sixth consecutive year, the International Franchise Association (IFA) has projected small franchise businesses will grow at rates that will exceed non-franchised small businesses.

The IFA is also forecasting growth of more than 13,000 new franchise units, and growth is expected across all 10 franchising sectors.

With so much growth projected for the franchising industry, one would expect a seller’s market mentality among franchisors. However, with more than 3,000 brands in the franchise space, many companies are offering terrific incentives to help candidates launch their new business.

“There are a lot of competing franchisors in the space today, so when you find a good candidate to open a franchise unit, you want to give them every reason to choose your brand,” said NTY Franchise Company COO Chad Olson.

Franchising USA

Olson’s company is a leader in the resale sector, featuring five franchise brands, including bellwether franchise Clothes Mentor, one of the largest women’s upscale resale brands in America. In March, NTY Franchise Company released details of its new Jumpstart program, offering $40,000 in funding for marketing initiatives for new franchisees of its Children’s Orchard, NTY Clothing Exchange and New Uses brands.

The $40,000 breaks down to $20,000 in grand opening marketing dollars and then an additional $20,000 that will be paid in $5,000 increments every six months over two years. The program will apply to the first 20 franchises opened for each brand in 2016.

“This is one of the most aggressive efforts ever put forth by a resale franchisor to support new franchisees,” Olson said. “It should send a clear message to franchise candidates regarding our commitment to their success.”

Other franchise brands are actively involved with IFA programs such as VetFran, which offers substantial discounts to military veterans interested in franchising. Moran Family of Brands, one of the nation’s leading franchisors of general automotive repair, transmission

repair and automotive accessories, offers $5,000 off the franchise fee to military veterans through the VetFran program.

Lawn care specialists Lawn Doctor offers 50 percent off its initial license fee to not only veterans but minorities and experienced professionals in the landscaping industry, as well. This saves the candidate $15,000 off the normal $30,000 fee, plus encourages desired segments of the population to give Lawn Doctor a serious look.

“We are always happy to participate in IFA initiatives to bring more vets and minorities into franchising,” said Lawn Doctor Vice President of Franchise Development Jason Barclay. “Extending the discount on our initial license fee to people who already work in the green sector helps us bring more experienced people into our franchise family.”

Lawn Doctor also offers in-house financing of up to 50 percent of the initial franchise investment, sweetening that benefit by requiring no loan payments until March, 2017, for a limited time.

“This really helps new franchisees get their business up and running without worrying about their note and equipment payments due to us until next Spring.”

ou haven’t heard,

ising is booming!

“The IFA is also forecasting growth of more than 13,000 new franchise units, and growth is expected across all 10 franchising sectors.”

For candidates interested in multi-unit franchising, many brands offer substantial discounts on franchising fees. Wine & Design, the popular lifestyle-based business model hosting popular paint and sip parties, offers successful franchisees half off the initial franchise fees to open a second location.

One of Rhino 7’s brands named Scout & Molly’s, a women’s clothing boutique, has made multi-unit franchise ownership incentives a top priority. Scout & Molly’s offers candidates tens of thousands of dollars in savings to those wanting to develop multiple stores. A commitment to open five units saves the candidate more than $100,000 in franchising fees than if they purchased the one at a time. At 10 units, the savings is worth $240,000.

Rhino 7 founder and CEO Doug Schadle says they try to appeal to candidates looking to grow an organization, not just run a franchise unit.

“The critical piece of this is deciding they want to be a developer up front, not a single-store franchisee,” Schadle said.

“As a franchisor, offering a steep discount on a multi-unit commitment gives us the ability to forecast an area’s development with greater accuracy. For the franchisee, it gives them an advantage in terms of developing real estate in the years ahead.”

Franchise executives agree that even appealing incentive plans like these are secondary considerations when it comes to selecting a franchise. Lifestyle design, personal and professional goals, skill-set match and a fit with a company’s corporate culture still rank as the top indicators of future success. However, once all parties agree that a franchise agreement would be mutually beneficial, the right package of incentives could be a candidate’s deciding factor.

“Once we’ve done our due diligence on a candidate and are reasonably certain

Jim Judy

they’d be a good fit, we want incentives

like our Jumpstart Program to convince

candidates to join our team,” Olson said.

Franchise business consultant Jim Judy has spent the past 20 years in the franchise industry, gaining insightful knowledge and a keen eye for opportunity. His passion is developing relationships with current and hopeful entrepreneurs to assist them on their journey to franchise business ownership. Jim leverages his experience, success and close relationships in the franchise industry to provide valuable consultation free of charge to entrepreneurs looking to explore the benefits of a franchise.

To learn more, call 919-233-3534 or email jjudy@franchoice.com

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V e t er ans in Fr anchising

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V e t er ans in Fr anchising

Darcella K. Craven and Rumping, Veterans Business Resource Center Jim Mingey, Founder & Bill Managing Director, VBS’

Journal Activity

Using Credit Cards for Small Business It is time to check in and ensure you are staying on track with your financial management goals now that the first quarter has passed.

You may have used credit cards in 2015 to secure a loan, purchase business supplies or pay off debt. If that was not a deliberate tactic for your small business growth strategy, we want to help you avoid repeating financial decisions that might not be right for your business.

Business mentor and credit repair consultant, Bill Rumping, offers his advice on how to manage credit card use for small business purchases.

As debt advisors we talk to many small businesses who are experiencing high credit card debt and need assistance in order to stay in business. Consider these

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guidelines to help your business avoid a credit card crisis.

Use Multiple Types of Financing Credit cards should not be your only source of financing. If you are just starting your company this is even more important because your spending may be higher than your income for an extended period of time.

All startup companies should have some startup funds that can be used to help the company establish itself until monthly revenue is consistent and covers much of the monthly expenses. Startup funds may come from savings, or loans from family, friends or existing business relationships.

Separate Personal and Business Purchases Whether you use personal credit cards or business credit cards, your business and personal expenditures should not be on the same card. Separating these purchases

makes reporting much easier and gives you clearer insight into the expenses needed to operate your business.

Separating your business and personal expenses also helps you separate the emotional way you use credit cards. If you tend to use your personal credit card for impulse purchases, you may find yourself making impulse purchases for your business - like the really nice desk lamp that you don’t really need. Keeping your business expenses on a separate credit card will help you avoid those impulse buys and focus on what you need for the business to operate.

Pick the Right Credit Card Take the time to pick out the right credit card for your business. Business credit cards help you build business credit so if business growth and access to additional capital is in your future plans you should seriously consider a business credit card.

Consider your bank’s credit card offer but

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V e t er ans in Fr anchising

Darcella K. Craven and Bill Rumping, Veterans Business Resource Center

“Your business and personal expenditures should not be on the same card. Separating these purchases makes reporting much easier and gives you clearer insight into the expenses needed to operate your business.” also look at other options. Using Google you can search for ‘best small business credit cards of 2016’ or go directly to creditcards.com, cardratings.com or bankrate.com to research alternatives.

• Don’t use cash withdrawals against your credit card.

Consider these questions and choose the card that provides the best balance of business benefits to annual costs.

• Pay off your credit card balance each month. Or at least pay 2-3 times the minimum payment to prevent your balance from getting too high.

• Is there an annual fee?

• What is the yearly interest rate?

• Is there free interest for an introductory period?

• Are there business friendly terms such as discounts for paying early or options for delayed payments?

• How high of a credit limit do they provide and how often could your credit limit increase?

• What perks and services are offered?

• Do they offer credit cards for employees with spending limits?

• What would cause your interest rate to increase?

Credit Card Usage Requires Discipline Successful use of credit cards to finance a business requires discipline. Ewing Marion Kauffman Foundation has found that for every $1,000 in credit-card debt that a small business takes on, its chances of long-term survival fall by more than 2 percent.

Increase your chance of success by following some simple guidelines: • Only buy what you need immediately to support your business.

• Make your payments on time to avoid being reported to credit bureaus.

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• Avoid using your full credit limit. Your debt to credit ratio is an important piece of your credit score.

Darcella K. Craven

Remember to keep an eye out for any misuse of the business credit cards just as you would for your own personal credit cards.

Journal Activity: Reflecting on Bill’s advice, take 30 minutes to do the following. After you separate the personal and business expenses reflect on your spending habits. Make a note of how you are feeling when you purchased an item.

Think about what time of day it was. Was the purchase online from a pop up or in the store near the checkout lane? Did you notice the item because you needed it or because of the advertisement? What about the advertisement made you take a second look? These questions are important as they will help you to identify when you are making purchases and why. You should do this in real time as well. Right before you buy an item notice the time, surroundings and ask yourself why you are buying.

Now think about the use of the item. Did you use the item as soon as you got it, put it away never to be seen again or take it back? How often do you use the item? Did you give it to someone else to use and does that person use it? Again, this will help you to begin to discipline yourself when it comes to both personal and business purchases. We will add this activity to your Life Theme activity later in the quarter.

Bill Rumping

Bill Rumping is the Debt Expert of St. Louis for PCS Debt Relief. If you or someone else you know has an outstanding amount of credit card debt contact Bill at bill@debexpertstl.com or 314-607-4204.

Darcella K Craven is currently the Executive Director of the Veterans Business Resource Center, a non-profit organization dedicated to assisting Honorably Discharged Veterans, National Guard and Reservist and Active Duty personnel and their families with transitioning back into civilian life with starting and expanding businesses. Darcella has been featured in numerous articles for her transition from the military and the welfare system to an accomplished business woman and is actively involved in many civic organizations. www.vetbiz.com

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V e t er ans in Fr anchising

Jim Mingey, Founder Founder& &Managing ManagingDirector, Director,VBS’ VBS

Government Financ Veteran Franchising So where do I find the pieces to this puzzle?

Who do I talk to about getting my Veteran Federal grant for starting my new business?

Answer: No-one!

Fact: There are no government grants offered to Veterans for franchises.

James Mingey

As I write this article I am also preparing to speak on this topic at the first Entrepreneurial Bootcamp for Veterans with Disabilities (EBV) at St. Joseph’s University on April 9th.

