Franchising Magazine USA May 2022

VOL 10, ISSUE 6, may 2022

Five lead indicators

COVER STORY

the camp Transformation Center

of franchisee underperformance

special feature

multi-unit franchising

GREW FROM A DREAM

Done For You

franchising news announcements from the industry

Investor Franchise Opportunities

Franchising MAGAZINE USA 1 The magazine for franchisees • W W W.FRANCHSINGMAGAZINEUSA.COM

Join the Leading Computer Service Franchise As a NerdsToGo franchisee, our entire team supports you and your business with the following: • Extensive business, marketing, and management training

“The military prepares you for this kind of transition in a civilian role,” said Turnbow. “For me, you have to be a good teammate and a good

• Our proven approach to sales and customer service

follower before being a great leader. I can be a great leader now because my service taught me what it means to be a good follower and how to play a role on a team.

• National conferences, training meetings, and information exchanges

“It can be difficult, especially if you start from

• Operational infrastructure tools, templates, and manuals

• Toll-free telephone support • NerdsToGo copyrighted marketing programs

NerdsToGo is honored to offer 50% Off our Franchise Fee for Veterans

scratch as I did,” he added. “But the best thing about being plugged into NerdsToGo is that a network of franchises and upper management are here to help. Everything about owning a business is learning, and I am learning every day.”

Roger Turnbow | NerdsToGo - San Antonio NW, Texas

nerdstogo.com • 855-951-3840

VOL 10, ISSU

E 6, MAY 2022

VOLUME 10, ISSUE 6, 2022

On the cover: the camp transformation center president: Colin Bradbury. colin@cgbpublishing.com

COVER STO RY

THE CAMP TRANSFOR CENTER MATION GREW FROM

FRANCHISI

A DREAM

Publisher: Vikki Bradbury. vikki@cgbpublishing.com editorial department: editor@cgbpublishing.com advertising: vikki@cgbpublishing.com jasonb@cgbpublishing.com

*/& '0 3 '3

INVEST FRAN OR OPPORTUNCHISE ITIES

INDUSTRY

"/$ )*4 &&4

SPECIAL FEAT URE

MULTIUNI FRANCHISI T NG DONE FOR YOU

NG NEWS

ANNOUNCE MENTS FROM THE

5)& ." (";

FIVE LEAD INDICATORS

OF FRA UNDERPER NCHISEE FORMANCE

t 8 8 8 ' 3"/

$)4 */( ."(

FRANCHISING ";* /&6MAGAZ 4" $ INE

USA 1 0.

Welcome to our May issue of

Franchising Magazine USA.

We are delighted to have Camp Transformation Center as our Cover story and we take a look at how they Grew from a Single Gym and a Dream to an Incomparable Fitness Franchise plus we Meet the Founders Luis and Alejandra Font who went through a life-changing pivot during the 2008 recession.

As always we have some great advice from some of the top experts in the industry.

George Knauf My perfect Franchise takes us through some Investor Franchise Opportunities, Lucas Frey offers 5 Actions Leading to 1st Franchisee Success and

Editorial team: Michelle Quinn Rob Swystun

discusses how starting a new business is risky. Starting your franchise as one of the 1st

Production: usaproduction@cgbpublishing.com

through some Multiple Ways Multi-Unit Franchises Pay Off, we also meet a host of

DESIGN: Jejak Graphics. jejak@bigpond.com

Also in this issue you will meet Nerds to Go who are on our Feature Front Cover and

CGB PUBLISHING Canadian Office: Sidney B.C Canada

states “The military prepared him for this kind of transition from military to Franchisee.

U.S. Office: 800 5th Ave, #101 Seattle, WA 98104-3102 Editorial: 778 426 2446 www.franchisingmagazineusa.com

franchisees is more complex and has unique rewards.

Our Feature Supplement for May is Multi-Unit Franchising. Chris Conner takes us Franchises who are looking for multi-unit Franchisees. we meet Airforce Veteran Roger Turnbow, owner of a NerdsToGo in San Antonio. “ who We’ll be at The International FranchiseExpo with @MFVExpositions June 2-4! Come talk to us about franchising in booth 772 and receive your free subscription for 12 months. You can also Register FREE for IFE2022 get your ticket for FREE with code USA by clicking here I hope you enjoy this edition and don’t forget to keep sending your stories and questions to the editor or myself.

Happy Reading

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

Vikki Bradbury | Publisher Franchising Magazine USA

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 MAGAZINE USA 3

JOIN THE INDUSTRY DISRUPTOR IN GARMENT CARE.

ZIPS BY THE NUMBERS • 5 Businesses in One! Pressed Laundry,

ZIPS didn’t invent the consumer garment care business; we perfected it.

Garment care is a $10.5 billion a year business in a highly fragmented market where 98% of the competitors are mom-and-pop shops. The industry is SULPHG IRU D QDWLRQDO EUDQG R΍HULQJ comprehensive services and a solid value proposition to consumers.

ZIPS is here to deliver.

If you’re looking to become part of $PHULFDȇV ȴUVW QDWLRQDO JDUPHQW FDUH brand, we want to talk to you.

Wash N Fold, Dry Cleaning, Alterations, Household Item Care • Nearly 70 units strong, with 100+ commitments in the pipeline • $1.1M AUV annually for mature fullservice and drop (satellite) locations* • 3-Store Minimum; markets available nationwide • 2:1 sales-to-capital ratio for drop/fullservice store • Over 20 million items cleaned last year

To inquire about opportunities contact: Abhi Parikh, Director of Business Development aparikh@321zips.com • 717.495.7995 www.321ZIPS.com/franchise

: 3

5(

LET’S GET TO WORK CREATING A BRIGHTER FUTURE TOGETHER!

=Ζ36 GLG QRW LQYHQW WKH FRQVXPHU JDUPHQW FDUH EXVLQHVV ZH SHUIHFWHG LW

7KH JDUPHQW FDUH EXVLQHVV LV D ELJ ELOOLRQ GROODU D \HDU EXVLQHVV LQ D KLJKO\

* 7KLV DGYHUWLVHPHQW LV QRW DQ R΍HULQJ $Q R΍HULQJ FDQ RQO\ EH PDGH E\ D )UDQFKLVH 'LVFORVXUH 'RFXPHQW ȴOHG ZLWK WKH UHIHUHQFHG VWDWH ZKLFK ȴOLQJ GRHV QRW FRQVWLWXWH DSSURYDO =Ζ36 IUDJPHQWHG PDUNHW RI WKH FRPSHWLWRUV DUH PRP QG SRS W\SH VPDOO EXVLQHVVHV 7KH

IUDQFKLVHV ZLOO QRW EH VROG WR DQ\ UHVLGHQW RI DQ\ VXFK MXULVGLFWLRQ XQWLO WKH R΍HULQJ KDV EHHQ H[HPSWHG IURP WKH UHTXLUHPHQWV RI RU GXO\ UHJLVWHUHG LQ DQG DSSURYHG E\ VXFK MXULVGLFWLRQ DQG WKH UHTXLUHG )UDQFKLVH 'LVFORVXUH 'RFXPHQW KDV EHHQ GHOLYHUHG WR WKH SURVSHFWLYH IUDQFKLVHH EHIRUH WKH VDOH LQ FRPSOLDQFH ZLWK DSSOLFDEOH ODZ 7KH IROORZLQJ VWDWHV UHJXODWH WKH D FRQVLVWHQW VXLWH RI VHUYLFHV DQG D YDOXH SURSRVLWLRQ WR FRQVXPHUV ΖI \RX DUH R΍HU DQG VDOH RI IUDQFKLVHV &$ +Ζ Ζ1 Ζ/ 0' 0Ζ 01 1< 1' 5Ζ 6' 9$ :$ DQG :Ζ ΖI \RX UHVLGH LQ RQH RI WKHVH VWDWHV \RX PD\ KDYH FHUWDLQ ULJKWV XQGHU DSSOLFDEOH IUDQFKLVH ODZV LQGXVWU\ LV ULSH IRU WKH HPHUJHQFH RI D QDWLRQDOO\ EUDQGHG FKDLQ RIIHULQJ ORRNLQJ IRU DQ RSSRUWXQLW\ WR FUHDWH D VXFFHVVIXO EXVLQHVV DQG EHFRPH SDUW RI

4 Franchising MAGAZINE USA

$PHULFDȇV ILUVW QDWLRQDO JDUPHQW FDUH EUDQG QHZ WHUULWRU\ LV RSHQ IRU

contents

may 2022 Cover Story 10 The Camp Transformation Center: Creating the Camp: Meet the Founders

In evey issue 6

Franchising News Announcements from the Industry

25 Special Feature Supplement Multi-Unit Franchising

57 Veterans Supplement News and Information for Veterans in Franchising

10

76 A-Z Franchise & Services Directory

Have Your Say 18 Josie Merille: The Importance building a bilingual, multi-cultural Franchise Brand 50 Thomas E. Wolfe: Change or Die: How Diversification Keeps Ziebart Thriving After 60 + Years

Women in Franchising 16 Kat Hammac: Bad Ass Coffee of Hawaii

12

20

Franchisee in Action

Expert Advice

48 Inxpress: A Community of High-Performing Franchise Owners 54 Huntington Learning Centers: 3 Old School Tips to Drive Customer Relationships

12 George Knauf: Done For You, Investor Franchise Opportunities 46 Jason Gehrke: 5 Lead indicators of Franchise Underperformance 52 Lucas Frey: 5 Actions Leading to First Franchisee Success

Franchisor in Depth 14 Little Kitchen Academy: The Key Ingredient 20 Scissors and Scotch: Breaking the industry Mold

Franchise in Focus

16

50

22 Paris Baguette: Expertly Crafted Franchise Opportunity Franchising MAGAZINE USA 5

Rush Bowls Continues National Expansion Through Innovation and Entrance into New Markets

CAPITAL TACOS Named Top 3 Restaurant in The Nation Capital Tacos is a nationally-awarded, fast-casual Tex-Mex chain of restaurants based in Tampa, Florida. They’ve been named a top 3 Taco restaurant in the nation, the 2nd best restaurant in any category in the Tampa region, and one of the few taco chains disrupting the fast casual sector, amongst a variety of other awards.

The emerging franchise brand is known for scratch-made, innovative, and unmatched Tex-Mex flavors that keep customers coming back for more and push the boundaries of quality that the FSR industry is capable of providing.

Only four months after announcing the launch of its franchise opportunity, Capital Tacos is preparing, for the first time, to expand its reach beyond the borders of the Tampa Bay area and into five new markets across the Southeast. Through a recently unveiled partnership with CloudKitchens, a virtual restaurant company, the franchise brand will establish and build its presence in Orlando, Atlanta, Miami, Nashville, and Charlotte over the course of the coming months.

The Capital Tacos team undertook its franchise endeavor with the clear goal of establishing the brand as a fan-favorite destination for families, foodies, and Tex-Mex enthusiasts throughout all major markets in nine designated states – Alabama, Arkansas, Florida, Georgia, Louisiana, Missouri, North Carolina, South Carolina, and Tennessee.

For more information on Capital Tacos franchise opportunities, please visit capitaltacosfranchise.com 6 Franchising MAGAZINE USA

Pioneer in Blended Fruit Bowls and Smoothies Expects 50 Locations Open by End of 2022 Rush Bowls – the fast-casual concept known for its fresh and healthy meals-in-a-bowl – is looking to continue its rapid national expansion and have 50 locations open by the end of 2022. The brand hopes to achieve this goal through continued innovation and the opening of at least a dozen new locations in states such as Colorado, Texas and Florida.

Rush Bowls also intends on opening its first locations in Minnesota, Alabama, and Louisiana this year.

As the demand for healthy and on-the-go meals continues to increase, Rush Bowls has experienced significant year over year sales growth. This success can be credited to the brand’s efforts to strategically innovate to meet the needs of an everchanging consumer base.

“Right now, we’re looking for very intentional growth in our stronghold markets and even eying new markets where we are seeing an increase in demand,” said Founder and CEO, Andrew Pudalov. “It’s important that we dial in our already efficient business model and continue to innovate as we grow to ensure sustainable progress. This includes our tech, our marketing practices and the way we generally present ourselves to the world.”

“We are confident that Rush Bowls will receive a warm welcome in Minnesota, Alabama and Louisiana as we enter those states for the first time,” said Nicole McCray, Senior Vice President of Rush Bowls. “Introducing our delicious, nutritionpacked bowls to new local communities makes us immensely proud in what we do.”

For more information on Rush Bowls www.rushbowls.com.

The Great Greek Mediterranean Grill opens its First Jacksonville Florida Area Restaurant Authentic Mediterranean fast-casual restaurant focuses on fresh food and the guest experience Aligning with The Great Greek’s mission to help Live Your Life Deliciously, the award-winning menu features chefinspired homegrown recipes and big bold flavors, like the fan-favorite traditional Gyro, as well as Lamb, Steak and Chicken Souvlaki platters.

In addition, guests can enjoy four signature house-made dips featuring Hummus, Tzatziki, Melitzanosalata (eggplant dip) and Tirokafteri (spicy roasted red pepper) as well as made-toorder fresh Feta Fries. Guests can also indulge in must-have desserts like Baklava Ice Cream and Rice Pudding. The Great Greek Mediterranean Grill offers a wide variety of customizable options, including a Classic Greek Salad with choice of Gyro Meat, Chicken Souvlaki, Salmon, or several other protein choices. Everything is

prepared in-house with fresh ingredients that bring traditional flavors from recipes passed down generation after generation.

Drawn to The Great Greek Mediterranean Grill’s concept by its healthy and delicious recipes, franchisee Dharti Patel plans to utilize her restaurant to bring the community together, offering nutritious and satisfying dining options for everyone to enjoy.

“We are so thrilled to bring The Great Greek’s Mediterranean favorites to St. Johns,” said Patel. “It’s been a dream of mine to open a restaurant in this area and with full support of my family, we are making it a reality.”

For franchise information, visit www.thegreatgreekfranchise.com

Indianapolis will Now Be Building Strength With Nation’s Premier Obstacle Course Racing Facility Ultimate Ninjas, the world’s premier obstacle course racing facility, recently opened in Noblesville at the Hamilton County Sports Complex located at 9625 East 150th St. The new 10,000-squarefoot gym include’s many of the popular obstacles found on the hit TV show, American Ninja Warrior.

Ultimate Ninjas provides obstacle and agility courses, rock climbing walls, warped walls, swinging ropes, quintuple steps, and many more obstacles for kids, adults and super athletes to try, practice and master.

All ninja classes are led and designed

by American Ninja Warriors who train to conquer many of the same obstacles seen on the show. The new Ultimate Ninjas in Indianapolis is owned by Jesse Labreck, the first woman to hit the buzzer on Stage 1 and five-time Vegas finalist, Michael Silenzi. Season 11 competitor Brian Parache, who has taught and managed Ultimate Ninjas gyms in Chicago since 2016, will be the General Manager of Classes and Camps.

“Ultimate Ninjas does more than promote proactive health and wellness, we teach children valuable life lessons through our training exercises,” said Labreck.. “Our obstacles can be very challenging at first, and just like on the show, most everyone will fail at some point. Failure is something we embrace - we use as a motivator to

work harder and eventually overcome the obstacle. Our toughest challenges promote growth and perseverance, which makes us immensely proud in what we do.”

For more information, please go to www.ultimateninjas.com Franchising MAGAZINE USA 7

Redbox+ Experiencing Rapid Expansion with a Burgeoning Support System

Chick’nCone Opens First Oklahoma Location Fast-Craft Restaurant Concept Brings its Famous Chick’nCones to Jenks Chick’nCone – the fast-craft restaurant concept famous for serving crispy, hand-cut chicken tenders in freshly made waffle cones – is excited to announce the grand opening of the brand’s first Oklahoma location. The new restaurant is owned by husband-and-wife duo, Kristopher and Stephanie McClanahan.

With previous restaurant experience already under their belts, the new Jenks Chick’nCone location is the first that the McClanahans intend on opening in the area, with plans to open additional locations in the near future. Originally intrigued by Chick’nCone’s franchise-ready business model and the fun culture surrounding the brand, the couple decided to pursue opening up their own location and is currently looking for ways to play a bigger role in the Jenks community.

“We are thrilled to bring this new and exciting concept to the local Jenks community,” said Kristopher McClanahan. “Jenks is a popular area and with our new restaurant located next to the riverwalk and aquarium, we can’t wait to turn it into a local favorite.”

“We can’t wait to begin building relationships with local community organizations and provide each and every guest with a positive experience that keeps them coming back for more,” said Kristopher McClanahan.

The opening of the Jenks location comes during a time of continued national growth for the brand as it targets new territories and seeks expansion in existing ones.

For more information, please visit https://chickncone.com/ 8 Franchising MAGAZINE USA

Redbox+’s innovative, patented roll-off dumpsters as well as its promise of delivering them on-time and as scheduled has led to tremendous expansion for the brand over the past year.

It wrapped up 2021 with upwards of 300 franchise territories and over 80 franchisees across the country. By the end of 2022, redbox+ is expecting another year of double-digit unit growth by adding individuals to the franchise system who are hardworking, have a desire to be independent, and are dedicated to providing the highest level of customer care.

Aside from franchise growth, redbox+ saw its best year yet for container rentals in 2021 — DIY home projects brought on by the pandemic created a greater demand for the waste hauling industry. Recently, Entrepreneur magazine recognized redbox+ as one of the ‘Fastest-Growing Franchises’ in the U.S and worldwide, along with one of the ‘Top Home-Based & Mobile Franchises.’

“Our franchisees are proud to live and share the redbox+ story every day. We have a special system of individuals who come from various professional backgrounds -- but what brings us all together is our mission to lead the industry in customer service and quality of support,” said Tim Fagan, President of redbox+.

In June of 2021, redbox+ joined the BELFOR Franchise Group, the world’s largest residential and commercial services franchise group. Since becoming a part of the BELFOR Franchise Group, redbox+ has invested in bolstering its franchise support team in order to have a strong foundation for its continued national expansion.

For more information, visit www.redboxplus.com/franchising/

My Backyard Sports Sets Sights on Philadelphia for Expansion Offering 3,000 products for over 30 sports, the brand’s projects range from the purchase and installation of basketball hoops and other sports equipment to the design and build of indoor or outdoor sport facilities encompassing both single and multipurpose surfaces. Additionally, the company offers a customized and comprehensive sports painting product line for courts for a variety of sport options.

With population growth, job rate growth, and housing price growth all on the rise, Philadelphia strongly lends itself as an attractive destination for growing businesses. Philadelphia is also one of just 13 US cities to serve as a home to teams from all four major American sport leagues. The city’s historically strong sport passion and continued economic growth provide the ideal fit for the expansion of My Backyard Sports.

My Backyard Sports, a full-service design and installation company specializing in customizable courts and sport surfaces, is looking to continue its national growth by announcing expansion plans into the Greater Philadelphia Region.

My Backyard Sports is currently operating in Northern New Jersey and Austin, Texas, with a third in development in Long Island, New York and are seeking qualified individuals to serve as franchisees.

