December 2016 franchising usa 5#2

Franchising usa T he ma g a z ine for franchisees

VOL 05, ISSUE 2, dec 2016

$5.95 www.franchisingusamagazine.com

froyo meets robo

Reis & Irvy’s Robotic Vending Machines Have Arrived and are Changing the Way Consumers and Franchisees Experience Frozen Yogurt

america is open for business special

retail franchising feature LATEST NEWS

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Franchising usa T he ma g a z ine for franchisees

FRANCHISING USA VOLUME 5, ISSUE 2, 2016 president: Colin Bradbury. colin@cgbpublishing.com

Publisher: Vikki Bradbury. vikki@cgbpublishing.com

advertising: Vikki Bradbury. vikki@cgbpublishing.com

Editorial Department: managing editor: Diana Cikes editor@cgbpublishing.com

Editorial team: Gina Gill Rob Swystun

Production: usaproduction@cgbpublishing.com

DESIGN: Jejak Graphics. jejak@bigpond.com

COVER IMAGE: Generation NEXT Franchise Brands

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

Comments

from the p u blisher & editor Welcome to the December issue of Franchising USA. As the year comes to a close, it’s a great time to reflect on the passing year. After a divisive 2016 Election and recent appointment of a new President-Elect, many of us have been left wondering about the forecast for the new year. With change in the air, businesses will need to focus on stability more than ever before, so we’ve packed this issue with useful tips and advice to help you ride the expected oncoming wave of global change with a solid foundation.

On the Cover is Generation NEXT Franchise Brands, a company whose future is bright as they bring the future of frozen yogurt into the present with the world’s first robotic vending machine. Turn to page 10 to read how this franchise pioneered a new concept and is Changing the Way Consumers and Franchisees Experience Frozen Yogurt.

Our Special Feature this issue is on Retail Franchising, with 7-Eleven on the Cover.

Turn to page 26 to hear from Adam Radogna, a successful 7-Eleven Franchisee who talks about what it takes to run the world’s #1 convenience store and how he became a 7-Eleven Superstar.

There is also our ever-popular Veterans Supplement, which features American Family Care on the Cover. Turn to page 48 to learn how this urgent care franchise Provides an Ongoing Sense of Service for Veterans. And be sure to read how the IFA Promotes Veteran-Owned Franchises by turning to page 50, and learn about Training for Impact on page 60 from one of our industry experts.

I hope the tips and advice we offer in this issue help inspire you to charge ahead into the new year with renewed hope and optimism.

Have a wonderful holiday season and happy reading!

“In the end, that’s what this election is about. Do we participate in a politics of cynicism or a politics of hope?” - Barack Obama

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.

Franchising USA

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Contents On the Cover

14 America is Open for Business

40

14

Brands – Froyo Meets Robo

21 Special Retail Franchising Feature

64

10 Cover Story: Generation NEXT Franchise

DECEMBER 2016

In Every Issue 06 Franchising News Announcements from the Industry

30 Feature Article

Retail Franchising 45 Veterans Supplement News and Information for Veterans in Franchising

67 A-Z Franchise and Services Directoy

30

Have Your Say 18 Joe Schumacher, Goddard Systems, Inc.

Expert Advice 12 The 3 Factors Most Important for Franchises in 2017 Andrew Alfano, Chief Operating Officer, The Learning Experience

40 Aesop’s Lessons in Franchising Rebecca Monet, Chief Scientist and President, Zoracle Profiles

42 Ever Changing Situation: How Will New Laws on

Minimum Wage and Sick Leave Affect Your Franchise?

Jason Leverant, President and COO, AtWork Group

36

14 America is Open for Business George Knauf, Senior Franchise Business Advisor, FranChoice

RETAIL FRANCHISING FEATURE ON THE COVER

12

64 Employee Turnover: You Can Reduce It! David Peasall, Vice President of Benefits and Human Resources, FrankCrum

26 7-Eleven Superstar Talks Franchising 34 Local Store Marketing Success 36 Chicken or Egg Site Selection and Leasing IN EVERY ISSUE 22 Feature News 30 Feature Article EXPERT ADVICE 34 Local Store Marketing Success Sarah Kulbatski, Director, JT Corporation

38 Retail Marketing: How Corporate Support

Can Help Foster Local Franchise Success Matthew Jonas, President, TopFire Media

40

36 Chicken or Egg Site Selection and Leasing Dale Willerton and Jeff Grandfield, The Lease Coach

f ra nchising usa

what’s new!

Pieology Pizzeria Hires Former Panera Bread Exec Clay Sanger as COO

Pieology Pizzeria has hired former Panera Bread executive, Clay Sanger, as its Chief Operating Officer.

Leveraging nearly 30 years of experience in the restaurant industry, Sanger previously served as Senior Vice President of Operations for SusieCakes Bakeries, as well as simultaneously held the role of Regional Vice President of Operations for Panera Bread and Paradise Bakery & Café.

“I’m honored to join Pieology, whose mission and values reflect the highest commitment to quality and people development,” said Sanger. “I’m looking forward to working closely with Pieology’s talented team members and enthusiastic franchisees, who are dedicated to providing a memorable guest experience that will help us continue to grow into an enduring and beloved brand.”

Sanger oversees both company and franchise operations, which includes franchise development, real estate, training, ops support, store design and construction. He is responsible for developing operations processes, structuring well-balanced teams, and coaching personnel to help them achieve their respective goals.

Sanger’s overarching role is to ensure the consistent delivery of excellent food quality, outstanding guest service and pristine restaurant facilities system wide.

Pieology is steadily expanding its U.S. footprint, with well over 750 commitments throughout the country in various stages of development.

For more information about Pieology, locations and the complete menu, visit www.pieology.com.

SUBWAY Adds Reuben Duo to Menu

SUBWAY has announced the arrival of the NEW Reuben Duo to its menu, available for a limited-time nationwide starting November 14th.

SUBWAY’s newest offerings come in two varieties – your choice

of the handcrafted, traditional Corned Beef Reuben or the Turkey

Reuben sandwich. Both feature all of the authentic ingredients of a classic Reuben, including hearty portions of meat, Bavarian-style

sauerkraut, Swiss cheese, and Thousand Island dressing on freshly baked rye bread.

The addition of the Corned Beef Reuben to the menu marks the

first time that any of these five sandwich ingredients (corned beef, rye bread, Swiss cheese, Bavarian-style sauerkraut, Thousand Island dressing) have appeared in a SUBWAY restaurant on a national level.

www.subway.com

Franchising USA

The Entrepreneur’s Source Hosts 17th Annual Conference The Entrepreneur’s Source (TES), North America’s leading alternative career coaching franchise, hosted their 17th Annual Conference in late September. A record number 550 franchise executives, coaches and TES staff members attended the conference at the Marriott Harbor Beach in Fort Lauderdale, FL. According to the numbers, the 2016 TES Annual Conference

was the most successful yet. Compared to 2015, 75% more TES coaches were recognized as members of The Entrepreneur’s

Source “Six Figure Club.” Also, multiple new faces were found in the crowd as there were 20 new coaches and 130 new franchise brands partners in attendance.

Welcomemat Services franchisee David Tabb was recognized as The Entrepreneur’s Source (TES) Client of the Year at the Annual Conference. David received the award because he has experience tremendous success (including being named Welcomemat’s Rookie of the Year) since TES Coach, Joe Barone, helped him find his ideal franchise match. www.entrepreneurssource.com

Pinot’s Palette® Named to 2016 Franchise Times Top 200+ Pinot’s Palette has been ranked as one of the top franchise

percent this year, and includes Pinot’s Palette.

systems in the nation by Franchise Times. This marks the

“This is an incredibly prestigious award by one of the industry’s leading publications, and the hard work of the entire Pinot’s Palette franchise network can take credit for this honor,” said Craig Ceccanti, co-founder and CEO of Pinot’s Palette.

first time Pinot’s Palette has made the list and the 20th year that the magazine has produced the Top 200+, which evaluates more than 500 franchise systems and ranks them based on sales and number of locations. system wide sales to make this year’s ranking. The publication

Headquartered in Houston, Pinot’s Palette was founded in 2009 when Charles Willis, his wife Beth, and friend-turned-business partner Ceccanti opened their first paint and sip studio.

sales in the Personal Service Brands category, which increased 7.6

For more information about Pinot’s Palette, visit www.pinotspalette.com

Franchise systems had to show a minimum of $23 million in

also compiled information on specific areas of franchising and

Franchising USA

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what’s new!

Nashville-Based Shoney’s Sponsors 2016 ‘My Future, My Way’ Career Exploration Fair initiative in Metro’s 12 zoned high schools.

Initial funding of $125,000 from Shoney’s CEO David Davoudpour to support ‘My Future, My Way’ allowed the event to be held at Music City Center to accommodate growing interest.

The chairman and CEO of Nashvillebased Shoney’s Corporation, David Davoudpour recently joined Metro Nashville Public Schools (MNPS) Director Dr. Shawn Joseph and Nashville Area Chamber of Commerce President and CEO Ralph Schultz in hosting the 2016 ‘My Future, My Way’ Career Exploration Fair on Oct. 27

at the Music City Center. Over 7,400 Nashville-area high school freshman attended the fair to learn about career opportunities from more than 200 area business representatives.

The fair was launched in 2009 through a joint partnership by MNPS and the Nashville Area Chamber of Commerce as part of the Academies of Nashville

“Shoney’s cares deeply and takes pride in our hometown of Nashville, which is why we are proud to be a part of this wonderful event for the sixth consecutive year,” said Shoney’s CEO David Davoudpour. “We know that the future well-being of this country depends on our youth, and that’s why Shoney’s is dedicated to investing in students to inspire and motivate them to reach their full potential.”

At the Shoney’s booth, students engaged in mock interviews with Shoney’s executives and team to learn more about the variety of career options at the brand and what it would take for students to pursue those careers. www.shoneys.com/franchise

Fazoli’s Names 2016 Franchisee of the Year owns the Fazoli’s of Valdosta, Georgia, was honored for achieving sales growth of 7.8 percent, including an annual guest increase of 8.4 percent. Earlier this year, he was named one of CNBC’s 50 Big Franchise Success Stories.

“Bob and his team’s passion for operational excellence is a shining example of the strength of the Fazoli’s business model,” said Carl Howard, president and chief executive officer of Fazoli’s.

Fazoli’s announced this year’s Franchisee of the Year during its annual conference held in Cancun, Mexico. In addition, the company named its General Managers of the Year from two of its corporate and franchised restaurants.

This year’s Franchisee of the Year recipient, Bob Sirkis, who

Franchising USA

At the conference, Fazoli’s also named its corporate and franchise General Managers of the Year. Kim Fraser, senior general manager of the corporate owned Fazoli’s in Edwardsville, Illinois, was honored for her consistency in delivering strong sales results. At the franchise level, Jonathan Earl of FazWest, LLC, in Springfield, Missouri, was recognized for his contributions to one of the company’s top-performing franchised locations.

Fazoli’s is America’s largest Italian fast-casual chain, serving freshly prepared entrees, Submarinos® sandwiches, salads and pizza. www.ownafazolis.com

New SaaS Company Allows Food and Restaurant Franchises to Outsource Accounting Work The company offers: • Start-up accounting assistance • Investor check-up – investment reporting packages and even representation at investor meetings • Quarterly accounting reviews • Other accounting services – including maintaining Profit & Loss statements, Balance Sheets, Sales Analysis and filings with all federal and state agencies • Annual franchisor compliance/due diligence – Munita will compile and prepare key financials which need to be included in required annual reporting Busy franchisors, franchisees and independent restaurant owners can now cost effectively outsource accounting work to Munita, a new Software as a Service (SaaS) company whose sole focus is the food industry.

Munita offers a wide range of services from bookkeeping to strategic financial planning and works to provide superior customer service with human voices to deal with complex issues.

“We believe that food and restaurant franchisors and franchisees have enough on their plates without having to worry about accounting,” said Mona Scimeme, Managing Member, Munita LLC. “We designed Munita to handle all levels of accounting to make running a restaurant business easy and efficient and without the worry of possible compliance issues.”

For more information, please visit www.munita.net

THE LEARNING EXPERIENCE SOLIDIFIES INTERNATIONAL EXPANSION PLANS HARPER DENNIS HOBBS HIRED TO LEAD SITE SELECTION PROCESS IN THE UNITED KINGDOM The Learning Experience®, one of America’s fastest growing Academies of Early Education for children six weeks to six years old, has retained Harper Dennis Hobbs (HDH), a leading boutique commercial retail real estate advisory company, to lead the site selection process for its expansion foray into the United Kingdom.

For this initiative, HDH will actively seek out sites that provide at least 10,000 square feet of space as well as a 10,000-square-foot interactive outside playground. The sites will accommodate the The Learning Experience’s purpose-built design of its centers which match its six stages of early learning development.

“The same fervent demand for quality and enriched education seen in the United States is echoed in the United Kingdom, and our proven proprietary curriculum is transferable internationally to positively impact all children during the most critical years of

their development,” said Richard Weissman, Chairman and CEO of The Learning Experience. “Our centers have long provided a positive ROI for our franchisees and have added significant twicedaily foot traffic resulting brand exposure to the surrounding businesses within the retail destinations in which we are located.”

The Learning Experience currently has more than 180 centers open and operating in the United States, with an additional 120 under development. Approximately 70 percent of the centers are independently owned and operated by local businesspeople. http://thelearningexperience.com

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cover story

G eneration N E X T

froyo meets robo

Reis & Irvy’s Robotic Vending Machines Have Arrived and are Changing the Way Consumers and Franchisees Experience Frozen Yogurt When Generation NEXT Franchise Brands decided to further shake up a tired and outdated vending industry, they pioneered a concept that’s bringing the future of frozen yogurt into the present with the world’s first robotic vending machine.

Started in 2010 as Fresh Healthy Vending, Inc., the company first shook up the vending industry when they became the first to offer fresh and healthy options instead of the usual junk food in vending machines across the country.

“Everybody said it was a crazy idea,” explained Nick Yates, Chairman of Generation Next Franchise Brands. “But we pioneered that concept and in just five

Franchising USA

years placed over 3,500 healthy vending machines across the U.S.” In May 2016, they changed their corporate name to Generation NEXT Franchise Brands and launched a new global concept with Reis and Irvy’s® Froyo Robots.

The company currently has around 275 franchises operating under the Fresh Healthy Vending subsidiary, and is already operating just over 100 newly appointed franchises under the recently launched Reis and Irvy’s® brand.

Vending meets robotics Following the success of Fresh Healthy Vending, the company began a focused initiative to expand its reach with innovative and automated franchise concepts.

In November 2015, they met Robofusion, a developer of frozen soft serve robotic technologies, which had been developing and testing various technologies in vending robots.

“We loved the company and the concept and felt that our infrastructure would

allow the Robofusion product the ability to see an even larger national and international audience utilizing both our ability to attract franchisees and even more importantly the ability to secure prime locations for the robots,” said Yates.