The Bootcamp is championed by Ralph Galati, one of those Veterans who help Veterans by doing the right things for the right reasons. I’ve been asked to share what I know about accessing government financing methods for Veterans who want to pursue franchising opportunities.

So what do I tell them? What resources are really available for Veterans at the Government level and what’s the real story for accessing these resources?

Some typical Veteran Federal financing questions I get:

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However, the Veterans Administration does offer a “subsidy” (not a grant) for Veterans in Vocational Rehabilitation (a Veteran needs a 20% minimum disability rating or higher and most importantly having a knowledgeable Rehabilitation Counselor who will champion your goal of self-employment through franchising as a necessity for your Individual Veteran Employment Plan).

Or, if you can legitimately partner with a nonprofit, you could possibly benefit from their federal grant if your franchise had something to contribute to their business model. But structuring an “arm’s length” partnership with a non-profit can be very tricky from a federal tax perspective.

Beware of “private inurement”!

Who do I talk to in the Federal Government about getting my Veteran business loan for starting my new franchise?

Answer: No-one!

Fact: The Federal Government doesn’t offer loans to Veterans for franchises. The Small Business Administration only offers “guarantees” through Banks who in turn actually make the loans to Veterans under existing small business programs.

However, you can at least find out who these banks are by requesting a list of

active SBA lenders available through your regional SBA office. Just ask for the quarterly SBA lending report from your SBA Veteran Regional Veterans Officer. He/she is not allowed to give a specific recommendation or endorse your loan but they can at least direct you to a knowledgeable SBA lender at one or more banks in your area. Before you contact the banks you might want to do research to see if your franchise is included in the SBA Franchise Registry. This will tell you if any SBA lender has financed your selected franchise before (and if it does, you should tell the bank that you approach).

Your Franchisor might also have some good suggestions about SBA lenders as well. Nevertheless, all of these banks have stringent rules on franchise startups, Veteran or not. A 60-70% loan to actual costs is probably the best you can expect.

Who do I talk to at the State level about getting my Veteran business loan for acquiring a franchise?

Answer: State Economic Development Agency Fact: There are State governments that offer Veterans attractive loans for acquiring franchises An Example:

State of Maryland Veterans can solve their financing gap needs for their franchise acquisition with State Government financing. Veterans can and should look to the State level for Veteran and franchise finance. In Maryland for example, the State offers

cing of

a 0% loan program up to $50,000 for Veterans starting small businesses. Just as important, they offer loans to acquire an existing franchise if the borrower is unable to obtain adequate business financing on reasonable terms through normal financing channels. So at least in Maryland there are a couple of important puzzle pieces.

Check out your own State, you might be surprised.

Who do I talk to at the local level about getting my Veteran business loan for acquiring a franchise?

Answer: Fact: Local government can offer Veteran attractive loans for acquiring franchises An Example:

Community Development Financial Institution (CDFI)

A CDFI receives some of its funding from the Department of Treasury for use in local economic development.

Although they don’t specifically target Veteran loans, many would love to support Veterans and they offer very competitive terms. To find one, just google “CDFI” and your “location”. A CDFI might also be interested in seeing a Veteran partner with a local non-profit development actor as well.

So is there anywhere else Veterans might find more pieces to the Government lending puzzle? I’m not sure, but if you don’t find any, you might want to apply to Ralph Galati’s next EBV Bootcamp which will have plenty of knowledgeable folks who know where some of the pieces are hiding.

Good luck wherever you look!

VBS Founder and Managing Director, Jim Mingey, is a decorated Vietnam

veteran raised from a proud military background. An entrepreneur for more than 35 years, Jim can relate on a personal level to the needs of the veteran small businessperson, and possesses the practical knowledge to implement his experience in today’s market. Jim participated in the EBV Program at Purdue University, is a mentor at American Corporate Partners, developed the first approved franchise training program for the Vocational Rehabilitation and Employment (VR&E) Program at Veterans Administration, and was instrumental in forming the first equity fund in the United States exclusively for veteran owned small businesses and franchises: The Veterans Opportunity Fund. Jim intends to keep on ‘advocating’ for veterans in franchising. www.VeteransBusinessServices.us

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V e t er ans in Fr anchising

Postal C onnections

Military Veterans:

The Ideal Franchisees

One of the best benefits of joining a franchise system is the opportunity to learn from likeminded franchisees from different backgrounds.

This collaborative environment – learning from each others’ strengths and approaching problems with a team of open minds – fosters unity, franchisee satisfaction and overall personal growth within a proven system.

Of all the backgrounds we see looking seriously into entrepreneurship through franchising – marketing, customer service, management, business operations and more – we have found particular success with military veterans. Here are some qualities that set them apart.

Mission-Minded Men and women who have served in the military are especially adept at understanding the “mission” of the

franchise – and are extremely persistent in achieving that mission. An unmatched work ethic and adaptability to the proven system sets veterans apart – they are also wonderful at precise planning and implementation.

Goal-Focused Keeping personal and professional goals top-of-mind is the priority for many people looking into business ownership through franchising. Meet Anne Marie Marvin, a former Naval Commander and current Postal Connections franchisee in San Diego. In addition to running one of the most successful stores in the system, Anne Marie is also a mother and has a jewelry-making business on the side. Her determination and work ethic has led her to career fulfillment in franchising.

Leadership Potential Veterans also often display outstanding leadership qualities that are helpful as they are given opportunities to move up the ladder, so to speak, in different roles within the system. Postal Connections

“One way that we, and many other franchises, honor the men and women who have given their time and risked their lives for our freedom to pursue business ownership, is to offer a generous discount on our franchise fees.”

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franchisee Marc Richard is a graduate of West Point and is celebrating his sixth year in business. Marc has seen incredible sales increases – consistently consistently 20 percent or better yearly – and is now harnessing his leadership and teaching potential as a franchisee trainer. His ability to inspire and guide newer franchisees has proven to be a great strength, developed during his time in the military and expanded upon through entrepreneurship.

These qualities align directly with our core operating values, meaning that our franchisees are trustworthy, friendly, savvy and leading edge. We are proud that our veteran franchisees mirror these traits as well. One way that we, and many other franchises, honor the men and women who have given their time and risked their lives for our freedom to pursue business ownership, is to offer a generous discount on our franchise fees. We also partner with VetFran, which is an excellent resource for franchisees and franchisors Fred Morache is the co-founder of Postal Connections, a business services franchise connecting consumers with convenient access to postal products, shipping, printing, creative services, copying, faxing, passport services, notary and shredding in more than 15 states, and iSOLD It, which provides consumer support for selling on eBay, Amazon and Craigslist.

Visit Postal Connections online at www.postalconnections.com and iSOLD It at www.isoldit.com

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Franchising USA

ex per t advice

Marshall Tinsley, Attorney, Turner Padget (Columbia, S.C.)

Planning Your Franchise Exit Youâ&#x20AC;&#x2122;ve bought your franchise, and you are now open for business.

The next step is to start planning your exit strategy.

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While hopefully your exit from this franchise will be far into the future, inevitably you will want or need to move on. Whether it is due to a new venture opportunity, a change in your life’s direction, health issues, family or marital issues, retirement or simply jumping at the chance to capitalize on the many years of hard work that you have put into your franchise, ultimately you will want to sell your franchise. Planning early for that eventual sale will help you maximize the return from the sale.

The ideal time to sell a franchise is when the business is doing well and the market conditions for the particular franchise are advantageous. If you are prepared ahead of time, you will be able to capitalize on this timing sweet spot.

The first step in planning an exit strategy is to read your franchise agreement. More often than not, the franchise agreement includes transfer provisions that set restrictions and responsibilities on the franchisee in the event of a sale of the franchise.

These restrictions could include requiring the potential purchaser to meet the franchisor’s current requirements of a new franchise; entitling the franchisor to an interview with the potential purchaser; requiring the potential purchaser to sign the current form of the franchisor’s franchise agreement; requiring approval on the terms of the sale from the franchisor; requiring financial information of the purchaser including how the purchaser intends to finance the sale; requiring the franchisee to pay off any amounts owed or cure any defaults to the franchisor prior to the sale; requiring the franchisee to pay a franchise transfer fee; execution of a release waiving any potential liability against the franchisor; requiring the franchisee to pay all training costs to train the potential purchaser; the surrender of all client lists; etc.

In addition to this list of restrictions and responsibilities, the franchisor could have a right of first refusal. This means that the franchisor has the ability to step into the shoes of the potential purchaser and buy the franchise under the same terms

“More often than not, the franchise agreement includes transfer provisions that set restrictions and responsibilities on the franchisee in the event of a sale of the franchise.” that are being offered to the potential purchaser.

All of these restrictions and responsibilities may be off-putting to a potential purchaser. It is best to know what they are ahead of time as well as get the franchisor involved in the sale from the beginning.

Some franchisors may have a franchise resale program where the franchisor assists in the sale of the franchise. This assistance could include marketing the franchise, providing sample documents for a letter of intent or purchase agreement, providing a list of leads that might be interested in purchasing the franchise, or generally just providing guidance throughout the entire sale process.

However, the franchisor may not always be very helpful. A franchisee may be competing with the franchisor in the sale of the franchise because the franchisor is also trying to open new franchise operations in the region in which you are trying to sell.

The next step is to get an appraisal of the valuation of the franchise. In valuing a franchise, appraisers will look at current and projected cash flows, controlled business costs, growth potential, the franchise’s assets base and outstanding liabilities, as well as whether there are any contracts in place with key employees. A professional appraisal is important, not only for pricing the business correctly for the market, but also for any required franchisor approval or for the purchaser’s lending institution.

Prior to going to the market, a franchisee should get a due diligence package prepared. This due diligence package should include at least a description of the franchise, sales and profit history, property details, staffing details and equipment and asset details. Before delivering this

Marshall Tinsley

package to any potential purchaser, the franchisee should get the potential purchaser to sign a non-disclosure agreement.