Each prospective franchisee should have an entrepreneurial spirit, strong people management skills, and a passion for providing great products and unmatched customer service to their community. Including a franchise fee, the cost to open a My Backyard Sports ranges between $104,392 – $177,685.

For additional information on franchising opportunities, please visit www.mybackyardsportsfranchise.com

Serial Entrepreneur Brings Jeremiah’s Italian Ice to Cumming Florida’s Favorite Frozen Treat Brand to Open New Suburban Atlanta Location Orlando-based Jeremiah’s Italian Ice recently started scooping up its iconic frozen treats in Cumming, announcing the brand’s newest location which opened in the Atlanta-area. The new shop will be is owned by serial entrepreneur, Chirag Patel.

This is the first location Patel intends on opening in the area, with plans to open additional shops in the near future. The new Jeremiah’s Italian Ice will offer guests both indoor and outdoor seating, a drive-thru and 3rd party delivery services in the upcoming months. The shop’s location makes it a perfect family-friendly destination for local residents looking to

enjoy the brand’s one-of-a-kind frozen products.

Patel first came across Jeremiah’s in his home city of Orlando, where he has owned local dry-cleaning businesses for the last 16 years. After falling in love with the uniqueness and bold flavors of Jeremiah’s products, he knew he just had to own his own Jeremiah’s Italian Ice location. Seeing both business opportunity and room to grow in the suburban Atlanta-area, Patel viewed Cumming as the perfect community to open his first shop.

coming back for more,” said Patel.

“Jeremiah’s Italian Ice is creamier, richer and better looking than anything that can be bought in retail. We hope to turn many first-time customers into repeat

“The best part about Jeremiah’s is the fact that our products keep customers

For more information, please visit https://jeremiahsice.com/ Franchising MAGAZINE USA 9

cover story: the camp transformation center

Creating The Camp: Meet the Founders How the Camp Transformation Center Grew from a Single Gym and a Dream to an Incomparable Fitness Franchise

Luis and Alejandra Font went through a life-changing pivot during the 2008 recession. Like so many Americans, the couple with two young kids was left financially strapped by the economic downturn.

Never one to make excuses for her circumstances, Alejandra identified the adversity as an opportunity to transform her fitness hobby and side hustle into a career. With just one year of part-time personal training experience under her belt, she pitched the idea of opening a gym to Luis.

“While I loved that one-on-one connection with the clients and feeling like I was making a difference in their lives, I knew I wanted to do it on a larger scale,” Alejandra recalls. “I wanted to make a larger impact than training one person at a time. I wanted to do group training.

I figured I might have a few locations eventually; I never imagined we’d grow to become a franchise with locations nationwide.”

“

With 30 additional locations in development, The Camp Transformation Center continues to rapidly expand its footprint across the United States.

”

10 Franchising MAGAZINE USA

Alejandra approached the couple’s longtime friend, a veteran fitness entrepreneur, Sam Bakhtiar. They joined forces, and in late 2010, opened the doors of the first Camp Transformation Center in Chino, California. In the beginning, Alejandra focused on day-to-day of the business while Sam led the marketing efforts. About a year later, Luis joined the business full-time.

As someone who struggled with his weight and yo-yo dieting for most of his life, Luis brought a unique perspective to the

company that helped them develop their secret sauce. It’s a system he worked on with Sam’s guidance that allowed him to drop 50 pounds and finally lead the healthy lifestyle he desired.

“Exercise is a small piece of the puzzle to losing weight and keeping it off,” Luis says.

“The physical component is only about a third of it. Nutrition is also important.

Then, there’s the mental component – the accountability and support — that’s the toughest ingredient to get right. Tapping into people’s emotions and creating a space where everyone feels welcome, from beginners struggling with obesity to advanced athletes, is really where The Camp differentiates itself.”

Together, Alejandra, Luis, and Sam developed an incomparable fitness community and proven weight loss system that has transformed countless lives at more than 110 gyms. With 30 additional locations in development, The Camp Transformation Center continues to rapidly expand its footprint across the United States.

Building an Accepting Culture That Transforms Lives It is common for people who join The Camp Transformation Center to shed dozens of pounds, and the results are often attributed to the free “20-Pound Weight Loss Challenge.” The Camp’s flagship program requires a $497 down payment that’s refunded if the participant loses 20 pounds during the six-week challenge.

“By the end of the challenge, participants are experiencing the waterfall effect of weight loss,” Alejandra says. “Their mood is improved. They receive better bills of health from the doctor. They feel more confident in their daily life. The benefits are endless. The Camp becomes a lifestyle.

On average about 96% of the challengers refuse a refund, opting instead of applying it towards a yearly membership. They get their $497 back, but then become members of The Camp and move onto new challenges.”

The down payment keeps new members accountable, but the culture at the gym is what keeps an often-discouraged

population returning for years. The Camp Transformation Center recognizes that despite universal knowledge of how to lose weight — eat healthier and work out regularly — millions of people struggle to get results. During an era of skyrocketing obesity, The Camp created a four-tiered approach to help this massively underserved audience achieve their goals.

“It starts with curated experiences,” Luis says. “Those experiences include our tradition to ‘Celebrate Every Pound Lost.’

Members and coaches cheer each other on during weekly weigh-ins. We add that personal touch of wearing nametags and calling each other by name. There’s also ‘Core Closers,’ that encourage daily communication. Coaches ask members to share on ‘Motivational Monday’ or ‘NonScale Victory Tuesday,’ and so on.”

Those experiences organically lead to the second tier, emotions. From tears of joy to the pride of achieving a long-sought-after goal, The Camp is an emotional place.

Experiences and emotions combine to form memories. Experiences, emotions, and memories combine to create the fourth tier, a friendly community with a culture like no other gym.

Replicating a Proven Process: Franchising The Camp According to the National Institutes of Health, 42% of United States adults are actively trying to lose weight. Demand for weight loss services is widespread.

Entrepreneurs in this space enjoy the benefits of broad appeal, especially for fitness concepts with a track record for results.

Catia Morgan, Chief Operations Officer for The Camp, has watched the franchise’s brand awareness grow with each new location, and she says members are often the best advertisers for new gyms.

“A membership-based revenue model is always attractive to franchise candidates,” says Catia, who has more than 20 years of franchising experience. “But The Camp takes member loyalty to a new level.

Members enjoy incredible results, and they become brand ambassadors. They bring their loved ones and friends, who

Franchisee Gia Smith, owner of five gyms in California and Arizona also get hooked. To call this a franchise with reliable revenue streams is an understatement. People join The Camp, and they don’t leave; they multiply.”

Perhaps no group of individuals knows that better than The Camp’s current franchisees. Gia Smith, for example, owns five gyms in California and Arizona. The former track runner says she was in a funk after moving to California from the east coast for a job in 2012. She joined The Camp in Modesto to get her health back on track. She became so passionate about the gym’s mission as a member that she decided to make a bigger investment.

“I did the 20-pound challenge to discipline myself and get back in shape, but I made friends and became obsessed,” Gia says. “I lost the weight and got healthier and then asked myself, ‘Now what?’ I knew it was time to help others, and I’ve grown from one gym to five locations that have supported me financially while transforming lives. It is indescribably rewarding to be part of a business with purpose.”

The Camp Transformation Center enjoyed record growth in 2021, and the franchise is on its way to an even better 2022.

The fitness brand’s goal is to provide its outstanding services to people who wish to lose weight and improve their health in 500 communities by 2030.

For more information visit thecampfranchise.com Franchising MAGAZINE USA 11

EXPERT ADVICE: George Knauf | Senior Franchise Business Advisor | FranChoice

Done For You

Investor Franchise Opportunities The Franchise World is adapting to the influx of multi-unit/brand empire building, overseas investor, family office and investment fund candidates for franchise opportunities.

George Knauf is a highly sought after, trusted advisor to many of the top franchise ownership groups in the world. With over 25 years of experience in both start-up and mature business franchise operations he is uniquely qualified to advise individuals that have dreamed of Building their own empires. Whether you have an existing portfolio or searching for your first franchise, he can help you to pursue your dreams. www.MyPerfectFranchise.com

12 Franchising MAGAZINE USA

The step taken in the past was moving from owner operated franchises to semiabsentee. Now the move is from semiabsentee to a “done for you” franchise investment where the franchisor sells you a franchise then provides a management company approach to running it for you.

You may already be a little familiar with this from hotels you stay at. The model has been represented in that industry for real estate investors who wanted to build and own a building but did want to run the business so they would contract with a big hotel brand to run a hotel in the building they build. The barriers to entry there were the cost of entry and how many dollars were invested in one piece of property, so diversifying was a very big financial play.

Now we are seeing a similar models in Food, medical, pets and contractor services, with more on the way. Depending

While technology gives us far more advantages in business “ operations than we used to have, there are advantages to someone in the market overseeing the managers and staff at the locations you may invest in.

”

sodas and count the quarters. That business is much harder now and the people that seem to make the most money in that business manufacture machines, make sodas and find the ever rarer locations for the machines to live.

But for some reason it sticks in people heads as a simple way to invest and grow.

So how does today’s market offer a business where you can invest in a more robust business that services identifiable needs, but doesn’t require you top operate it or oversee the managers? This done for you solution where the franchisor, the folks that created the business model and tested it, run the business and update you every step of the way.

Now, here is my disclaimer, the fact that someone offers and done for you option on a franchise opportunity does not make it a good investment for you. And no, I am not going to name brands that others have checked out and approved because their criteria will be different from yours.

on the brand, the model may allow for a single unit purchase or require that the buyer sign an Area Developer (multiunit) contract where they will fund the development of an entire market and the franchisor will run it for them, for a fee of some sort.

This is not your Father’s vending machine business.

To some candidates we talk to the idea of an old school vending “business” has always seemed like a model where they could invest some money and not have a real business to run. Just had to restock the

That said, I know there are great brands using this model, run by outstanding franchise pros, and with some savvy search and investigation you can find great concepts in this space, possibly the very same ones my candidates investigate.

Two investigations are in order.

The first investigation is into the franchise opportunity itself. Is it a brand that is in demand? Does it have a good business model? Do the unit economics make sense? The basics of a good franchise investigation have not changed.

If the franchise investigation checks out then move on to look into the management company itself.

Look into how they have tested the model in the real world. I would expect they do

site selection, if that is a factor, manage the build out and hire any front-line staff and unit managers. Those pieces are pretty straight forward and easy to identify.

My questions would go quickly to who manages the managers, how does that communication work and how do numbers get communicated to the investor?

While technology gives us far more advantages in business operations than we used to have, there are advantages to someone in the market overseeing the managers and staff at the locations you may invest in.

Talk to the franchisor about how the development of the team in the market will play out as the market grows in terms of locations or dollar volume. How will they maximize customer satisfaction, revenues and profits?

I would want to see the management company compensation having incentives built in based on performance so that they make more money when you make more money.

Once you have investigated the franchise and the management company it is time to strategize a bit. How many locations would make sense based on the unit economics of the business and the cost of the done for you program? Or, might it me an entire market?

With the business being run by someone else, do you want to have it in your home market or another? This could be cost driven or decided by where the management company can best support your business.

This is a big opportunity within the franchise arena. Take your time, dive into the model and maybe it is an empire builder for you.

Franchising MAGAZINE USA 13

franchisor in depth: Little Kitchen Academy

Little Kitchen Academy the

Key Ingredient Little Kitchen Academy is the key ingredient for an independent child. The first-ofits-kind, Montessori-inspired cooking academy for kids ages three through teen is focused on providing a safe, inspiring, and empowering space for children to identify, develop, and refine their senses.

LKA was co-founded by proven global brand and franchise expert and serial entrepreneur Brian Curin, his wife, Montessori-trained, culinary expert, and visionary Felicity Curin, and social 14 Franchising MAGAZINE USA

impact investor and entrepreneur Praveen Varshney, on the belief that by empowering children with practical life skills and knowledge in a positive and joyful environment, LKA will affect positive lifestyle changes that result in a healthier world.

True to its mission, LKA lives to create a more educated, able, and healthy society through mindful, healthy eating choices, and is committed to changing lives, from scratch to consumption. Part of that mission includes empowering students to learn how they can make the world a better place through How Can I Help by Little Kitchen Academy, LKA’s signature philanthropic program, supporting Crisis

Text Line, The Global FoodBanking Network, Kids Help Phone, and One Tree Planted. In addition to charitable partnerships, LKA has forged strategic global brand partnerships with Iron Chef Cat Cora, AeroGarden, BIRKENSTOCK, ChefWorks, Emeco, ChopValue, Welcome Industries, and PRISE Inc. Little Kitchen Academy’s flagship venues are located in Vancouver, B.C., and Los Angeles, Calif.

Little Kitchen Academy’s Montessoriinspired environment is designed to support the growth and development of each child. Instructors show the students how to safely use tools, but step back to closely observe the independent work, only stepping in when safety is a concern. This

“

Our recipes highlight fresh seasonal produce and ingredients and allow for adjustments for dietary needs and preferences.

”

approach enables students to learn at their own pace while they acquire practical life skills that foster independence, confidence, and socialization. LKA further empowers students to make better food choices, to apply age-appropriate math and science skills in real-world settings, and embrace practices such as recycling, composting, and the concept of philanthropy in order to make positive, socially conscious contributions to the world through its global philanthropic initiative “How Can I Help,” which empowers students to learn about giving back and making a difference by putting the choice in their hands to support one of four notable causes.

Seasonal sessions run year-round and are organized by age group (ages 3-5, 6-8, 9-12, and 13+ years old). Students experience a 3-hour class once a week during the school year or over 5 consecutive days during Summer, Winter & Spring breaks. Each week, they learn how to make healthy, delicious, and seasonal meals from scratch to consumption—all while experimenting with math and science concepts, working on their reading skills, and polishing up their table manners and engaging socially by sharing meals around our community table (made with 33,436 recycled chopsticks). Sessions are limited to just 10 students and are overseen by three instructors. The curriculum focuses on seasonal, locally grown, and organic produce and ingredients, and students enjoy the fruits of their labor for a “scratch to consumption” experience at the end of each lesson.

We encourage our students to plant, nurture, harvest and prepare produce because we know that when we are an active participant in our food choices, we will try them - and more often than not enjoy them. Our living food wall powered

by Aerogarden has plants at different stages of growth so we can observe, care for, and enjoy the literal ‘fruits of our

labor.” Perhaps, a child who has always said she doesn’t like tomatoes will discover that she, in fact, does like tomatoes when they’ve been picked, washed, chopped and slightly seasoned…or maybe caramelized in the oven with garlic and salt and pepper.

Our recipes highlight fresh seasonal produce and ingredients and allow for adjustments for dietary needs and preferences. We aim to provide locally grown, organic products where possible.

All of our recipes are meat, poultry, nut, and seafood free.

We also accommodate children with a variety of learning or other disabilities.

LKA is a totally inclusive environment, and we believe our curriculum is for every child.

Originally, our vision started out with just one Little Kitchen Academy location in Vancouver but as we began to look at the concept more and as began to share it with our network, everyone kept saying, “You need to do this, you need to take this global”. Everyone was so excited by the idea and kept asking us what we needed to make it happen. They all wanted their children to experience it or to own their own location or to just help make the vision a reality. When we heard that, we knew this had to be bigger than just one location and started to plan how we could share this gift with as many communities.

After the first location opened, it was even more clear that there was not only a desire for more Little Kitchen Academy locations, but a need. Classes at the flagship in

“

Families wanted their child to learn practical life skills while building their independence and confidence at LKA.

”

Vancouver would fill up so quickly that there would be more than 200 children on the waitlist. Families wanted their child to learn practical life skills while building their independence and confidence at LKA. The Little Kitchen Academy family has a deep knowledge of and proven track record in the franchise industry, led by Co-Founder/Co-CEO and President, Brian Curin. Brian is a visionary and innovative business leader who has founded, led, and transformed several Inc. 500|5000 companies. He’s built some of the most exciting and fastest-growing brands globally including Little Kitchen Academy, Flip Flop Shops, Moe’s Southwest Grill, and Cold Stone Creamery.

Thanks to the innovative pedagogy and vision led by Felicity combined with Brian’s proven franchise expertise, strong leadership, and brand building experience, Little Kitchen Academy has grown rapidly.

In just over two years the company has expanded from one location, which opened in June 2019 in Vancouver, Canada, to seven locations now open and operating in both Canada and the US and more than 140 locations in development across North America. www.littlekitchenacademy.com Franchising MAGAZINE USA 15

women in franchising: Kat Hammac | Bad Ass Coffee of Hawaii

Entrepreneurship Has No Age Limit...

Female Business Owner Shares Advice for Those Pursuing a Second-Act Career Kat Hammac is a multi-unit owner of three Bad Ass Coffee of Hawaii locations, with two more in development. She’s an allstar performer who has mastered the art of running multiple family-owned businesses with her four children – living life and truly enjoying her new found success.

There’s nothing like adversity to awaken the inner badass within.

I spent most of my life taking care of others with lots of ups and downs before pursuing entrepreneurship.

Society tells us we have to become successful at a young age, so as I got older, I thought I missed my opportunity to become an entrepreneur. Fortunately, I overcame the age limit mindset and embraced the journey to a second-act career.

As a wife and stay-at-home mom with four children, I started selling organic eggs and other farm items to help my family make extra money, but quickly realized I wasn’t earning enough. I then decided to go back to school and get a degree in Nursing. I became a Registered Nurse and worked in the ICU until Hurricane Katrina hit in 2005. The hospital I worked for never re-opened to the public, and shortly after, my mother became sick with cancer.

Post-diagnosis, I took the time to take care of her. After overcoming many trials and tribulations, I still felt it difficult to leave my nursing career behind and seek passion elsewhere because of my age.

Thankfully, I did not let those fears hold me back. I always had a desire to own a coffee shop and I used the little money I had to go to coffee school in Portland.

The hunger to learn and set out on my own motivated me, so I did a tour in Seattle to learn everything there is to know about coffee beans. Soon after, I started my own

16 Franchising MAGAZINE USA

independent coffee company, but in 2018, I discovered Bad Ass Coffee of Hawaii, became a franchisee, and converted two of my shops.

I trusted myself, remained ambitious, and am now enjoying great success in my late 50s with three prosperous Bad Ass Coffee shops open and two more on the way. Here are three best practices for pursuing a second-act career in entrepreneurship, even when you feel like you may have missed your shot:

Go With Your Gut Everyone experiences gut feelings. From matters of personal safety to decisionmaking and relationships, the gut speaks to us. Wise entrepreneurs listen to their inner voice. I was not a coffee drinker, but I felt a strong pull to enter the coffee industry and knew I could not ignore my intuition.

I chose to actively pursue this dream and learned everything I needed to know to make it happen. Just because you do not have prior knowledge of an industry, does not mean becoming successful is impossible. Even after facing some downfalls, I always picked myself back up, fighting through the negative feelings that tried to intervene in my journey to success.

The journey is always what you make of it.

Be open to trying new things – you never know what may come of it.

Stand Your Ground Although female business owners have come a long way, a woman’s success in the business world does not come easy.

As an older female in business, there are more challenges to be faced. We have

to overcome the stigma that comes with running our own business later in life.