Seeing the potential to further develop the concept, Generation NEXT secured the exclusive licensing rights and evolved the technology into the Reis & Irvy’s Froyo Robot, which combines premium froyo with advanced robotic technology.

Robot at your service A self-contained vending unit, the Reis & Irvy’s Froyo Robot is set to power a 4-axel robotic arm that swings into action to pick up a cup and serve premium quality frozen yogurt and toppings within 60 seconds or less.

This innovative, eye-catching concept is now evolving the landscape of the frozen yogurt industry in ways that benefit businesses, consumers and franchisees.

“It’s really one of the first instances of consumers witnessing robotics in action anywhere across the country,” said Yates.

“It’s very hard for somebody to walk past this unit, see the robotic arm waving at them and not be compelled to come closer to the product.”

“We really feel that this is the way that soft serve always should have been,” Yates stated. “It’s quick, it’s exciting, and there’s an element of hygiene that is far superior to an exposed retail environment.”

Eliminating the “the sneeze factor” The benefits of this innovative concept for franchisees is nothing to sneeze at.

Franchisees avoid the high overhead that comes with retail soft-serve franchises, as well as unhygienic practices that Yates referred to as “the sneeze factor” that can arise whenever food is exposed to busy retail environments.

“It’s really one of the first instances of consumers witnessing robotics in action anywhere across the country.” - Nick Yates

Franchisees will also benefit from the support of an infrastructure that allows the machines to be placed in any location where there is high foot traffic. The company is responsible for securing its franchisees locations such as high schools, universities, hospitals, community centers, military bases, airports, fitness facilities, restaurants, movie cinemas, tourist attractions and theme parks to name just a few “We give franchisees the opportunity to combine all of these benefits and capabilities under one roof with very comprehensive training and support. I don’t think there’s anything else quite like this in the franchise marketplace,” Yates stated.

Global expansion Momentum for the product continues to grow since its launch in May of this year. With a network of over 100 newly appointed franchisees across the U.S., the concept is also seeing an overwhelming global interest, particularly within Asian markets.

“We have a database of about 500 people that are interested in representing this product around the world,” stated Yates.

“Once people understand it, they want to get involved very quickly and be the

first-to-market with such an innovative concept.”

The company plans to start expanding the concept internationally by the second half of 2017, and will be adapting the technology to meet international certification standards.

Keeping an eye to the future 2017 is projected to be an exciting year for the brand, which is currently focused on advancing the technology and developing motion sensors, refrigeration, as well as remote monitoring and telemetry capabilities that will provide franchisees with quick and easy access to important data that allows them to manage the machines efficiently.

The company has also implemented

a division that is entirely dedicated to evolution, with full time engineers who are currently looking at different technologies that can be supported by the company’s infrastructure.

“Whether it’s a robot that serves sushi, pizza, hot dogs or burgers, we know that as a company, the next product that we develop will have the credibility of the first product’s success behind it,” said Yates.

“Our priority is to continue to identify what we deem to be next generation, firstto-market products that will continue to expand our concept portfolio and allow us to offer additional franchise opportunities in the future. It’s a very exciting time for us.” www.gennextbrands.com

Franchising USA

cover story

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ex per t advice

Andrew Alfano, Chief Operating Officer, The Learning Experience

The 3 Factors Most Important for Franchises in

Business is full of unknowns, and 2017 is likely to be no exception.

The pressures and uncertainties franchisors may face include the growth of competition, technological advancements, rising construction costs, a new political administration, and much more.

Franchising USA

As the Chief Operating Officer of one of the fastest growing early education franchises in the nation, I believe success comes from building a performancebased organization through focusing on our people and their passion. This simple philosophy points to three important factors franchisors must consider to create a sustainable business model set on a trajectory of growth, despite external forces and shifts in the macro environment.

People From the beginning of time, investing in a turnkey solution has been the appeal of franchising. However, individuals who have full-time jobs but are seeking

investment diversification represent a growing segmentation of the franchise world. That’s where the first of the intangibles comes into play: supporting the people behind the performance.

Franchisees are learning that there is no such thing as a hands-off owner/ investor if optimum success is the goal.

While technology can provide a financial dashboard for every key initiative and alert owners from afar of concerns as well as highlight strengths, there is a human element that creates differentiation. It is through engaging tools and corporate team members offered by brands that enable offsite owners to remain hands-on without micromanaging by communicating with staff and other franchisees and, beyond

“As I’ve toured the country, I’ve discovered a more emotional factor. A subset of people is passion, a crucial intangible for success and company culture.” those into all initiatives through constant connectivity and shared best practices to drive and support this movement.

Businesses that focus on family, values, and strong principles will attract both top franchisees and talent in the coming years.

Performance Money is not a dirty word, as performance drives revenue and creates profit.

Profitability is what gives permission to reinvest back in the business to focus on other aspects important to the growth of our company. For our business, as with many, technology is a consistent reinvestment area, as the ROI achieved as a result helps to drive performance.

that, have an open dialogue with corporate.

In addition, it’s essential to “stay small” for the people of the organization, even as the company continues to grow. Ensuring the development of the people who help to build the brand will inevitably support the growth of the company.

Passion As I’ve toured the country, I’ve discovered a more emotional factor. A subset of people is passion, a crucial intangible for success and company culture.

Franchisees do not simply want to be part of a system; they want to be part of a movement. It is critical for a company to have clear values and principles and weave

Technology is often a key factor in a franchisee’s determination to invest in a system. Many come from the business world and are already immersed in some of the leading technologies available, thus they expect investment to match expectations. Although it would seem technology is ubiquitous in the franchise world, all industries have not advanced with the ever-changing topography to meet the diverse needs of franchisees, and ultimately, the end-user (customer).

For example, the national food & beverage sectors’ POS (point of sales) systems have become highly sophisticated and allow for efficiencies and data mining capabilities that increase sales and customer satisfaction. However, many unique segments either lag behind in implementation, are not taking full advantage of the broad range of software options / power of the product, or are ill-equipped with a rollout plan.

Implementation timelines, testing and manpower to execute, and rollout of the new technology need to be thoroughly thought out and vetted, as do objectives for the usage.

Andrew Alfano

I believe in the power of technology throughout all channels, but I also believe in segmentation. At our company, we have invested heavily throughout the years, led our sector technologically, and made our largest capital investments during the recent economic downturn. Through consistent technological investments in the overarching brand, the franchisees, and the consumers – although each have different objectives – our entire ecosystem continues to strive forward as a result.

Building a performance-based business focused on people and passion must be done intentionally. It is a balance of the “now” – respecting the foundation and the journey of the company – and having a vision of the ultimate destination to create a path that is followed on purpose and not by accident. With motivated people and passion driving the business forward, a glowing performance in 2017 and beyond is achievable.

As Chief Operating Officer of The Learning Experience, Andrew plays a critical role in leading the company’s growth and people into the future. He is a graduate of the Culinary Institute of America and spent more than 25 years in the hospitality/restaurant industry.

He most recently served as the Senior Vice President to the U.S. business for Starbucks Coffee Company. Andrew also sits on the board of directors for the United Way, NYC as well as the Society of Fellows at the Culinary Institute of America. www.thelearningexperience.com

Franchising USA

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ex per t advice

George Knauf, Senior Franchise Business Advisor, FranChoice

America is

Wow, another election in the books and the sun still came up the next morning! (as it always does) Regardless of political affiliation it is safe to say that we can now get back to business and focus on our families, friends and communities.

I am only going to present here a nonpolitical look at what many expect to happen within the franchise community going forward based on conversations and information gathered from friends, mentors and visionaries in business.

For those of us that own businesses, and those that will soon, the one thing we

Franchising USA

can all agree on is that both sides of the political spectrum called for growth in opportunity for the middle class and that makes franchising perfect for the coming years.

Why is that, you ask?

Roughly 70% of the entire employee pool is employed by small to medium sized businesses. The benefits discussed in this election cycle for business owners may benefit these businesses and their employees the most. The impact will be felt in local communities and neighborhoods as most of the money spent in local franchises stays in your community, it does not get sent to a corporate office in another state or offshore.

From an employment point of view, the social contract between employee and employer in large corporations has broken down, companies regularly

downsize to make their financials look good and employees regularly shop for new jobs and pay raises outside of their current company. The only place capable operators will find security is via business ownership where they employ proven systems and partners to build wealth that they control.

Jobs are not bad, they are simply apprenticeship programs for ownership.

Once you have the requisite skill set it is time to control your own destiny.

The outlook at this point seems to be calling for reduced regulations on business, lower taxes for individuals and businesses, increased spending on infrastructure and in other areas that will spur economic growth as well as continuing access to funding programs all as contributors to grow the economy. In short, the focus is on business owners and growing their businesses.

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ex per t advice

George Knauf, Senior Franchise Business Advisor, FranChoice

“I am looking forward to a period where we expect to see tremendous growth opportunities for those that have the skills sets required to run a business.”

Let’s look at these opportunities in a little more detail.

Franchising, by nature, provides owners better tools (proven system, training, support) than an independent startup owner would have access to. The franchise company’s goal is to help you build a wildly successful business and then you contribute for that training and support on an ongoing basis which supports the franchise infrastructure. For operators and investors making a transition into ownership for the first time (and even in future businesses) the franchising industry strives to offer a potentially safer and faster path to your goals.

With the campaign cycle promise of lower personal and business taxes this may be the most rewarding time to be a business owner in many years. Many tax experts would say that business owners are typically offered more tax benefits than employees in an effort to spur economic growth. The coming months and years may prove to amplify that benefit given the strategy of the coming administration.

I am not a tax expert but have already been in conversations with the one I hire with eyes towards setting up our strategy for growth to benefit from anticipated tax changes. Our strategy is aggressive growth via franchise start-ups and acquisitions.

Not only are we looking forward to the changes and what they will do to benefit our cash position, we will absolutely be reinvesting any new benefit into growth and creating more jobs. The ways that we can use those funds in a business investment is significantly more interesting than how an employee could.

Reduced regulations will benefit each business category differently. Where

Franchising USA

we may see a universal benefit is in the reduction of regulations relating to funding solutions for business start-ups and growth capital. Access to funding is often critical in the decision process for candidates that want to get a business up and running. It is interesting that we are going into what looks to be a period of strong economic growth with low interest rates and ready access to multiple funding avenues. This will likely amplify the number of new businesses that we see entering the arena.

Reduced regulations in other areas may lower manufacturing and transportation costs. They may make it easier to bring on employees or to level the field and compete with those large companies on a local level. Time will tell where we can measure the benefits, but we hope there will be an expansion of opportunities for business growth across the spectrum.

Increased spending on infrastructure has clear benefits. The first is that your customers travel those roads, highways and other forms of transportation to use your services or buy your products.

Additionally, your suppliers and employees all use that infrastructure to get to you.

The one infrastructure update benefit many will overlook is that much of that spending is on labor. There will be more cash flowing into the pockets of the people that will be working on that infrastructure, this should result in more consumer spending from that employee group.

While there will be books written on the past economy and that to come, what I can say here in this brief column is that I am looking forward to a period where we expect to see tremendous growth opportunities for those that have the skills sets required to run a business. When working within the franchise community

George Knauf

there are easy qualifications the franchise community looks for from our candidates as they consider taking advantage of proven franchise systems: • Some level of management experience • Some exposure to sales or marketing (level varies based on business) • Occasionally, a technical skill for owner operators • Drive and desire to control your destiny • Decision making ability • Confidence • A clear picture of the benefit of taking control over hoping a job will provide security • Access to funding, can be SBA funding programs What is your success story? Let’s go find it!

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.MyPerfectFranchise.com

JOIN THE

FASTEST GROWING

PIZZA CHAIN IN AMERICA! *

SELECT AREAS STILL AVAILABLE! NON-TRADITIONAL OPPORTUNITIES ALSO AVAILABLE!

Visit LittleCaesars.com or call 800-553-5776 *Based on 2015 U.S. store growth. ©2016 LCE, Inc. 56333

H AV E YOU R SAY

Joe Schumacher, CEO of Goddard Systems, Inc.

Maintaining Quality and Integrity

as Your Franchise Grows to 500 Units There is no shortage of challenges facing a franchised business.

From start-up to international expansion, each stage of growth is filled with unique challenges that require new skills and expertise to keep the business growing smoothly.

Joe Schumacher

Franchising USA

A brand new set of challenges have faced Goddard Systems as we approach the 500school milestone, including those related to growth, vision and scalability.

Reasonable and Responsible Growth When all seems to be going well, it can be tempting to push for faster growth.

This is an easy trap in which to fall, so it is important to remember to plan for unforeseen events. Reasonable and responsible growth is paramount to the health and well-being of the system.

While there is nothing scientific about this, it’s been my experience that at about 100 units, the concept has been proven.

At about 250, the ability to replicate the concept has been proven. At about 500, one has proven that processes are in place to scale for continued growth and success As a business approaches critical growth milestones, the number of business opportunities increase proportionately.

Knowing when to say “No” is essential,

“Having the processes in place as you approach 500 units is critical to maintaining a consistent level of quality across your entire system.” allowing the business to focus appropriate attention and resources on supporting existing franchisees, which often invites more opportunities to succeed. We are always excited at the opportunity to grow with existing, successful franchisees.

A Shared Vision Perhaps more important than being selective with real estate is being selective with the new franchisees who will become partners in the success of your business.

Goddard does not sell franchises; we award licenses. We look for prospective franchisees who share in our values and our vision. We look for those who have a passion for the business. We use tools such as personality surveys to help us compare traits exhibited by our most successful franchisees with those of prospective franchisees. While the results are not the sole deciding factor, they are important to the assessment of the ability to fit within the organization. By the time a business is closing in on its 500th location, it should already have a clear profile of the ideal franchisee, but now is also the time to revisit these criteria and verify that they still align with the organization’s future business goals. It pays to be selective in this regard - to ensure the focus on franchisees who understand the company’s vision for the future and who are prepared to help the brand continue its growth.

Scalability for Continued Quality As a franchised business continues to grow, it becomes increasingly challenging to work directly with each franchisee on a one-on-one basis. We have developed automated systems for segments of franchisee training and marketing tools that empower franchisees to create their own advertising pieces. With the addition of mass communication and self-empowerment tools, we are able to

maintain scalability while ensuring the highest quality of support. Having the processes in place as you approach 500 units is critical to maintaining a consistent level of quality across your entire system.

In addition, holding an annual, systemwide conference provides an opportunity for the stakeholders in your business to collaborate and align all aspects of the franchise while allowing franchisees to share insights and best practices. The conference is also an excellent forum for the senior leadership team to outline its high-level vision for continued success.

And, most importantly, this type of event provides the opportunity for franchisees, franchisor employees and senior leadership team members to personally connect,

network and re-energize one another.

By understanding the specific challenges faced at this important stage in the growth of the franchise, one can prepare oneself to make the decisions that will maintain the high level of success that brought the business to this point. While 500 locations may feel like a whole different ballgame, many of these solutions are a natural extension of the strategies that allowed the successful franchising of the business in the first place. Careful stewardship, efficient communication with all stakeholders and a thorough understanding of franchisees and locations will ensure success at 500 and beyond. www.goddardschoolfranchise.com

Franchising USA

H AV E YOU R SAY

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FranchisingFeature retail franchising

december 2 0 1 6

7-eleven superstar talks franchising

local store

marketing success

chicken or egg site selection and leasing Franchising USA

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what’s new!