Next it is time to go to market. As already mentioned, the franchisor may assist the franchisee in finding a buyer. Another option is a business broker. A business broker may charge up to ten percent of the purchase price, but using a broker’s services frees the franchisee up to continue to run the business and make sure that it remains successful throughout the selling process.

A franchisee could find that the best market to sell the franchise is within the pool of employees. Often a manager or employee is a purchaser that already has a good understanding of how the business operates.

In conclusion, it is best to prepare the exit strategy in advance. Get your documents in order, assemble your team of advisors, and hopefully you will go out on top.

Marshall Tinsley is an attorney with Turner Padget (Columbia, S.C.) who counsels businesses in a variety of industries on succession planning, estate planning and related matters. She may be reached at (803) 227-4249 or by email at mtinsley@turnerpadget.com.

Franchising USA

ex per t advice

Page 77

women in f ra nchising

Ta m my W hit wor th, CEO, W indow Wor ld ®

Business Woman

Creates HistoryMaking IndyCar in Race to Beat Children’s Cancer Danica Patrick isn’t the only woman making racing history. A fearless female entrepreneur out of North Carolina is building a one-of-a-kind IndyCar that’s in a race to beat children’s cancer.

Tammy Whitworth, CEO of Window World®, America’s largest replacement window and exterior remodeling company, has commissioned the building of The Stinger, a priceless salute to a century of Indy 500 racing. The Stinger is a car built to look like the 1911 Marmon Wasp, the car that won the first-ever Indy 500.

Whitworth has teamed up with racing great John Andretti, who is lapping the country with The Stinger to get every

living Indy 500 veteran, including Danica Patrick, to sign it. The car, adorned with 249 racer autographs, will be auctioned May 25 ahead of the 100th running of the prestigious race. One hundred percent of the money raised goes to St. Jude Children’s Research Hospital®.

“We’ve put a lot of years and a lot of love into The Stinger, and now as it nears completion, we are so proud to see the car go for such a worthy cause,” Whitworth said. “One of our company’s core values is to give back, so knowing we will help so many families conquer cancer is the perfect way to cross the finish line.”

Driving to Success Whitworth established Window World in 1999 alongside her husband, Todd. After Todd’s passing in 2010, Tammy took over as CEO and chairman. As one of the few women CEOs of a home improvement company, Whitworth has continued to set new standards in the industry. She has gone to great lengths to ensure Window World offers the best possible service to its customers. She oversees Window World University, a formal training program designed to help franchisees learn the fundamentals of design and energy efficiency. By taking the time to ensure each Window World owner is well informed, Whitworth can confidently

Franchising USA

say her company will do right by its customers.

Women at the Wheel Whitworth strongly encourages women to take on leadership roles at Window World. She earned her bachelor’s degree from Meredith College, a women’s college, and believes women are key drivers for her company’s success. She believes women owners and employees often have phenomenal insight when it comes to window texture, design, color and energy efficiency capabilities. Whitworth is proud to say that a majority of Window World’s franchise locations are either owned by women or have women in leadership positions. Several locations are run by husband and wife teams.

Whitworth is much more than just a successful CEO. She is a mother and an active member of her community. In 2008, Whitworth co-founded Window World Cares®, a philanthropic branch of Window World that has become a corporate partner of St. Jude Children’s Research Hospital.

Whitworth felt a strong connection with the hospital’s efforts because of her experience as a mother. Her oldest child was premature, and she and her husband spent a great deal of time at children’s hospitals. She says working with St. Jude was a natural progression for herself and Window World Cares. Whitworth emphatically believes that giving back to children in need brings franchisees and customers together to fight for a common cause.

Whitworth is passionate about giving back because it not only helps build Window World’s brand nationwide, but it brings her great pride and personal joy.

Window World’s philanthropic atmosphere brings her organization to a new level and develops trust and rapport with its customers and communities that far exceed monetary value.

The Stinger is yet another example of Window World Care’s mission to continue the fight against childhood cancer. The IndyCar is a piece of history, a monument to the sport, and Whitworth believes the car will sell for $1 million or more.

“This is a one-of-a-kind piece of motorsports history built with passion for a great sport. We at Window World are hoping people will recognize the value of The Stinger and bid their hearts out to help children in the battle for their lives.”

– Tammy Whitworth, CEO, Window World

Whitworth anticipates that some heavy hitters in the racing world will bid along with some corporate giants who want to give back and show their philanthropic spirit.

“This is a one-of-a-kind piece of motorsports history built with passion

for a great sport,” Whitworth said. “We

at Window World are hoping people will recognize the value of The Stinger and

bid their hearts out to help children in the battle for their lives.”

www.windowworld.com

Franchising USA

women in f ra nchising

Page 79

ex per t advice

Joseph Schumacher, CEO, Goddard Systems, Inc.

Why Franchisors Need to Appeal to the

Millennial Generation

What’s the big deal about Millennials, anyway?

According to the US Census Bureau, “Millennials” are defined as having been born between 1980 and 2000.

Many members of this generation are at the beginning of their careers and

will play an important role in the U.S.

Franchising USA

economy for decades to come. According to a report issued by the Council of Economic Advisers for the Executive Office of the President of the United States, “Millennials now represent the largest generation in the United States, comprising roughly one-third of the total population in 2013.” It’s obvious that the Millennial generation is going to have a huge impact on our economy, now and in

the foreseeable future. Franchisors would be wise to make their franchising concept relevant to Millennials, as this generation will be one of the most influential that we have known.

What can franchises offer in order to appeal to Millennials?

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ex per t advice

Joseph Schumacher, CEO, Goddard Systems, Inc.

“Franchises that offer Millennials the flexibility to run their own business while maintaining a meaningful life outside of work will be more attractive to this generation of young business owners.”

Authenticity Simply put, being authentic means staying true to who you are and what you do.

Authenticity is a business goal that all generations value, not only Millennials.

Genuinely sharing the organization’s strategic goals, decisions and progress (even setbacks) is an important consideration. This open communication helps cultivate transparency so that stakeholders have a clear understanding of where the organization is headed, why it’s headed there and how they can help.

Keeping stakeholders well-informed is an excellent way to increase their engagement and productivity while providing them with a sense of validation.

to manage a healthy work-life balance, while operating a thriving business such as a high-quality, accredited childcare franchise.

Autonomy Data from a recent study conducted

by Universum, the HEAD Foundation and INSEAD’s Emerging Markets Institute tells us that Millennials value independence and inherent satisfaction.

They are interested in creating a work environment that allows them to maintain those values. Franchising can provide the personal freedom and intrinsic fulfillment that Millennials seek.

Security

Millennials want to be in an environment that allows them to express creativity.

They want to work where ideas can flourish and business can thrive. Franchise concepts that offer Millennial franchisees the opportunity to express their own creativity and ideas are at an advantage in this regard.

A constantly evolving employment culture and an unsteady job market are leading many Millennials to explore lower-risk options than starting a business from scratch. Millennials are seeking investments they can trust and afford.

Franchise systems with a sound business plan and a proven track record for success can offer Millennials the security they desire.

Flexibility

Reliability

Creativity

According to a recent survey by Ernst & Young, Millennials are the generation most likely to change jobs or careers or even take a pay cut to have more flexibility that will allow them to manage their work and family life. Franchises that offer Millennials the flexibility to run their own business while maintaining a meaningful life outside of work will be more attractive to this generation of young business owners. Many franchisees have the ability

Franchising USA

For any entrepreneur, owning a successful business is the ultimate goal. However, starting a business from the ground up can be a daunting task. Young entrepreneurs in particular may face barriers including limited finances and business management experience, as well as the absence of support needed to succeed as an independent business owner. Franchises can offer an opportunity for Millennials to be successful by offering them a proven

Joseph Schumacher

system that has worked time and time again.

While the U.S. economy has rebounded, the financial environment is still cloudy to more than 50 percent of Millennials who have financial concerns, according to a recent financial wellness survey conducted

by Harris Poll on behalf of the Million Dollar Round Table (MDRT), The Premier Association of Financial Professionals.

Choosing franchising over the traditional route of searching for a corporate job gives Millennials the hands-on experience in business they’re eager to find while providing a stable source of income and mitigating some of the risk that is usually associated with small business ownership.

With nearly 40 years of franchise industry experience, Joseph Schumacher is the CEO of Goddard Systems, Inc., franchisor of The Goddard School®, and is responsible for overseeing the continued growth and development for the leading early education franchise system with more than 400 locations nationwide. One of Schumacher’s favorite quotes is “We don’t stop playing because we grow old, we grow old because we stop playing,” by George Bernard Shaw – fitting for the CEO of an early education franchise with the mission, “Learning for Fun. Learning for Life.” www.goddardschool.com

The Interface Financial Group The Interface Financial Group The Interface Financial Group

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ex per t advice

Mo Castro, Franchisee, Once Upon A Child

Finding the Own Your Right Co-Pilot Income Stream to Run a Successful Business So often, life partners go into franchising together.

Most are making huge career changes and knowing that their spouse is right there with them is a crutch that provides the confidence they need to achieve success.

Mo Castro

Franchising USA

But, what about those opening a franchise alone – with their spouse staying focused on their own career? When I went into business as a sole franchise owner, the only fear I had was the unknown of what it would take to be my own boss. I would soon learn that investing in my own

business wasn’t the hard part. Rather, it was finding the right support team within the franchise and—most importantly— finding the “yin to my yang” in a manager to help me run my business.

Following the Right Franchise System I served as a police officer for eight years before becoming a franchisee of Once Upon A Child®, which is franchised by Winmark Corporation. I stumbled upon the franchise opportunity when a friend involved in my local church, who owned the Sacramento Once Upon A Child, mentioned that I would make a great store owner of the kid-focused resale concept.

When I was ready for a career change, I went back to her to see if the opportunity was still on the table. I had zero retail

“When looking for the right sidekick, you want to seek someone that has a heart for the concept and is willing to work toward the same end goals.

You both have to be invested and with that, comes trust.”

However, if you’ve done the homework and have seen the formula, stick to the key ingredients. Follow the set plan, have key employees and have your finger on the pulse of the business at all times.