Stay grounded and focused. As a woman, you have to be three steps ahead at all times. Make sure you have systems in place so your business can run as smoothly as possible. Most importantly, commit to continuous learning so that you always have a strong foundation of confidence and knowledge to lean on – if you do this, you’ll be unshakeable. .

Age is Just a Number The old saying is completely true - you are never too old to make a change.

Having several different life experiences under your belt can translate into unique perspectives and strong skill sets.

Lean into these lessons and unique experiences. They give you the tools and outside perspective to help you achieve your wildest dreams. Living through natural disasters, death, raising children, and learning how to handle each situation can help you navigate a business and the many challenges and opportunities you face while running one.

No matter your age, do not let it hold you back. Stay motivated, confident, and persevere towards your goals.

Franchising MAGAZINE USA 17

have your say: Jose Merille | President Estrella Insurance

The Importance Building a Bilingual, Multicultural Franchise Brand “

In addition to rewarding those that are already bilingual, provide opportunities for franchisees and their teams to get language training support.

”

America more entrepreneurial, more likely to be employed, younger, and increasingly affluent. They are contributing disproportionately to America’s productivity and economic growth and becoming a critical driver of the country’s new mainstream economy.

Did you know there are more Spanish speakers in the United States than there are in Spain?

In fact, about 43 million people, or 13% of the U.S. population, speaks Spanish as a first language. What’s more, the U.S. Census Bureau estimates that by 2060, the Hispanic population will more than double to nearly 30% of the nation’s population.

The Spanish speaking population is, therefore, a hugely important economic group controlling nearly $2 trillion in buying power in 2020, an increase of 87% from 2010 according to the Selig Center for Economic Growth.

The purchasing power of Hispanics in the U.S. could increase to $2.6 trillion over the next three years, which means the facts are clear: Latinos are making 18 Franchising MAGAZINE USA

The concept of diversity can seem somewhat broad and esoteric when it comes to creating and implementing these types of initiatives in a company or brand.

Despite the franchise industry promoting efforts for diversity and inclusion, and leaders in organizations saying they’re serious about spearheading efforts for diverse franchisee networks and teams, progress continues to be slow on many fronts.

So, how to move things along?

At Estrella Insurance, we made the decision decades ago that to properly scale our franchised insurance business, being bilingual would be the key component to allow us to expand into growing markets and tap into a domestic customer base that was often neglected. Estrella’s investment in bilingual development allowed the brand to cross the $500 million mark in systemwide premiums for the first time in the company’s nearly 40-year history in 2021.

That’s in part because insurance coverage is a non-negotiable commodity, something that has allowed Estrella to remain a

pandemic-resistant, and even a recessionresistant, business opportunity for aspiring entrepreneurs.

We soon found that new customers were only one benefit of having a multilingual approach.

Bilingual teams not only opened new consumer revenue streams at the unit level, but greatly enhanced our ability to interact with a larger and more diverse prospective franchisee pool – something that has helped to boost long-term retention and satisfaction among our network.

Simply put, bilingual franchisees, office personnel, marketing materials, websites, mobile apps, and more have fostered a more innovative and diverse business that has provided countless intangible benefits.

As more companies and franchised brands realize these benefits, the competition to find and hire a multicultural and bilingual system will only heat up, especially as the world continues to become increasingly interconnected.

As a Miami-based, Cuban American franchisor, navigating multiple languages has always been one of our greatest strengths for creating and fostering a multicultural business. For franchisors looking to create a similarly effective bilingual culture we offer these tips for success.

“

Our recipes highlight fresh seasonal produce and ingredients and allow for adjustments for dietary needs and preferences.

”

Provide In-Language Training In addition to rewarding those that are already bilingual, provide opportunities for franchisees and their teams to get language training support. Language learning in the digital age is not a high-cost endeavor and it demonstrates a willingness to invest in your franchisee’s development.

Go Beyond Literal Translations Culture is nuanced and complicated: simultaneously, it heavily informs our word choice and language. Where you come from and the industry in which you operate plays a large role in the way you communicate currently in English. The same rings true for Spanish - or any other language. What this means is that merely offering a word-for-word translation of your content through some third-party app will often fail to speak to recipients the same way and may have unintended consequences.

This is where transcreation comes into play – the idea of blending the words translation and creation into a new word.

In a nutshell, transcreation takes a concept in one language and completely recreates it in another language to communicate more naturally.

It’s good practice to have all official

documents reviewed by a linguist or translator while also enlisting a deep roster of native speakers on staff to help your brand speak naturally in that tongue.

It’s About Understanding, Not Tokenism An essential aspect of creating a bilingual brand culture is fostering a multicultural workspace. This is more than a buzzword, however, and can be quite nuanced. Being a Cuban American born brand does not mean that we inherently understand the entire Hispanic experience in America.

One culture does not encompass all Latinos and that kind of assumption can often drive away prospective franchisees, employees, and customers through accidental displays of ignorance.

So how do you pull off that kind of authenticity? First, make sure changes within your organization are real and tangible and not just marketing slogans or press release copy. And second, take the time to get to know – and address your target demographics’ real cares and concerns. A little bit of empathy and even a small dose of humor, goes a long way.

Retention Requires Effort Developing and retaining a multicultural franchise system takes hard work and effort. Look for team members who are

already fluent in another language to help build your base, but don’t rule out seeking those willing to learn. While it’s important to have native speakers to avoid mistakes and understand target audiences more completely, simply having a competent multilingual workforce will enhance your capabilities greatly.

Gender, cultural, ethnic, racial, and other types of identities shape how people experience, see, and digest the world. People from diverse backgrounds think, learn, and react differently. They often possess different sets of skills and traditional knowledge, acquired and perfected over time in different communities. Hence, diversity is a big source of insight, talent, and skill. If harnessed properly, diversity can bring a multi-dimensional, holistic perspective to your franchise organization’s overall wisdom and acumen.

At Estrella Insurance, diversity has facilitated our growth and prosperity as a franchisor and created new pathways to ownership. Franchising is a great way to get into business and possibly the most successful format for business development. No sector has made more minority millionaires than franchising. It’s our responsibility to help tell that story.

Franchising MAGAZINE USA 19

FRANCHISOR IN DEPTH: Scissors & Scotch

“

a m

Scissors & Scotch:

Breaking the Industry Mold The idea for Scissors & Scotch was born out of necessity Erik Anderson, who is one of the founders, was new in town and needed a haircut. He realized he only had a few choices, and none of them really appealed. He could go to his wife’s salon, an oldfashioned barbershop, or someplace with “clips” in the title.

This issue led to a conversation with his friends. A haircut can often feel like just another item to check off a to-do list. It’s usually a chore.

So, they wondered if they could create a space that guys actually looked forward to visiting. It would be a place where someone could relax, feel comfortable, and enjoy conversations, while getting a haircut and shave.

It turns out there was a market for an elevated experience in the men’s grooming industry. Since Scissors & Scotch launched in 2015 with six employees and one shop, it’s now grown to hundreds of 20 Franchising MAGAZINE USA

Erik Anderson, Sean Finley & Tanner Wi employees across multiple states. The brand is actively looking for franchisees who want to bring this unique concept to town.

“Most of the time, when we talk to a potential franchisee, they are excited because they don’t see anything like Scissors & Scotch in their city, and they recognize the need,” Erik Anderson, Co-Founder of Scissors & Scotch, said. “Getting a quality haircut has a big effect on a person daily. Our franchise owners have a chance to impact the community in a unique way.”

Cheap and Efficient is Not What All Guys Want The whole conversation that led to S&S started over cocktails.

“

The idea is to create a place that is part of a man’s routine.

iles

”

experience, education, and her awardwinning technique to help us develop the framework for a best-in-class training program for barbers and stylists.”

Each barber is taught an advanced technique, called clipper-over-comb, which gives every guy who sits in the chair a tailored haircut based on the shape of his head and his goals for the style. This differs from a traditional clips joint where stylists will ask the customer what number he wants, slap a guard on the clippers, and provide a standard cut which doesn’t look great as it grows out. The S&S method is tougher to learn, and takes a bit more time to execute, but produces much better results for the customer.

Anderson and his buddies Sean Finley and Tanner Wiles began mapping out the concept, what would make it cool, and what would make it different.

Basically, they knew what they wanted, and they knew what guys like them wanted.

“Haircuts and grooming have always been marketed to guys as ‘cheap’ or ‘efficient’,” Finley, one of the co-founders, said. “Guys want a well-rounded experience that’s more than just a cheap haircut. We want someone who is going to put the time in and have the expertise, but we don’t want to have to go to a salon to get that experience.”

This is a common feeling among the clientele served by Scissors & Scotch. Men are spending a lot more time and money on self-care in 2022 than they did even 10 or 15 years ago. And this is not a trend that will go away anytime soon. The male grooming industry is expected to reach $276 billion by 2030.

The reasons for this are pretty simple. Men are recognizing how important a good haircut and a well-groomed beard can be for social and professional success. Putting a little extra effort into a grooming routine can increase a person’s confidence, so it’s probably not a good idea to risk a subpar cut at a “clips” joint.

Not Blinded by Tradition Anderson, Finley, and Wiles came to the industry with zero experience. While that may sound like a negative, it actually worked in their favor because they were able to avoid falling into the trap of blindly following traditions and doing things the “way things have always been done.”

They sat down and thought about what they admired in many different business models, from a variety of industries, and were able to weave the ideas into the plan for a modern barbershop.

Not wanting to leave the actual haircutting to industry rookies, they quickly sought counsel from someone with decades of experience. Brandi Busboom is the Director of Grooming Operations for S&S and has developed a training program for all barbers and stylists who hold a pair of scissors at any of the locations.

Busboom came to Scissors & Scotch after years of learning and working to perfect the barbering craft. She has a passion for men’s hair and grooming and was an ideal fit for a team looking for someone who knew the business and wouldn’t be shy about telling them if she thought one of their ideas was a bad one.

“Brandi is a huge part of our success because she’s an expert in this field,” Anderson said. “She leveraged that

It’s the kind of detail that was important for the leadership team as they crafted the plan for what this barbershop could be.

Each service at Scissors & Scotch includes a cocktail, coffee, or beer which can be enjoyed before or after the appointment in the lounge area. A full experience that’s breaking the mold and raising expectations for a customer base that’s been looking for something more and longing for quality.

The Franchise Plan Scissors & Scotch has already grown to 19 locations across nine states, with more than 40 locations sold or currently under development.

The idea is to create a place that is part of a man’s routine — customers who buy memberships, develop trusting relationships with their barbers, and come back every month expecting to get a great cut that will last. For the franchise owner, that means recurring revenue and a chance for serious growth.

What started as an idea between friends is now a thriving company that’s providing opportunities for ambitious entrepreneurs to disrupt the market in cities across the country. Men are willing to pay a little more for quality and experience, and Scissors & Scotch is continuing to prove it. https://franchise.scissorsscotch.com/ Franchising MAGAZINE USA 21

FRANCHISE IN FOCUS: Paris Baguette

Paris Baguette...

expertly crafted franchise opportunity

With a Goal of 1,000 US Locations by 2030, Paris Baguette Announces Brand Redesign to Attract Community-Focused Franchisees Nationwide

Paris Baguette, the neighborhood bakery café where communities come together over expertly crafted baked and brewed goods, recently announced a comprehensive brand redesign, which includes a communitydriven store layout, elevated guest experience and enhanced digital and mobile presence.

Now, with Paris Baguette projected to open 1,000 new locations in the U.S. by 2030, the brand is leveraging the gamechanging rebrand to promote growth with the specific goal of finding franchisees who are interested in opening a neighborhood establishment.

In 2021, the brand opened 10 locations and signed 121 franchise agreements, putting it on track to meet its goal of 1,000 locations by 2030. In Q1 of 2022, Paris Baguette signed 43 franchise agreements and is on track to open 56 locations by the end of the year. Five locations have already opened since the start of 2022. The brand also expanded its footprint into two new states including Michigan and Oregon.

In an effort to attract community-focused

22 Franchising MAGAZINE USA

in its segment. A decade ago, the brand may have had to compete with cafe-chain behemoths, but those brands have largely vacated the space, opting instead for fullservice models that proved ill-suited for the new COVID-shaped restaurant landscape.

franchisees and continue its growth, Paris Baguette has introduced a new brand redesign for all new locations and a refresh for existing locations.

“All existing cafes will have elements of the new brand DNA,” said Pete Bell, Paris Baguette Chief Marketing Officer. “For example, this year, all cafes, both new and old, will have fresh artwork on the walls.

They’ll also get new props to showcase baked foods. We will take an in-depth look at each individual open cafe to determine the best way to incorporate the brand refresh.”

digital experience through its website and app to resonate with neighbors and communities in markets across the U.S. Despite struggles the restaurant industry has experienced over the past two years, Paris Baguette emerged as a “pandemicproof” franchise concept with Paris Baguette stores enjoy a whopping $2,235,198 average unit volume across the system according to the brand’s Franchise Disclosure Document.

The new design offers an elevated guest experience through every consumer touchpoint: modern and welcoming café layouts, distinguished brand packaging and an enhanced digital and mobile presence. The redesign also emphasizes a “neighborhood bakery café” focus with a new display case showcasing the artistry behind the baked goods. There will also be windows where guests can look into the bakers and cakers at work, murals in each new location that will highlight the connection to the community, new brand packaging and more.

“We believe that the strength of our franchise can be measured most accurately by the strength of our franchisees, so we are laser-focused on ensuring that they prosper,” said Darren Tipton, CEO of Paris Baguette America. “Our high AUV shows that we’re continuing to make good on that promise. We’ve made sure that franchisees are equipped with everything they need to accommodate customers, but what we found is that most of our guests really appreciate the act of visiting a store, seeing the beautiful cakes and pastries, and picking something out. It’s a genuine source of comfort for many people, and that joy for the customer translates directly back to joy for the franchisee.”

With a mission of creating moments of joy, Paris Baguette will also launch “Love Baked In” community initiatives, which include fundraising collaborations, nonprofit organization partnerships and more.

To take this community representation even further, Paris Baguette is launching a refreshed social media presence that highlights community members through the neighborhood bakery café’s footprint.

The brand is also rolling out an improved

Unlike so many other bakery and cafe concepts that have expanded to full-service or otherwise adapted their model in an attempt to combine the benefits of other segments with their own, Paris Baguette has stuck steadfastly to its small-footprint, grab-and-go model, which not only proved critical in the time of social-distancing and the mass closure of dining rooms but also allowed the brand to carve out an enviable position for itself as the dominant player

Last year, Chief Development Officer Mark Mele says the brand saw a whopping 44% increase in year-over-year sales in the U.S., suggesting Paris Baguette franchisees are better-positioned than ever for growth.

Now, as the country begins to see the light at the end of the COVID-19 tunnel, Mele says the $11 billion bakery café category is particularly well-suited for what today’s consumers are looking for in a restaurant experience.

And while the overall bakery segment may be set for growth, Mele says Paris Baguette fills a specific void in the marketplace for top-notch quality goods. Most “bakeries” across the country now mainly focus on selling soups, salads and sandwiches, Mele says, which means many Americans simply don’t know where they’d go to find a simple yet delicious croissant made with an old world technique by a local baker, for example.

“We are a true bakery, which is hard to find today as the marketplace moves towards mass-produced eateries with less baking on-site,” said Mele. “People crave food brands that ignite all the senses and ultimately bring them great joy. In order to reach our growth goals, we have to give the guest something they are not used to in their communities. We are confident we can fill that gap.”

Paris Baguette is targeting several markets in 2022, and has a goal of signing 150 franchise agreements and opening 56 units.

Mele said target markets for the coming year include: Washington, California, Arizona, Colorado, Minnesota, Kansas, Oklahoma, Texas, Missouri, Wisconsin, Illinois, Tennessee, Georgia, Florida, North Carolina, South Carolina, Kentucky, West Virginia, Virginia, Ohio, Indiana, Michigan, Pennsylvania and Maryland.

He added that the brand will continue its development in New Jersey and New York and will expand in some additional states in New England including Connecticut and Massachusetts.

Franchising MAGAZINE USA 23

GLOBAL

EXPANSION

G L O B A L E X PA N S I O N

Our GLOBAL CONNECTIONS are trusted operators in their markets and will enable a smooth entry into NEW TERRITORIES.

We can help to put your franchise

system in an operational position to attract successful franchisees.

We are members of the IFA and other respected organisations.

The transition process can be

daunting, but we know the trusted

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

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

wanting to move outside of their established markets.

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

of selling franchise systems direct to franchisees for over 35 years.

24 Franchising MAGAZINE USA

For an initial discussion, please contact

globalpublishers@icloud.com

may 2022

multiple ways multi-unit franchises pay off lightbridge academy expands throughout nashville latest news

multi-unit franchising

multi-unit franchisee

grows his marco’s pizza empire

Franchising MAGAZINE USA 25

Don’t miss an issue

Get the App COVER STORY: THE CAMP TRANSFORMATION CENTER

CREATING THE CAMP: MEET THE FOUNDERS

company that helped them develop their secret sauce. It’s a system he worked on with Sam’s guidance that allowed him to drop 50 pounds and finally lead the healthy lifestyle he desired.

How the Camp Transformation Center Grew from a Single Gym and a Dream to an Incomparable Fitness Franchise

Luis and Alejandra Font went through a life-changing pivot during the 2008 recession. Like so many Americans, the couple with two young kids was left financially strapped by the economic downturn.

Never one to make excuses for her circumstances, Alejandra identified the adversity as an opportunity to transform her fitness hobby and side hustle into a career. With just one year of part-time personal training experience under her belt, she pitched the idea of opening a gym to Luis.

“While I loved that one-on-one connection with the clients and feeling like I was making a difference in their lives, I knew I wanted to do it on a larger scale,” Alejandra recalls. “I wanted to make a larger impact than training one person at a time. I wanted to do group training.

I figured I might have a few locations eventually; I never imagined we’d grow to become a franchise with locations nationwide.”

“

With 30 additional locations in development, The Camp Transformation Center continues to rapidly expand its footprint across the United States.

”

10 FRANCHISING MAGAZINE USA

“Exercise is a small piece of the puzzle to losing weight and keeping it off,” Luis says.

“The physical component is only about a third of it. Nutrition is also important.

Then, there’s the mental component – the accountability and support — that’s the toughest ingredient to get right. Tapping into people’s emotions and creating a space where everyone feels welcome, from beginners struggling with obesity to advanced athletes, is really where The Camp differentiates itself.”

Together, Alejandra, Luis, and Sam developed an incomparable fitness community and proven weight loss system that has transformed countless lives at more than 110 gyms. With 30 additional locations in development, The Camp Transformation Center continues to rapidly expand its footprint across the United States.

Building an Accepting Culture That Transforms Lives It is common for people who join The Camp Transformation Center to shed dozens of pounds, and the results are often attributed to the free “20-Pound Weight Loss Challenge.” The Camp’s flagship program requires a $497 down payment that’s refunded if the participant loses 20 pounds during the six-week challenge.