Upscale Resale Franchise Clothes Mentor Attracts New Customers The lively shows were both entertaining and educational, as models showcased the hottest fashion trends for plus-size and millennial women while the experts elaborated on the tastes, lifestyle, shopping preferences and more for these customers.

NTY Franchise Company’s flagship resale brand Clothes Mentor is expanding its fashion focus, attracting two new customer groups: plus-size and millennial women.

Launching the push to better serve these demographics at this year’s conference

in Minneapolis, the company produced two exciting fashion shows hosted by Mall of America trend expert Sara Rogers and featuring fashion bloggers Amanda Williams (mybellamoxie.com) and Davee Ek (daveesecrets.com), both nationally recognized in the plus-size and millennial spaces.

Building off of the runway excitement, franchisees continued to learn more about Clothes Mentor’s new plus-size and millennial customers during in-depth training sessions. Topics included digital and data-driven marketing, the personal shopper program, maximizing social media and more—all of which have helped Clothes Mentor stores speak to new and existing customers on a more personal level than any other women’s fashion resale franchise in the country.

Franchisees left this year’s Clothes Mentor conference energized and inspired to make 2016 a big year by welcoming new plussize and millennial customers into their stores. www.clothesmentor.com

Unishippers Global Logistics Recognized as a Top Veteran-Friendly Franchise

Unishippers Global Logistics, LLC, the nation’s first and one of the largest small package and freight shipping resellers, has been named a top franchise opportunity for U.S. Veterans in the annual Military Times “Best for Vets: Franchises” rankings, coming in at no. 36. This is the third consecutive year the company has been named a top veteran-friendly franchise.

Franchising USA

The Military Times ranking was based on a comprehensive survey asking franchises to reflect on their company culture, performance of existing franchise units, investment level and other beneficial support offered to veteran and active-duty service members.

“We enjoy seeing time again how compatible our business model is with the skill set and discipline that veterans

gain during their military training,” said Kevin Lathrop, CEO and President of Unishippers Global Logistics. “In addition to the 20 percent franchise fee discount, Unishippers is always looking for ways to make the transition into logistics a smooth and rewarding business venture for veterans by providing ongoing resources and support.”

For veterans eager to jump into a proven system, Unishippers has shown steady annual growth, with system-wide revenues reaching upwards of $450 million and the addition 20 new franchise owners last year. www.unishippers.com/content/franchising/

Repicci’s Announces Partnership with Cardiff International Repicci’s Italian Ice & Gelato’s new Mobile Franchise Opportunity, as featured in a 2016 Franchising USA article, is on the move!

2016 has been great year for the Repicci’s Mobile Franchise. After receiving special invitations and participating in two of the year’s largest sporting events ever, the 100th running of the Indianapolis 500 and the Battle of Bristol, Repicci’s has continued their run in the fast growing Mobile Opportunity category.

Repicci’s is proud to announce their affiliation with Cardiff International, as a subsidiary of their dynamic company.

This partnership positions the brand for rapid growth and will position the brand among the fastest growing mobile opportunities available. Repicci’s is leading the pack and most certainly can assist you in crossing the finish line in first place.

Training for two of Repicci’s Newest Franchisees located in Daytona Beach & Charlotte was just completed in Atlanta at the Corporate Training Center. The announcement of the new “Hot Station” that includes Imported Italian Coffee, Hot Chocolate and Tea adds to the companies’ already award winning products, where you not only have flavors for all ages but now have products for all climates – 12 months out of the year. www.OwnaRepiccis.com

Zenoti Enhances Customer Experience with Mobile POS Innovations Wouldn’t it be great if your customers could check in, enjoy their spa experiences and walk out without the hassles of tedious check-outs at busy front desks? Or, if you could capture more business by servicing customers that are relaxing poolside - perform the service, and accept a signature or payment, all without them getting up? It is all possible now – thanks to Zenoti’s mobile POS. Zenoti’s leading platform is engineered for reliability and scale, using enterprise-level technology made available to businesses of all sizes from the single location brand to chains with over 200 outlets.

Zenoti clients, now 5,000 doors strong worldwide, are choosing the software to streamline their businesses, increase customer loyalty, drive revenues and cut costs. The addition of mobile POS will afford businesses the ability to dramatically enhance customer experience with conveniences such as mobile check out’s.

Zenoti’s mobile POS enables spas, salons and fitness centers to make customer convenience paramount and go where their customers are with a “mobile front desk.”

Chair side check-outs are only just the beginning to this powerful tool. Think, seamless check-out’s prior to even leaving the spa treatment room to avoid the hassle of busy front desks, or additional service bookings made pool-side.

To learn more visit, www.zenoti.com

Franchising USA

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what’s new!

A Decade of Calm — Elements Massage™ Franchising is 10 Years Old

In 2006, Elements Massage™ (Elements) became the first massage therapist-inspired, national franchise system. This year, the Elements franchise system celebrates its 10-year anniversary with 230 studios spanning 36 states. The franchise was built on a simple business model with one single service offering, therapeutic massage. The simplicity of the model eliminates the complexity of inventory and multiple services and allows Elements Massage to do ONE thing, better.

In addition, most Elements Massage franchise owners have managers in place to run the day-to-day operations, which allows owners to keep their day job and/or focus on driving the business.

While a lot can change in 10 years, in the case of Elements, some very important factors remain the same and have supported the brand’s continued growth and success: • The management team brings nearly a century of combined franchising experience to the table to support franchise owners and expand the brand.

• 20.1% y/y Same Studio Average Revenue Increases* **As noted in Item 19 of the Elements Massage March 2016 Franchise Disclosure Document.

elementsfranchise.com

Tint World® Recognizes Franchisees with 2016 Awards Tint World® Automotive Styling Centers™ awarded franchisees at their ninth annual National Franchise Convention, October 31 in Las Vegas, Nevada.

Randy and Austin Silver, a father and son team who own a store in Cary, North Carolina, won the Franchise of the Year Award; Rodney Theil, owner of the Grapevine, Texas store, won the Best Performing Franchise Award; Michael Richards, owner of the Naples, Florida store, won the Most Improved Franchise Award; brothers Donnie and Steve Saucier, owners of the new Gulfport, Mississippi store, won the Rookie of the Year Award; Cary Lopez, owner of the West Palm Beach and Boynton Beach, Florida stores, won the Local Marketing Impact Award; Danny Rios, owner of the San Antonio, Texas store, won the Franchise Mentor of the Year Award; Tim Kjaer, owner of the Long Island, New York store, won the Top Gun Franchise Award; and Danny Shenko, owner of the Fort Lauderdale, Florida store, won the New Franchise Ambassador of the Year Award.

In addition, several franchise owners won Customer Service Excellence Awards. To see the full list of award winners, visit www.tintworld.com/2016awards.

Franchising USA

Big O Tires Franchisees Honored with IFA’s Franchisee of the Year Award Big O Tires® franchisees Dutch and Jacqui Tryon of Topeka, KS were honored in September by the International Franchise Association with its annual Franchisee of the Year Award.

“IFA is proud to recognize Dutch and Jacqui with the Franchisee of the Year award,” said IFA President & CEO, Robert Cresanti, CFE. The Tryons are top performers in the Big O Tires organization with their focus on operational excellence and customer satisfaction. “Dutch and Jacqui are exceptional operators and community leaders,” said John Kairys, Executive Vice President and General Manager of Big O Tires. “The entire Big O Tires network is extremely proud of them and has learned a lot from them both throughout the years.”

The Tryons joined the Big O Tires organization in 2005 when they opened a store in Topeka, KS. In March 2011, he

opened a location in Lawrence, KS.

have been presented with as members of

“Jacqui and I both love what we do and

the Big O Tires organization and of all of

and every day,” said Dutch. “We’re

the system.”

truly enjoy serving our community each

the relationships we have made through

appreciative of the opportunities that we

www.bigotires.com

BareBones WorkWear® Expands Again with 3-Unit Veteran-Owned Franchise Investment Workwear is one of the burgeoning categories of retail clothing stores internationally. Bare-Bones has earned high praise for

bringing many products, brands and embroidery services under

one roof making it convenient to find the right work apparel and gear that supports safety and comfort on the job. Employers and men and women who work hard for a living and endure rugged weather and environmental conditions are seeking rain gear,

scrubs, durable clothing, work boots, safety gear, hard hats, and more at pre-discounted prices.

BareBones WorkWear® was named to Inc. Magazine’s 5000 Emerging franchisor, BareBones WorkWear® announced the opening of the first of three more Veteran-owned BBWW franchises in California. Brett Parent, a construction worker, master electrician and veteran of the Air Force Reserves, his

Fastest Growing Private Compa-nies in America for 2015. Like

the original corporate stores, the franchises feature a wide array of quality brand names including Carhartt, Dickies, Ariat, 5.11, Viking, Timberland, Keen and many others.

wife Dorothy and son Heath, have invested in three new units

BBWW is an active member of IFA, VetFran and FBA.

of the fast growing workwear specialty retail store.

franchiseretailstore.com

Franchising USA

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7-EL E V EN

LET’S TALK FRANCHISING WITH A 7-ELEVEN SUPERSTAR We could easily give you a long list of reasons why franchising with the world’s #1 convenience store is smart and easier than you think. But we don’t want you take it from us. We’d rather you listen to someone who’s doing it exactly right.

Meet Adam Radogna, a successful 7-Eleven Franchisee who took time out of his day to answer a few questions about his career. Adam is doing an extraordinary job, so if you’d like to know more – and if you happen to be in the Cleveland area –

Franchising USA

stop by his store for a visit. He’d be happy to answer your questions and show you around!

GETTING STARTED Q: What were you doing before you became a Franchisee?

A: When I was 19 years old, I was

working as a third-shift employee at an ampm convenience store. I worked hard, and several months later got promoted to assistant manager, then manager. When 7-Eleven purchased the store, they offered me additional training and the chance to become one of their corporate store managers. So I took them up on their offer!

Q: Did you plan on becoming a Franchisee?

A: Not really. But as manager, I was

already running the store as if it was mine.

I also knew a lot about the business and had a growing passion for my work. And I definitely like the idea of being my own boss. Franchising seemed like a smart career decision.

Q: What surprised you most about the franchising process?

A: It was fast and easy! After doing some

research, I went to a franchise seminar, applied and got approved. I also had access to my own Franchise Sales Representative, who was always available to answer my questions. The entire process moved very quickly and the changeover was smooth. It was exciting to have everyone there to help celebrate my grand opening.

Q: Was it difficult to finance your franchise?

A: I actually received financial support

from two programs offered by 7-Eleven.

The Store Manager Franchise Support Program offered me financial incentives because I was already a corporate store manager.

I also chose a Zero Franchise Fee store, which is a lower-volume store that’s offered with no franchise fee. The program required very little money down, and 7-Eleven even helped with financing. I got a great deal!

“We’ve gained new customers through the 7-Eleven app. ... During the seven months since I’ve taken over the store I’ve seen a 6-10% sales increase every month.”

Q: In your opinion, what are your strengths and how have they helped you succeed?

Q: What does it take to succeed as a 7-Eleven Franchisee?

A: I’m passionate about the convenience

A: Of course, it takes patience, time and

business. It’s something I know and love – so it doesn’t feel like work. I’m also

positive. I know it’s not a perfect world, but being positive makes everything a

lot easier. I also have a good work ethic,

which has definitely helped me get this far.

involvement in the business. I’ve also found that thinking outside the box helps, especially when it comes to customers’ needs.

Q: What do you mean by “thinking outside the box?”

another store, which would make me a

A: It just means bringing in merchandise that you know your customers will be looking for. It helps to wear your entrepreneur hat when making these decisions.

decide in the future, I know 7-Eleven will

Q: Can you give an example?

Q: What’s next for you as a Franchisee?

A: Right now I’m planning on getting

multiple-store Franchisee. Whatever I help me succeed.

THINKING OUTSIDE THE BOX Adam explains how innovative thinking

and customer loyalty play a big part in his success as a Franchisee.

A: During the NBA playoffs and after

the title win, I experimented by bringing in Cavaliers T-shirts to sell for $5. I sold $3,000 worth of shirts, so obviously it was something customers wanted.

I’ve also ordered yard mulch three

Franchising USA

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7-EL E V EN well worth it. The store and neighborhood you choose have to be a good fit. It really is a big part in your success.

Q: Tell us a little about your neighborhood. Why do you think it was such a good fit for your 7-Eleven franchise?

A: My store is located between three

cities and is on two major roads. It’s also a half-mile from a major highway.

This means I’m able to capitalize on the commuters as well as the residents and employees in nearby businesses.

Q: What do you do to help build relationships with your customers and your community?

A: For the past two years I’ve made

contributions to the local high school and middle school. This includes grants, coupons and snack donations for PTA events. I’ve even participated in the schools’ fundraisers.

separate times and sold out of all three deliveries. This was not offered in prior years, and it’s not something you’d expect to find at a convenience store. But I had a feeling it was something my customers would be interested in.

Q: How does 7-Eleven help you offer what your customers want?

A: For starters, our product assortment is huge. 7-Eleven also gives me lots of flexibility when it comes to choosing what to stock for my customers. Expanding and changing the assortment is also something I’m able to do regularly.

Q: Are there other ways 7-Eleven helps you build customer loyalty?

A: We’ve gained new customers through the 7-Eleven app. Coffee and fountain sales as well as hot food sales. I’m also getting lots of customer compliments through the Voice of the Customer portal.

Franchising USA

During the seven months since I’ve taken over the store I’ve seen a 6-10% sales increase every month.

Q: In your opinion, what keeps customers coming back?

A: That’s easy. Excellent customer service, retailer initiative – which is basically carrying products customers want, listening to customers, store cleanliness and fresh, hot food and grill options.

BEING A GOOD NEIGHBOR The location of a 7-Eleven Franchise is a big deal. Not only will it play a part in how much traffic is driven to your store, location is all about community. It’s the schools you support, the people you know and the neighborhood you serve.

Q: How important is your store’s location to its success?

A: I always tell potential Franchisees to

do a lot of research before they choose a location. It takes time and energy but it’s

Q: Why is community involvement important to your store’s success?

A: It helps to build mutual support. My

store is recognized in the community because of our involvement with local schools. One school put up a 7-Eleven banner in the gym because of the donations we’ve made. As a result, the teachers, faculty and parents patronize my business. And I always hear positive feedback from customers. ***

So now that you know parts of Adam’s story, you may be interested in our bigger Franchising story – especially if you’re the entrepreneur type looking for new ways to grow a career. 7-Eleven is consistently ranked as a top-five franchisor, our business model is turnkey and the support our Franchisees receive is hard to beat.

Learn more at one of our free, 10-minute webinars, or at a seminar near you. Our website has details, along with other Franchising information.