Being Honest About Your Capabilities and Finding the Perfect Match Once I decided to take over the nearby Once Upon A Child store in January 2010, I was faced with the harsh reality that I am only one person and I needed a solid Manager if I didn’t want to run myself into the ground. In life, always know what you can bring to the table and be honest with your skill sets and capabilities.

experience and had never owned my own business, so I knew I would have to rely heavily on the franchisor. Though I was uneasy about my lack of knowledge on how to run a retail store, I knew the concept would do well locally since it’s already well known in the area.

A vital step in finding the right franchise to invest in is doing as much research on the franchise as possible. Look into the business model, seek out the success stories, talk to existing franchisees and visit as many locations to see how they operate. I chose to become part of the Sell.

Buy.Repeat.® concept because I believe in their method and saw proof that their strategic road map works. Often people make the mistake of trying to create their own version of the system and take their own cuts and turns along the way.

When you know what your co-pilot is capable of and what you can do, you can distribute the proper roles and the progressive wheel of productivity will turn with ease. When looking for the right sidekick, you want to seek someone that has a heart for the concept and is willing to work toward the same end goals. You both have to be invested and with that, comes trust. When teaming up with a manager, you’re expecting them to match your involvement level and you have to be willing to hand over a lot. If you’re micromanaging and hesitant to loosen up the reins, the partnership is going to be strained and/or fail before even giving it a fair chance.

When you know what is on the line, you want to be selective in picking the most compatible manager that picks up where you lack. If you’re exceptional at administrative work, then find someone who is strong on the operational side. Even if you’re good at balancing both, you will quickly risk spreading yourself too thin and putting your business in harms way.

In addition, it’s important to select someone whose skill sets match the business. Retail is an extremely inventory heavy industry, so I sought out someone with inventory management experience and strong customer relations. In this business, you can’t sell what’s not on the sales floor and excellent customer service is essential.

The Growth and Future A reliable franchisor, quality employees, a trustworthy manager and the willingness to follow the system will get your franchise where it needs to be. When I took over the existing business, the annual sales were $325,000 a year. After the first year, we were up to $525,000.

Within a five-year span, we became the first Once Upon A Child in California to hit $100,000 in one month as well as the first to reach the $1 million benchmark.

I know the store can surpass that number, especially if the retail space gets expanded; the more floor space, the more inventory.

Mo Castro is a Once Upon A Child franchisee in Sacramento, Calif. With more than 325 franchised stores in the United States and Canada, the franchise leads the nation in the buying and selling of quality, gently used children’s apparel, baby equipment, footwear, books, toys and more. Once Upon A Child is franchised by Winmark Corporation, which also franchises Play It Again Sports®, Plato’s Closet®, Style Encore®, and Music Go Round®.

For more information visit www.onceuponachild.com and www.winmarkfranchises.com.

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profil e

Pir tek

No Mechanical Background Needed for Success

Says Award-Winning PIRTEK Owner opportunity, to thrive wherever industrial equipment is used – and it is used virtually everywhere.”

Growing in the USA PIRTEK has launched 11 Service & Supply Centers in the United States since 2014 and has released a number of fluid transfer products bearing the company brand, including hoses, fittings, oils and lubricants. There are more than 400 Service & Supply Centers and 2,000 Mobile Service Vehicles in 23 countries around the world. The many industries PIRTEK serves include construction, manufacturing, mining, automotive, oil and gas, and marine.

PIRTEK franchisees bring home top honors for outstanding performance.

Hydraulics, with its myriad hoses and fluid transfer processes, is a complex field.

For that reason, people may assume a franchisee needs a mechanical background to run a PIRTEK Service & Supply Center.

David Entwistle’s success says otherwise.

The owner of PIRTEK Rockville in Rockville, MD, won Franchise of the Year honors in March for running the top-performing PIRTEK location in the

Franchising USA

United States. And his background? “I come from the food service industry,” said Entwistle. “I don’t have a mechanical background. I didn’t study it in college, either. I studied physical education. I wanted to be a phys ed teacher.”

While the brand might sound best suited to those handy with a wrench, it’s a business well-matched with a variety of entrepreneurs, said Glenn Duncan, Executive Director of PIRTEK International. “The main thing is knowing how to build relationships, understanding the value of networking within the community,” he said. “You’ve got to be prepared to capitalize on every

Currently, there are 57 Service & Supply Centers around the United States, several of which also received special honors at the company’s recent awards ceremony.

Customer service and following through Even without a mechanical background, PIRTEK’s intensive training, along with Entwistle’s determination and passion for customer service, furnished all he needed to succeed. “Customers have to depend on you, which means you’ve got to keep your word,” he said. “You’ve got to follow through and do what you say, no exceptions. That’s an important key to our success.”

Entwistle received his Franchise of the Year award at PIRTEK USA’s annual conference at the Renaissance Orlando at

Sea World in Orlando, FL. The company honored his franchise for its outstanding performance, enthusiasm for the PIRTEK brand and overall operational excellence.

PIRTEK Rockville’s service area includes Maryland, north Virginia and the beltway around our nation’s capital.

Since 2013, Entwistle’s Mobile Services Vehicles have been called to help industries across a wide swath. One job of note involved a malfunctioning boom that had snarled a major traffic artery, affecting many thousands of metro motorists. The PIRTEK team helped get the boom up and running so the traffic flow could resume.

In addition, to local business, Entwistle’s Service & Supply Center sometimes receives visits from far-flung regions.

“People have sent trucks half way across the nation, just to get PIRTEK service,” he said. “They just get hooked on us.”

Other industries he serves include municipalities, construction, landscaping

“Customers have to depend on you, which means you’ve got to keep your word. You’ve got to follow through and do what you say, no exceptions. That’s an important key to our success.” - David Entwistle, PIRTEK franchisee

PIRTEK honorees around the country

The top-performing PIRTEK in the West Coast region was PIRTEK Long Beach in Signal Hill, CA, owned by Paul Martin.

Jennifer Prendergast at PIRTEK Space Coast in Rockledge, FL, was recognized for having the leading Southeast franchise, and the spousal team Jim and Laurie Phillips of PIRTEK Jersey Village in Houston earned the Southwest award.

PIRTEK honored a number of other franchise owners during its March awards ceremony. The Top Sales Award for 2015 went to PIRTEK O’Hare in Elk Grove Village, IL, owned by Ken Adair.

An owner of three PIRTEK locations, his PIRTEK McKinley Park in Chicago earned honors as the top-performing Service & Supply Center in the Midwest.

www.pirtek.com

businesses and park services. “You can’t focus on only one industry,” he said.

“Construction companies are regular customers, but sites shut down when there’s inclement weather. You need a diverse customer base to really succeed.”

But no matter where the Service & Supply Centers are around the United States, Entwistle said they always have to be prepared for the inevitable – service calls in the dead of night. “The phone can ring anytime,” he said. “We had one the other night at 2 a.m. It’s written on all our vehicles: ‘24/7.’ You have to be ready.”

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PRO FI L E

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ex per t advice

Jeff Grandfield & Dale Willerton, The Lease Coach

Is Bigger Really Better?

Leasing the Right Size and Shape of Franchise Space So often, franchise tenants come to The Lease Coach stating that they are not making any money because their rent is too high. Sometimes, this is a true statement but, more often than not, the franchise tenant has simply leased too many square feet.

We remember consulting to a client leasing 8,000 square feet of space who couldn’t afford to pay the rent. When we checked

Franchising USA

with neighboring tenants it turned out our client was actually paying less per square foot than anyone else. It wasn’t the rent per square foot that was killing his business but the amount of area he had been talked into leasing by the landlord’s leasing representative.

We see this scenario far too often … leasing representatives and real estate agents, typically, receive a commission from the landlord for signed lease deals (the incentive increases with a tenant signing for a longer term, agreeing to pay a higher rent or leasing more space); however, the unknowing tenant often signs the lease agreement and becomes legally bound to the terms. In this case, by negotiating for our client to surrender 3,000 square feet of space back to the

landlord the rent decreased by $45,000 per year and the business returned to being viable. Don’t learn your lesson this way; it’s too expensive.

Occasionally, we deal with the reverse of this scenario. A tenant told us his space was too small. If we could expand the business he could see many more customers. We negotiated for this tenant to lease the adjacent space (which meant relocating the neighboring tenant) and he achieved his goal. Landlords, generally, prefer to work with a tenant who wants to expand versus one who needs to downsize.

Since most landlords charge rent on a square footage basis, it makes good sense for us to scrutinize your size requirements carefully. Additionally, in most cases, you will be paying operating costs or CAM

“When choosing between locations that are modestly too big or too small, franchise tenants should almost always decide which space is better located.” advise the tenant to be more conservative and lease the smaller location. Franchise tenants who tell us their location is too small are usually profiting but want to expand to increase their sales. Whereas franchise owners who tell us their location is too big often want to downsize to reduce rent payments as a means of improving their bottom line.

Consider also the functional shape of the premises for your franchise. In one situation, the landlord was expanding his strip mall claiming that only one CRU (commercial retail unit) was left.

Unfortunately, this unit housed a large utility room in the back – making that area unusable for almost any tenant. Since the expansion portion of the project was only in the construction phase, we suspected the landlord still had time to move other newly-interested tenants around and suggested to the tenant we walk away from the deal as a negotiating strategy. As expected, within a few days the landlord reconsidered his position and predictably came up with a much better location for the tenant. (common area maintenance) fees based on a square footage basis in addition to your monthly base rent. It has been our experience that the main reason franchise tenants end up leasing the wrong amount of square footage is due to availability … or lack thereof. If you need about 5,000 square feet for your business but the only two spaces remaining available for lease are smaller and larger you will have a dilemma. A smaller space often has less frontage as well. This gives you less storefront exposure, which is critical for franchise operations.

Phantom Space is one of our favorite topics. This is where the lease agreement states the tenant has “x” number of square feet, but when the area is measured the real square footage is much less. Since tenants are paying rent by the square foot, landlords can benefit greatly (even if unintentionally or accidentally) by leasing out more than 100% of the building. An unscrupulous landlord could be taking advantage of his/her tenants or this might simply be a mistake but either way it costs the tenant money. Don’t be like most tenants who take the landlord’s word for it; have your space professionally measured.