Alejandra approached the couple’s longtime friend, a veteran fitness entrepreneur, Sam Bakhtiar. They joined forces, and in late 2010, opened the doors of the first Camp Transformation Center in Chino, California. In the beginning, Alejandra focused on day-to-day of the business while Sam led the marketing efforts. About a year later, Luis joined the business full-time.

“By the end of the challenge, participants are experiencing the waterfall effect of weight loss,” Alejandra says. “Their mood is improved. They receive better bills of health from the doctor. They feel more confident in their daily life. The benefits are endless. The Camp becomes a lifestyle.

On average about 96% of the challengers refuse a refund, opting instead of applying it towards a yearly membership. They get their $497 back, but then become members of The Camp and move onto new challenges.”

As someone who struggled with his weight and yo-yo dieting for most of his life, Luis brought a unique perspective to the

The down payment keeps new members accountable, but the culture at the gym is what keeps an often-discouraged

population returning for years. The Camp Transformation Center recognizes that despite universal knowledge of how to lose weight — eat healthier and work out regularly — millions of people struggle to get results. During an era of skyrocketing obesity, The Camp created a four-tiered approach to help this massively underserved audience achieve their goals.

“It starts with curated experiences,” Luis says. “Those experiences include our tradition to ‘Celebrate Every Pound Lost.’

Members and coaches cheer each other on during weekly weigh-ins. We add that personal touch of wearing nametags and calling each other by name. There’s also ‘Core Closers,’ that encourage daily communication. Coaches ask members to share on ‘Motivational Monday’ or ‘NonScale Victory Tuesday,’ and so on.”

Those experiences organically lead to the second tier, emotions. From tears of joy to the pride of achieving a long-sought-after goal, The Camp is an emotional place.

Experiences and emotions combine to form memories. Experiences, emotions, and memories combine to create the fourth tier, 10, community ISSUE 6, MAY aVOL friendly with 2022 a culture like no other gym.

Replicating a Proven Process: Franchising The Camp According to the National Institutes of Health, 42% of United States adults are actively trying to lose weight. Demand for weight loss services is widespread.

Entrepreneurs in this space enjoy the benefits of broad appeal, especially for fitness concepts with a track record for results.

Catia Morgan, Chief Operations Officer for The Camp, has watched the franchise’s brand awareness grow with each new location, and she says members are often the best advertisers for new gyms.

“A membership-based revenue model is always attractive to franchise candidates,” says Catia, who has more than 20 years of franchising experience. “But The Camp takes member loyalty to a new level.

Members enjoy incredible results, and COVER STORY they become brand ambassadors. They bring their loved ones and friends, who

FRANCHISEE GIA SMITH, OWNER OF FIVE GYMS IN CALIFORNIA AND ARIZONA also get hooked. To call this a franchise with reliable revenue streams is an understatement. People join The Camp, and they don’t leave; they multiply.”

Perhaps no group of individuals knows that better than The Camp’s current franchisees. Gia Smith, for example, owns five gyms in California and Arizona. The former track runner says she was in a funk after moving to California from the east coast for a job in 2012. She joined The Camp in Modesto to get her health back on track. She became so passionate about the gym’s mission as a member that she decided to make a bigger investment.

“I did the 20-pound challenge to discipline myself and get back in shape, but I made friends and became obsessed,” Gia says. “I lost the weight and got healthier and then asked myself, ‘Now what?’ I knew it was time to help others, and I’ve grown from one gym to five locations that have supported me financially while transforming lives. It is indescribably rewarding to be part of a business with purpose.”

The Camp Transformation Center enjoyed record growth in 2021, and the franchise is on its way to an even better 2022.

The fitness brand’s goal is to provide its outstanding services to people who wish to lose weight and improve their health in 500 communities by 2030.

FIVE LEAD INDICATORS

OF FRANCHISEE UNDERPERFORMANCE

THE CAMP TRANSFORMATION CENTER

For more information visit thecampfranchise.com

SPECIAL FEATURE

MULTIUNIT FRANCHISING

FRANCHISING MAGAZINE USA 11

GREW FROM A DREAM

DONE FOR YOU

FRANCHISING NEWS ANNOUNCEMENTS FROM THE INDUSTRY

INVESTOR FRANCHISE OPPORTUNITIES

FRANCHISING MAGAZINE USA 1 5)& ."(";*/& '03 '3"/$)*4&&4 t 8 8 8 '3"/$)4*/(."(";*/&64" $0.

www.franchisingmagazineusa.com

contents

multi-unit FRANCHISING 30

What’s New 28 Franchising News Announcements from the Industry

Feature Article 30 Chris Conner: Multiple Ways Multi-Unit Franchises Pay Off

Focus 42 Lightbridge Academy: Muli-Unit Owners Charles and Eileen Johnson Expand Throughout Nashville

32

Have Your Say 36 Ryan Debin: Launch: Name of the Game Excitement

Franchisee in Action 32 Robert Pina: Multi-Unit Franchisee Grows his Marcos Pizza Empire 38 Detail Garage:

42

Friends for Life Own and Operate a Successful Business

Snapshot 34 Buddy Home Furnishings: Awards 11 Storefronts in Virginia to Multi-Unit Operating Groups 40 Mici Italian: Making Huge Strides in Expansion 44 Two Men and A Truck:

36

Continues Expansion with Franchisees Franchising MAGAZINE USA 27

m u lt i - u n i t FR A NCH I S I N G fe at u r e

Del Taco’s Futuristic Fresh Flex Prototype Helps Fuel Chain’s Explosive Growth Del Taco, the nation’s second largest Mexican quick service restaurant by number of units, opened the first of its highly anticipated Fresh Flex prototype in Orlando, Florida early this year. Part of the brand’s “Menu of Venues” strategy, which allows for greater flexibility and scalabilty for franchisees, the new sleek design maximizes consumer convenience, improves operational efficiency and delivers an elevated brand and guest experience.

The new design is completely tech enabled and includes options such as mobile app and third-party pick-up lockers, double drive-thru lanes with dedicated lanes for mobile orders and delivery providers, and designated parking lot areas for those who want to park and eat on the go. Fresh Flex locations are a leap forward in building design, as the new aesthetic is synonymous with fresh, elevated food and experience, glowing

brightly with Del Taco’s signature green palette and sun logo against contrasting grey and white walls.

The prototype has helped fuel a record year of franchise growth with nine new multi-unit franchise deals signed in 2021 for 68 new restaurants across 10 states.

The agreements will add anticipated restaurants across the country in states such as Florida, Georgia, North Carolina and Virginia, while also infilling western

geography in California and Nevada.

Del Taco’s unique QSR+ positioning within the Mexican quick-service segment, and non-traditional growth capability, presents strong growth potential for experienced multi-unit operators and private equity firms looking to diversify portfolios.

For information on franchise opportunites with Del Taco, visit www.deltacofranchise.com

Wicked Lick Sets Sights on Miami for Expansion Wicked Lick, an all-natural liquid nitrogen crafted ice cream company revolutionizing how we interact with ice cream, is looking to break into the South Florida market by announcing expansion plans for Miami.

Driven by their passion to provide an enticing experience unlike any other ice cream shop, the brand is specifically eyeing Miami for development, searching for operators who are looking to bring an exciting concept to their area.

Miami’s growth in recent years positions the city as the perfect location to incorporate the emerging brand. Reports note that Florida’s population grew by 2.7 million — or 14.6% — between 2010 and 2020, with Miami amongst the fastest growing cities both in the state and the country. Wicked Lick presents the opportunity for Miami’s entrepreneurs who are looking to not only fulfill their dreams of owning a business, but who are looking to leave their mark.

Wicked Lick is actively seeking single and multi-unit franchise partners throughout South Florida, with the goal of awarding ten licenses by the end of 2022. The ideal candidate will have previous business management experience and is passionate about creating a business that they can be hands on with. Including the franchise 28 Franchising MAGAZINE USA

fee, the initial investment for a Wicked Lick location ranges from $211,500 - $341,200.

For more information about Wicked Lick’s franchise opportunity, please visit https://WickedLick.com/franchise/.

crave shared gaming with an elevated food and beverage experience.”

Warfield with 20-plus years of global leadership experience across entertainment, travel & hospitality and FMCG industries partners with business leaders from majority investor Karbon Invest, Jens Rugseth, Rune Syversen (Founders of Karbon Invest who own Crayon and Link amongst many other leading Global companies) and Christian Breddam (CEO of Karbon Invest and Chairman of Oche), who are all committed to bringing this tech based company to the U.S. with prime markets available from coast to coast, as well as the Midwest.

Former President of Topgolf International Launches U.S. Expansion of Oche Oche (like Hockey, but hold the H) a revolutionary gastro-gaming and tech-driven modern darts concept with venues in Oslo, Brisbane, Amsterdam, and Gothenburg, has announced their expansion to North America through its franchise opportunity.

Emerging in a post-pandemic marketplace where consumers are socially starved and

seeking connection and companies are rethinking team engagement, competitive social gaming is the future.

“We are a tech company in the hospitality market creating shared happiness for our guests,” said CEO Troy Warfield, former president of Topgolf International. “Oche is a gastro gaming concept, with a no compromise approach for our guests who

Oche has established an outstanding leadership team across IT, retail and property, operations, finance, people, legal, franchising and customer experience that has driven success and are eager to introduce the concept to U.S. guests and experienced franchisees to this untapped industry.

Those interested in learning more about the franchise opportunity can contact franchising@oche.com or stop by booth 450 at the Multi-Unit Franchising Conference in Las Vegas

TILE LIQUIDATORS NAMED ONE OF 2022’s TOP NEW AND EMERGING FRANCHISES TILE LIQUIDATORS was recognized as one of the Top New and Emerging Franchises in 2022 Entrepreneur. The ranking highlights the newest and hottest companies that have begun offering franchise opportunities since 2017.

“We are honored to be considered one of the top new franchises

by Entrepreneur magazine. We are now up to 30 locations since the rankings were done, on our quick path to 300” Doug Disney - CEO The Top New and Emerging Franchises ranking is based on information submitted to Entrepreneur for its annual Franchise 500® and is part of the brand’s continuing effort to best understand and evaluate the ever-changing franchise marketplace. To qualify for inclusion on the 2022 list, companies featured have been offering a franchise model for five years or fewer and were assessed across multiple data points including unit growth, start-up costs and fees, training and support, the parent company’s financial stability, and brand strength.

Tile Liquidators was established in 2015 to bring quality flooring

products to homeowners, contractors, and industry professionals at discounted prices. We have more than 30 years of experience in the flooring industry and our convenient locations enable us to provide the highest standard of quality service to our customers.

For more information or for franchising opportunities, please visit www.tileliquidators.us Franchising MAGAZINE USA 29

m u lt i - u n i t FR A NCH I S I N G fe at u r e

FEATURE ACTICLE: Chris Conner | Founder | Franchise Marketing Systems

Multiple Ways Multi-Unit Franchises Pay Off Chris Conner has worked in the franchise development industry for almost 20 years and helped over 600 brands franchise their brand and develop franchise distribution channels. He founded Franchise Marketing Systems in 2009, which now includes a team of 27 franchise consultants based in and Canada and supports brands around the world to grow and scale through franchise expansion. Visit www.fmsfranchise.com for more information

FRANdata conducted a study citing that over 50% of the franchises in the U.S. are now owned by multi-unit operators - roughly 54%. Multi-unit franchising refers to a franchisor awarding the rights to open and operate several franchised units within a single defined territory.

With the climb in business ownership over the past two years, data from the franchise industry is showing that more and more entrepreneurs are opting for multiple units. As a matter of fact, entry-level franchisees — those who own between 2 to 5 units — make up about 42.3% of average shared units for multi-unit franchises.

This evidence suggests that even the green franchise owner with less capital than that of a 50 unit owner can rake in the rewards for their brand of choice.

So, is multi-unit franchising worth it? As with anything, there can be cons to a good thing, but, overall, multi-unit franchising presents an incredible path to business ownership.

30 Franchising MAGAZINE USA

Multiplying the Rewards The time and research it takes to uncover the value and potential profitability in any given brand is exhausting. For a multiunit area development, the hard work pays off even more. Once you’ve vetted your business of choice, taking the leap to ownership is that much more lucrative in a multi-unit setting. One discovery day, one deep dive into the brand, one training program — it all equates to several locations and more return on the investment.

Semi-Absentee Ownership If you are seeking to dip a toe into franchise ownership while cleaving to your current career simultaneously, multi-unit franchising could be the right path for you.

Typically within the web of franchised locations, a trusted management team can do the majority of the day-to-day leg work while the franchise owner takes a more passive role. Conversely, single unit franchises typically have the franchise owner in a more hands-on management role. A veteran multi-unit operator can own 50 + units, proving the viability of the model for investment purposes alone.

Fee Perks Most franchises offer a multi-unit discount on the franchise fee or they will waive the franchise fee altogether. Epic Health and Fitness, a 24-hour model based on personal training, results, and proper fitness equipment, is one such brand. After the first franchise fee of $35,000 is paid, under Epic’s multi-unit development agreement, a franchisee receives a $5,000 discount on each subsequent unit. Depending on the concept and needs, a single software subscription or the one time cost for training travel can also be additional money saving perks under the multi-unit model.

Brand Recognition As a brand expands within a specified territory, the advertising dollars spent on billboards, local publications, social media ads, and other outlets provides a consistent brand presentation throughout the area.

Multi-unit franchisees can continue to capture their audience even as they move

Some of the franchise “ industry’s biggest brands and most established franchise systems have been developed by women owned franchisors.

”

locally, alluring their fans to love more than one location. Press coverage for local events or signage at private catering opportunities can showcase all of the units under your specified umbrella, casting a wider net for potential clientele with these single efforts of exposure.

Network-Wide Marketing A perk for both the single and multi-unit franchisee, a brand with great networkwide marketing is even more rewarding.

One business that has done this well is Teaspoon, who has steadily closed multiunit deals throughout the past two years.

For example, Teaspoon corporate has sunk an impressive amount of time and capital

into their unique mini-episode drama that takes place at Teaspoon locations. These episodes can be shared across all unit social media, gaining traffic and spreading the brand even faster.

With the climb in business “ ownership over the past two

Resource Cross Utilization

years, data from the franchise industry is showing that more and more entrepreneurs are opting for multiple units.

Although each business is operating independently, the resources can be shared.

Whether there is a staff shortage at one location or another unit is short on cups, these resources could potentially be crossutilized to avoid a slow down in business, saving money on rush shipping or saving you from jumping in to lend a hand.

multiple unit — my team and I can help guide you to the business that fits you best.

We’re also here to help you franchise your existing business, complete with operations manual, strategic franchise business plan, FDD, marketing tools, and more.

If you’re thinking about investing in a franchise — whether that’s a single or

To learn more visit www.fmsfranchise.com

”

Franchising MAGAZINE USA 31

m u lt i - u n i t FR A NCH I S I N G fe at u r e

franchisee in action: Robert Pina | Marco’s Pizza

Multi-Unit Franchisee

Grows His Marco’s Pizza Empire to 60-Plus Stores in Six Years

Journey of Mega Growth Leader: Robert Pina Inks One of the Largest Franchisee Deals in Marco’s Brand History

Robert Pina has always been in the franchise business. After opening up more than a dozen sub sandwich restaurants and wing shops, he was ready for something new.

With intimate knowledge and success as a franchisee, he had a strong desire to progress to area developer status. The next step was finding a good quality product, and Marco’s Pizza was his answer.

Love at First Bite When Pina packed his family into the car to try Marco’s for the first time, they were not expecting much; but after a whole meal of pizza, wings, salads, and sandwiches, they were sold.

Pina fell in love with Marco’s quality product and decided it was an opportunity he could not pass up.

“There are dozens of competitors in the pizza space, but when deciding on your investment, you must prioritize having a competitive advantage in the form of your product,” said Pina. “Having a superior product gives you the basic foundation you need to scale.”

At the crux of Marco’s ongoing success is 32 Franchising MAGAZINE USA

Opportune Time for Expansion

“

Having a superior product gives you the basic foundation you need to scale.

”

46-Store Agreement This agreement marks one of Marco’s largest franchisee deals in brand history.

As the sole developer, Pina will bring 46 stores to the greater Phoenix market by 2028. Six stores are projected to open in the next 18-months, with the first store slated to open in Q3 2022 as site selection is well underway.

its renowned product - Marco’s has carved out a niche in the industry for its highquality pizza, known for its dough made from scratch for a craveable golden crust, freshly mixed herbs and spices for a sauce worth savoring, and three fresh signature cheeses for a perfect, melty bite.

History with Marco’s Pina joined the brand in 2011 as an area representative and franchisee. He currently oversees development in Houston and San Antonio with his business partner Uyen Tran, together boasting 68 stores, 20 of which are owned by Pina. As both growth and store expansion continue to surge, there are an additional 25 locations in development across both markets.

Over the years, Pina has become an established, top-performing Marco’s franchisee. His DMA experienced a yearover-year sales increases, and as a leader in the system, he’s earned the achievement of opening the most Marco’s locations among all area representatives during 2020-2021.

But he is not ready to stop anytime soon.

He recently signed a 46-store development agreement that will bring new stores to the Phoenix metro market over the next six years.

“I’ve always wanted to continue to grow with Marco’s because it’s a special brand.

The timing was right to pursue the next opportunity - Phoenix was that answer,” said Pina. “With only one Marco’s location in the Phoenix DMA, there is an incredible opportunity to build out the market and bring a quality product to the pizza lovers of this community. Over the past few years, we’ve been on a phenomenal growth curve as a brand and particularly in my other two markets. With the right concept, a proven track record, and national advertising helping grow brand awareness, now was the time to really push the pedal to the medal and grow.”

Secret to Mega Growth MultiUnit Success Not only is Pina a mega growth leader, but he’s a mega growth performer who truly understands the power of exceptional customer service. By prioritizing Marco’s cultural belief of ‘Hospitality Always,’ he’s been able to increase bottom line results paving the way for more development opportunities.

Pina has a deep understanding of the value in building a strong team that in turn delivers exceptional guest experiences.

Pina’s message, “Strive to establish a positive emotional connection with your team members and your customers – it will lead to consistent and reliable results that will open the door to even more opportunity.”

Marco’s is experiencing record-breaking double-digit same-store-sales increases year-over-year and is on track to reach $1B in annual systemwide sales in 2022.

Beyond performance, Marco’s is on the fast-track to achieving its growth goal of 1,500 stores open and operating by the end of 2023.

“I’ve been with Marco’s for 11 years and can confidently say that the level of sophistication and detail of the franchise development program has never been stronger,” said Pina. “Marco’s makes it easy to become an empire builder in the system. If you’re looking to grow a robust pizza portfolio, you won’t find a more dedicated and supportive team than this. Marco’s leadership and devotion to franchise growth and franchisee support is simply unmatched.”

As franchise development continues to surge, leadership prioritizes investments in new technology, personnel, strategic vendor partnerships, and more to accelerate the brand’s growth strategy.

For example, Marco’s recently announced the investment of millions of dollars in technology innovations through the next few years. Such projects include voice-totext ordering, the continued adoption of third-party delivery, in which Marco’s has experienced 610% growth in just two years, utilizing AI for generating automated promise times, vetting and testing automated kitchen innovations, ghost kitchens, and new operational equipment.