Visit us at http://franchise.7-eleven.com/ franchise/home.

Click here to find out more...

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

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Featu re

b y G i n a G i l l Fr a n c h i s i n g U S A

retail franchisin

e r u t Fea

The Beauty industry is customers are willing look good. In fact, the during With online shopping and so much competition, signature retail outlets are looking towards franchise options to help establish a brand and create continuous marketing support.

Apparel and Clothing Clothing used to be predominantly a female sector, but nowadays it crosses all genders and ages. There are retail options for men, women and children. While some franchise options specialize in one specific area, some cover all consumer choices.

With more options on the market, franchising opportunities have fluctuated throughout the years and hit an all time high in 2015.

Clothing can be sold at a high end, while also featured in an outlet atmosphere.

Nowadays consumers are not as concerned about name brands and logos are they are with fashion. It’s created a highly competitive clothing market, but it also allows for more option and an ever growing industry.

There were over 780, 000 franchises in the US market last year and more retail options seeping into the industry.

For someone who has a passion in fashion, this may create a great work life balance.

While those who have worked in retail,

Franchising USA

will have an understanding of the methods and can escape the unpredictable schedule of being an employee in the field.

The area of the store may be predetermined by current similar competitors or a mall layout so the physical location may not be an option.

A clothing franchise should also express similarities between stores from coast to coast. There will be a lot of guidelines to follow, with a lack of creative expression in displays and layout since marketing, branding and reputation will already be well established.

Beauty Industry Women alone collectively spend over $400

ng

is extremely popular and ing to break the bank to numbers stayed strong during the 2008 recession. billion on beauty products each year while women on average spend $15,000 on such products within their lifetime.

It’s a multifaceted industry that covers a lot of different products and lines. There are soap retail stores, hair care, body care, make up outlets. The list is endless and it’s dominating the mall’s surface areas. With social media at the forefront of influence, people are concerned about their outward appearances at a younger age.

it has now reached a franchising level and

necessary to have training in the area, it

That being said, there are also franchise

The Beauty industry is extremely popular

to obtain a reputation and service in the

bank to look good. In fact, the numbers

public availability.

Men are more concerned about their skin care and make up regime and it’s reaching more levels of consumer consumption than it ever had before.

opportunities that rely on professionals

A lot of beauty products used to be marginalized to beauty professionals but

that area might find a business opportunity

beauty industry, including hair salons and esthetic spas. A well trained person in within a franchise. Though it is not

would certainly be an asset

and customers are willing to break the

stayed strong during the 2008 recession.

So for those who are interested in the

retail field and want a guaranteed profit, this could be the best bet.

Franchising USA

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Featu re

b y G i n a G i l l Fr a n c h i s i n g U S A

Technology and Gadgets Smart phones and Laptops are here to stay and it has become a part of our everyday lives. It was only a decade ago that iPhones and flat screens were things of luxury, with customers saving for months to purchase high-end pieces of technology.

But nowadays, these gadgets lie around the majority of people’s living room and are essential to the household.

The average person spends close to 127 minutes on their phone everyday and they are willing to shop for it. Most retail venues are competing with online shopping while digital retails can take advantage of there specific knowledge to bring costumers into their doors.

The majority of people are not wellversed in technology and want a specialist to help them make those high end purchases. They aren’t willing to risk purchasing these products online.

Franchising USA

The majority of people are not well-versed in technology and want a specialist to help them make those high end purchases. They aren’t willing to risk purchasing these products online.

However, one of the downfalls in this field is that there are a lot of cellular service providers sell phones with contracts and it depletes digital retail performance.

However, digital outlets are specializing in numerous products from DVDs to cameras

and office supplies, making it easy to gain profit.

A franchise in this area has the experience, reputation and training to help get your started, while most of the products have well-known brands and marketing.

Consumers are already dedicated to this industry and are already loyal to certain stores.

A retail franchise may have a lot of competitors and that is a downfall, however, it usually comes packed with branding, reputation and a lot of support from head office.

Home Improvement and Décor People want to their home to be the most esthetically pleasing; it’s the place we want to be and the place we are always aiming to get towards. People have higher standards for their home and are willing to spend money on décor and renovations.

More and more people are learning about home improvement and willing to take a stab at it themselves so they can enjoy their home to its best capabilities.

Home improvement retail stores also offer a huge variety of products, from flooring to windows, to appliances and furniture.

The majorities of purchases is higher ended and foot a large bill. In fact it is estimated that US improvement and repair expenditure amounted to $326.1 billion last year.

Any retail option would benefit from a franchisor with past retail experience.

Someone who has been on the floor, with a background in customer service would be beneficial to the operations overall, however it is not necessary. Those with a field of knowledge with the products may also contribute to a successful outcome but it is not vital to the operations or profit of a franchise.

A retail franchise may have a lot of competitors and that is a downfall, however, it usually comes packed with branding, reputation and a lot of support from head office. It’s a safe bet, while also providing a lot of choice dependent on the franchisor’s passion.

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: SENIOR CARE FRANCHISING Franchising USA

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Sarah Kulbatski, Director of JT Corporation

Local Store Marketing Success Business owners can easily get too involved in the day-to-day operations of their retail stores, like spending time brainstorming marketing ideas or promotional events.

Sarah Kulbatski

Franchising USA

Some retailers worry that marketing is too expensive, others may find it too time consuming. Without announcing who you

are and what you sell, how will anyone know?

As a franchise owner, marketing is an integral part of your business. Without marketing, all aspects of your business will suffer. With marketing, you can achieve your ultimate goal – a profit.

Broadly, marketing is everything that you do – individually and in conjunction with the franchisor – to get your product from the manufacturing area and the kitchen to the guest. This includes suggestive selling on the part of your employees, your pricing, your menu, packaging, display,

advertising, promotion, community activity and public relations.

The most effective marketing plan, at the store level, should have more than just advertising or promotions. Your marketing mix, in order to maximize results, should have a combination of advertising, promotions, merchandising, community activity and public relations. It is the synergy of all of these elements working together, that will bring you the maximum return for your marketing investment.

When you lay out your marketing calendar, be sure to consider each of these elements of your marketing mix:

INSTITUTIONAL ADVERTISING To project the proper image as well as build and maintain consumer awareness within your trading area of what you are, where you are and why you should be patronized.

PROMOTIONS To build traffic, you can emphasize certain days or hours for specific product promotions.

IN-STORE MERCHANDISING To promote specific products, for example, your menu.

LOCAL STORE MARKETING / P.R. To firmly establish your store as part of the community and further project a favorable image among your guests, particularly in your immediate trading area. Localized, “grass roots” marketing.

Franchisees benefit from both national and regional advertising: the store that has a local store marketing plan can achieve higher customer counts, increased sales, and better brand awareness in the local market than those who do not.

Local Store Marketing (LSM), one of the most valuable tools and a sales plan arsenal that is frequently overlooked, is also known as “neighborhood marketing”.

LSM is a specific program, targeted to a specific group or groups of potential customers, within a trading area, to create

“Local Store Marketing (LSM), one of the most valuable tools and a sales plan arsenal that is frequently overlooked, is also known as “neighborhood marketing.” awareness and initiate trial purchases of your product with potential customers right in your own backyard - the three to five-mile radius around each store location.

Some programs that retailers have found successful: 1. Printing the products they sell on the back of their business cards.

2. Distributing specialty items such as pens or mouse pads with their logo.

3. Collecting customers’ mailing addresses, by having a draw for a product or a gift certificate.

4. Donating their product to a charity event or auction, or volunteering their time to a charity or non-profit organization.

5. Picking the slowest day of the week to hold a one-day “special”, for example, pairing up slow moving items with related products and repackage as a special buy.

Programs, such as the ones above, are created to: 1. Enhance the store’s image in the community 2. Increase customer loyalty and build brand awareness 3. Grow store traffic and sales 4. Develop involvement and recognition within the local community The key to success with Local Store Marketing is creating community partners, such as those business and non-business organizations, that interact with potential customers in the trade area, for example, the Yellow Pages, the Chamber of Commerce, local community newspapers, and even the building department. Select businesses or non-profit organizations that fit with the type of products your business offers. Determine what kind of potential

customers frequent the potential partner’s place of business or interact with the activities of the potential partner. Focus on partners whose customers/employees you would want to make your own.

Local Store Marketing is an ongoing process intended to build sales over time.

It is challenging and requires a consistent ongoing effort, commitment, creativity and lots of work. Plans need to be specific, measurable, planned, coordinated, executed all year long, with every store, consistently. This process ingrains the brand in the local community and the customer’s minds. If one builds or opens a store expecting guests to become loyal patrons immediately – the store will suffer.

Local Store Marketing, both internal (inside the four walls of the store) and external (within 1-2 miles of your store), needs to be part of the store’s life. It is about building relationships, giving back to the community, creating a venue for activity or entertainment, and serving the needs of customers, within the 3-5 mile radius around the store for many, many years.

The best part of Local Store Marketing is its rewards. Local Store Marketing can make such an impact on a community and drive sales, frequency, loyalty and awareness, that it can eliminate the need for other forms of advertising expenditures. It builds store awareness and visibility in the community. It grows sales by tapping the resources you already have, both in the store and in your local store market and it energizes your local team, to take an active role in the store’s success.

Sarah Kulbatski is director of JT Corporation, a company specializing in franchise consulting and risk management. www.jtfranchising.com

Franchising USA

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Jeff Grandfield & Dale Willerton, The Lease Coach

Chicken or Egg Site Selection and Leasing Which Comes First, Finding a Franchisee or Finding a Site?

As we explain in our book, Negotiating Commercial Leases & Renewals FOR DUMMIES, there is a great deal for potential franchisees to consider before committing themselves to any franchise concept.

Two of those factors include site selection and leasing.

While we are strong supporters of franchising, we have found there are two very distinct systems in place when it comes to these two points. We will use the “Which comes first – The Chicken or the Egg?” analogy to put this into perspective.

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“With the “Egg First” approach, some franchisors will do their real estate development homework initially, secure a site and use that site as a tangible platform from which to advertise and sell the franchise.”

With the “Chicken First” approach, franchisors will advertise for prospective franchisees first, and then once the franchisee is secured, begin the site selection process. This site selection process may be done with or without the franchisee’s input.

Why do franchisors use the “Chicken First” approach? Well, it lets them expand and uncover prospective franchisees in other cities without making any efforts on the real estate side. If no local entrepreneur steps forward in a specific city from advertising efforts, the franchisor will not have to fly and conduct site selection.

With the “Egg First” approach, some franchisors will do their real estate development homework initially, secure a site and use that site as a tangible platform from which to advertise and sell the franchise. This can be more work, comes at a greater expense and is done far less frequently than the easier “Chicken First” approach.

The “Egg First” approach to site selection is, however, far more advantageous for both the franchisor and the franchisee. We can’t tell you how often we receive calls from disgruntled franchisees who bought and paid for a franchise and maybe even went through training camp but are not open for business because the franchisor could not produce a “suitable site” for them. A major franchisor was recently forced to refund over a million dollars to franchisees partly for this very reason.

However, when the franchisee knows in advance what location he/she will be leasing before he/she signs the franchise agreement, there are usually fewer grievances. There may still be complaints if the location is weak; however, these are less common because the franchisee knew in advance where the store would

eventually be located and many of the important leasing details (like the size of the store and the rent). In cases where the franchisor has pre-selected a poor site, the end result will be the same – low sales and an eventual store closure.

With the “Chicken First” approach to site selection (where the franchisee signs on before a location is secured) there are numerous downsides and questions: • What if no location is found – does the franchisee release the franchisee? What if the franchisee has already quit his/her day job and has been waiting months to open his/her new franchise? This happened to a franchisee who eventually turned to The Lease Coach when her franchisor could not produce a “suitable site”. She had paid her money but was unemployed for almost a year waiting for a site (which, by the way, never did come to fruition and she walked away) • What if the site the franchisor produces is weak or questionable or to be located at a great distance from the franchisee’s home? Initially, the franchisee will spend a great deal of time with the new business. The franchisee may consider that a great distance to travel will be inconvenient and, in retrospect, would not have signed up with that specific franchise system.

assist the franchisees with lease renewal negotiations and relocations.

Why is this story relevant? Well, just a couple of hundred franchisees own all of those 1000 franchise stores. The easiest way to expand your franchise system is when a single franchisee becomes a multiple store operator. And, if the initial store or location is weak, it will be more difficult for the franchisee to open more stores.

If the franchisor forces a franchisee to take or lease a location he/she doesn’t want, is this person likely to open more stores for them? Obviously not - unless he/she profits despite objections. Therefore, it is in the franchisor’s long-term best interests to take the “Egg First” approach to site selection and leasing. By taking the latter approach to site selection and franchise expansion whenever possible, franchisors will build a stronger and more profitable franchise system. Franchisees will be happier and more profitable in the long run.

For a copy of our free CD, Leasing Do’s & Don’ts for Franchise Tenants, please e-mail your request to JeffGrandfield@ 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). www.TheLeaseCoach.com

• What if the location the franchisor selects is too big, the rent is too high or the build-out costs exceed initial projections because of uniqueness to that particular site?

We were hired to speak to a 1000-plus store franchise chain. They had invited us to give several real estate training sessions at their annual conference. Even though the franchisor initially provided some real estate support when the stores were opening, the franchisor did not

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retail feature

Matthew Jonas, President, TopFire Media

Retail

How Corporate Support C Foster Local Franchise S National brand recognition and visibility are of grand importance for any retail brand when it comes to generating consumer interest, and ultimately contributing to sales growth both online and in-store.

Organizations spend millions of dollars per year to market their brand, and whether through digital media or traditional advertising, most large-scale retailers have a complex strategy in place

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that ensures they drive sales success.

Searching for a deal

In addition to a national brand effort, a real opportunity for retail gains is held within the ability to market locally to the appropriate audiences, driving the in-store foot traffic that generates revenue and further validates the retail brand to those in target markets.

Search engine optimization (SEO) should be the heart of any localized marketing campaign. Truthfully, local SEO efforts are more complex than a traditional campaign, with a profound number of details and elements to consider. While there’s no silver bullet to rocket a local retail franchise to the top of search results, a few tried and true principles offer a great start:

In the highly competitive retail marketplace (especially around holiday time), it’s imperative for retail franchisors to educate their franchisees on the essential practice of localized marketing, and to support those efforts at scale with desired results. To do so, prioritizing an effort around local search, email and social marketing in part can bring consumers to stores in droves.

• Google My Business: Arguably the most important element of any local effort, Google My Business optimization can make or break a consumer’s ability to find a business on the web. Start by finding duplicates of the business page and removing them, verify the true

“While the web enables marketers to target globally, the world is perhaps smaller than ever. With consumers prioritizing vicinity, local marketing is now more important than ever.”

Coupon craze Email marketing stands tall when it comes to driving retail sales and conversions.

In fact, email has been one of the biggest revenue-driving channels for customers in 2016, accounting for as much as 40 percent of total revenue in some instances, and representing about 20 percent of retail traffic.