When choosing between locations that are modestly too big or too small, franchise tenants should almost always decide which space is better located. With adjacent and very comparable units, we would normally

In one case, we measured a client’s premise and discovered that, instead of the reported 4,400 square feet, the tenant’s space only contained 3,600 square feet.

The landlord had purchased the building

a few years ago and never questioned the previous landlord’s measurements. We not only got the tenant a refund for previous months she had overpaid but also a $1000/ month rent reduction for the remainder of the Term.

Much commercial space is measured incorrectly. In most instances, a substantial incorrect measurement can be defined as a discrepancy of 5% or more. In actuality, we’ve discovered that more often than not measurement discrepancies will favor the landlord. Having your commercial space professionally measured by an independent expert will provide peace-of-mind and is highly recommended.

For a free leasing CD entitled Leasing Do’s & Don’ts for Franchise Tenants, e-mail DaleWillerton@TheLeaseCoach. com.

Dale Willerton and Jeff Grandfield The Lease Coach are Commercial Lease Consultants who work exclusively for tenants. Dale and Jeff are professional speakers and co-authors of Negotiating Commercial Leases & Renewals FOR DUMMIES (Wiley, 2013). Got a leasing question? Need help with your new lease or renewal? Call 1-800-738-9202, e-mail DaleWillerton@TheLeaseCoach.com or visit www.TheLeaseCoach.com.

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fr anchise & serv ices di r ecto ry

9Round 9Round is a 30 minute circuit training workout that incorporates boxing, kickboxing, dumb bells, kettle bells, jump ropes, and a whole lot more.

This program solves the four problems in the fitness industry. There are no scheduled class times - a client can work out at any time; each session is only 30 minutes and is full body.

Franchise opportunities are available worldwide.

The workouts change daily so there is no

Website: www.9round.com

AAMCO Transmission and Total Car Care

by servicing the automotive aftermarket as franchisees.

AAMCO franchisees benefit from joining a brand that has been in business for over 50 years. Our iconic, Double A, Beep Beep, M-C-O mnemonic brings instant recognition and trust from the American consumer.

In addition to automatic brand recognition, AAMCO franchisees benefit from an Executive Leadership Team who established themselves

Big O Tires® BIG O Is Your BIG Opportunity.

With more than 50 years in the tire and automotive maintenance industry, Big O Tires® is proud to be a worldclass leader. As we continue to thrive in an ever-expanding market, we invite you to be a part of the exciting opportunities as a member of the Big O Tires® family.

Big O Tires® is proud to be one of the most progressive tire and automotive service franchises in the nation. When you join our family, we supply you with a powerful set of tools to help bring your business to the front of the pack: This website and any request for information or forms are not a franchise offering or an offer to sell a franchise.

Camp Bow Wow Camp Bow Wow® is the largest dog day care and boarding franchise in North America!

Established in 2000, we have grown to become an $86 million business with more than 150 franchises in forty states and a location in Canada.

The Camp concept provides the highest levels of fun, safety and service for its Campers, and peace of mind for their parents. Dogs romp together in an open-play environment and pricing is all-inclusive. As the company

Clayton Kendall Clayton Kendall provides a simple, easy to use e-store platform that connects your franchisees to Clayton Kendall’s integrated front-to-back inventory management system allowing for the creation, production, fulfillment, distribution and shipping of all your marketing and sales materials (uniforms, signage, branded merchandise) to be controlled with a

Franchising USA

chance of getting bored. The best part is there is a trainer included each and every time to motivate and encourage. With over 200 locations open in 38 states and five countries, 9Round will be coming to your community soon.

Phone: 864-962-4601 or email: jeff. mathews@9round.com

With this franchisee focus in mind, AAMCO provides the brand, tools, guidance and education necessary for new franchisees. This includes financing support, real estate support and training through the entire opening process.

Contact: Eric Simon Phone: 1-800-292-8500 Email: esimon@aamco.com Website: www.aamcofranchises.com

• Leading name-brand recognition.

• Experienced franchise system.

• Competitive marketing strategies.

• Dynamic and perpetuating consumer engagement • Comprehensive start-up training.

• Sales guidance from a network of retail experts.

• Multiple warehouses stocked to meet inventory demands.

• National and regional meetings/conventions.

• Access to exclusive marketing resources.

• On-site visits and strong support from Franchise Business Consultants.

Contact us today! www.bigofranchise.com

grows, its simple philosophy remains the same — it’s all about the dogs! Camp Bow Wow is focused on the well-being of its furry clients and the success of its franchise owners. Join the Pack and fetch your share of the rapidly growing $60 billion pet industry!

Phone: 1-877-700-BARK Website: www.campbowwow.com Email: ppounders@cbwcorp.com Contact: Patrick Pounders, ppounders@cbwcorp.com, 720-259-0835

simple click of a mouse.

Clayton Kendall is the single source marketing solution for national franchises such as Massage Envy, Orange Theory Fitness, European Wax Center, and Blaze Pizza.

Contact: Dan Broudy, CEO Email: dan@claytonkendall.com Phone: 412-798-7120 (1-888-799-4757) Website: claytonkendall.com

Coverall® Founded in 1985, Coverall offers motivated entrepreneurs the right to independently own and operate commercial cleaning franchised businesses using the Coverall® brand and system.

In 2008, the company launched its Coverall HealthBased Cleaning System® Program with an emphasis on helping to improve the cleanliness, health and wellness of facilities.

This unique Program combines environmentally friendly and innovative cleaning technologies and tools, hospital-grade disinfectants, professional training programs, customer support and

Donatos Donatos is a network of 100-franchise partner owned and 53 company owned restaurants in seven states clustered around Ohio. Founded in 1963, Donatos is the original fast casual pizza restaurant model that also delivers.

communication, and a passion for healthy cleaning to do one thing – remove the maximum amount of dirt and germs as efficiently as possible.

Today, the Coverall® Program, implemented by independently owned and operated Franchised Businesses, is the first choice of offices, medical offices and healthcare facilities, ambulatory surgery centers, schools, daycares, retail businesses, restaurants, manufacturing plants, auto dealerships, religious centers, fitness centers and other businesses This offering is made by prospectus only. See Franchise Disclosure Document for details.

Website: www.coverall.com

financial performers in the pizza segment. In its home market of Columbus, Ohio Donatos commands a 40 percent market share in the pizza segment.

We are on the cutting edge of customer knowledge, market intelligence and digital service.

With average restaurant sales over $1M per year, Donatos is one of the strongest

Please see www.donatospizzafranchise.com for more information.

Dunkin’ Brands

6,000 retail shops in 33 countries. BaskinRobbins was founded by two ice cream enthusiasts whose passion led to the creation of more than 1,200 ice cream flavors and a wide variety of delicious treats.

Named the top ice cream and frozen dessert franchise in the United States by Entrepreneur magazine’s 31st annual Franchise 500® ranking, Baskin-Robbins is the world’s largest chain of ice cream specialty shops.

Baskin-Robbins creates and markets innovative, premium ice cream, specialty frozen desserts and beverages, providing quality and value to consumers at more than

Fastsigns® Now more than ever, businesses look to FASTSIGNS for innovative ways to connect with customers in a highly competitive marketplace. Our high standards for quality and customer service have made FASTSIGNS the most recognized brand in the industry, driving significantly more traffic to the web than any other sign company.

We also lead in these important areas: • #1 Ranked Sign Franchise in Entrepreneur Magazine Franchise 500 three years in a row • Franchise Business Review FBR50 Franchisee Satisfaction Award 2006-2015 • Franchise Research Institute World Class Franchise 2011-2015 ®

Contact: Laurel White Phone: 781-737-5286 Email: laurel.white@dunkinbrands.com Website: www.baskinrobbinsfranchising.com

• Franchise Research Institute #1 Rated Sign & Graphics Franchise 2014-2015 • CFA Franchisees’ Choice Designation 2004-2015 • FASTSIGNS is one of only a handful of franchises approved for $21 million in SBA financing for approved franchise candidates FASTSIGNS has over 400 markets approved for development in the US and Canada and is also seeking Master or Area Developer expansion in markets worldwide.

For more information: Phone: 1-214-346-5679 Email: mark.jameson@fastsigns.com Or visit our Website: www.fastsigns.com

fingernails2go

• Fast return on investment

Finernails2Go have built the nail art kiosk that is going to revolutionise the cosmetic world.

If you want a single kiosk for your business premises or to distribute multiple kiosks in an agreed area, we are open for business.

• The only Nail Art Kiosk with bespoke HP printing • The only Nail Art Kiosk with Tritron Speciality Ink – compliant with all major health regulatory bodies.

The Fingernails2Go Kiosk delivers:

Fingernails2Go Kiosks will not only create excitement they will increase the time people spend at the location. You or your customers will be able to sell both nail art, and other products as more people come in to discover Fingernails2Go

• Unlimited design opportunities – • High res HP printing • On screen advertising opportunities

Go to http://fingernails2go.com/business/contact/ to get started with this fantastic new business opportunity.

• The only Nail Art Kiosk built by Tensator.

Franchising USA

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fr anchise & serv ices di r ecto ry

Foot Solutions

• Satisfaction of Helping Others

What Are You Looking For In A Business?

• Opportunities from $85,000 - $240,000 Single and Multi-unit

• Reasonable Hours • High Margins • Low Labor Requirements • High Consumer Retention • Not Impacted by Economy • Not Seasonal • Fastest-growing Market Age 40+

FRANFUND FranFund provides a comprehensive set of funding solutions for your new or expanding business including our exclusive FranFundSelect® program which provides working capital loans for up to $150,000. This program enables lightning fast approvals and funding in 5 to 7 business days or less with no personal assets, no SBA guaranty fee, no training certificate required, and minimal paperwork.