“There’s never been a more opportune time to grow with Marco’s,” said Pina.

“With plenty of territories available for growth and the continued prioritization on innovation and maximizing unit-level profitability – it was a no brainer to strike while the iron is hot.”

Pina’s focus on operational excellence shines through his stores’ performance and his desire to grow the Marco’s brand is emphasized by his aggressive development plans. Not only is he viewed as a strong and successful multi-unit franchisee, but as a leader and role model to other aspiring multi-unit operators throughout the industry.

Franchising MAGAZINE USA 33

m u lt i - u n i t FR A NCH I S I N G fe at u r e

snapshot: Buddy’s Home Furnishings

Buddy’s Home Furnishings Awards Eleven Storefronts in Virginia to Multi-Unit Operating Groups Buddy’s Home Furnishings will expand its Virginia footprint by eleven through multi-unit franchise agreements signed with WRE, LLC and Kappa Investments, LLC. WRE plans to convert six of their rent-to-own locations to Buddy’s storefronts, while Kappa Investments will add five additional locations, two of which are already open.

“Our franchise model offers an attractive investment opportunity for existing franchise owners and new, entrepreneurialminded individuals looking to scale,” said Buddy’s CEO Michael Bennett.

“The leadership behind WRE and Kappa Investments share our vision for growth, and we’re thrilled to expand our Virginia footprint alongside their dedicated teams.”

Owned by Robert Smith and Ernie Thompson, WRE has operated in Virginia since 2002. After more than 16 years in the retail industry, the company began stepping into the rent-to-own space in 2018.

“We both had backgrounds in the furniture and retail industries,” said Smith. “After we went into business together, we saw a real need for alternative financing options 34 Franchising MAGAZINE USA

in our community, which is how we were introduced to rent-to-own.”

“In the past, balancing backend and operational issues along with merchandising has been a challenge,” said Thompson. “Thanks to the support of the team behind Buddy’s, we’ll now be freed up to focus more on our valued customers and supplying the community with everyday necessities.”

The existing Virginia stores, previously known as Hometown Sales & Leasing, are located in South Hill, Blackstone, Ashland, Smithfield, Kilmarnock, and Farmville.

The conversions will take place over the next six months.

“This feels like a fresh start for us,” said WRE District Manager Bryan Caulder.

“Buddy’s franchise model is the perfect combination of what we’ve been doing and what we’ve been missing. I’m excited to see how much better we can be together and the impact we will have on these communities in Virginia.”

Earlier in March, Buddy’s awarded five Virginia stores to established multi-unit operator Kappa Investments. Led by owner Jerry Marshall, Kappa Investments has franchised with Buddy’s for the past five years.

When asked what inspired their expansion, Marshall stated, “It was the right time and right place. Our industry has gone through waves over the past few years, but we’ve found there is a long-term need for what we do. The team at Buddy’s has been right there with us the entire time, from handling the sourcing of products during the pandemic to answering the phone anytime we have questions.”

Marshall and Kappa Investments have opened two new locations in Madison Heights and Bedford, Virginia, bringing their total store count to six. Additionally, three new franchised storefronts are planned for communities across the state which will expand their total footprint to nine stores.

The rent-to-own retailer recently ranked in the prestigious Entrepreneur 2021 Franchise 500 for its outstanding performance in areas including unit growth, financial strength and stability, franchise support and overall brand power.

Buddy’s was also listed in the Franchise Times’ 2021 Top 400 list.

For more information or to inquire about franchising, visit www.OwnABuddys.com.

The public and policymakers need to understand franchising.

Our purpose

@OurFranchise is an industry-wide campaign created to spread the word about the value of franchising and share the stories of men and women just like you, who are leading the way as franchisors, franchisees, and franchise employees. The franchise business model has been proven time and time again to work, but it’s threatened when the public and politicians don’t understand how it operates to benefit local, independent franchise establishment owners and their communities. Putting a spotlight on real leaders succeeding with the franchise model is how we’ll ensure franchising is stronger than ever before.

Follow us

Share the tools and resources offered on AtOurFranchise.org/resources

Help us keep the momentum going

Since our launch in June 2016, we’ve reached 1.7 million people through outreach efforts, including events in key cities and states, where we spoke directly with business owners, employees, policymakers, and the media. Additionally, we’ve reached people across America through our website and social media channels, digital advertisements, and the promotion of We the Franchisees on Politico – but there is much more work to do. As a franchisor, franchisee, or franchise vendor, you are a leader in your community – and we need your support, now more than ever.

You benefit by joining

By joining @OurFranchise, you’ll get access to exclusive stories and resources that can help grow your franchise business, educate employees at all levels about the franchise business model, and share the economic importance of franchising with consumers. You will also have the opportunity to share your franchise success story with your peers.

Visit AtOurFranchise.org Contact Erica Farage, Senior Director of Political Affairs and Grassroots Advocacy and Multi-Unit Franchisee Engagement International Franchise Association efarage@franchise.org (202) 662-0760

b

a

x

Our Franchise

@OurFranchise

@OurFranchise

This is just the beginning

Make sure you stay up to date with the campaign’s latest efforts through email updates and social media.

Visit our website to read and share the latest stories of franchisors and franchisees making an impact in their communities. Become a franchise advocate to help ensure Americans, now and in the future, have the opportunity to start franchise businesses. Take the lead today!

m u lt i - u n i t FR A NCH I S I N G fe at u r e

hav your say: Ryan Debin | Chief Excitement Officer | Launch

Name of the Game:

Excitement

graduating from Boston College. He began his career in banking at Anglo Irish Bank and Lone Star Funds.

Since 2012, Ryan has owned and operated multiple franchise companies. Ryan’s asset management company, Momentum Enterprises Inc., operates 18 businesses and employs more than 350 people.

Momentum is currently the largest franchisee of Launch Entertainment Parks, with Massachusetts locations in Norwood, Framingham, Westborough, and Woburn.

It’s every child’s dream to make a career out of something ‘exciting’. For Ryan Debin, this is his reality. It’s quite literally in his job title — Chief Excitement Officer.

Despite the fun this position insinuates, it requires hard work, unique insight, and a valuable skillset, all of which Ryan has earned through years of experience. An entrepreneur since 21, Ryan bought a share of a real estate leasing company after 36 Franchising MAGAZINE USA

Love For Launch Entertainment

franchising, as it creates the potential for a business model to thrive.

“Owning a business is a grind and can be difficult, and it was especially so during COVID. However, at the end of the day, we’re doing good for the kids and their families. We’re bringing people together and creating jobs along with providing a service that gets people active,” says Ryan.

“It gives me great honor to be a part of this community. I love putting smiles on people’s faces.”

Overcoming Challenges

Ryan was initially drawn to Launch’s innovative approach and ability to stay ahead of the curve as consumer demands inevitably shift. This is one of many aspects that differentiated the franchise from other family entertainment centers he was looking into. Ryan sees the same core values within Launch that he sees within himself, making him a firm believer in the franchise’s success.

Ryan’s ambition is second to none. He opened his first Launch in 2019, and like many other businesses, was forced to close for several months due to COVID-19.

However, instead of slowing down, Launch did the opposite during the pandemic.

This window of opportunity gave Ryan the time needed to undertake a $1.6 million renovation to his facility. This enhanced his location, making it bigger and better than ever.

Equipped with a go-big-or-go-home mentality, Ryan always pictured himself owning multiple businesses. Ryan favors

After the million-dollar renovations, this location is now in the top five performing locations in the entire franchise system.

family. Being a part of something special and bringing delight to families — there’s no better feeling than that.”

Aside from creating a memorable atmosphere for his customers, Ryan also enjoys helping fellow franchisees succeed.

Recently Ryan led a panel discussion at the 2022 Multi-Unit Franchising Conference, where he provided insight on the best strategies and tools to build customer loyalty. Ryan is eager to lend his expertise to aspiring business owners. He hopes his efforts will make an impact in the franchise community.

What’s in Store for the Future?

Ryan shows no signs of slowing down with plans to open a total of seven locations in his state of Massachusetts. He plans to open three more in Worcester, North Shore, and South Shore.

“If you have something that you know works and feel in your heart works, why do one when you can do dozens more?” questions Ryan.

Last year, Ryan took a former Toys “R” Us location and transformed it into an incredible 30,000-square foot Launch Entertainment. It brings him great joy when he’s able to bring life and laughter to these massive spaces.

Recently, Ryan renovated a facility that was formerly a SkyZone. He and his team gutted the first-generation trampoline park, upgrading it to an evolved entertainment center with the latest features and amenities. Ryan maintains his excitement for Launch’s ability to take a cutting-edge approach that separates Launch from every other franchise out there.

“When faced with challenges, like the global pandemic, it can bring out the best and most creative side of a person, or in this case, a business,” Ryan said. “In our Norwood, Massachusetts location, we added birthday party rooms, laser tag, and a ninja warrior course, among many other amenities. We wanted to focus on making my first location the best version it could be for customers of all ages.”

Making an Impact Ryan, a seasoned multi-unit franchise owner and franchise professional, has opened four Launch Entertainment locations. He prides himself in investing in brands that are fulfilling and fun, which he’s found in Launch.

“Launch is a thriving and advantageous franchise,” says Ryan. “Launch has an effective way of evolving to anticipate consumer demand. This is a franchise that creates new and exciting activities for all ages as consumers’ expectations change with the times.”

For Ryan, one of his biggest intentions when investing is what impact he can make on an individual’s life. Making an impact in the community is imperative to him, and the ultimate way for him to do that is to invest in places that aid in generating lifelong happy memories.

“Between our four locations, we do thousands of birthday parties for children,” says Ryan. “A child’s birthday party is priceless. It is an exciting day for the whole

In his personal life, Ryan is an involved husband and father to four boys. He is passionate about his service to various civic and non-profit organizations. He’s on the Board of Directors for Horizons for Homeless Children and serves as a member of the Executive Committee and the Chairman of the Real Estate Committee.

He’s also on the Board of Directors of Hope and Comfort, a non-profit based in Newton, Massachusetts, that supplies toiletries to those in need. As if that isn’t enough, he’s also the head coach for four different teams, including soccer and baseball.

Ryan lives by the philosophy of Matty Mullins: “The only person you should try to be better than is the person you were yesterday.” With big plans for the future, Ryan is definitely a force to be reckoned with in the franchise world as he continuously outdoes his own accomplishments. https://launchtrampolinepark.com/ franchise/ Franchising MAGAZINE USA 37

m u lt i - u n i t FR A NCH I S I N G fe at u r e

franchisee in action: Detail Garage

Friends for Life Own and Operate a Successful Business 38 Franchising MAGAZINE USA

is that we saw the potential to saturate

Having a superior product “ gives you the basic foundation you need to scale. ”

ourselves and the business into our local community,” said Enfield. “The people

we’ve met throughout the Detail Garage system will be our lifelong friends. We

know if we really hustle and work at our

businesses, there’s no limit to our success with Detail Garage.”

After opening their first location in

their local community of Middle River,

Maryland in 2019, the duo has geared up for another adventure as they recently

acquired the Detail Garage location in Glen Burnie after experiencing a 27%

increase in revenue between their second and third year of business, despite the

pandemic. They credit their success to understanding the needs of their local

community and providing them with great quality products and even better customer service.

“We opened our businesses in an area where we were very familiar with the

community. We’re in a community where

people work really hard for the things they have so they’re taking great care of their

Bill Enfield and Zach Lipsky met while working at Target 22 years ago, but little did they know they’d become friends for life or that they’d one day own and operate two successful businesses.

After graduating from college, Enfield received a degree in automotive technology and Lipsky received a degree in business management and the two went off on separate career paths. Enfield continued his career in the automotive field starting as a technician at a company before being promoted to manager and then executive which is when he convinced his lifelong friend, Lipsky, who had continued his career as an executive team leader with Target, to join him. Both Enfield and Lipsky rose the ranks but after ten years and doubling the company’s revenue to over $5 million they decided to pursue opening their own business.

After spending the majority of their careers in the automotive industry, they looked for emerging brands and soon discovered Detail Garage, the country’s go-to car care retail brand with 80+ locations. Started by professional auto detailers and passionate car care enthusiasts, Detail Garage was born out of a need to create the ultimate playground and community for their customers, even launching its own brand of products under the name, Chemical Guys. The duo not only became fans of the Chemical Guys products, but loved how the brand put an emphasis on education and training customers on how to best take care of their vehicles.

“We joined the Detail Garage franchise system for three main reasons. The first was that it was a brand in an industry we were both already familiar with. The second was that the Detail Garage system is relatively young and has so much potential for growth without requiring hundreds of thousands of dollars to start.

And third, and most important factor,

cars and maintaining them, which is where we come into play,” said Lipsky. “You

definitely get what you give in the franchise industry and we’re giving it our all. We had originally planned for two locations but

we’re already thinking about expansion.

We are extremely resilient individuals. We want to exceed expectations.”

While proud of their accomplishments in running a successful business and expanding their portfolio with the

acquisition of their second location, the

duo has put an emphasis on community

involvement by taking part in charitable initiatives such as Toys for Tots and Miracle Makers of Maryland.

With a passion for cars and community

service, Enfield and Lipsky plan to grow

their 2-unit portfolio up to five in the near

future with a goal of surpassing $1 million a year in revenue at each location.

For more information go to www.detailgarage.com Franchising MAGAZINE USA 39

m u lt i - u n i t FR A NCH I S I N G fe at u r e

snapshot: Mici Italian

MAKING HUGE STRIDES IN EXPANSION Mici Italian, the Denver-based fast-casual restaurant franchise, is fairly new at the franchising game, but the brand is already making huge strides in terms of expansion.

With a few different regions in the works as new Mici markets, one of the first areas solidified for franchising is Phoenix, Arizona. When it came to the extremely important position of finding an initial franchisee, Mici needed a strong leader with ownership experience who truly knows about the food industry. The brand found it in 20-year restaurant industry veteran Lucas Farnham, who has signed a 30-unit franchise agreement with Mici Italian.

Farnham’s continued work as a franchisee with Black Bear Diner and Smashburger ultimately brought him together with Mici CEO Elliot Schiffer. “Elliot and I became quick friends; he’s super smart, and I found out over time that he was doing big things with Mici,” Farnham said.

The more Farnham learned about the brand – from its commitment to the 40 Franchising MAGAZINE USA

highest quality ingredients to how Mici was finding continued success despite the challenges of the pandemic, the more he became convinced he wanted in. As a nearby resident in Colorado Springs, Farnham witnessed first-hand the success that Mici was having in the Denver area; when the brand officially announced its intentions to begin franchising last year, Farnham was first in line, inking a 30-unit deal for locations in Phoenix, where he has relocated with his family.

“When Elliot left the burger concept for Mici Italian I knew it had to be something special,” Farnham explained. “He is one of the smartest people in the restaurant industry and he left a nationally recognized brand to join Founder Jeff Miceli in his emerging concept, so I knew he had a vision. I consistently kept up with what he was doing in the three years after he left Smashburger to get Mici Italian ready for franchising. As soon as I saw the concept he had perfected, I told him I wanted to be the first franchisee.”

“Mici isn’t a test tube brand,” said Farnham. “You can really feel the family presence behind the model and it has been paired with a great operational strategy.

I was immediately confident that this concept would succeed in Arizona. There is a huge market for pizza in the Phoenix area and a real need for better, high-quality options. As a tried-and-true 18-year old family concept, Mici has a competitive menu combined with high-horsepower metrics. When a brand has both, the sky’s the limit.”

Farnham’s knowledge, combined with his previous business relationship with Schiffer, ultimately helped him to identify the prime investment opportunity in Mici.

“People are looking for great pizza and Italian food that can be delivered to their homes with quality they can rely on. This is the brand promise that Mici delivers… along with their pizza!,” said Farnham.

Mici’s streamlined menu and operations model has allowed it to scale quickly and embrace new franchise opportunities while simultaneously reducing pain points for new franchise owners. A patented dough press, designed by Mici executives, has allowed the brand to standardize backof-house operations, creating a consistent and high-quality product without the need for specialized professionals. “The need for skilled cooks can make or break your operation,” Farnham said. “As a franchise owner, eliminating the need for specialized kitchen staff immediately simplifies the already complex process and increases the margin for success.”

As the brand continues to deliver on its aggressive franchise goals, Farnham himself is open to even more expansion in the future. But, for now, he’s committed to maintaining the family-style atmosphere the Mici brand has become known for, working to create the best possible experience for every single one of his guests.

magazine usa

Our Next Feature:

HOME SERVICES FRANCHISING

Next month our Special Feature on HOME SERVICES FRANCHISING provides the perfect opportunity to showcase your Franchise.

For advertising opportunities please contact Vikki Bradbury at: vikki@cgbpublishing.com

Franchising MAGAZINE USA 41

m u lt i - u n i t FR A NCH I S I N G fe at u r e

focus: Lightbridge Academy

Multi-Unit Owners Charles and Eilleen Johnson

expand Lightbridge Academy throughout Nashville

Eileen Johnson, a Phillipina native and Nashville mother, spent the majority of her career in information technology - working as a software engineer and consultant, before managing a software engineering technology company prior to becoming a stay-at-home mom for her young children.

While speaking with her husband Charles and his colleagues about the lack of early childhood education and preschools in the Nashville area, they jokingly mentioned they should open a location of their own, and now the husband-and-wife duo are introducing the Nashville market to at least five Lightbridge Academy locations, with the first two to open in Gallatin and Hendersonville. These locations are not only the first in the greater Nashville market but in the state of Tennessee, a huge milestone for the NJ-based brand.

Founded in 1997, Lightbridge Academy is an early education and child care franchise

42 Franchising MAGAZINE USA

“

It’s important to really understand the culture and values of the franchisor and make sure they align with your own.

”

that provides care to children ages six weeks through kindergarten. The brand’s foundation is based on a set of core values and a Circle of Care philosophy, which places equal importance on supporting the needs of those involved in the care and education which includes the families, staff members, center owners and the community. The Johnsons believe that Lightbridge Academy will provide an unparalleled educational experience to their local community as there is nothing comparable in the market.

“Lightbridge’s philosophy of enriching children’s lives goes hand-in-hand with our values and beliefs. As I went through training courses to immerse myself with the brand, I learned more about the company and what it stands for and am thrilled to bring this unique offering to the Gallatin community,” Eileen said. “With

my passion for information technology, I am excited about Lightbridge’s innovative approach to child care and the many solutions we can provide to families. This includes enhanced technology to create a safer, healthier and more transparent learning environment for all those in our Circle of Care. We look forward to opening the Gallatin and Hendersonville area along with three other locations.”

With both Eileen and Charles being from business backgrounds, they knew simply having a distinctive concept, such as Lightbridge Academy’s was not enough but that they needed a support system that understood their core values in their journey to become multi-unit franchisees.

“It’s important to really understand the culture and values of the franchisor and make sure they align with your own,” Eileen said. “We also spoke with other franchisees to understand their successes and challenges and how they got started with their location which proved to be helpful for us.”