Can Help Success listing, get a NAP (name, address, phone number) in, and categorize the business properly.

• Schema markup: Schema code helps search engines better understand a website. The code contains additional information about the business, including hours, reviews and more. To optimize locally, it’s essential to set up both “local business markup” and “review markup” within the schema code.

Surrounding area meta descriptions: While never a shoe-in, by including surrounding cities of a businesses retail location, a business greatly increases the chances a searcher discovers a location when they pinpoint the city they want to explore.

Retail brands are certainly aware of these results, and should facilitate a local effort to bring a portion of those sales in-store.

Current studies suggest a nearly 50/50 split when it comes to online and brick and mortar shopping, so centering an email marketing campaign around in-store only coupons has long legs. Whether it’s offering a percentage off, a buy-one-getone or any other number of incentives, focusing on driving location traffic is essential to sales and growth.

Social shopping Delivering the right message, at the right time, to the right people — the guiding principles of any quality marketing effort.

For social media marketers, the ability to target specific audiences is a top-tier benefit of any strategic plan, and highly beneficial to a retailer’s ability to get consumers through the threshold.

Many retail brands have thousands, or even millions, of fans between Facebook, Twitter and other active social platforms.

Within these networks lives a grove of information about consumer interests and demographics, so even with the large following marketers can accurately pinpoint and target consumers.

For example — Facebook’s audience targeting enables marketers to apply a radius from a specific retail location to promote in-store only deals to those within that radius. Even consumers who haven’t become fans of a brand yet can still be targeted through promoted content and advertising.

Make the sale Driving national recognition and exposure is priority for any and all franchise retail brands, with that awareness trickling down and benefiting local franchisees.

In addition, by implementing a local marketing effort, retail franchises can proactively drive foot traffic and in-store sales, a benefit for the franchise as a whole.

While the web enables marketers to target globally, the world is perhaps smaller than ever. With consumers prioritizing vicinity, local marketing is now more important than ever.

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, Jonas established TopFire Media to provide a strategic and synchronized method for digital marketing in the franchise industry. As a digital marketing strategist with more than a decade of in-depth experience in SEO and PPC, social media publishing, conversion based marketing, inbound marketing, sales management, and online lead generation, Jonas has built a career dedicated to delivering an integrated marketing approach that achieves client success and long-term relationships. www.topfiremedia.com

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ex per t advice

Rebecca Monet, Chief Scientist & President, Zoracle Profiles

Aesop’s Lessons in Franchising Revised and retold by Rebecca Monet.

The Donkey and the Grasshoppers A Donkey having heard some Grasshoppers chirping and singing was highly enchanted. Desiring to possess the same charms of melody, he asked, “Grasshoppers what is it that makes you sing so beautifully? Is there a special food that you eat?” “Yes,” replied the Grasshoppers, “we will tell you a secret. We drink only the dew found on flowers and leaves.” The Donkey was so eager to have a beautiful voice that he ate and drank only dew, and in a short time died of hunger.

“Grasshoppers what is it that makes you sing so beautifully?”

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Lesson #1: Where one may prosper, another may starve

Lesson #2: Don’t imitate others if you don’t have the talent

It’s natural to envy another’s success or talent. In fact, envy has played an important role in human’s quest for resources and survival for centuries. Envy motivates us to strive to take what another person possess, achieve it for ourselves, or better it.

It’s human nature to imitate. In fact, imitation is critically important behavior for both a social means and a learning tool; it’s biologically rooted. Moreover, imitation hands down knowledge from one generation to another.

So envy is a good thing, right?

Yes and no. If envy has you strive to be the best version of yourself yes. If envy, like that experienced by Donkey has you attempt to be someone else you just might starve. Envy is a real problem. With today’s active use of social media the “why not me” set of thoughts and emotions has become rampant; even crippling. Scientific American reported that extensive use of Facebook fosters depression the impetus behind which is largely motivated by envy.

Additionally, we always compare the worst of what we know about ourselves to the best assumptions we make of others.

The franchising business model provides many a way to freedom and wealth. But it’s not for everyone. Furthermore, the business itself needs to be a good fit for you. I was recently speaking with a franchisor that had a prime location in a market that should have produced great profitability. Yet, two franchisees had failed miserably. The third was wildly successful; ranking as #1 performer after only 4 years. What was the difference?

The third franchisee took an assessment which compared him to the top performers within the franchise system. Bottom line he was a fit and it showed in his bottom line.

Imitation plays a big role in franchising.

Franchisors create replicable and scalable systems so you might achieve similar success as earlier franchisees. Your job is to embrace and emulate the strategies learned by earlier generations. Doing so allows you to encounter few challenges and ramp-up more quickly. For this and many other reasons a franchisor will expect and encourage compliance.

So imitation is good thing, right?

Yes and no. Imitation is only good when you possess similar talent as those whom you wish to imitate. If you are not good at sales and marketing for example, don’t buy a business which would require you to door knock, cold call or come up with clever marketing and sales channel planning strategies. Know your talents and play to your strengths. There is no need to reinvent the wheel or yourself.

Lesson #3: Don’t ignore your own needs In the 1960’s Walter Mischel a Stanford University professor conducting a series of psychological studies. During his experiments, Mischel and his team tested hundreds of children — most of them around the ages of 4 and 5 years old — and revealed what is now believed to be one of the most important characteristic for success in health, work, and life. Over the next 40+ years the Marshmallow Experiment demonstrated that the children who showed early signs of self-control were healthier, wealthier and wiser than their more impulsive peers.

Rebecca Monet

So delaying gratification is a good thing, right?

Yes and no. Self-control is good when what we are delaying leads us to a desired outcome and does not have us starve in the meantime. Donkey showed great selfcontrol ignoring his need for donkey food and sucking up dew instead. However, his big bodacious dreams trumped his talents and needs.

What’s the moral of the story? Don’t be a donkey. Franchising is an excellent way to build a business. But don’t let your entrepreneurial dreams cloud your judgment. Your health, finances and family are dependent on you. Cover your ass(ets).

Take a personal inventory. Take stock of your talents and needs. Take the Zoracle .

I’m sure the Donkey and Grasshoppers fable has a dozen more lessons. Which ones did I miss?

Take the Zoracle Business Builder Profile.

Rebecca Monet is chief scientist and president of Zoracle Profiles. Zoracle is a franchise specific solutions provider offering a suite of customizable psychometric assessments. Zoracle’s SpotOn! meta-analysis provides insight no singular profile, survey, algorithm or assessment can. Our SpotOn! science determines franchisee-franchisor compatibility and predicts performance.

Zoracle reduces recruitment and support costs while increasing franchisee validation and performance.

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Jason Leverant, President & COO, AtWork Group

Ever Changing Situation: How Will New Laws on Minimum Wage and Sick Leave Affect Your Franchise?

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Minimum wage jobs were never intended to be a person’s sole source of income. But, in many cases, that’s what they’ve turned into, and political decisions— often made by people who have never run a business—are forcing free entrepreneurs to face issues of raising the minimum wage at an unprecedented pace and providing paid sick time for part-time employees.

“Perhaps the shifting tide can produce a “winwin” for both sides, but there are rough waters to navigate before we get to that point.”

The issue was a cornerstone in the 2016 elections, and it’s a battle on the minds of franchisors and franchisees across the country. The result could impact small businesses for years to come. Some states and cities have already instituted raises, and others will ramp pay rates up over the next few years.

Their bottom line simply will not support mandatory wage raises, coupled with paid sick time. Small businesses are again bearing the weight of a new load.

Impact on Franchises Franchises, in particular, face challenges.

Small franchise owners, focused on participating first-hand in running their businesses and putting out fires, are already strained to stay current with legal and workplace trends. Many manage their own HR functions on top of their day-today responsibilities, but still must ensure that their businesses stay compliant with employment laws.

Popular franchises are often perceived as having “deep pockets,” even though they actually are just small business owners.

Because of this false perception, they sometimes face unfair lawsuits to try to force them to provide perks that larger businesses offer.

Minimum Wage While there has been no recent change in the federal minimum wage, over the past two years there has been significant movement at the state and municipal levels. Potential consequences of violating minimum wage laws can be costly.

Franchise businesses need to stay on top of the changing laws in their locations, and ensure that they are paying what they are required to pay.

Raising wages may sound good, but it’s not that simple. Increasing the minimum

wage actually means decreasing job opportunities for many good, loyal employees because businesses can’t afford to employ as many workers. Most minimum wage employees work in industries with very low-profit margins.

When these employers’ costs increase, they must raise prices or cut costs. Raising prices may not be an option because customers might stay home if the goods and services they prefer become more expensive.

Your small business may be right across the river or state line from a competing business in a different jurisdiction.

Because your competitor has to pay lower required wages and thus has lower prices, your customers may opt to drive a small distance to save money. Some businesses will move, while others will close down and some will severely downsize. Some will replace employees with machines, or put more effort into online options. Some fast food restaurants in states that have already enacted higher minimum wages are already compensating by offering kiosks where you can place your custom order.

Retail businesses, like supermarkets, can pass these costs along if the change is federal or statewide, but it is much harder for a business where the distance to an alternative store is only a few miles.

Even if businesses don’t reduce their number of employees, they can be a lot more selective in whom they hire if they have to pay $15 and minimum wages don’t change a few miles away. When a business can hire graduates with good experience for the same price as someone with less education or experience, they are wisely going to hire the most qualified applicant.

That may leave many people who currently hold minimum wage jobs out in the cold.

Jason Leverant

Paid Sick Leave Similar to minimum wage laws, paid sick leave is an area where the law is currently in flux. Paid sick leave requirements vary widely by region, thus requiring franchise businesses to pay careful attention to enforcing applicable rules for their location. This includes providing costly training to franchise location supervisors on the legal requirements at specific franchise locations.

Leave laws are complicated and require an employer to determine how much leave they must provide, how time is accrued, the purposes for which paid sick leave may be taken, employer and employee notice requirements and record-keeping requirements and how the leave impacts other leave policies.

An Up Side On the bright side, research shows that treating your workers better by providing higher wages, better benefits and job security can improve your business in terms of lower turnover and increased customer satisfaction.

Perhaps the shifting tide can produce a “win-win” for both sides, but there are rough waters to navigate before we get to that point.

Jason Leverant is president and COO of AtWork Group, a national staffing franchisor with more than 93 franchise and company-owned locations. www.atwork.com

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Veterans in Franchising december 2016

www.franchisingusamagazine.com

American Family Care Provides Ongoing Sense of Service for Veterans

training for impact IFA promotes

veteran-owned franchises 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 u pplement december 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

Profiles

45 American Family Care

50 VetFran

60 Training for Impact

52 Visiting Angels

50 IFA Promotes Veteran-Owned Franchises

62 DoodyCalls

Cover Story

Focus

48 American Family Care Provides Ongoing

Sense of Service for Veterans

58 Grease Monkey

Franchisor in Depth 54 Lapels Dry Cleaning

News and Expert Advice 60 Training for Impact

Darcella K. Craven, Executive Director,

Veterans Business Resource Center

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V eterans in Franchising

C over S tor y - A mer ica n Fa mil y Ca re

AFC Provides

Ongoing Sense of Service for Veterans Veterans who are ready to make the leap back into the private sector often want to maintain that sense of community service they experienced while serving in the military and one health care franchise system gives them just that.

American Family Care (AFC) is a Birmingham-based franchise that has pioneered the concept of non-emergency room urgent care. With its 2013 acquisition of the Doctors Express franchise, AFC

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is the nation’s leading provider of urgent care and accessible primary care, with more than 170 clinics and 500 in-network physicians caring for more than 2 million patients a year.

is used every single day in my life as a franchisee with AFC,” Adams stated.

Teamwork

Among AFC’s franchisees is Dave Adams, who currently operates three medical facilities in the greater Boston area, with another one opening soon and the rights to open six more eventually.

Adams joined the franchise back when it was known as Doctors Express, opening his first one in December 2012, his second one in September of 2014 and his third one in January of 2016. His fourth center will open in January of 2017.

Adams said when he first purchased his franchises, he thought he was going to be spending his time driving strategy and working on financials, but instead he spends the vast majority of his time leading and managing people.

He chose AFC because he has a general management and operational background with his military training and he wanted a business that would allow him to use his background in a way that would enable him to help people and their communities.

“There is no better leadership finishing school, I would argue, than the United States Marine Corps and that skill set

“I really fell in love with the brand and the concept and the opportunity to support a community, while doing good in the

world – and doing well from a business perspective,” he explained.

In addition to allowing him to serve his community, AFC also provides Adams with a sense of teamwork, which he enjoys.

The franchisee attended college on a football scholarship and then spent nearly a decade in the United States Marines Corps as an Assault Amphibian Officer. Both his college experience and his military experience were based on teamwork and camaraderie and supporting the common good, your community and your country. In his post Marine Corps. life, Adams spent time in a business school program, where he also found a sense of camaraderie with his fellow students.

Once done this business school program, Adams spent many years in the private sector working for a real estate firm and it was in this traditionally structured company that he first noticed the lack of teamwork that he had grown to cherish.

“The franchise opportunity that AFC provides has given me that sense of teamwork and esprit de corps, the camaraderie, the operations driven focus, the opportunity to serve a community and serve something greater than one’s self that I experienced when I was wearing a uniform while supporting my country,” he said.

Training For training, Adams was required to spend several in-session days with AFC (Doctors Express at the time) at their corporate headquarters training on the day-to-day basics of running the franchise, plus the more detailed nuances of clinic management that are required.

Once he had completed this initial training, a corporate trainer came to Boston to train all his new hires, which he had made based on the criteria the company had provided him with.

Adams said the majority of training AFC provides its franchisees is done in their own franchises as the company trains the managers and employees the franchisees have hired.

“AFC is backed by urgent care experts of

“We’re viewed as a very valuable, convenient and economical source of healthcare.” - Paul Arvanitis the highest degree with 30-plus years of experience,” he noted.

It’s this experience in the healthcare field that is invaluable for franchisees, as the healthcare and health insurance landscapes are constantly fluctuating, Adams said, adding that he couldn’t imagine trying to run an urgent care facility without the support of the franchise.

Franchisee Paul Arvanitis feels the same way. He owns franchises in the San Diego region.

“We’re viewed as a very valuable, convenient and economical source of healthcare,” Arvanitis said during a recent interview with Franchising USA. Arvanitis currently owns three franchises and has two more under development.

He purchased his first franchise in spring of 2010 before AFC acquired Doctors Express. For him, the timing was perfect, as he had just sold his interest in the business he was running and was looking for a new challenge in the healthcare field.

Among his options were to build and run his own urgent care center, but he quickly became sold on mitigating his risk by joining the franchise instead.

When his introduction to the concept took place six years ago, it was still a novel idea to franchise an urgent care facility, but Arvanitis saw great potential in the concept.

With an extensive career in the military lasting over two decades, primarily in healthcare administration roles, Arvanitis was especially qualified to recognize potential in the franchise opportunity.

work with companies such as Kaiser Permanente, Health Net and BlueCross/ BlueShield of South Carolina.