Fresh Coat With Fresh Coat, you bring scaling and professionalism to a fragmented industry. The quality, expertise, technology, and customer service that you offer as a Fresh Coat owner will set you apart and bring in recurring revenue through loyal customers and referral programs.

You Don’t Paint! As a Fresh Coat owner you work on your business, not in your business. Our operations system helps you hire and retain quality painters who fulfill the jobs that you sell.

Multiple Profit Centers • Residential (interior, exterior).

• Commercial (businesses, office buildings).

The HoneyBaked Ham Company & Cafe At HoneyBaked our mission is “Celebrating life, one meal at a time.”

Founded in Detroit in 1957, we are a premium food retailer and family-oriented concept known for serving the most flavorful, moist and tender Honey Baked Ham® and Turkey Breasts you’ll find anywhere, as well as a host of other fully cooked entrees, side items and desserts.

Starting in 1998, HoneyBaked expanded to a café

honkamp krueger Honkamp Krueger & Co., P.C. is a Top 100 CPA and business consulting firm and the eight-fastestgrowing CPA firm in the U.S. (Accounting Today, 2015) Specializing in franchise services, HK offers 40-plus forward-thinking, innovative solutions to franchise organizations in all 50 states.

In addition to our tax, accounting and consulting services, HK offers total hire-to-retire solutions through our human capital management affiliate, HKP. Through our HK Financial Services affiliate, HK offers world-class wealth management solutions.

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Foot Solutions is the world’s largest specialty wellness franchise focused exclusively on helping people feel good from the feet up.

For more information, visit www.footsolutions.com, email fscorp@footsolutions.com, or call 770-916-5997.

Our team of funding experts are here to work with you to create a customized capitalization solution for your specific situation, whether you’re launching a new business or expanding a current one. After all, it’s our mission to get your business up and funded in a fraction of the time!

Phone:817-730-4500 Fax:817-546-1291 Website: www.franfund.com Email: info@franfund.com Contact:ksenay@franfund.com

• National Accounts.

• Government Contracts.

• Real Estate-Based Programs.

Be in business for yourself, not by yourself. We provide up front and ongoing training and support to help you succeed. We also leverage the size of Fresh Coat as a whole to develop relationships with well-known brands like Sherwin-Williams®, getting you the best price on the quality materials that meet customer expectations.

Contact: Beth Boecker Phone: 855-832-8284 Email: bbboecker@strategicfranchising.com Website: www.freshcoatfranchise.com

concept, supplementing its core products with a full menu of lunch, meal replacement and catering options created with the same high standards that the company was built on. HoneyBaked has become a tradition for families nationwide, who can now shop at more than 400 locations across the U.S. Contact: Mark Demis, Director of Development and Real Estate Phone: (866) 968-7424 Email: hbdevelopment@hbham.com Website: http://www.honeybakedfranchise.com/

Our depth and level of franchising expertise along with our track record for providing independent and objective franchise advisory/consulting services clearly differentiates HK from all other franchise advisors across the country.

When you partner with HK for your franchising needs, you will always have easy access to one of our owners who will walk in your shoes with you and who has a unique perspective on being an entrepreneur and business grower.

Phone: 888.556.0123 www.honkamp.com

HuHot Mongolian Grills Hot is a national create-your-own stir fry concept offering a wide variety of meats, seafood, noodles, fresh veggies, and signature sauces to suit your tastes. Select your favorite ingredients then be entertained as your meal is cooked to perfection by our grill warriors on a 6-foot, scorching hot grill. It’s always all-you-can-eat, so you can create a different meal every time.

locations in 16 states and that focus has remained unchanged.

In 2015 HuHot was ranked for the fourth consecutive year in Franchise 500 by Entrepreneur and on Technomic’s Top 500 Chain Restaurant Report.

HuHot has been ranked as one of Franchise Times Next 300 Franchise Chains 3 years in a row, and named as one of Nation Restaurant News’ Next 20 Chains of 2014.

HuHot Mongolian Grills, LLC opened its first restaurant in Missoula, Montana in 1999 focusing on fresh food, signature sauces and great service.

Over the past 15 years, the concept has grown to 58

Contact: Laura Sporrer Phone: (303) 297-1200 Email: franchise_info@huhot.com Website: www.huhotfranchising.com

International Franchise Professionals Group

IFPG to power their business. All of these individuals understand the value of being associated with IFPG.

The International Franchise Professionals Group (also known as IFPG) is a membership based organization that has over 700 members. Our members consist of Franchisors, Franchisor Brokers, Lenders, and other Franchise Professionals that help potential candidates in the process of buying a franchise.

The IFPG is a strictly membership based organization that does not participate in any referral fees from our franchisor members or our brokers, thereby allowing all of our members to work freely together.

Our long-term success is predicated on retaining our members and providing all the tools needed to help you sell more franchises, and close more deals.

Hundreds of nationally recognized franchise companies have chosen the IFPG and its members to represent their brand; hundreds of experienced franchise consultants and brokers have chosen the

If you’re a franchisor, franchisor broker, or another profession that serves the franchising industry call us today at (888) 977-IFPG to learn about membership opportunities.

Johnny’s Pizza House

incomparable signature sauce and 100% real creamy mozzarella cheese.

All made the Johnny’s Pizza House way for that unique taste that has made us the market leader in all of our markets. Year after year, we’ve been voted the “people’s choice” for favorite pizza in every reader poll conducted by independent media outlets!

Contact: Dennis Wills Email: info@johnnysph.com Phone: 318-807-1358 Website: johnnysph.com

Johnny’s Pizza House: Shakin’ & Bakin’ Since 1967!

Founder Johnny Huntsman opened our first store in 1967 in Monroe, billing it as “the only link in the world’s smallest pizza chain.”

We offer a great menu of delicious pizzas, appetizers and sandwiches – and fresh is the word. Fresh dough made daily. The freshest of vegetables. The highest quality meats – and every pizza topped with Johnny’s Pizza House’s

Kids In Sports Kids In Sports is a specialized sports program for children 12 months through 12 years old.

Kids In Sports’ mission is to teach children the fundamentals of sports in an organized, safe, fun, friendly, and supportive environment.

sport-specific classes focusing on: baseball, basketball, soccer, flag football, volleyball, floor hockey, and lacrosse.

Kids In Sports also offers Pre-School Alternative and After-School programs in addition to hosting camps and parties throughout the year.

Emphasizing sportsmanship, teamwork, respect, and communication, the program serves as a building block for young athletes.

Coaches instruct children in multi-sport and

Website: www.kidsinsports.com Phone: 212.744.4900 Email: info@kidsinsports.com Contact: Mike Strutt

Liberty tax service

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

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

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

MONGOLIAN GRILL

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

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Link Staffing Services Founded in 1980, Link Staffing Services provides staffing and productivity solutions to businesses and industry.

The personnel Link supplies include skilled crafts and trades, light industrial, semiskilled, general labor, office professional, and administrative support.

As a leader in the staffing industry, Link

Contact: Louie Picazo Phone: 713-358-1094 Email: lpicazo@linkstaffing.com Website: www.linkfranchising.com

Little Caesars

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

Little Caesars offers strong franchisee candidates opportunities in select locations across the country. As America’s fastest growing pizza chain, Little Caesars provides candidates an opportunity for independence with a proven system, a simple operating model and strong national brand recognition.

Little Caesars’ requires candidates desiring to open one store to have a net worth of $150,000 with a minimum of $50,000 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.

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 marketing programs. Franchisees

For the sixth year in a row, Little Caesars was named “Best Value in America”* of all quick-serve restaurant chains.

Phone: 800-553-5776 Email: USdevelopment@LCEcorp.com Website: www.LittleCaesars.com

LivePOS

franchisors with the ability to run a successful and very profitable business, with ZERO upfront cost.

Technology is changing the way we shop. Social Media, targeted advertising and repeat customers can make the difference between a successful business and failure. If you are still using outdated, dinosaur like point of sale system, you are leaving money on the table.

Real-Time sales and inventory reports, employee time and attendance, commissions, payroll, promotions and over 1,000 other features makes LivePOS the market leader in this space. The LivePOS FMS Dashboard provides direct access to store sales, royalty remittance, franchise wide SKU control and many other tools to ensure consistency throughout the brand, regardless of state or location

Enters LivePOS, a Cloud Point of Sale Solution designing exclusively for multi-location, chains and franchises owners. With over 20,000 customers worldwide, LivePOS provides both franchisees and

Maaco As a new franchisee, you’ll not only be a Maaco owner but you’ll also be part of the Maaco family.

You’ll align yourself with a 43+ year proven business model and share numerous advantages: unmatched buying power, outstanding earning potential, ongoing operating support and assistance, territory protection, and more!

With over 450 franchised locations throughout

Massage Green Spa International Massage Green Spa is positioned to outpace the competition with our membership-based business model, easy cost of entry, value positioned concept, easy real estate, low overhead, beautiful distinctive retreat design and multiple revenue streams.

Owning a Massage Green Spa franchise has an amazing opportunity for professional and personal growth. It most importantly focuses on the ever changing wellness revolution. By combining massage therapy with an ecofriendly environment, we have addressed the need for improving both our internal and external health.

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Staffing Services has set themselves apart by providing cutting-edge technology and comprehensive screening processes, and by providing the type of workers clients like to hire. Based in Houston, Texas, Link Staffing has 44 locations nationwide and growing.

Website: www.livepos.com Email: info@livepos.com

the United States and Canada, Maaco dominates the market and is the leader in the $43 billion automotive paint and collision industry.

Maaco has virtually no nationally branded competition and provides franchisees with fantastic opportunity for continued growth.

Contact: Betsy McDonald Email:franchising@maaco.com Phone: 877-625-8499 Website: www.maacofranchise.com

We make you eligible to take advantage of all corporate services: site selection, design and construction, marketing, financing, training and grand opening program. We continue to offer support with the following (not limited to): training, national and regional advertising, operations procedures and assistance, ongoing supervision and management support, increased spending power, access to bulk purchasing and a community of like-minded individuals that are as passionate about your success as you!