Not only did the Johnsons receive support from other franchisees, but from the corporate team itself by providing hands-on training, business development coaching, management support, and help with advertising and marketing.

Lightbridge’s philosophy of “ enriching children’s lives goes hand-in-hand with our values and beliefs.

”

“We are just so excited to partner with Eilleen and Charles,” said Lightbridge Academy CEO Gigi Schweikert. “Their support and engagement in the local community and to see how they are bringing the Lightbridge Academy brand to life, is what makes franchising so rewarding. To see franchisees adding value to the lives of children and families while also creating a legacy for their own family is truly special..”

Lightbridge Academy began franchising in 2011 to expand their distinctive concept throughout the Mid-Atlantic region; it currently has over 130 child care centers either open, under construction or in development throughout Florida, Maryland, New Jersey, New York, North Carolina, Ohio, Pennsylvania, Tennessee, Virginia and Texas. It is one of the fastest-growing early education child care franchise opportunities in the U.S. https:/LightbridgeAcademyFranchise. com/

Franchising MAGAZINE USA 43

m u lt i - u n i t FR A NCH I S I N G fe at u r e

snapshot: Two men and A Truck

Two men and A Truck continues Expansion with Franchisees

“Physical labor is something that has always suited me. It’s how I’m wired, and I appreciate the work that we do,” he said. “It’s hard, necessary work that makes a difference.”

When Lally first met TWO MEN AND A TRUCK’s executive team, he says he immediately felt he’d found potential partners who were aligned with his values, starting with the brand’s former CEO and one of the original ‘two men,’ Brig Sorber.

“Brig and I had a lot in common in terms of our values, our work ethic and how we looked at moving,” said Lally. “We recognize the roles we can play to help people to develop professionally and create opportunities for people looking for them.”

Lally notes that the moving industry is not going anywhere anytime soon, and with the many reasons people move every day, it’s up to the moving company to make that often-stressful experience hassle-free.

“There’s such relief and such appreciation that we’ve made a difference in people’s lives, including both our customers and our team members,” Lally said. “I watch the individuals on the team grow and not only accept but actively pursue more responsibility.

At first, maybe they just wanted a job, to punch the clock and then collect a paycheck. But over time, they realize they can help people. They start on the trucks as movers or drivers and now they run a $25–$30 million operation. It’s very gratifying, and that’s why I continue to invest.”

TWO MEN AND A TRUCK®, the nation’s largest franchisor in the moving industry with over 380 units and 3,000 trucks in operation, continues to see franchisees who choose to expand their businesses, seeing 17 add onto their territory count over the past year. Take for instance franchisees Terry Bruns and Mike Lally.

Lally currently operates 12 franchise locations and is in the process of signing his 13th. He signed his first location in January of 2004 on the west side of Cincinnati. He now has locations in Kentucky, Ohio, Pennsylvania and Connecticut. Lally says the most compelling factor in his decision to join the brand was the opportunity to be hands-on.

“I just kind of bounced around from a lot of things. I always wanted to own my own business and enjoyed physical labor, so I worked really hard on living below my means and saving and investing so that I could have the money to go into business for myself,” said Bruns.

Bruns says he especially appreciated TWO MEN AND A TRUCK’s existing systems, support and training the franchise provides, and he did extensive research to make sure the brand’s culture and leadership aligned with his goals and how he wished to operate a business.

“A potential investor needs to make sure they are aligned with the franchisor,” he said. “It’s obviously a very close relationship, and they want to make sure that they’re on the same page. There are going to be times of disagreement, but there needs to be way more positive than negative. Those core values should really align so everyone involved benefits from the agreement.”

TWO MEN AND A TRUCK finished 2021 stronger than ever after entering two new states, Vermont and Rhode Island, and driving revenue through an increase of long distance moves as Americans have been relocating amid the pandemic. Additionally, the company’s junk removal offering saw a record-breaking year.

The amount of people moving in 2021 was up nearly 20% nationwide compared to 2020, which had already seen record numbers as people fled cities and relocated due to the pandemic.

Moving, storage and junk removal services were in high demand, and TWO MEN AND A TRUCK delivered, seeing double-digit growth across all revenue streams.

44 Franchising MAGAZINE USA

NOBODY GETS TO THE TOP BY ACCIDENT! We advise many of the top franchise owners in the world. You can get acces to the very same resources that build their empires at no cost!

Contact George Knauf to Start Building Your Empire TODAY! www.MyPerfectFranchise.com Franchising MAGAZINE USA 45

EXPERT ADVICE: Jason Gehrke | Director | The Franchise Advisory Center

Five lead indicators of franchisee underperformance

Underperforming franchisees in a network do harm to themselves and to the brand they represent, yet the lead indicators and causes of underperformance are poorly understood.

Franchisors will generally rely on afterthe-fact sales data to identify performance trends. The sales data could be days, weeks or even months old before any franchisor personnel asses it for performance trends, and by then the effort required to reverse a 46 Franchising MAGAZINE USA

decline will be significantly greater than if the trend had been identified earlier.

the data (particularly in relation to costs)

Worse still, an analysis of sales data only indicates one element of the performance of a franchisee’s business. Sales data does not provide any meaningful information to assess the management of costs in a business, which can equally represent an area of underperformance.

because the profit and loss reports are

Even for those systems where the franchisor regularly receives profit and loss information from franchisees which shows both sales and costs, underperformance can still go unnoticed. This is because

is not comparable across the network, or provided so infrequently (eg. annually)

that they are analysed too late to undertake a meaningful intervention to improve a franchisee’s business.

So if sales and profits are indicators of the performance of a franchisee’s business after the fact (ie. lag indicators), what

are the factors (ie. lead indicators) that determine franchise performance in

advance, and how should they be assessed?

Lead indicator 1: Franchisee attitude Surveys of franchisors indicate that the most desirable quality in potential franchisees is passion and enthusiasm.

Franchisors want franchisees who will leap out of bed in the morning, who punch the air with excitement, and can’t wait to get to their businessess to start selling their products or services each day.

Unfortunately attitude is so innate to an individual that it can be transferred only under special circumstances (eg. peer pressure).

Where franchisors recruit franchise candidates with the “right” attitude before joining the franchise, it is reasonable to believe that the franchisees will do whatever is necessary to be successful thereafter, including gaining the skills required to operate the business.

This contrasts with recruiting franchisees for their pre-existing skills or industry experience, which might be desireable, but if not paired with the correct attitude, is no guarantee of success.

Lead indicator 2: Operational proficiency Franchisees who are operationally proficient have proven that they are capable and competent to operate their businesses.

Determining when operational proficiency has been achieved involves a constant process of assessment, especially during a franchisee’s initial training.

Competency assessment is often poorly executed in training programs offered by franchisors, and frequently made on the basis of the gut feel of the trainer, rather than against an identifiable scale of performance measures known to both the franchisee and the franchisor. By sharing the performance measures at the outset of training, franchisees are able to identify for themselves their strengths and weaknesses, and if need be, to improve their efforts during training.

Operational proficiency after training is usually assessed by compliance measures only, but should take a broader focus as compliance alone does not always guarantee high performance.

Lead indicator 3: A Plan Operationally proficient franchisees who have a great attitude can still wander off course if they are not focussed on a set of outcomes for themselves and their business.

These outcomes – and the actions from which the outcomes are generated (particularly marketing activities) – should be set out in a busines plan which is shared with the franchisor at the commencement of the relationship, and then used by both the franchisee and the franchisor thereafter as the franchisee’s roadmap to success.

Monitoring by the franchisor of all elements of the business plan will help keep the franchisee on track, or to realistically modify their plan as required.

Unfortunately many business plans are prepared as a condition of joining the franchise, and then never looked-at again by either the franchisee or the franchisor.

Lead indicator 4: Franchisee engagement While it is possible to have highperforming but disengaged franchisees, this is the exception, not the norm.

Franchisees who are engaged with the franchisor will have a business plan they refer to on a regular basis. They will attend meetings, read memos, undertake additional training provided by the franchisor (and send their staff as well), and generally take the view that the franchisor provides resources to help them grow their business and will be proactive in utilising those resources.

Franchisees who are disengaged may not have had the right attitude from the outset, or have suffered one or more setbacks in their business journey which they will consciously or subconsciously attribute to the franchisor.

Franchisees demonstrate disengagement through such behaviours as failing to attend meetings (or improperly participating if they do attend). They may also submit reports late or incomplete, ignore franchisor communications or fail to access online knowledge or training systems. They may even seek to avoid visits from franchisor field consultants, or undermine the usefulness of these

Jason Gehrke is a director of the Franchise Advisory Center and has been involved in franchising for more than 30 years at franchisee, franchisor and advisor level. He provides training and professional development services to franchisor teams and regularly conducts franchise education programs. For details of scheduled education events for franchisors based in the USA and Canada, visit www.franchiseadvice.co

meetings by failing to prepare or allocating appropriate time or resources to the meeting.

Lead indicator 5: Family circumstances Franchising studies consistently indicate that franchisees are primarily aged between 35-55, and are married or in an otherwise stable relationship. Even if only one spouse or partner is involved in the daily operation of the franchise business, the financial and moral support of the other may be necessary to get the business off the ground and to keep it going.

If there is a change in a franchisee’s family circumstances, such as relationship breakdown or divorce, this can remove these behind-the-scenes support factors necessary to the survival and growth of the business. Other changes in family circumstances including bereavements, and to a much lesser extent, births or issues arising from dependents can also be a lead indicator of franchisee underperformance.

The bottom line Franchisors who have the ability to monitor these lead indicators and can provide timely and appropriate remedies when required have a much better chance of maintaining and increasing performance across a network.

It also follows that not only will franchisors then have higher-performing franchisees, but that those franchisees will be better advocates for the brand, which in turn leads to further benefits for the network.

Franchising MAGAZINE USA 47

FRANCHISEE IN ACTION: InXpress

InXpress A community of High-performing Franchise Owners

L-R: Mark Lyon, Cathy Battreall, Tom Morris & Ralph Moccio

With the state of the supply chain and constant challenges to navigate through, InXpress has been assisting small to medium size enterprises in a variety of industries to find shipping solutions through exclusive bulk-buying discounts, global connections and world-class carrier partners designed to serve vast shipping needs.

“InXpress is a community of highperforming franchise owners who are willing to challenge themselves to be the most reliable shipping consultants to better serve small-to-medium size businesses with international small parcel, domestic small parcel and LTL (freight) needs,” said CEO Dustin Hansen.

48 Franchising MAGAZINE USA

InXpress is a community of high-performing franchise “ owners who are willing to challenge themselves to be the most reliable shipping consultants. ” Tom Morris Tom Morris has been an InXpress franchisee since September 2009. He previously owned a home cinema audiovisual company for nearly ten years before he opted to sell his share of the business during the recession. Looking for something more recession-resilient, he used his business savvy skills to launch InXpress. Since then, he has consistently been one of the top performing franchisees across the global InXpress network. In 2018, he generated well over $1 million in revenue.

Morris has been recognized by the International Franchise Association, earning its annual Franchisee of the Year

award in 2013. He was honored as a 2019 InXpress Top Gun Award winner for having the highest gross margins in the U.S., and most recently won the Largest Franchise Award for significantly scaling his business over the last 13 years.

Morris serves as a prime example to other franchisees within the system on what it means to be a top performer. He embodies the InXpress core values, giving back to the community and improving his business with a results driven mindset, energetic service, and all-in approach that allows him to stay committed to target improvement.

Morris and his team of seven believe in persistence, understanding because they

InXpress has been “ assisting small to medium size enterprises in a variety of industries to find shipping solutions.

”

After graduating college, Lyon putting together a strong foundation working at a firm called United Shipping Solutions where he honed his business acumen and earned company recognition as Sales Representative of the Year.

Eventually, Lyon decided he needed a new challenge and took a gamble by leaving for an opportunity to open his own InXpress franchise that provided more autonomy with how he went about his business.

For almost 15 years, Lyon has turned his original gamble into one of InXpress’ top franchises in the country. Operating out of Southern California, Lyon was also named the company’s Franchise of the Year back in 2008, and has groomed sales reps into taking home company awards as well.

Cathy Battreall

offer an essential, cost-saving shipping solution, they will have longtime customers and reoccurring revenue, as long as they provide superior support. Exceptional customer care and one-on-one support is a huge factor in why Morris remains a top performer. While his team is always generating new business, they also make sure account management is top priority, with customer service reps making personal contact on a regular basis, based on individual shipping needs.

Mark Lyon This year’s Franchisee of the Year went to Mark Lyon, who came into the organization with several years of working in shipping and logistics and ample outside sales experience. Lyon opened his InXpress franchise in 2007, and continues to scale his business. Currently, his franchise serves over 400 clients, and he continues to hire sales reps appropriately.

Familiar with the entrepreneurial life, Cathy Battreall never really pictured herself as being part of a franchise system.

When she first heard about InXpress, she thought it sounded almost too good to be true. She studied the numbers. Overhead expenses were low. The market — small and medium-sized businesses in need of international shipping — was severely underserved. She soon realized the potential the franchise system offered, and set out to make it work for her.

The former pharmacist and mother of two — her sons are aged 17 and 19 — was the No. 1 InXpress franchise salesperson in 2015, despite being based in Jacksonville, Florida, which has no major shipping hub or first-tier international airport.

A pharmacist by training with a doctorate in pharmacology, Cathy Battreall owned home medical equipment companies for 25 years, but as of December 31, 2015, she now owns only her InXpress location in Jacksonville, Florida. Winner of the Fastest Growing Franchise Award, Cathy Battreall has experienced accelerated growth over the last 11 years.

Due to the rise of international shipping, no brick and mortar commitment, and the flexibility InXpress provides to entrepreneurs, Cathy was drawn to the industry. Cathy believes that InXpress helps small businesses keep a competitive edge, and loves to help small businesses grow.

Her team is made up of sales reps and customer service point of contacts. They all work remotely, and we range from California to Florida, with customers all over the world.

Ralph Moccio Ralph Moccio joined the franchise system in October of 2011 and was a leader and example for the franchise network on what it takes to be top performer. Ralph was known for maximizing his time and being customer-centric. He led with transparency and genuine with every person he interacted with. This approach allowed him and his team to help the companies who needed more hands-on assistance and reach those experiencing an influx of shipping needs like ecommerce-based companies.

Unfortunately, Ralph passed away in March of 2021, but his legacy lives on as his mentorship and go-getter attitude has influenced the InXpress franchisee community and how they run their own operations.

The last award Ralph received while he was alive was a special recognition, deemed the Spirit of the Gladiator. This particular award was generated by his peers, the system of InXpress franchisees, who nominated the owner who has made the biggest impact on the network and embodied all of the G.R.E.A.T. core values. The G.R.E.A.T core values speak to generosity, results, energetic fun, an all-in approach and targeted improvement; each standard reflected in Ralph.

Since then, InXpress has renamed the peer-generated award to the Ralph Moccio Spirit of the Gladiator award, which was awarded to Michael Hart this year. In addition, late Ralph Moccio received the Hall of Fame award, which was accepted by his wife Kim, who is continuing to operate the business he successfully built, alongside his team.

Franchising MAGAZINE USA 49

have your say: Thomas E. Wolfe | Chairman of the Board | International Corporation

Change or Die:

How Diversification Keeps Ziebart Thriving After 60+ Years Why Innovation Never Has a Stop Date Over the next few decades, Ziebart transformed into a multi-service solutions car care provider. In addition to the original rustproofing service, new appearance and protection services were rolled out, including interior detailing, paint protection and correction, window tinting, spray-on bed liners, windshield coating, undercoating and more.

But here’s the most important part: We are not done, and we will never be done, because innovation doesn’t have a stop date.

Weaving Innovation into Company DNA Thomas E. Wolfe, Chairman of the Board, Ziebart International Corporation

In 1959, inventor and entrepreneur Kurt Ziebart invented a new automotive protective product, creating buzz and sparking public interest in the budding automotive aftermarket services category.

Ziebart’s groundbreaking rustproofing invention put the company on the map and set the stage for what would be decades of continued innovation.

The creative ingenuity behind the brand’s first service is ingrained in the company’s culture. Innovation, invention and problemsolving not only continues to protect the millions of vehicles Ziebart services, but also protects the brand’s own legacy.

When I joined the company in 1976, we offered our original rustproofing and a 50 Franchising MAGAZINE USA

few protection products. Though Ziebart’s customer base was expanding and the company was enjoying strong financial performance, the market had started to change. New trends were introduced. The brand itself was at a crossroads; either continue to sell the same products to a new generation of car owners or take on the task of reinvention. I knew it was time for the company to make a real change.

Then, during a 1990s company conference, I firmly declared to our devoted franchisees: “Ladies and gentleman, we have to change … or die!” The words were startling at first, but to my pleasant surprise, our franchisees and company leaders quickly shifted gears toward reinventing the brand to meet the current needs of our clients. With the motto solidified in Ziebart’s history, I stepped into the role of company president; focused on the goal of diversification.

Incorporating new products and services was only half the battle. The real test of character for the company was that of advancement in the industry. The ‘Change or Die’ motto never left us; it spurred us on to solve new problems for car owners.

Our customers have always relied on us to keep up with their lifestyles as they purchase newer vehicle models – with varying maintenance needs. If we aren’t prepared to offer a unique experience to each customer, we aren’t fulfilling our duty.

We pride ourselves on our ability to offer products that represent all car owners.

More than the products and services, Ziebart’s devotion to research and reinvention is made possible by the people behind the brand. The company’s success is attributed to our carefully curated team of experts. I believe so fervently in our people that in 1994, I helped champion the employee buyout from the previous owners as an ESOP (Employee Stock Ownership Plan). This was a huge success for the brand and its people. Employee owners lend to an even greater pride in the company’s success – everyone is pursuing the same goal, and that’s truly something

About Thomas E. Wolfe Tom was recently named Chairman of the Board of Ziebart International Corporation in March of 2022, previously acting as President and CEO since 1994.

Prior to that, he served for four years as Executive Vice President and CFO.

to celebrate. From its executive leaders, to researchers and developers, to individual franchise owners, the hardworking Ziebart team continues to adapt based on brand goals and consumer trends.

A New Generation of Innovators Looking to the future, I made it my mission to prepare Ziebart for what lies ahead and to set clear goals for how we will continue to lead the automotive aftermarket service

industry for decades to come. The industry itself is expected to reach $477 billion by 2024. With so much expected industry growth, I knew I needed to prepare the company for its next chapter as I transitioned to a chairman role. Part of that preparation came in the form of readying and confirming a leader to take my place as president of the company.

The Ziebart Board of Directors recently passed the baton of president/CEO to my son Thomas A. Wolfe, and one of the main

Tom is currently a member of the International Franchise Association and the Detroit Athletic Club, for which he served on the Board of Directors from 1994 to 2000, serving as President in 2000. He is a past member of the Michigan Association of Certified Public Accountants and American Institute of Certified Public Accountants. He has also served as Trustee of the Eastern Michigan University Foundation, on the School of Business Advisory Committee at Eastern and on Oakland University’s School of Business Advisory Marketing Committee.

lessons he will carry into his leadership role is the importance of constant innovation as a focus.