Once he left the military, he co-founded a successful healthcare capital planning firm and founded a healthcare technical services company.

A Fellow with the American College of Healthcare Executives with a Masters in Healthcare Administration and a PhD, Arvanitis was an asset for the young franchise when he joined as a franchisee.

He already had two Doctors Express urgent care centers up and running by the time AFC purchased Doctors Express, so he already had a lot of experience successfully running his franchises when the acquisition happened.

However, he did notice the acquisition by AFC had an overall positive effect on the entire franchise system.

“With their help and assistance, their information sources, their vendor relationships, their experience and everything else that goes along with that, I think AFC brings a much stronger support system than what we had in the past.”

Leadership Arvanitis credits his military training for giving him an inner discipline that helps him complete the tasks he needs to in order for his clinics to be successful. It also gave him the confidence needed to do his job well.

Plus, his military experience has also helped him be a better leader.

Among his various roles throughout his career, the veteran earned a commission as a Naval

“The leadership training has helped as well, because as you grow, you grow your staff and you’re leading people along the way,” he explained.

Medical Service Corps Officer in 1991, served as Associate Administrator for the Navy’s largest academic medical center and was selected for a Managed Care Fellowship in private industry to

www.afcurgentcare.com

For veterans like Adams and Arvanitis, AFC provides that familiar sense of service that so many ex-military members look to hold onto in their civilian lives.

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V eterans in Franchising

VetFran

International Franchise Association Promotes Veteran-Owned Franchises It’s no secret that veterans possess skills many in franchising value. The leadership, business management and organizational skills many U.S. military veterans have translate well into business ownership.

The International Franchise Association (IFA) is very active in supporting veterans and their spouses by creating programs that provide incentives, making it easier for veterans to become their own boss through franchising.

VetFran, a strategic initiative of the IFA, was founded in 1991 by the late Don Dwyer, Sr., founder of The Dwyer Group as a way to thank veterans returning from the Gulf War. It was reenergized after the September 11, 2001 terrorist attack

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“We have been working over the past year to focus on improving the continued quality of VetFran and the upcoming 2017 Convention will provide us with a great opportunity to further discuss these important issues with professionals in the franchise community.” - Eric Stites by his daughter and past IFA Chair, Dina Dwyer-Owens. Since then, VetFran has grown to include more than 650 franchise systems that voluntarily provide financial incentives to former U.S. military servicemen and women seeking to own a franchise. Through VetFran, more than 6,500 veterans have become franchisees and realized their dream of business ownership.

VetFran members commit to offering an incentive to veterans, but it’s up to the franchise system how they want to structure their incentive. Some reduce

their initial franchise fees and others might contribute to the franchisee’s initial cost of investment or reduce royalties.

Some franchisors offer deep incentives.

“We are very proud of the work that the VetFran program has accomplished since its founding. We are continuously looking for ways to grow our franchisor community to ensure that our brave veterans have a resource to help them successfully transition back into the workplace once their military service is complete,” says Eric Stites, VetFran Chairman, CFE, CEO, Franchise Business

Review. “We have been working over the past year to focus on improving the continued quality of VetFran and the upcoming 2017 Convention will provide us with a great opportunity to further discuss these important issues with professionals in the franchise community.”

For many veterans, easing back into civilian life and determining a career path can be an intimidating experience. It has been found that the skills, values and experiences gained during military service such as leadership, dedication and ability to follow protocol all translate very well into the franchising world. Thus, military training coupled with strong franchise support can prove to be quite the symbiotic relationship.

FASTSIGNS, a proud member of VetFran offers veterans who join the FASTSIGNS U.S. network specific incentives, including a reduced franchise fee of $22,250, a savings of 50 percent, in addition to reduced royalties and advertising fees for the first year. FASTSIGNS reports that over 10 percent of its franchisees are

“We are very proud of the work that the VetFran program has accomplished since its founding.

We are continuously looking for ways to grow our franchisor community to ensure that our brave veterans have a resource to help them successfully transition back into the workplace once their military service is complete.” - Eric Stites comprised of military veterans. The brand has been recognized as a top franchise for military veterans by leading publications including USA Today, G.I. Jobs magazine and Military Times magazine.

In addition to incentives, VetFran offers a number of resources. The VetFran Toolkit includes online courses, financial resources and access to the VetFran Mentor Network.

You can also find a searchable database of all VetFran companies with incentives or discounts in the VetFran Directory at www.vetfran.com/vetfran-companies.

To learn more about franchising, visit the

IFA’s website at www.franchise.org. The International Franchise Association is the world’s oldest and largest organization representing franchising globally. The IFA’s 57th Annual Convention will take place Jan. 29 – Feb. 1, 2017 at Mandalay Bay in Las Vegas. With emphasis on providing education to drive performance, growth and sustainability of franchise brands, #IFA2017 will offer worldclass speakers, providing more than 50 educational sessions and programs across four days.

For more information about IFA’s VetFran Initiative, visit www.vetfran.com.

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V eterans in Franchising

V isiting A ng els

Visiting Angels U.S. Army reservist William Bruck is a lifelong military man with three tours of duty under his belt. The Michigan native added entrepreneurship to his list of missions when he developed a passion for caring for aging veterans in his hometown.

William opened a Visiting Angels franchise in Monroe, Michigan, three years ago while he was between combat tours in Iraq and Afghanistan. Overseas, he was a member of an Army construction management team. It was his job to plan and design the bases for soldiers in the field. Now with Visiting Angels, he is

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planning and designing in-home care for seniors in his community. Caregivers at Visiting Angels spend hours with clients every day, helping with meals, light housekeeping, reminding seniors to take medication, and just providing companionship.

The post 9/11 G.I. Bill was a factor in William’s venture into entrepreneurship.

While using the benefits to pay for his MBA studies, he started thinking about opening his own business. William knew he wanted to open a franchise, something that benefited veterans, but finding the right fit took time. “It wasn’t until I picked up an issue of Army Times and read an article about special opportunities for vets. Number one on the list was Visiting Angels,” he says. Two months later, William opened the doors to his new office.

The model offered by Visiting Angels made the decision easy for William. “It

was a very low initial cost for a high value franchise,” he says. “They give you all of the nuts and bolts, then I could put it together the way I wanted, I customized my plan to fit the needs of my community.”

William’s transition from military man to franchise owner is not uncommon. When veterans return home from service, they often look for career opportunities that match the experience they acquired in the military. For many intelligent, hardworking veterans with strong leadership qualities, owning a franchise is the way to go. According to data collected by the International Franchise Association from the 2007 census, nearly 15 percent of the nation’s franchises are owned by veterans.

Why is franchising such a great fit for veterans?

• Military experience requires strong leadership skills and motivating others, improving processes and accomplishing a defined mission. Like the military,

“Our contract with the VA really gives us an opportunity to work with veterans who need our services, but may not be able to afford them without the government support.” - William Bruck

successful franchisees lead their employees to accomplish the mission as a team.

• The military has extensive training and teaches unique skills used to carry out very specific tasks. Franchising also has comprehensive training and support built into the franchise process. This means a veteran can enter a completely new field and be likely to succeed by following the franchisor’s proven business model and completing the training program.

• An established franchise business operates on proven systems and defined procedures. Executing systems and following procedures with precision is emphasized in military training, and leads to success in franchising.

William frequently speaks with fellow veterans about his entrepreneurial journey.

He tells them exactly how his Army training helps him cope with the stress of starting and running a business. Williams lists passion and discipline as the key

elements to his success. He has a passion to care for fellow veterans, to keep them in their homes. He turns to discipline to stay on course, to avoid either over- or underreacting to certain circumstances and to turn seemingly impossible situations into positive experiences.

The first three years as a franchisee are proving positive for William. His Visiting Angels office currently employs more than 50 caregivers and he is constantly focused on helping fellow veterans.

William worked for more than a year to get a vendor contract with the Department of Veterans Affairs in his area and he is advising other Visiting Angels franchisees about how to connect with their local VA offices. “Our contract with the VA really gives us an opportunity to work with veterans who need our services, but may not be able to afford them without the government support.” William says he gets calls when a doctor authorizes in-home care for a veteran. He says the folks at the Ann Arbor VA have become very familiar with his work; they know Visiting Angels is dependable and provides quality care.

William will tell you his growth is tied to his connections in the community, he is naturally outgoing and spends a lot

of time building relationships. William understands it is important to constantly meet new people. He is doing that on two different levels. He has his civic duties, like his seat on the board of a local consortium on aging, plus he has engaged the help of a four-legged staff member.

Nash the Newfoundland started touring senior homes with William about three months ago. “Nash is the perfect size.

When he sits down, his head is level with a senior’s wheelchair. He loves people and they love him,” William says. His goal is to eventually take Nash on 15 visits with seniors every month.

When not at work or connecting with the community, William is at home with his wife and eight children. The kids range in age from two months to 17, five boys and three girls. He is very excited about the future; he feels the way he has shaped his Visiting Angels franchise will continue to bring him success for many years to come.

“I constantly work to make sure people know who I am, if they find out what I do, maybe in a week, maybe in a year, when they see a need for home care, they will think of my name and Visiting Angels,” he says. www.visitingangels.com

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V eterans in Franchising

L ap els D r y Clea ning

Green and Clean —and Cleaning Up In the not-so-distant past, the dry cleaning industry was known for two things: creating the most millionaires and pollution.

Regarding the latter, Lapels Dry Cleaning, a Hanover, Mass.-based franchisor, has worked diligently to clean up what has historically been a very dirty business.

“You don’t have to be a scientist to know the chemicals used by dry cleaners were having a negative impact on the

environment,” said Kevin Dubois, CEO of Lapels Dry Cleaning. “We started building our environmentally non-toxic cleaning process before it was hip. We really thought there was a better way to clean clothes and at the same time be respectful to our planet.”

A Green Commitment Lapels Dry Cleaning’s green commitment starts by using the most advanced technologies and processes. The key ingredient to that is a partnership agreement with GreenEarth Cleaning, LLC to use GreenEarth® cleaning solutions.

GreenEarth represents the dry cleaning industry’s only non-toxic cleaning alternative. GreenEarth silicone’s unique, non-aggressive cleaning solution enables

it to penetrate fabrics and remove soils without chemically interfering with the textile fibers themselves, helping to maintain their “like-new” look and feel.

Since 2014, new Lapels Dry Cleaning plants and stores have employed GreenEarth cleaning solution. Several existing Lapels Dry Cleaning plants have upgraded dry cleaning equipment to be able to use GreenEarth. When a new plant or store opens, it can confidently make the claim of “being a 100% environmentally non-toxic cleaner with zero hazardous waste in the process from start to finish.”

In 2015, Lapels Dry Cleaning started using new dry cleaning machines to best utilize the GreenEarth cleaning solution.

Unlike most other dry cleaning processes, the new machine, specifically made for Lapels Dry Cleaning, heats the solvent, reducing drying times. The new dry cleaning machine also features an onboard computer to provide maximum efficiency in programming and operation.

The combination of new equipment, improved programming, and heating the dry cleaning solvent has resulted in a 53-minute dry time, creating a 20 percent reduction from previous machines. That translates into a faster turnaround time, which improves the customer experience and increases retention.

Adds Dubois, “These improvements benefit our franchise owners as well.

With a more efficient dry time, they can clean more clothes, making them more profitable.”

Brian Culver, former Navy pilot, and Stacy Culver; Lapels Dry Cleaning of OKC Owners

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Lapels also builds their stores with great respect to the environment. Signage employs LED lighting. Granite is used

“With the Lapels opportunity, we were able to put a program in place where we will clean used suits that are in good condition and, through the Paralyzed Veterans of America, make sure they get to job-seeking veterans.” - Brian Culver, former Navy pilot and Lapels Dry Cleaning of OKC owner for counter tops. Wet cleaning machines minimize water consumption. Stores use low VOC paint for the walls, and a low VOC adhesive to adhere the storefront flooring.

clothes. And that’s a scenario where we all win.”

Lapels customer service initiatives also lower the carbon footprint for customers.

For example, Lapels has a Smartphone app that enables customers to schedule deliveries and pickups, notify the store that they are on their way in and view their receipts as well as a number of other functions.

Much of Lapels’ green efforts focus on efficiency and that starts at the top at corporate headquarters and CEO Kevin Dubois. In 2015, Dubois literally wrote the book on the dry cleaning business-- Entrepreneurial Insanity in the Dry Cleaning Business. Co-authored with Roger McManus, the book creates a road map for current and prospective dry cleaners to achieve a greater level of success.

“A huge part of being greener is to use less energy—electricity, gas for your vehicle,” said Dubois. “The technology improvements we have made make it faster for clothes to be cleaned and make it more efficient for customers to receive their

Creating an Environment for Success

“What we’ve found in training Lapels Dry Cleaning franchise owners is there are certain skills you can learn to successfully

Kimberley Wilkinson, owner of Lapels Dry Cleaning of Marshfield and Lapels Dry Cleaning of Kingston, at the presses.

run a dry cleaning business, regardless of what you previously have done,” said Dubois. “The environmental angle and being a business you can learn has been a draw for our franchise owners, most of whom had no prior experience in the industry and several who are first-time entrepreneurs.”

Quality of Life Difference Kimberly Wilkinson falls into that category. She loved her job as a relationship manager for an investment management firm in Boston. Yet after having a child, it didn’t take long for her to realize a change had to be made to sustain a proper work-life balance.

Both Wilkinson and her husband liked the idea of buying a franchise, but realized the unlikelihood of finding a viable option in their area of expertise, financial services.

So they researched other industries, specifically looking for a product or service customers would come back for again and again.

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V eterans in Franchising

L ap els D r y Clea ning

“There are a lot of challenges that go with leaving the military and trying to enter the private sector job force. For some veterans, not having a proper suit for that big interview can be one of them.” - Brian Culver, former navy pilot and Lapels Dry Cleaning of OKC owner

Choosing Your Environment Working in the oil and gas industry required the Oxford, Mississippi native John Edwards to relocate to several different states—Louisiana, Pennsylvania and Ohio. It was in Louisiana where he met his fiancé Ali. “I was doing well in my career but not living where I wanted to and was away from my fiancé. That’s when I revisited the idea of owning my own business and moving back to Mississippi,” said Edwards.

Lapels Dry Cleaning of Oxford Owner John Edwards

Said Wilkinson, “Everything I wore for my job had to be dry cleaned, so a dry cleaning franchise fit our number one criteria. The fact that Lapels pioneered an environmentally superior product sealed the deal for us.”

Wilkinson opened Lapels Dry Cleaning of Kingston in August 2015 and subsequently took over a satellite location, Lapels Dry Cleaning of Marshfield, in October 2015. In February 2016, construction was completed on a dry cleaning plant for Lapels Dry Cleaning of Marshfield.

Giving Back to the Community Former Navy pilot Brian Culver and his wife Stacey opened Lapels Dry Cleaning of Oklahoma City in 2013. It was the first Lapels to open in the state of Oklahoma.

In addition to providing a means to

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support their family, the business offered Culver an opportunity to give back to fellow veterans.