Contact: Jim Belanger Phone: 248-849-9600 Email: jbelanger@massagegreenspa.com Website: www.massagegreenspa.com

Midas Midas, a recognized brand throughout the world and highly renowned name in complete car care, is proud to be one of North America’s original franchise opportunities – and one of its best.

With Midas, you experience the best of both worlds - the support of an experienced franchise organization and the satisfaction of operating your very own auto service enterprise. As a Midas franchisee, you become a trusted name the day you open your doors for business. Building consumer trust is at the heart of our brand. We work every day to earn that trust by providing expertise, responsiveness, and the best value to every customer every time.

Benefit from nearly 60 years of “The Midas Touch”

Naturalawn of america NaturaLawn of America offers organic-based lawn care services to customers across the United States seeking safer alternatives to traditional chemical lawn care.

Midas has built a stellar reputation in the automotive service and repair industry nearly six decades. We want to help you succeed. Before you open a location and as you continue to operate your shop, Midas will help you with the following: • Business management system for your shop • New franchisee orientation • Ongoing training and training resources • Operational support.

• Development support • Optimizing and marketing your business: Join Midas today by calling 1-800-365-0007 or visiting www.midasfranchise.com!

This website and any request for information or forms are not a franchise offering or an offer to sell a franchise.

By creating natural lawn care programs specific to the needs of each individual lawn and through its use of organic-based lawn care products, NaturaLawn of America continues to give customers nationwide, the healthier, greener lawns they desire while protecting people, pets and the environment.

They pioneered the breakthrough into environmentally responsible lawn care back in 1987 (before “going green” was the norm). While chemicalbased companies continued to randomly spray unnecessary pesticides, NaturaLawn of America developed an Integrated Pest Management System (IPM), which was unprecedented in lawn care.

Headquartered in Frederick, Maryland, NaturaLawn of America provides business opportunities to individuals wishing to own their own franchise.

franchising usa

Excellent for branding and recognition.

A-Z Listings are a great way to promote your business, giving you a presence within our publication and also the Franchising USA website.

Each detailed, full colour A-Z listing comes with a 150 word write up and your logo.

Our Town America For over 40 years, Our Town America has been providing new movers with traditional hospitality by mailing warm housewarming gifts from local businesses in a premium welcome package.

It is Our Town America’s mission to welcome new movers into their communities, to help local businesses gain new loyal and long-term customers, and to provide franchisees with an excellent business opportunity.

Thousands of satisfied business owners throughout the United States attest to the success and effectiveness of the Our Town America program

Pestmaster Franchise Network, Inc. Pestmaster Franchise Network offers franchises throughout the USA that specialize in pest, weed, termite, rodent, bird and other services related to the pest control industry.

We specialize in Small Business participation on federal contracts and successful franchise applicants are trained to utilize the GSA

For more information Phone: (800) 989-5444, Email: info@naturalawnfranchise.com Or go to Website: http://naturalawnfranchise.com/

Choose a 12 or 6 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: advertising@cgbpublishing.com or 778-426-2446

while dozens of locally owned franchises validate the Our Town America concept as a viable business opportunity. Franchisees are neighborhood marketing consultants, showing local business owners how to target their best prospects with enticing offers via direct mail.

Since beginning to franchise in 2005, Our Town America has been consistently ranked a Franchise Business Review Top 50 Franchise making them the only Advertising brand to land a spot in the 10-year Hall of Fame and the sole company to be crowed Franchise Business Review’s Top Company.

Website: http://www.ourtownamerica.com Email: franchising@ourtownamerica.com

schedule for opportunities in their territories.

Services are provided with an emphasis on sustainable “green” technologies to residential, commercial and government clientele.

Contacts: Jeffrey M. Van Diepen, President/ CEO and Jacque Lechler, Franchise Administrative and Sales Manager Phone: 775-858-7378 Email: pfn@pestmaster.com Website: www.pestmaster.com

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Pet Wants Pet Wants creates fresh and all-natural pet food and delivers it to our customers on a monthly, subscription basis...that ensures the food is fresh for the pets and that you generate consistent and on-going revenue streams. As a franchise owner, you will need to share this love of pets and their well-being.

But no experience is needed. No matter if you start in your home, a small office or store, we teach you everything you need to know about

PIRTEK USA PIRTEK is the fluid transfer solutions leader in sales and service and the only franchise of its kind in the United States. With more than 30 years of experience in this field, PIRTEK boasts more than 400 Service & Supply Centers and a fleet of Mobile Service Vehicles in 23 countries.

Powered by an industry-leading approach to sales and service and backed by a corporate center passionate about its franchisees and customers, PIRTEK offers unmatched service and logistics.

This is a sales-driven, service-based business that

Primero Systems An outgrowth of Primero’s custom software business, our Webtreepro franchise marketing platform addresses the needs of growing franchises.

Built by a company that understands franchising, Webtreepro makes it easy for your franchise to thrive in the digital age. It’s a proven, simple-to-use solution for marketers seeking to maximize their assets in content and brand recognition.

Contact: Beth Boecker Phone: 513-331-3647 Email: bbboecker@strategicfranchising.com Website: www.petwantsfranchise.com

focuses on repairing and maintaining hydraulic- and pneumatic-powered machines. Although the brand might sound like an opportunity better suited for someone who can work a wrench, it’s a business well-matched for entrepreneurs who understand the value of building relationships and are prepared to capitalize on the opportunity to thrive wherever industrial equipment is used—and it is used virtually everywhere.

For more information contact: Gwyn T. O’Kane, CFE, Vice President of Franchise Development, PIRTEK USA Phone: 321.504.4422 Email: gokane@pirtekusa.com Website: www.pirtekusa.com

add an educational portal, set permissions for publishing and editing corporate content or websites. Integrate your email or CRM strategy into a superior lead generation customer experience.

With a few clicks, launch your newly awarded franchisee responsive website, utilizing the franchisee’s own localized branding, while allowing the franchisor to set the criteria for one or thousands of franchisees.

The possibilities are endless.

Create responsive franchisor, franchise development or franchisee sites, manage your digital assets and automate promotions. Protect your brand with SEO and social media controls, create roles for content workflow,

Contact: Rick Diviesti Email: explore@primerosystems.com Phone: (866) 426-0779 Website: www.primerosystems.com

PrimoHoagies

quality of our products, our brand has become iconic in all of its markets. We experience a level of brand loyalty that in rarely seen in the sandwich franchise marketplace. Our neighborhood Deli feel has made us welcome in communities up and down the East Coast. This is why our products have won hundreds of awards.

PrimoHoagies specializes in gourmet, Italian Specialty Sandwiches. Their entire menu is built around quality. PrimoHoagies uses only the finest Thumanns meats and cheeses on the market to its signature Italian bread baked in the stores throughout the day. Quality will never be compromised in a PrimoHoagies restaurant. This one of the reason we have become ranked in the Franchise 500 by Entrepreneur magazine.

Because we have built our reputation on the

Visit our website at www.PrimoHoagies.com or Contact Mike Aruanno at mike@primohoagies. com to learn how this brand has created such a stir in the sandwich marketplace.

SH Franchising, LLC.

c) Very experienced corporate support team

Senior Helpers® is the growing global brand that provides on-medical home care for seniors with mobility, cognitive, and other age-related health issues.

d) Mature brand positioned for growth

With the U.S. population over 65 years old expected to grow 56% over the next 20 years and senior care options becoming limited, the time has never been better to invest to help an important segment of our communities.

Franchising USA

operating and growing a successful pet food business. You just need a passion for pets, the drive for success and the ability to follow our proven operating system. In return, you will be rewarded with the great benefits of being a business owner. Bottom line, this is a fulfilling, financially rewarding and enjoyable “people and pets” business.

e) Opportunity to combine helping others in your local community while making a living f) Senior Helpers unique brand offerings, such as their Senior Gems Alzheimer’s and Dementia program (seniorhelpers.com/seniorgems).

Advantage over the Competition: Key Advantages:

Contact: Amy Petersen-Smith

a) Low initial investment (100K) – Total Investment includes working capital

Phone: 866 – 353 – 3743

b) Strong income potential

Website: www.seniorhelpers.com/

Email: asmith@seniorhelperscorp.com

Signal 88 Security Signal 88 Security was founded to revolutionize and establish a higher standard of professionalism in the security industry. Signal 88 Security was founded in 2003, in Omaha, Nebraska, by law enforcement professionals. In Nebraska police code, Signal 88 means “situation secure.” We offer law enforcement* and community-based security personnel, incorporating state-of-the-art technology to provide customized security services to the business community.

From its Omaha roots, Signal 88 Security has quickly grown to providing services in over 37 states with more than 160 Franchises serving nearly 300 territories across the country – with more offices opening every month. We are equipped to handle any size property, event or business with a customized security solution.

SOLDIERFIT SOLDIERFIT is a military inspired fitness franchise with centers and gyms specializing in large group boot camp training, personal training and kids’ fitness programs. It offers a functional fitness gym set in a family environment for all fitness levels.

SOLDIERFIT is different from other fitness companies in that character building is the number one priority, not aesthetics. By focusing

Franchise World Headquarters, LLC Under the Franchise Agreement, qualified purchasers are offered the right to establish and operate, from a single location, a retail establishment preparing and selling foot-long, flat bread, and specialty sandwiches, salads, and other food items.

Our security programs are successful because we fully understand the nature of the businesses we secure, the properties and personnel we protect, and the deterrent effect we promote.

We have developed a business model designed with our Franchise Partners’ success in mind. Our model tackles all phases of business from start-up to maturity, admin to operations, and marketing to sales to offer our Franchise Partners’ the best opportunity to successfully run a Signal 88 Security franchise, creating peace of mind to pursue passion in life.

Phone: 254-870-2767 Website: www.signal88.com/home.aspx Email: jhinnen@signal88.com Contact: Jessica Hinnen

on personal service, member connections and teamwork, members are made to feel like they belong to something bigger than themselves.

The business is founded on community, patriotism, and the American dream. Since launching in 2007, SOLDIERFIT has expanded across Maryland with locations in Gaithersburg, Frederick and Columbia and will be opening a franchise location in Virginia in fall 2015.