As I think back to that company conference over 30 years ago, I am so proud to say that we challenged ourselves to change while protecting the legacy of the Ziebart brand. Kurt Ziebart may not have created all of the products we sell today, but his passion for meeting the needs of the public continues at Ziebart today.

Franchising MAGAZINE USA 51

EXPERT ADVICE: Lucas Frey | CEO | Bella Vista Executive Advisors

five Actions Leading to 1st Franchisee Success

Starting a new business is risky. Starting your franchise as one of the 1st franchisees is more complex and has unique rewards. 5 well-planned actions lead to a 1st franchisee’s success.

In this article, I’ll discuss: 1. A summary of my experiences as the 1st ImageFIRST franchisee, 2. The 6 benefits a 1st franchisee can earn, 3. Examples of unique challenges 1st-time franchisees encounter, 4. And 5 actions-to-success you control.

The following is a semi-self-indulgent overview of my experiences as the 1st ImageFIRST franchisee. I wouldn’t trade it for the world (there are many learning points, however).

52 Franchising MAGAZINE USA

ImageFIRST (spun from Nixon Uniform

by Jerry and Jeff Berstein) began franchising their healthcare laundry business in February 1998. They had 25+ prior years of experience in the rental laundry industry. Their franchising vision grew their regional Philadelphia business into the largest national healthcare laundry.

All accomplished in 20 years when Calera Capital purchased ImageFIRST in 2018.

Calera purchased most franchisee locations at the pre-agreed value.

I worked with Jerry and Jeff for a year (in another business) when we began discussing opening their first franchise. We chose Cincinnati to be closer to family and friends, and the population was well above the minimum for ImageFIRST. The ideal franchisee for ImageFIRST was an established laundry service with the capacity and mindset to grow. This

potential franchisee has the processing equipment, personnel and other resources.

AND their ideal client had a consistent revenue stream before buying an ImageFIRST franchise.

Our (Jerry was my partner) new company, Berstein-Frey, Ohio LLC, had none of that in place. We made a plan to overcome the obstacles and began operations in February 1998.

We created a 4-part plan to overcome the initial challenges: 1 Teach me operational basics from when a soiled gown, sheet or lab coat, was picked up at the customer’s location until it was delivered clean the following week. The operations manual helped but hands-on experience was crucial.

2 Financially partner with the franchisor (Jerry) for multiple purposes.

Luke Frey improves franchise owners’ businesses where corporate support alone fails. He brings 26+ years of varied professional experiences including 20 years as a franchise owner of ImageFIRST Cincinnati, 6 years as an industrial engineer for a Fortune 250 company and 19 years as a volunteer firefighter. All of these experiences, in addition to his drive to learn, have brought him to be a positive driving force for other franchise owners’ successes. To learn more about Luke and how Bella Vista Executive Advisors can help, please click HERE www.bellavistaexecutiveadvisors.com

you’re working hard, and neglect the activities only you can do to grow

your company. Ask yourself, “Is this

something only I can do?” If the answer is yes, create a system so you can train

others. If the answer is no, find a trusted

“

The ideal franchisee for ImageFIRST was an established laundry service with the capacity and mindset to grow.

3 six months of sales training every other week with Mark (ImageFIRST’s Director of Sales) in Cincinnati. Sales training continued monthly for months 7-12 and as needed.

4 Establish a laundry contractor relationship.

Hindsight is a wonderful teacher. The accounting system for the first 12 years was Quickbooks. That means all invoicing, AR, AP, check writing and customer data input were done locally by me. In 2010 we merged our local system with the franchisor’s and paid a monthly fee for accounting services.

Six - 1st Franchisee Advantages 1 Franchisors rely on their 1st franchisees for early wins. Successes with 1st franchisees help the franchisor’s sales backed with data. The franchisor is hyper-motivated for you to succeed.

2 The 1st franchisee provides valuable feedback (weekly for the first year in my case) to improve the franchisor’s value for subsequent franchises. You help design the communication systems.

3 The 1st franchisee significantly contributes to the franchisor’s brand and market. At least 8 other ImageFIRST franchisees followed the “non-ideal” business model we created in Cincinnati.

4 Expansion for the 1st franchisee is easier. The franchisor’s territory map is wide open during the initial stages.

Cincinnati’s original northern edge was Dayton, Ohio. In 2004 we expanded

”

north and east to Columbus and all of the territory in between.

5 The relationship between the franchisor and 1st franchisee is unique. Mutual success is imperative. In my case, everyone was working on the one goal of Cincinnati’s success. “That’s not my job,” wasn’t even considered.

6 The franchisee-franchisor communication loop isn’t the only system a 1st franchisee creates.

Location-specific systems add value to your company and give the franchisor a different view. Amendments may be needed to whole sections of the operations manual. A location-specific, “worst-case” backup system is a minimum requirement.

Three Challenges to Overcome 1 Identify and adapt for location-specific changes to the operations manual. The ImageFIRST manual was initially written for franchisees with laundry facilities. We developed the necessary relationships and systems for those franchisees using contractors.

2 The franchisor’s ancillary services may not be established (accounting, HR, legal, and more). Make sure you have defined your value to your company.

Are you more valuable inputting Quickbook’s data or developing relationships on the streets? If you’re not a recruiting, interviewing, and hiring expert, who can do that for you? It’s easy to do the routine, convince yourself

business alliance to do it for you.

3 Experience only comes with time.

However, a successful 1st franchisee determines what daily actions are

beneficial and which ones need to be

discarded or contracted to others. You learn to form positive habits and shed those wasting resources.

Five Actions Leading to 1st Franchisee Success 1 Create your Leader’s Dashboard. Keep it visible, review it daily and update as needed. The dashboard is your daily

1-page strategic plan and resources list.

2 Successful 1st franchisees develop, implement and document locationspecific systems.

3 Communications between the emerging franchisor and 1st franchisee must be consistent, clear and actionable.

4 Expand your knowledge and network

bases. It is inevitable the first few years.

It takes conscious effort to continue

developing your professional executive skills.

5 Hire excellent employees. Every person in a growing franchise is critical for daily success. You don’t have the

resources for back-ups. In addition, every small-medium business has a few key

positions affecting operations and sales more than others. In my company, the GM and salesperson were those roles.

1st Franchisees and emerging franchisors that overcome the inherent challenges earn unmatched success. You lay the

foundation, help establish the culture,

develop unique systems and attract more, successful franchisees.

Franchising MAGAZINE USA 53

FRANCHISEE IN ACTION: Brian & Jennifer Telford | Huntington Learning Center

3 Old School Tips to Drive Customer Relationships

Maintaining a successful business in today’s everchanging consumer landscape is hard enough without also having to face the challenges brought on by the economy and the state of the world, but the secret to success always lies in relationships.

For Brian and Jennifer Telford, Huntington Learning Center franchisees who signed on in March 2020, they had to find a strategy 54 Franchising MAGAZINE USA

that worked for them and their business to drive customer relationships during a time where building customer relationships in person was not an option. Their tutoring and test prep business went online, creating an environment where they had to adapt and find new strategies for increasing their customer base and maintaining strong relationships with their existing customers as they kickstarted their entrepreneurial journey.

The tips below are meant to encourage entrepreneurs to self-audit their customer services practices – putting themselves in the customer’s shoes to observe feelings and emotions that arise from the customer service interaction, even when they can’t do so in person – and enact the tips to strength relationships that will grow bottom line results.

1Humanize the Business

In an age of rapid technological innovation, it can be easy to forget about the importance of building meaningful relationships with customers. Customers aren’t just a number—they’re human, and you must balance human-relations as tech advances, even if your communication flow is virtual. One of the best ways to improve customer relationships is by actually speaking with your customers during/ after key moments as a follow up, over the phone.

The Telfords run a tutoring and test prep business, so for them, that means meeting regularly with students’ parents to share progress and discuss key details, sharing any additional insight or reflections verbally with parents. This provides one extra step in building and facilitating

community through local partnerships, chamber and council involvement and

prospective audience relations. The school districts around the Telford’s center were

not open to businesses profiting off of their students and initially turned them away

when they wanted to be more involved, but Jennifer persevered to network herself in.

She met with PTO parents and booster club

“

You can’t control all of the risk associated with owning a business. You can, however, prepare your business and have systems in place to lessen the impact and thrive.

”

leaders, eventually allowing the business to become a resource and support system for

four major high schools and extracurricular programs.

Additionally, look to areas in your

community where you may be able to

break ground into a new consumer base.

For example, the Telfords looked beyond the traditional school districts to develop their relationship with each customer, personalizing the experience in a way that will leave an impression on their customers who will then be more likely to recommend their business to others.

You shouldn’t just get in touch with customers during key customer satisfaction moments or when there are issues – instead, make it a habit to frequently check in via various mediums. This will help customers feel as though you are not just in touch when there is something wrong or you’re in need of something.

Taking extra steps to provide a service that goes beyond what the customer is expecting when they first engage with you will give you more credibility as a business that cares about their customers. Your existing and future customers will see a person behind the business rather than just a service or product.

2

Set the Right Expectations

One of the worst things that you can do in business is overpromise and underdeliver. Along with being confident, empathetic and authentic in your customer interactions, it’s important to maintain a transparent and honest exchange. Any assumption that a customer could make should be established and clarified from the very beginning in order to create a positive service experience.

For the Telfords, that looks like a thorough explanation of the process that they plan to follow throughout the students’ program with Huntington. The effort put into creating an individualized program for each student is not to go unnoticed or unexplained, and the Telfords set expectations early on for what the process will look like during a student’s time with them, providing progress reports throughout to match that initial strategy.

In service-oriented businesses, setting the right expectations early on is the best way to initiate a clear and transparent relationship with your customers. When expectations are continuously met, your customers will trust you more with their time and money, driving continued relationships with existing customers and opening up potential to create long-term relationships with new customers.

Yourself in the 3Engrain Community

Building customer relationships extends further than just solidifying existing customer relationships and relying on those to bring in new business. Building relationships with your community is a strong way to reach a new audience of consumers, furthering your business’ potential reach.

Saturate your business within the

a clientele among the local homeschool

community in their area. Do the research

to find out where else in your community that you could be making an impression and building relationships both for your

business and for supporting the area that you and your business hopes to thrive.

It may take a while to make a name for you and your business, but putting in the work

allows the community to see your business in a new light and become more willing to support it.

Customer relationship building is an

essential piece of successful business

ownership, and sometimes it can take

going back to the basics of communication, managing expectations, and community involvement to get your strategy in a

good spot to drive results. When you’re faced with running a business during a

challenging time, it will be these tried-

and-true old school best practices that set the foundation to help guide your growth strategy.

For more information on Huntington Learning Center, visit https:// huntingtonhelps.com/ or https:// huntingtonfranchise.com/ for franchise opportunities.

Franchising MAGAZINE USA 55

GLOBAL

EXPANSION

G L O B A L E X PA N S I O N

Our GLOBAL CONNECTIONS are trusted operators in their markets and will enable a smooth entry into NEW TERRITORIES.

We can help to put your franchise

system in an operational position to attract successful franchisees.

We are members of the IFA and other respected organisations.

The transition process can be

daunting, but we know the trusted

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

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

wanting to move outside of their established markets.

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

of selling franchise systems direct to franchisees for over 35 years.

56 Franchising MAGAZINE USA

For an initial discussion, please contact

globalpublishers@icloud.com

may 2022

cover story

How Veterans Turned Nerds are Finding Post-Service Success in Franchising with

latest news in

veteran franchising Franchising MAGAZINE USA 57

Leadership.

Teamwork.

Executing SOPs. Connecting veterans with education, resources and opportunities at vetfran.org

58 Franchising MAGAZINE USA

contents

veterans supplement Cover Story 62 Nerds To Go: How Veterans Turned Nerds Are Finding Post-Service Success

What’s New

60 Franchising News Latest News from Veterans in Franchising

Franchisee in Action 68 The Entrepreneur’s Source: Career Coaching helps Female Veteran Discover Entrepreneurship 72 Fastsigns: California Based Franchisee Wins Multiple Prestigious Honors

62

Snapshots 66 Batteries Plus: Taps Seasoned Marketing Executive for Key Leadership Role 70 Smokin’ Oak Wood Fired Pizza: Wood Fired Pizza and Taproom Makes Florida Debut

Focus 64 BODYBAR Pilates: Its Time to Meet Us at The Bar 74 Ultra Pool Squad: The Case For Veterans and First Responders

64 68

72

74

Franchising MAGAZINE USA 59

v e t e r a n s s u ppl e m e n t

all franchisees in America, and we have several veterans that have purchased an AlphaGraphics. Being rated a 5-star brand for vets is a testament to the work we do to be a veteran-friendly franchise.”

AlphaGraphics Recognized as a Top Franchise for Veterans Leading marketing and print solutions provider named a 5-star brand by VetFran AlphaGraphics, a leading franchisor of printing and marketing solutions, has been named one of the top franchises for veterans after being elevated to a 5-star brand by VetFran, which is a program of the International Franchise Association.

Franchisors selected as 5-star brands must have a clean audit report, minimum 20% discount on initial franchise fee, at least five years continuously operating a

franchise, at least 50 units open, at least an 80% continuity rate over the past three years, and at least one certified franchise executive on staff.

“When veterans exit active service, there are questions as to what the next step in life is,” said Bill McPherson, vice president of franchise development. “Franchising has created an opportunity for many of them to pursue a fruitful life moving forward. Veterans make up about 14% of

The mission for VetFran is to educate veterans and franchisors about the demands and opportunities of being a franchisee. The organization also helps the transition of veterans into franchising by encouraging franchisors to offer incentives while also assembling resources and a database of franchising opportunities.

“We champion the idea of veterans purchasing franchises,” McPherson said.

“One of the great things about veteran franchisees is their desire to hire other vets and create opportunities for their fellow servicemen or women. We support that initiative at AlphaGraphics and work to make the purchase and success of franchises for veterans easy and simple.”

For more information on AlphaGraphics, please visit www.alphagraphicsfranchise.com/

PostNet named a top franchise for veterans Franchisors selected as 5-star brands must have a clean audit report, minimum 20% discount on initial franchise fee, at least five years continuously operating a franchise, at least 50 units open, at least an 80% continuity rate over the past three years, and at least one certified franchise executive on staff.

PostNet, a global leader in high-quality printing and shipping solutions, has been recognized as one of the top franchises for veterans after being named a 5-star brand by VetFran, which is a program of the International Franchise Association.

60 Franchising MAGAZINE USA

“Being recognized as a 5-star brand is a testament to the continued success of the PostNet franchise as well as our efforts to recruit more veterans into our franchise system,” said Bill McPherson, vice president of franchise development for PostNet. “We will continue to strive to be one of the best franchise opportunities for our servicemen and women who want to maintain their independence while operating a business of their own.”

The mission for VetFran is to educate

veterans and franchisors about the demands and opportunities of being a franchisee. The organization also helps the transition of veterans into franchising by encouraging franchisors to offer incentives while also assembling resources and a database of franchising opportunities.

“Many veterans look to franchising because of the flexibility they can maintain while earning a continued stream of income,” McPherson said. “Veterans have many skills that help them be successful in the franchising world. At PostNet, we make the pathway to owners as smooth as possible for veterans by offering a 30% reduction in the franchise fee if the veteran is honorably discharged.”

For PostNet franchise opportunities, visit https://postnetfranchise.com/

You Move Me Opens Three New Locations and Welcomes Four New Franchise Partners “The leaders of our new locations are examples of what working hard and serving others can produce for you personally. They have earned partnership in our company by always exceeding our customers expectations,” says Jeff Sims, Managing Director at You Move Me. “We are in the business of people and it’s great to see our people grow into an opportunity to serve these great communities.”

North America’s Favorite Local Movers kick off 2022 with locations in three new markets.

North America’s Favorite Local Movers, You Move Me kicks off 2022 with a strong momentum, announcing the grand opening of three new franchise locations in Salt Lake City, Indianapolis and St Louis.

The new franchises aim to change the

local moving experience with exceptional customer experience.

You Move Me welcomes Cedric Blake and Chris Heustis, Nanumi Lolohea, and Walter Sawyer as Partners and General Managers of the new St Louis, Salt Lake City, and Indianapolis locations respectively.

About You Move Me: North America’s Favorite Local Movers, You Move Me is revolutionizing the moving industry by making moving almost fun. You Move Me has 21 independently owned and operated franchise locations across the U.S. and Canada.

To learn more follow us on Facebook, Twitter, and Instagram.

RED CHICKZ Featured in QSR’s 2022 edition of “The 40/40 List The Red Chickz is thrilled to announce that they have been recognized by notable food publication, QSR Magazine. The brand is featured in QSR’s 2022 edition of “The 40/40 List,” which highlights America’s hottest fastcasual food concepts and works to benefit the industry by celebrating the brands that are leading in innovation.

The Red Chickz was commended for positioning itself as a differentiator in the Nashville hot chicken category, their app which helps connect the brand to consumers during the pandemic, and their incredible achievement of reaching social media fame with just one location open.

This year’s QSR 40/40 List shows that The Red Chickz have proven to be a fierce competitor in the Nashville hot chicken scene. Not only has the

brand gone above and beyond by creating a unique variety of menu items, but their massive following of one million on Tik Tok and over 105,000 on Instagram has certainly helped raise brand awareness nationwide. With one store currently open, the brand plans to add 40 in California, 25 in Texas, and 10 in both Arizona and Nevada to serve up their West Coasts twists on Music City’s signature dish to more communities.

“To be recognized for our hard work and dedication to innovating in the fast-casual dining space by a notable publication like QSR is such an honor,” said Shawn Lalehzarian, Founder of The Red Chickz. “This acknowledgement proves that we are achieving major success and further fuels our desire to continue staying ahead of industry trends to ensure we are creating an exceptional fast-casual dining experience.”

Franchising MAGAZINE USA 61

v e t e r a n s s u ppl e m e n t

cover story: NerdsToGo

How Veterans Turned Nerds are Finding Post-Service Success in Franchising with

NerdsToGo Since the onset of the COVID-19 pandemic in 2020, one of the world’s hottest talking points has been about employment and our national job market.

Whether it’s talks of the national unemployment rate, “the Great Resignation,” a possible impending recession, early retirement or rising inflation rates, to name a few, one fact remains true from before the pandemic began: Our veterans face more barriers than non-service civilians in finding equal and equitable opportunities upon rejoining the civilian workforce – despite their higher qualifications, practical experience, leadership skills, sense of duty and ability to buy into a process.

62 Franchising MAGAZINE USA

Veterans in Franchising While veterans have faced barriers to joining the civilian workforce, the world of franchising has found that veterans are the hottest commodity to hire and are actively seeking to recruit them. Providing veterans with an established brand and a network with a defined and proven business system has been shown to interact well with the training they received during the service.

This positive interaction between past service and present profession has allowed veteran franchisees to gain great success within their chosen franchise network.