It started when one of his customers, Channel 9 weatherman Jed Castles, wanted to donate his used suits to veterans.

Culver offered to dry clean, press and deliver the suits to Paralyzed Veterans of America for distribution to veterans.

“There are a lot of challenges that go with leaving the military and trying to enter the private sector job force. For some veterans, not having a proper suit for that big interview can be one of them,” said Culver. “With the Lapels opportunity, we were able to put a program in place where we will clean used suits that are in good condition and, through the Paralyzed Veterans of America, make sure they get to job-seeking veterans.”

Edwards’ research focused on a number of criteria: how much capital would be needed; sustainability of the business in good economic times and bad, etc. The dry cleaning industry seemed to fit those criteria, but which one. More research led him to Lapels Dry Cleaning.

Edwards opened Lapels Dry Cleaning of Oxford on October 8, 2016, a little more than one month before his wedding.

As for creating more millionaires, Kevin Dubois is quick to point that fact has never been documented. Said Dubois, “It’s also not often disputed. So there has to be something to the fact that the right person, with the right franchise in the right environment, can be successful in the dry cleaning industry.”

Lapels Dry Cleaning has more than 80 locations in the United States, with operations in Arizona, California, Colorado, Connecticut, Florida, Louisiana, Massachusetts, Mississippi, Missouri, New Jersey, Ohio, Oklahoma, Pennsylvania, South Carolina, and Texas.

For more information, visit www.lapelsdrycleaning.com.

Page 57

Honoring Those Who Serve Through Our Special Veterans Franchise Program

INDEPENDENT • FLEXIBLE • PROVEN • GROWING • EFFICIENT • SUPPORTIVE

Grease Monkey International is proud to offer qualified military veterans a $10,000 discount on their initial Franchisee Fee! Veteran Member Incentives • Franchise License Fee discount • 50% Quarterly Royalty Rebate for the first 4 quarters after opening • 25% Quarterly Royalty Rebate for the second 4 quarters • 10% Quarterly Royalty Rebate ongoing compliance program Franchise Opportunities X Single Units X Multi Units X Territories

With over 39 years of proven success, Grease Monkey® has become one of the largest franchisors of automotive fast lube centers, with over 300 centers operating in the United States, China and Latin America.

You’re In Business For Yourself, Not By Yourself!

The Grease Monkey® System guides franchisees in all aspects of running a profitable automotive maintenance business through unparalleled support: • Site Selection & Negotiation • Third-Party Financing • Training (Initial, Ongoing and In-Store Employee Certification) • Marketing & Advertising • Business Management and Accounting • National Account Purchasing

For more information, visit: GreaseMonkeyFranchise.com CONTACT: Jeff King, Director of Franchise Development Phone: 800-364-0352 • Email: jking@greasemonkeyintl.com OR, Lori Schneider, Franchise Development Specialist Phone: 720-454-4412 • Email: loris@greasemonkeyintl.com

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V eterans in Franchising

G rease M onkey

Veterans Honored with Special Franchise Program

Grease Monkey International has partnered with the International Franchise Association and VetFran to help veterans transition from military service to successful franchise business owners.

The Grease Monkey® Special Veterans Program provides incentives to qualified veterans interested in starting a new career in the automotive maintenance business.

since 1978. The process offers a flexible approach, so franchisees can customize their facility and menu of services for a specific market and investment profile.

Ralph Yarusso, Senior Vice President of Operations and Business Development at Grease Monkey International, along with the management team, developed the program largely as a way to show appreciation for the dedication and commitment of veterans who have served their country. As an Airforce veteran himself, he knows fist-hand the importance of having a career path when reentering civilian life.

Grease Monkey franchisees are motivated and self-disciplined, coming from a wide range of backgrounds and experience, much like those who serve in the armed forces. And, much like in the military, a franchise owner has a detailed plan to follow, ongoing training, and the support of an operations team dedicated to ensuring their success.

“A program like this simply makes sense for both the veteran and the franchisor,” says Yarusso. “A military background has already helped develop many of the traits necessary to operate a successful business – drive, discipline, structure, teamwork, leadership, and determination. These same qualities are what we see in an ideal franchisee candidate. They’re a great fit for the Grease Monkey System.”

The Grease Monkey® System Ralph Yarusso, Senior VP of Business Development

Ralph Yarusso, Served in the USAF from 1977-1984; Achieved the rank TSGT and was a C141 Starlifter Loadmaster

Franchising USA

Grease Monkey centers provide preventive maintenance and light mechanical repair services that help customers meet their vehicle manufacturers’ recommendations and warranty requirements. Grease Monkey franchise owners enjoy a proven system and business model, honed

“Grease Monkey is a good fit for Veterans because the overall system provides you with the processes and procedures that you need while allowing you flexibility in many aspects of how you run your business,” says Tim Davidson, Grease Monkey Franchisee and US Army veteran.

The Grease Monkey System is designed to guide franchisees through every aspect of running a profitable automotive maintenance business. Training is pivotal to the success of any goal. The military is based on it and veterans not only embrace training, but many times their lives depend on it. As a franchise owner, your business life will certainly depend on training. Grease Monkey franchisees not only receive extensive start-up training, but have access to regular and ongoing instructor led classes and online courses for the entire team.

“A military background has already helped develop many of the traits necessary to operate a successful business – drive, discipline, structure, teamwork, leadership, and determination.”

- Ralph Yarusso

“Grease Monkey is a good fit for Veterans because the overall system provides you with the processes and procedures that you need while allowing you flexibility in many aspects of how you run your business.” - Tim Davidson The Grease Monkey® Special Franchise Program for Veterans Tim Davidson, Owner of Grease Monkey Center in Frisco, CO; Major, U.S. Army Field Artillery

In the military, teamwork is fundamental to execute any mission. Grease Monkey franchisees can count on the diligent and disciplined support from their corporate team, regional representatives, and fellow franchisees to help them achieve their mission – building their business. The characteristics that help veterans excel in the military – commitment, dedication, loyalty, and responsibility – will contribute to their success as business owners, employers, supporters, and good citizens in the communities they now serve.

For more information, go to www.greasemonkeyfranchising.com.

Grease Monkey International is proud to offer qualified veterans incentives to help them achieve the American dream of owning their own business: • 33% ($10,000) Discount on initial Franchise License Fee • 50% Quarterly Royalty Rebate for the first 4 quarters after opening • 25% Quarterly Royalty Rebate for the second 4 quarters • 10% Quarterly Royalty Rebate ongoing compliance program If you are a veteran who would like to be your own boss, in a system that not only leverages what you learned during your military service, but with the support of a team dedicated to your continued success, a Grease Monkey franchise might be right for you.

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V eterans in Franchising

Darcella K. Craven, Executive Director, Veterans Business Resource Center

Training for Impact The holidays are here and what does that usually mean for small business?

You got it‌training time.

Yes, the time of year when small business owners are looking at the latest point of sale system, the best customer service seminars and the newest “management education� processes to push staff through in the first quarter. Anyone who has read this section knows that the Veterans Business Resource Center is all about training. However, not just training for activity but training for impact.

What is training for activity and why is it the wrong way to train a staff you might inquire? Well, there is a place for activity based training. When you must learn a

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new computer system or how to display a sales item, activity training is all that is necessary. However, if you want your staff to take initiative in training others on that system or provide strong feedback on improvements to displays, then you must train them with impact in mind. Offered below are a few tips on how to ensure your training is impactful and not just something to do.

Let us define the characteristics of activity based training. Activity based training is usually predicated on some symptom or request. As an example: A request from middle management for training on time management for staff in time for the holiday rush in three weeks. The initial request not only makes the ask but presumes the necessary training. There is no room for an assessment of the actual challenge. That request is usually

requested with short notice. In order to be responsive, a program is purchased or created and implemented in an effort to train for better time management.

Reaction to the solution or an evaluation is conducted and if the desired result is achieved nothing further is done. If not, the same program is tried again in an effort to reach a different result.

The challenge with this method is that it is a hit or miss method. It may well be that this time management is the right training needed, or not. The measurement at the end is not necessarily permanent.

Small business owners who train this way often find that they must train constantly and repeat the training when new staff arrive. Since no evaluation was conducted to ensure that the training requested was indeed the resolution to the issue.

a clean, clear space and get the cleaning staff out of sight faster. However, the hotel complaints on cleanliness of rooms, timing of room cleaning and employee dissatisfaction skyrocketed. The manager failed to assess the actual business need instead opting for what was a quick fix.

In order to assess a correct training challenge and identify the actual need, small business owners should identify the issue, form a collaborative relationship with the parties involved in the solution and conduct an initial project meeting.

These steps are critical. They do not need to take weeks; these can be scheduled quickly but the must be purposeful. You as the business owner will need to decide what other task my need to take a back seat or recruit another team member to assist in task while this is done. Another critical need is to conduct a cause analysis.

Asking questions such as: • When did customers begin complaining?

• Is there a certain part of the day where time management is a bigger challenge?

In contrast, training for impact requires a step back and stronger evaluation of not only the challenge but the experience and the environment in which the challenge exists. The process is much more inclusive of management, line staff and the organization as a whole. In the same situation above, a training is requested and instead of jumping straight into a “best practice” activity, the owner takes a step back.

First identifying the business need is necessary in order to ensure proper training. The business need is a function of the “work environment” and the “learning experience.” An example, a high end hotel shrank the size of their cleaning staff carts because they were unseemly in the hallway. They also decreased the amount of time staff had to service a room. The manager wanted guests to see

This is the time to determine what “should be” happening as well as what is happening. The final few steps are equally as critical. A review of the performance, interpreting the data collected and reporting those results back to the project team. From there proper training can be created, purchased and then implemented.

One of the most important steps comes in the end. Collecting data, interpreting it and ensuring that it adheres to the what “should be” happening result desired.

In the example of the hotel, the project team realized that reducing the carts of the staff may have eliminated them from view of the public but increased the negative comments left. After walking through the training for impact approach, the hotel project team located several rooms within the building that were not being utilized and turned them into suites for the cleaning staff. This gave the staff a nicer space to reload carts and provided an opportunity for them to rest and interact between cleaning. They also increased the size of the carts to hold more toiletries, towels and blankets which allowed staff to clean more than one room at a time.

Darcella K. Craven

And they empowered the cleaning staff to engage with the hotel guest rather than shrink away from them.

This process is not one that can be implemented overnight and takes practice.

For more information on how to training for impact and not just activity you can pick up many books. The one that describes impact training with the most depth is Training For Impact by Dana Gaines Robinson and James C. Robinson.

You can also reach out to our agency for assistance in better understanding to train your team to reach the “should be” happening desired result.

Darcella K Craven has over 20 years of experience in corporate, government, non-profit and military organizations.

She 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.

An Army Veteran, she holds a Masters of Arts in Management from Webster University and is currently pursuing her Doctors of Management focusing on impact of military experience on small business decision making. 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 eterans in Franchising

Dood y Calls

Iraq Veteran Targets Pet

Southeast Massachu Paul Delaney is a military veteran with an unusual career. He cleans up after dogs in Southeastern Massachusetts. Delaney owns a DoodyCalls franchise, the nation’s leading commercial and residential pet waste management service. He and his wife Angela were one of the company’s first franchisees.

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“Some people think what we do is funny, but not our clients – they love us because DoodyCalls helps them.” - Paul Delaney

n Now Waste

usetts

As a proud member of the Army National Guard, Paul served in Iraq in 2003 and

2004. Being an E-5 Sgt. Assistant Squad

Leader and Truck Master meant managing missions, personnel, and 20 5-ton trucks.

“While I was deployed I made a decision to do something different when I

returned,” he says. “I was looking for a

business opportunity and I had managed

to save some money during deployment. I thought maybe I should just start my own business. The problem was finding one that provided a service that wasn’t already full of competitors.”

Paul started looking at all the franchise opportunities out there and liked what he read about DoodyCalls. He was jogging with a friend one day and mentioned the idea and they both agreed it would be a great fit for Paul. The management skills he had learned in the military would become a great asset to him in this new endeavor.

franchise,” like being a franchise is a bad thing,” Paul says. “Nothing could be further from the truth for us. Being a part of a bigger team means we can take advantage of a great support system. This allows us to make sure that the service we’re providing is being done correctly.

As a DoodyCalls franchise, you don’t have to reinvent the wheel. There’s already a winning system in place.”

“Often people get home from work and it’s dark already. Who wants to be out there with a flashlight? We get it done while they’re at work, and that makes their lives a little bit easier.”

“Being part of a budding industry and Franchise system has been very rewarding; especially considering our early lack of business experience. As Angela and I have grown as business owners and Franchisees, Jacob and Susan have grown as Franchisors. We’ve scaled together.

I think we all work under the same unspoken principals that if we work hard, are committed and consistent, we will thrive. It’s been rewarding to witness the industry grow and know that DoodyCalls has been a huge part of that growth.

DoodyCalls is the industry leader and sets the standard that other pet waste removal companies have to meet in order to compete.”

Some have said, “Oh, you’re just a

www.DoodyCalls.com

“Some people think what we do is funny, but not our clients – they love us because DoodyCalls helps them,” he says.

There are now more than 77 million pooches living in the United States, and the average dog deposits about ¾ pounds of waste each day. What first appears as a small amount quickly adds up.

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ex per t advice

David Peasall, SPHR, Vice President, Benefits & Human Resources, FrankCrum

Employee Turnover: You Can Reduce It! One continuing problem for franchisees, particularly in certain franchise industries like restaurants, is high employee turnover – along with the high cost of keeping up with it.

What may make this an even thornier issue for some franchisees is the increase in vacancies at the management level, where high performing managers are in greater demand than ever.

It’s likely that turnover will always be high in certain franchise industry sectors, but there are things you can do to mitigate it.

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Let’s look at some best practices that can make a difference.

Start by hiring smarter The best employees you will find have the ability to do the work, are willing to do the work (and if you’re lucky, actually enthusiastic about it) and are coachable and manageable.

• These are intangibles you can’t discover just by looking at a resume, so you may need to fine tune your interviewing skills to ask the questions that will help you understand their attitudes and motivation. You can teach skills, but you can’t teach the right attitude.

• There are a number of best practices that can help you do a better job of hiring. These include job descriptions to clarify roles, written employment

applications, structured interviews, background checks, drug screenings and past employment verification.

• We recommend you have the right policies and procedures in place and make your expectations clear. After you hire a new employee, offer a strong onboarding program, augmented by thorough, consistent training in the specific tasks each employee will be expected to perform.

• For management positions, experience is very important. However, you’ll want to look beyond their previous experience to learn why they’re interested in your position, how they approach operations and customer service, whether they understand the business side of the franchise and whether your position fits into their career path.

“Employees can’t please you if you don’t define success for them. Explain why you do what you do and not just what you do. You want them to see if you’re a good fit for them as well as whether they’re a good fit for you.” living paycheck to paycheck can’t afford to get sick and need to know at least a minimal level of benefits will be there for them.

Treat them with dignity and respect People are important…they deserve respect. And your franchise’s mission is dependent on people. Your employees are your “face” to customers and in large measure why customers return. Treat your employees with an attitude of service and lead them by example so they embrace the role of service to others and treat customers with the same high regard.