Website: soldierfitfranchise.com

of breads, cheeses, vegetables, seasonings, and condiments to make their custom-made sandwich.

The company offers a breakfast menu in the United States and its territories that features egg sandwiches, bacon, sausage, muffins, juice, coffee and other breakfast items.

Contact: Ralph Piselli

The sandwich categories include cold cuts, seafood food, steak, pulled pork, chicken and meatballs. Customers may choose from a variety

Telephone: 203.877.4281 x 1312 or Email: Piselli_R@subway.com www.subway.com

Texas Laundry Service Company

Our clients range from investors seeking maximum return on investment in the coin laundry business to laundry managers at hotels, schools, prisons, restaurants, hospitals and long term health facilities in search of greater efficiency.

From our corporate facility in Pasadena, Texas, as well as our satellite offices in San Antonio, Corpus Christi and LaFeria we sell, service and install Speed Queen washers Extractors, commercial dryers, flatwork ironers and small commercial home-style laundry equipment for vended and on-premises laundries.

The Growth Coach You Can Create the Life – and Business – You’ve Always Wanted Growth Coach, a low-overhead, home-based business, can be that vehicle you seek to give you MORE LIFE, freedom, fulfillment and financial success. If you are ready to invest in yourself and your own business, and take control of your own destiny and schedule, here’s a way for you to feel good about both making a substantial difference AND making substantial money.

Becoming a franchisee with The Growth Coach allows you to build a coaching business with the

Contact: Diane Klingman Phone: 713-472-4083 Email: laundrylady2015@gmail.com Website: www.telscoequipment.com

potential to give you the wealth, freedom, and fun you have always wanted. By combining your previous business experience with our proven systems and world class training services, you’ll be able to serve your local area businesses with expert advisory services. No travel is required, and the business structure is flexible. Because of that flexibility, coaching franchise investment requirements are low and profit margins are robust.

Contact: Beth Boecker Phone: 855-832-8284 Email: bbboecker@strategicfranchising.com Website: www.growthcoachfranchise.com

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

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

Key advantages of being an IFG 50/50 franchisee include: • No staff to hire, fire, or manage

The Joint Chiropractic The Joint Chiropractic is reinventing chiropractic care by making quality alternative healthcare affordable for patients seeking pain relief and ongoing wellness.

Our membership plans and packages eliminate the need for insurance, and our no-appointment policy, convenient hours and locations make care more accessible.

The Joint performs more than two million spinal adjustments a year across 250+ clinics nationwide.

With a proven franchise model in a $12 billion dollar

The UPS Store The UPS Store, Inc. is the world’s largest franchisor of retail shipping, postal, printing and business service centers. The UPS Store comprises nearly 4,500 independently owned locations in the U.S., providing convenient and value-added business services to the smalloffice/home-office (SOHO) market, corporate “road warriors,” and consumers.

With more than 30 years of franchising experience, The UPS Store has provided thousands of people with franchise opportunities

TopFire Media TopFire Media is an integrated digital marketing and public relations agency, specializing in the franchise industry.

Our clients benefit from our years of experience in franchise SEO service, public relations, media relations, content writing and management, social media marketing, and web design. We work to bring all of these elements together to achieve a common goal – our clients’ success.

uBreakiFix Founded in 2009, uBreakiFix specializes in the repair of small electronics, ranging from smartphones, game consoles, tablets, computers and everything in between.

Cracked screens, water damage, software issues, camera issues, and most any

Franchising USA

• No storefront to own, lease, or maintain • No Inventory or stock to purchase • No extensive travel because IFG franchisees do business locally • Business-to-Business, professional environment with regular business hours of operation • Flexibility to relocate for part of the year or permanently and continue doing business Our franchisees are excellent communicators, relationship builders with decision-making and problem-solving skills, and much more sales & marketing oriented. IFG has been in the ‘invoice discounting’ business since 1972, and employs its franchise network in the US, Canada, New Zealand, Singapore, the UK, Ireland, Australia, Mexico and South Africa. www.interfacefinancial.com

industry, The Joint is making quality healthcare affordable, approachable and convenient for patients—while simplifying business operations for chiropractors and franchise owners.

Our plans and packages eliminate the need for insurance, and our no appointments policy and convenient locations make care more accessible.

The Joint performs more than two million spinal adjustments a year across 250+ clinics nationwide.

For more information, visit thejoint.com/franchise or Email: franchise@thejoint.com

that enable them to become their own boss. In our network, you’ll find franchise owners from all walks of life, everyone from entrepreneurs to white collar professionals to corporate leaders have chosen The UPS Store Franchise to advance their financial and personal success. Take a look at the currently available franchise opportunities and contact us for more details.

Contact: https://theupsstorefranchise.com/ contact-ups-franchise Phone: (877) 623-7253

Web: https://www.theupsstorefranchise.com/

Our integrated approach combines our public relations and franchise SEO service prowess and is designed to generate brand awareness, drive consumer engagement, and build credibility for your company.

Phone: (708) 249-1090 Fax: (708) 957-2395 Website: www.topfiremedia.com Email: info@topfiremedia.com Contact: Matthew Jonas

other problem can be repaired by visiting a uBreakiFix store across the U.S. and in Canada.

For more information, visit ubreakifix.com.

Contact: Brynson Smith Phone: (877) 320-2237 Email: b.smith@ubreakifix.com Website: ubreakifix.com

Veterans Business Services Veterans Business Services provides the most advantageous franchise acquisition terms for Veterans and provides innovative entrepreneurial training for qualified Veterans seeking grants under the VA Vocational Rehabilitation Program.

Veterans Business Services (“VBS”) specializes in entrepreneurial opportunities for Veterans and has an extensive reach into the Veterans community and can generate significant interest from qualified Veterans who wish to start a franchise or small business.

VBS offers multiple marketing methods that have proven effective with helping franchise organizations with their expansion plans. Utilizing custom email marketing

WELLBIZ BRANDS, INC WellBiz Brands, Inc. is headquartered in Highlands Ranch, Colo. and is one of the largest health and wellness companies in the United States. The company owns three separate franchise entities: Elements Therapeutic Massage, Inc., which franchises massage studios, providing custom therapeutic massage to meet clients’ individual needs, Fitness Together Franchise Corporation, which franchises one-on-one and semi-private personal training studios, and Fit 36, Inc., which franchises high intensity interval training studios, with workouts done as a group.

WineStyles Tasting Station More than a wine shop, WineStyles® Tasting Station® offers guests a one-of-a-kind retail experience with the opportunity to Taste, Learn, and Enjoy® the best in wine, craft beer, fine chocolates, artisanal cheeses, and gourmet items.

In addition, customers can enjoy a full menu of small plates featuring a variety of pizzettes, cheese and charcuterie boards, paired with draft beer and wine on tap or by the glass.

campaigns, news press releases, and online franchising e-magazine articles, VBS gets the message to qualified Veterans who are invested in starting a franchise.

VBS supports service disabled Veterans who are enrolled in the self-employment track within the Veterans Administration and provides outreach efforts to transitioning military through TAP and ACAP programs. As a graduate business of the Entrepreneurial Bootcamp for Veterans (“EBV”), we also assist other graduates of EBV and provide coaching support through mentoring programs. VBS is where Veterans turn to make their franchise dreams a reality.

Contact: James Mingey Phone: 202-349-0860 Email: info@veteransbusinessservices.us Website: www.veteransbusinessservices.us

Elements Therapeutic Massage, Inc. began franchising in 2006 and has approximately 210 Elements Massage™ locations. Fitness Together Franchise Corporation began franchising in 1996 and has approximately 175 Fitness Together® locations across the United States. Fit 36, Inc. began franchising in 2014 and has a single FIT36™ location in downtown Denver.

For more information Websites: wellbizbrands.com, elementsmassage.com, fitnesstogether.com, fit36fitness.com

accessories and gift baskets. Furthermore, WineStyles Tasting Station hosts weekly tastings and in-store events, as well as private parties.

As the nation’s largest wine and craft beer specialty chain of its kind, WineStyles Tasting Station is committed to delivering unmatched quality and customer service while building a community gathering place where food, drinks and friendship are celebrated in a clubhouse atmosphere.

Franchisees benefit from multiple revenue streams, including monthly wine and beer club memberships, a customer loyalty program, plus an assortment of wine

Contact: Andrea McGinness Phone: 866-WINECLUB Email: uncorked@winestyles.net Website: www.winefranchise.com

Xpresso Delight

businesses who want our incredible service.

Xpresso Delight is a simple business concept that virtually anyone can be successful at.

Franchisees service the coffee systems weekly and provide all the consumables, everything from the coffee to the cappuccino sprinkle and then simply charge their clients a per cup rate. A pay for what you use policy.

Specifically, we transplant a cafe experience into the workplace. You own a number of fully automated gourmet espresso coffee systems that provide a coffee experience equal to any café, but are located directly in the workplace.

These coffee systems are given away FREE to

ZIPS Dry Cleaners Founded in 1996 and franchising since 2006, ZIPS Dry Cleaners is an aggressively expanding dry cleaning franchise known for its same-day, one-price business model.

A customer can have any item of clothing dry cleaned for $2.29. It doesn’t matter if the item is a necktie, a wedding dress or a pair of pants, the price is $2.29, almost half the industry average. Garments are cleaned on-site, allowing for same-day service.

Also, in an industry that often coincides with negative

Contact: Nigell Lee Phone: 347-421-4196 Email: nigell.lee@xpressodelight.com Website: www.xpressodelight.com

sentiments in regards to eco-friendliness, ZIPS uses a filter system to avoid the need to cook solvents, and uses approximately 75 percent less solvent than other dry cleaning companies, creating 90 percent less waste than most operations in the process.

Headquartered in Greenbelt, MD, ZIPS currently operates more than 40 stores throughout the MidAtlantic region of the United States.

Contact: Aaron Goldberg Phone: (240) 437-4747 Email: agoldberg@321zips.com Website: www.321zips.com

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