: Convey your business and customer service philosophies clearly Employees can’t please you if you don’t define success for them. Explain why you do what you do and not just what you do.

You want them to see if you’re a good fit for them as well as whether they’re a good fit for you.

Set high performance standards When high performance becomes a team commitment, team members will expect it from each other and support each other in achieving it.

Pay a competitive wage with competitive benefits Decide what your compensation philosophy is. Do you want to pay the same as your competitors? A little more?

A little less? Sometimes you can be a hero by paying just a little more. And benefits mean a lot, particularly for employees at the lower end of the pay scale. Families

Show them you value their contributions to the franchise’s success Many lower wage employees can’t see how they make much of a difference – unless you tell each of them.

Ask their opinions and ask them for customer feedback Workers hear what customers really think about your operations, because they are the people who are face to face with customers every day. They see what works and what doesn’t, so ask them on a regular basis (all hands meetings are a good idea) how to improve operations, and then reward the suggestions that work.

Engage them and develop their skills Even if there aren’t many opportunities to move up the career ladder, providing cross training will help them develop professionally as well as improve their

David Peasall

performance and productivity – while also helping you out in a pinch when you’re short staffed!

Recognize them for a job well done Take the time to compliment and encourage them individually. Consider ways to engage employees such as employee recognition programs, company events and even community volunteer projects.

Too often, we get caught up in our day-today operations (the urgent) and forget that it’s our people (the important) who can make or break our business. Keeping that in mind may well help you keep your best employees longer and encourage word of mouth recruitment of new employees.

Your employees are the most important “make or break” factor in your franchise’s success. Taking the time to get the proper advice to establish best practices on all aspects of human resource management can put you on the path toward becoming an employer of choice, and most likely a more profitable franchisee.

David Peasall, SPHR, is vice president, benefits and human resources at FrankCrum, a national professional employer organization that provides outsourced human resource services to franchises and other small to mid-sized businesses. www.frankcrum.com

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ex per t advice

Page 65

Your Golden Opportunity Midas is a globally recognized leader in the tire and automotive service industry for nearly 60 years. We are looking for motivated people to become part of our Midas franchise family! Build your long-term success with a brand name customers know and trust.

• Powerful local and national marketing $FFHVV WR QDWLRQDO µHHW DFFRXQWV WR KHOS \RXU EXVLQHVV JURZ • Ongoing training and support • Excellent point of sale and shop management systems

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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midasfranchise.com 800-365-0007

franchising usa 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.

7-Eleven Franchising with the world’s #1 convenience store is easier than you think.

Excellent for branding and recognition.

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

Been looking for. Your earning potential is as big as you want to make it. We offer a gross profit split, which means your success is as important to us as it is to you.

It also might be the smartest business move you’ve ever made.

It’s turnkey – we provide the store, land and equipment.

Start-up is fast (3-6 months). You get extensive training and support from 7-Eleven pros.

As a 7-Eleven Franchisee, you’ll be partnering with a brand known and loved around the world. We’re consistently ranked as a top-five franchisor with more than 54,200 stores worldwide.

Our field consultants and operations teams offer a wealth of support and information. Leveraged vendor relationships mean national buying power.

World-famous brand. World-class opportunity.

Take a second and learn why franchising with 7-Eleven could be the career changer you’ve

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.

Boulder designs If you are looking to own your own business, or add a new product line to your existing business; then Border Magic® may be what you’re looking for.

Border Magic® provides durable continuous concrete landscape edging, walkways, and decorative stepping stones that have the look and feel of real brick or stone. If you are looking for a rewarding career, Border Magic® may be what you’re looking for.

Boulder Designs is a simple system with low entry cost and minimal inventory requirements. Our signage can turn any business, park, memorial, or

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

Phone: 1-800-782-0711 Fax: 972-828-5017 Website: Franchise.7-Eleven.com Email: Franchise.Inquiries@7-11.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

subdivision into a landmark. In addition, the flexibility of Boulder Designs allows you to transition from your job into business ownership gradually as you do not need employees or a store front to start off like other opportunities.

If you are looking for a rewarding business, or developing a niche market, Boulder Designs® may be what you’re looking for.

Contact: Butch Mogavero Phone: 844-247-2632 or Email: info@bordermagic.com -info@boulderdesigns.net Website: www.bordermagic.com -www.boulderdesigns.net

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

Franchising USA

franchise & services directory

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franchise & services directory

Cookie Cutters Haircuts for Kids For more than 20 years, Cookie Cutters has offered an interactive haircut experience that both children and parents won’t soon forget.

Upon entering the salons, neon lights lead children to an in-store playground where they can climb and slide.

Come time for the haircut, each station on the cutting floor is outfitted with unique fantasy chairs

Coverall® Coverall is a leading franchised brand in the commercial cleaning industry and one of the most respected franchisors of professional office cleaning companies focused on killing germs, removing soil and helping to create cleaner, healthier work environments. We help people start their own franchised businesses using the Coverall® brand, and processes, so they may deliver commercial cleaning services to their customers.

Coverall began in 1985 as a three-person company headquartered in San Diego, California and now supports more than 8,000 Franchised Businesses in 90 markets across the United States and Internationally.

Those independently owned and operated franchised

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

businesses and their employees professionally clean over two million square feet of commercial office space every day.

With Coverall, becoming your own boss is easier than you might think, no experience necessary, and financing is available! Our Initial Training Program emphasizes franchised business operations and professional commercial cleaning tools and techniques, helping prepare you to run your business. The Coverall® Program sets the bar higher for healthy cleaning and differentiates Coverall franchised businesses from traditional janitorial service providers in the market.

Start your franchised business with the leader in healthier office cleaning!

Website: www.coverall.com/franchise-opportunities

• 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

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.

Franchising USA

– from race cars to motorcycles, firetrucks to airplanes – as well as televisions for the kids to watch shows or play video games.

With a balloon, sucker and a smile at the end of each haircut, the Cookie Cutters experience is designed to keep children coming back again and again.

Contact: Neal Courtney Phone: (801) 232-5697 Email: neal@haircutsarefun.com Website: www.haircutsarefun.com

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

Grease Monkey® Grease Monkey centers provide preventive maintenance services and light mechanical repair services that help customers meet vehicle manufacturers’ recommendations and warranty requirements. ®

Our Less Hassle, More Hustle customer service approach is designed to help

International Franchise Professionals Group

customers make educated, informed decisions about maintaining their vehicles in a comfortable, no-pressure setting.

For more information contact: Jeff King, Director of Franchise Development Phone: 303-308-1660 Email: jking@greasemonkeyintl.com www.greasemonkeyfranchise.com

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.

Kid to Kid

why Franchise Grade ranked Kid to Kid as the #12 Best Franchise for 2015.

For more than 20 years, Kid to Kid franchisees have been a fixture in their local communities, serving parents and families with growing kids. This recession-thriving store concept allows parents to sell their outgrown kids clothes and buy gently-worn toys, clothes, and baby gear at affordable prices.

Kid to Kid stores provide a bright, clean, and upscale experience for customers that result in nearly 70% gross margins to the franchisee.

With more than 117 stores in operation and a track record of solid franchisee earnings, it’s easy to see

Impact Permitting Impact Permitting has announced the launch of its franchise model for the state of Florida in response to the sharp increase in building throughout the state. Franchise opportunities, with an exceptional business model, extensive class room and inthe-field training and consistent ongoing support, are being offered to qualified candidates. Initial investment is $35,000 with little additional start-up costs as the franchise can be operated initially out of one’s home. No prior construction or permitting experience is needed.

Impact Permitting helps companies and individuals

Kid to Kid is seeking energetic individuals with great management skills who want to make a difference in their community while earning a living. Our owners enjoy operational, technical, marketing, and financial support from our corporate headquarters and a great community of successful store owners who work together to continually improve.

For more information call our business development team: 801 359 0071 ext 100, or email sales@bcfranchise.com.

through the maze of government rules and regulations that cover the permitting process by representing them at government permitting offices.

Impact Permitting has grown from a small business with just three customers in 2006, to a prosperous business with a large and growing client base, comprised of both local and national companies, with a reputation earned by striving to provide the highest levels of service and care.

Phone: 561-440-1001 Website: www.impactpermitting.com Email: info@impactpermitting.com Contact: Nadine Austerfield

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

Oil Changes & More

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

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Le Macaron Development LLC Le Macaron French Pastries boutiques bring luxury to life with French macarons, gourmet chocolates and more. Our signature French macaron includes the best ingredients to create tasty, sweet morsels of crisp meringue and fillings made with gluten-free ingredients and no preservatives. The result? A delicate, sophisticated delicacy that invites customers to appreciate the quality of a thing done right.

With a unique no-bake concept, Le Macaron Development LLC is poised for national growth in premier franchise locations alongside our more than 40 current

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”

Generation NEXT Franchise Brands At Generation NEXT we are focused on changing the landscape of the vending industry and continually strive to redefine the purchase experience between machine and consumer.

Across all of our franchise concepts, innovation, technology and evolution are at the core of our business approach.

From our revolutionary and groundbreaking Reis

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

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

Franchising USA

locations. Our modern, attractive boutiques are typically housed within 800 to 1,000 square feet, ideal for outdoor shopping centers, enclosed malls, tourist areas and a variety of different high foot traffic site options. Along with eat-in and carryout options, franchisees can also provide custom and pre-packaged gift selections as well as catering and delivery services.

For more information visit www.lemacaron-us.com/franchise-available Contact: Kathe Moore Phone: 941-685-2334 Email: kathemoore@lemacaron-us.com Website: www.lemacaron-us.com

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.

& Irvy’s Robotic FroYo machine, the world’s first ever frozen yogurt served by robotic technology, to our concept that pioneered the movement of healthy options; Fresh Healthy Vending which introduced healthy options to a sugar-filled industry, we are innovators and developers of the future of the vending industry.

Contact: Paul Schmidt Phone: (888) 902-7558 Email: marketing@gennextbrands.com Website: www.gennextbrands.com

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

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.

Contact: Beth Boecker Phone: 513-331-3647 Email: bbboecker@strategicfranchising.com Website: www.petwantsfranchise.com

pinot’s palette Pinot’s Palette is a pioneer of the paint and sip experience – a revolutionary way to enjoy art and wine, meet new people and bond with friends. #1 paint and sip for franchisee satisfaction – Pinot’s Palette is a unique, art-inspired entertainment concept catering to adults, corporations and kids.

By combining art and wine into a single concept, Pinot’s Palette now offers an inclusive, social activity for guests to enjoy with friends, family or work team members.

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

Remedy Intelligent Staffing Remedy Intelligent Staffing and Westaff offer premier workforce management services, including recruiting and screening professional job candidates, payroll and time attendance management, on-site supervision, and specialty staffing solutions to a wide variety of client companies, including manufacturing, industrial, clerical, administrative, accounting, finance, information technology, and professional services.

Sports Clips Established in 1993 and franchised in 1995, Sport Clips is one of the nation’s leading franchises with more than 1,500 stores nationwide. Founder and CEO Gordon Logan is a pioneer of the unique sports-themed haircutting franchise, including the development of the Sport Clips All-Star haircutting systems, operating procedures, and marketing programs. It’s a great recession-resistant business that’s all cash, no receivables, and no haircare industry experience is necessary.

Pinot’s Palette’s entertaining environment, expert guidance from trained local artists and exceptional customer experience creates strong word of mouth, community recognition and a loyal customer base.

Pinot’s Palette looks for franchisee partners who love to entertain and values that fit comfortably within the Team Pinot culture. Not art experience required!

Franchising since 2010 with more than 130 locations in 33 states, Pinot’s Palette is an established, awardwinning concept leading the paint and sip industry.

Website: www.PinotsPalette.com/Franchise or Email: Franchise@pinotspalette.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

Our team of experts in human resources, technology, risk management, and labor and employment law, ensure that we deliver on our commitment to consistently provide dependable, and flexible employees to meet and exceed our clients’ needs.

Contact: Steve Mills, President Phone: 877-478-4033 Email: franchise@employbridge.com Website: www.remedyfranchise.com

FORBES as a “Top Ten Best Franchise” to buy for its investment category.

Qualified veterans who are interested in owning a Sport Clips are eligible for a 20 percent discount off of Sport Clips’ franchise fee of $59,500 through participation in the Veterans Transition Franchise Initiative, also known as VetFran, which was created in 1991 during the Gulf War. At Sport Clips, it’s good to be a guy but it’s great to be an owner! Visit sportclipsfranchise.com to learn more.

For more information, contact Karen Young:

Sport Clips is ranked by Entrepreneur Magazine as one of the top 20 “Fastest-Growing Franchises” and in the top 20 in the “Franchise 500.” It is also ranked by

Email: franchise.recruitment@sportclips.com Phone: (800) 872-4247 x. 1 Website: www.sportclipsfranchise.com

Sprout Financial

as we work from STATED information and your good personal credit history.

Sprout specifically created this financial program to help new & existing Franchise owners.

We strive to ensure you have the working capital needed to promote a thriving business.

NO collateral required, NO financials submitted

Contact: Russell Hibbert Phone: 800.358.1052 Email: contact@sproutfin.com Website: www.sproutfin.com

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franchise & services directory

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

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.

Uptown Cheapskate At Uptown Cheapskate, we buy and sell stylish clothing for teens and twenty-somethings in a fastpaced, upscale retail environment that enjoys nearly 70% gross margins. Our inventory changes every day as our stores hand-select current fashions and price them using Uptown Cheapskate’s proprietary software.

Our ideal candidates pair their love of fashion with management experience, and are energetic leaders to their store teams. Our franchise owners are trained in person at corporate headquarters and in internship stores, and are given access to a robust training portal for franchisees and store employees. This tool is best-

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.

www.interfacefinancial.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

in-class and allows new employees and franchisees to rapidly learn the ins and outs of the business.

You’ll also receive personalized operational support, professional marketing design, and assistance with everything from site selection to financing to operational tools.

Explore our award-winning franchise that has rapidly grown to more than 50 locations across the United States, and learn why our franchisees find financial and personal fulfillment as Uptown Cheapskate store owners.

For more information call our business development team: 801 359 0071, ext 100, or email: sales@bcfranchise.com

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.

VBS offers multiple marketing methods that have proven effective with helping franchise organizations with their expansion plans. Utilizing custom email marketing

Contact: James Mingey Phone: 202-349-0860 Email: info@veteransbusinessservices.us Website: www.veteransbusinessservices.us

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.

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.

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

Page 73

The Ultimate Professional Franchise Opportunity

Change your life Change your life

Be your own bos Be your Work own smarter boss NO harder Work .smarter No long hours or NOT harder extensive travel No Long Hours .• No employees or Extensive Travel

.• No NoEmployees inventory

equipment • or No Inventory

or Equipment

Get the full story today Contact us at: 1-800-387-0860, Ext. 2 or ifg@interfacefinancial.com

www.interfacefinancial.com/franchise Franchising USA

Franchising USA

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