According to VetFran, a strategic initiative of the International Franchise Association (IFA) to educate veterans and franchisors about the unique match between the skills

and aptitude of entrepreneurial veterans, franchising accounts for close to 7.6 million direct jobs. It is about 2.5% of the U.S. gross domestic product (GDP), spanning many industries. Of all franchises across the nation, about 14% of all franchise owners have served for a branch of the U.S. armed forces.

NerdsToGo Seeking Qualified Veterans As a proud member of the IFA and VetFran, NerdsToGo, an IT solutions franchise for businesses and homes, is helping to lead the way for veterans.

NerdsToGo, a member of the Propelled Brands family of franchises, has provided computer and technology services to businesses and individuals for almost two

Of all franchises across “ the nation, about 14% of all franchise owners have served for a branch of the U.S. armed forces.

”

decades. Acting as the IT department for small to medium-sized businesses, the brand operates out of less than1,000 square feet and has several brick-andmortar service centers around the country.

Additionally, NerdsToGo offers remote support and travels to customers’ locations when needed.

The franchise was recently named in Franchise Business Review’s annual Top 200 Franchises ranking, highlighting it as one of the best franchise opportunities based on owner satisfaction. Additionally, it placed on Franchise Business Review’s second annual Culture 100 list, recognizing the top 100 franchise brands in a 2021 report on the Best Franchise Cultures.

NerdsToGo is currently seeking qualified veteran franchisees to be owner-operators to help the brand grow across the United States. NerdsToGo will supply veterans with the resources, training, support and information required to start, build and maintain a successful business.

NerdsToGo views veterans as ideal candidates for the skill set and teamoriented mindset they cultivate during their military experience. In addition, accountability and character developed in the military make veterans perfect candidates for a franchisee. Veterans leave their time serving with strong leadership qualifications and an understanding of playing a significant role within a team and following a process or task with incredible precision better than most non-veterans.

To incentivize the recruitment of veterans, NerdsToGo offers a special incentive for veterans and first responders, including paramedics, emergency medical technicians, police officers, sheriffs and firefighters, which includes a 50% reduction on the franchise fee – a savings of $24,875.

prepares you for this kind of transition outside of “ Thethemilitary military, ”

- Airforce Veteran Roger Turnbow, owner of a NerdsToGo in San Antonio.

Veterans Choosing NerdsToGo and Finding PostMilitary Success NerdsToGo has developed proven worldclass business processes that veterans can buy into and trust that the methods are there to guide them to success. At times, civilian franchisees may believe that they can go off course of the built path, thinking they know better and can succeed without tried and proven methods.

However, veterans are trained to stay the course as they understand that processes and approaches are created as a guide to guaranteed success, even when they cannot see the end goal.

NerdsToGo does not require any prior background in the IT world to be a successful business owner. Instead, they need a strong desire to grow a successful business in their local community, developing relationships with small business owners to become their outsourced IT department.

“The military prepares you for this kind of transition outside of the military,” said Airforce Veteran Roger Turnbow, owner of a NerdsToGo in San Antonio. “But the

good thing about being plugged into our franchise is that there is a lot of help and a lot of reach back from other franchisees and the upper management. Everything about owning a business is learnt, and I am learning everyday.”

By giving veterans the tools to be successful both personally and professionally, special incentives to join the franchise, flexible location options and comprehensive training, NerdsToGo is putting an absolute priority on hiring veterans.

The initial investment for a NerdsToGo franchise includes a $49,750 franchise fee. Ideal candidates have a net worth of $300,000, of which $80K is liquid.

Additionally, NerdsToGo offers a special incentive for veterans and first responders, including paramedics, emergency medical technicians, police officers, sheriffs, and firefighters, including a 50% reduction on the franchise fee and reduced royalties for the first year – a savings of $24,875.

If you are interested in joining NerdsToGo, visit their website at https://www.nerdstogofranchise.com/ Franchising MAGAZINE USA 63

v e t e r a n s s u ppl e m e n t

fOCUS: BODYBAR Pilates

Its Time to Meet us at the BAR! BODYBAR Pilates Opening First Florida Location in Lakewood Ranch BODYBAR Pilates (BODYBAR), known for its integrative workouts that unite the Pilates method and modern exercise training principles, has officially opened to the public on April 25 at 7600 Island Cove Terrace, Suite 102 in Sarasota, Florida.

The new BODYBAR location will be the first in Florida and the first studio for local owners, Kristin and Shane Ward. Blending its focus on strength, toning and modern movement with a warm, welcoming, spalike environment, BODYBAR creates a Pilates experience unlike any other. It is all centered on fostering a destination where a community of members can come together 64 Franchising MAGAZINE USA

daily to maintain sound mind, body and spirit.

Shane and Kristin Ward are residents of Sarasota County and have a diverse skillset that will bring a unique touch to the Lakewood Ranch studio. Before joining the BODYBAR team, Kristin worked as a landscape architect and Shane, an Air Force veteran, has a background in law enforcement. As college athletes, the couple share a passion for fitness and a commitment to maintaining good health.

Sharing their love for fitness and the community, the Wards will oversee day-today operations of their studio in Lakewood Ranch.

The Wards are the perfect duo to introduce the Sunshine State to BODYBAR. They

understand the purpose of BODYBAR Pilates -- to create a community of people who respect, encourage and motivate one another to be strong, healthy and happy human beings. Kristin has been an athlete her entire life. After her first pregnancy, she was looking for a workout that anyone could do. She wanted something that would build her core and help her athletically, that’s when she found Pilates.

Both Shane and Kristin value nutrition and health. They wanted to share something with their community that was intimate and versatile. BODYBAR Pilates allows them to bring something new and fresh to Sarasota that is easy to access and promotes good health.

The Wards are both athletes and recruited to play sports in college. With Shane’s experience in law enforcement and the Air Force, they will have no problem showing that BODYBAR is for everyBODY. The Wards will be sure to promote and spread positive energy amongst the community.

“We’re really excited to bring something new and fresh to the Sarasota market,” said Kristin Ward, co-owner of BODYBAR Pilates in Lakewood Ranch. “After my first pregnancy, Pilates helped me recover and regain my strength. I learned that there are people in this community who are devoted to Pilates as much as I am, so we thought that BODYBAR would be a great way to give back and connect with our neighbors.”

We’re really excited to bring “something new and fresh to the Sarasota market, said ” Kristin Ward, co-owner of BODYBAR Pilates in Lakewood Ranch.

From single-use equipment that is disinfected between each workout, to appropriate spacing of the reformers and ample time between classes, BODYBAR’s steadfast commitment to the safety of its members and employees remains top priority.

BODYBAR instructors are encouraged to use creativity in their delivery to ensure members experience classes that vary in routine and intensity. And, with 14 reformers in each studio, instructors have ample time to interact with the class and provide members with a personalized experience, while providing franchisees the highest earning potential per class among all Pilates franchises.

About Bodybar BODYBAR Pilates was founded in 2012, offering a modern take on Reformer Pilates in an environment that is conducive to building communities filled with members who love, respect, encourage and motivate one another to be strong, healthy and happy human beings. Referred to as “Your favorite happy hour” workout, BODYBAR’s 40 to 50-minute classes are inclusive to any fitness level. With eight studios open and 32 additional locations in development, BODYBAR Pilates is continuing to expand its presence nationwide through franchising.

Franchising MAGAZINE USA 65

v e t e r a n s s u ppl e m e n t

SNAPSHOT: Batteries Plus

Batteries Plus Taps Seasoned Marketing Executive for Key Leadership Role Batteries Plus, the nation’s largest and fastest-growing battery, light bulb, key fob and phone repair franchise, announced today the hiring of franchise industry veteran Derek Detenber as Chief Marketing and Merchandising Officer in an effort to support the brand’s explosive growth.

With decades of consumer marketing experience at world-class brands such as Wendy’s and Massage Envy, Detenber will lead the brand’s omni-channel marketing team, design, category and merchandising teams.

No stranger to the franchise industry, Detenber comes to Batteries Plus from senior marketing roles with world-class franchise brands such as Wendy’s and Massage Envy. Most recently, Detenber served as Chief Marketing Officer for Artisanal Brewing Ventures (ABV), one of the largest adult beverages holding companies in the U.S. In this role, he led brand strategy, new product development and marketing. In his new role at Batteries Plus, Detenber will be responsible for bringing together marketing, category, and merchandising omni-channel strategies to elevate the brand’s public profile, raise awareness, improve the customer experience, and drive profitable sales growth for franchise owners and stores.

“The Batteries Plus business model is as solid as it gets and I truly believe this company has only scratched the surface when it comes to its potential,” said Detenber. “There is a huge opportunity to tell this brand’s story and expand and grow various aspects of the business – all of which inspires me as a marketer. Not to mention, the leadership team at Batteries

66 Franchising MAGAZINE USA

Plus is unmatched and has done something truly remarkable - shown positive results even during tough times in a very volatile retail environment.”

With the goal of developing category leading product and marketing strategies, Detenber’s efforts will support the company’s long-term growth plans to sign an additional 60 stores this year while opening another 55 across the country by year’s end. In addition, Detenber will be focused on bringing meaning and connection to the Batteries Plus brand and telling its story while building and developing his marketing team to be the best in the industry.

“We would not be the leading retail brand we are today without the dedication and vision of individuals like Derek – those that not only bring with them decades of experience at world-class organizations but those that are passionate about our growth and telling our brand’s story,” said Scott Williams, CEO of Batteries Plus.

“Derek is highly regarded as one of the top marketing executives in the industry and I have the utmost confidence in his ability to drive our future marketing and merchandising success.”

With over 800 store locations in operation and development nationwide, Batteries Plus franchise owners are passionate about providing essential products and services for their local communities. Batteries Plus has also carved out a unique niche in the industry with its ‘plus’ services – including cell phone repair and key fob replacement – capitalizing on both its knowledge and service offerings.

Positioned for the battery-powered future, Batteries Plus supplies fundamental products that power people’s lives – boats, golf carts, motorcycles, mobility scooters, thermometers, etc.

Derek Detenber Joins Nation’s Leading Battery Retailer as New Chief Marketing and Merchandising Officer “In the short time I have been with Batteries Plus, I have been extremely impressed with the talent, thinking and discipline of the people I get the pleasure to work alongside each and every day,” added Detenber. “Getting back into the franchise industry is very exciting for me and I look forward to helping this brand realize its potential while working with passionate, engaged franchisees throughout the Batteries Plus system.”

ABOUT BATTERIES PLUS Batteries Plus, founded in 1988 and headquartered in Hartland, WI, is a leading omnichannel retailer of batteries, specialty light bulbs and phone repair services for the direct-to-consumer and commercial channels. The retailer also offers key programming, replacement and cutting services. Through a nationwide network of stores, the company offers a differentiated value proposition of unrivaled product selection, in-stock availability and customer service. Batteries Plus is owned

by Freeman Spogli, a private equity firm based in Los Angeles and New York City.

Veterans & First Responders These hardworking heroes are often looking for ways to transition towards retirement. Batteries Plus offers them the freedom they want while providing them with exclusive discounts on our franchise fee. To learn more about one of Forbes®’ Best Franchises to Buy in America, visit https://www. batteriesplusfranchise.com

OWN

YOUR FUTURE

A FRANCHISE

Are you ready to take your future into your own hands and break free from working a 9 to 5? Franchising makes business ownership accessible to everyone! By investing in a well-established brand with a proven map for success and a team of supportive experts, you can spend more time enjoying the benefits and freedom that come with working for yourself and less time stressing about the unknown.

Join us at the expo nearest you to learn about franchise opportunities in every industry and at every investment level!

NEW YORK, NY

JUNE2-4 2022

HOUSTON, TX

FT. LAUDERDALE, FL

SEPT9-10

MAR31- APR 1 2023

2022

2022

REGISTER

PHOENIX, AZ

OCT14-15 FOR

FREE WITH

CODE

USA SPONSORED

BY

WWW.FRANCHISEEXPO.COM Franchising MAGAZINE USA 67

v e t e r a n s s u ppl e m e n t

franchisee in action: The Entrepreneur’s Source

Career Coaching Helps Female Veteran Discover Entrepreneurship

Hardworking veteran Elis Salamone relies on leadership skills she gleaned during her 27-year tenure with the military to help people pursue entrepreneurship as a Career Ownership Coach with The Entrepreneur’s Source.

“Nursing is a tough profession. It’s easy to get burnt out. You work hard and don’t get paid for the amount of work you’re doing.

Management is more concerned about numbers than about patient care,” Salamone said. “I missed the adventure of military service.”

Seeking adventure and a path to a college education, Salamone joined the U.S. Army directly out of high school. After she was discharged, Salamone spent a short stint working in the civilian world as a nurse practitioner. Long hours, high stress, and a taxing work environment prompted Salamone to return to active duty by joining the Air Force.

During her more than 20-year tenure with the Air Force, Salamone provided patient care at bases across the globe, including combat tours in Germany and Afghanistan. Shortly after arriving on the ground at Bagram Air Base in Afghanistan, Salamone saved the lives of at least 13 U.S. soldiers and coalition forces during a training exercise. While she was on an open field receiving

68 Franchising MAGAZINE USA

Veteran Saves Lives, Heals Soldiers

“

During her more than 20-year tenure with the Air Force, Salamone provided patient care at bases across the globe, including combat tours in Germany and Afghanistan.

”

weapons training, Salamone spotted part of a rocket sticking out of the ground and alerted the team sergeant. Upon further inspection, 25 live munitions were discovered buried in the training field.

“It’s quite a miracle we all walked away safely that day,” said Salamone. “It opened my eyes to the reality that you’re really in a war zone, and you can get hurt.”

In Afghanistan, Salamone trained eight U.S. and Afghan soldiers on safety and trauma assessment to improve patient care. During her tour in Afghanistan, she increased the medical capabilities by 65 percent. When she accompanied the special forces teams off the base, Salamone often set up a tent to provide general healthcare services to the Afghan people.

The makeshift doctor’s offices helped cure common ailments and enabled the military to build relationships with the local community.

Civilian Life Misses the Mark Salamone retired from the military in 2014 as a Lieutenant Colonel and immediately hit the ground running with a new role as a nurse at an Army medical center. “One of the biggest mistakes I made was going straight to work after I retired. I really spent most of my adult life in the military and hadn’t taken time to explore and figure out who I was as a person,” Salamone said.

Lack of work-life balance left Salamone feeling defeated. After several different jobs in healthcare, Susan Scotts, a Career Ownership Coach for The Entrepreneur’s Source, opened Salamone’s eyes to a new future where she could be her own boss. TES uses education-based coaching tools to help open people’s eyes to different opportunities.

“

Franchising provided Salamone with a proven system she could follow to succeed, similar to her time in the military.

”

“I thought it would be really interesting for her to explore some new possibilities that would empower her to have what she wants out of her life,” Scotts said.

Entrepreneurship Allows Veteran to Shine Working with Scotts helped Salamone discover she needed a career offering flexibility and work-life balance. Salamone’s son has epilepsy, and a work-from-home opportunity would improve her ability to care for him.

“At the time, his epilepsy was unstable. I was constantly worried he was having a seizure while I was at work,” Salamone said.

To achieve her goals, Salamone decided to pursue a franchise opportunity where she could use her leadership and training skills to help people pursue business ownership. Franchising provided Salamone with a proven system she could follow to succeed, similar to her time in the military. She started her new career as a Career Ownership Coach with The Entrepreneur’s Source two years ago and is thriving as a franchise business owner.

“You have to decide whether you hustle for someone else or invest in yourself,” said Salamone. “I know that if I bet on myself, I’ll always win.”

Franchising MAGAZINE USA 69

v e t e r a n s s u ppl e m e n t

SNAPSHOT: Smokin’ Oak Wood-Fired Pizza

Smokin’ Oak Wood-Fired Pizza and Taproom Makes Florida Debut Smokin’ Oak Wood-Fired Pizza – the fastest-growing woodfired pizza franchise in the U.S., is happy to announce the opening of its first Sunshine State location.

family intends on opening, with plans for additional locations in the near future.

The Brooksville location will be home to indoor and outdoor seating and a self-serve Taproom. A large roll-up door has also been installed that connects the inside and outdoor patio space.

The new restaurant will be located at 13180 Cortez Blvd. in Brooksville, FL and will celebrate its grand opening on May 3. This will be a true family-run business, locallyowned and operated by Rod and Cat Scott and managed by their adult children, Anthony and Brittany.

Smokin’ Oak Wood-Fired Pizza and Taproom features a full menu of woodfired pizzas, sandwiches, salads, starters, and even desserts. The oven, fueled by oak wood, gets to about 900 degrees and cooks pizzas in about two minutes. The brand delivers an enjoyable pizza experience through the use of its open-plan kitchen, which allows customers to be able to customize and watch their pizzas being made right in front of them. The dough and sauces are made in-house, veggies are cut fresh throughout the day, and even the meats are roasted in the wood-fired oven to infuse real oak wood flavor. The restaurant is perfect for those that need a quick lunch, but with the addition of the Taproom, it’s great for those that want to linger and take advantage of all that the self-serve tap wall has to offer.

Rod Scott is a combat veteran and wounded warrior who after 32 years of service in the Army, decided to trade in his combat boots for a chef’s hat. In 2017, Rod retired from the military and enrolled in culinary school to pursue his lifelong dream of opening a restaurant of his own.

Now, a certified culinary and pastry chef, Rod knows a high-quality pizza when he sees one and was initially intrigued by the franchising opportunity offered

by Smokin’ Oak Pizza. After careful consideration, Rod and Cat decided that the brand met their high expectations of food quality, and loved the added bonus of the taproom. They then became set on bringing the concept to their local community in Brooksville.

“I always appreciated how wood-fired pizzas have the most flavor and are the best for you in terms of health and digestibility,” said franchise owner, Rod Scott. “Our oak wood oven cooks each menu item with the same flavor and intensity as original Italian pizzerias and as the only self-serve taproom in Hernando County, our local guests are sure to be impressed.”

This will be the first Smokin’ Oak Wood-Fired Pizza restaurant the Scott 70 Franchising MAGAZINE USA

The Taproom features a self-serve tap wall that offers beer, wine, and mixed drinks.

To use the Taproom, a guest will start a tab, be provided with an RFID-enabled bracelet, and then be free to explore the tap wall. Guests can pour anywhere from one to 16 ounces at a time, which provides them an opportunity to try different wines, beers,Derek cidersDetenber and other drinks they may Joins Nation’s not otherwise try. ARetailer TaproomasAttendant Leading Battery New Chief will be available to answer any questions Marketing and Merchandising Officer on how to use the tap wall and to provide recommendations.

“We are thankful to have our first location in our home state of Florida opened by such passionate local owners as Rod and Cat,” said Matt Mongoven, CEO and Co-Founder of Fourth Avenue Restaurant Group, the Franchisor of Smokin’ Oak Wood-Fired Pizza. “The local Brooksville community has been extremely welcoming to our restaurant concept and we are confident they will fall in love with our wood-fired menu items and self-serve Taproom wall.”

The opening of the Brooksville location marks an important step in Smokin’ Oak Wood-Fired Pizza & Taproom’s continued national expansion.

For more information, please visit www.smokinoakpizza.com.

Want to stay on top of the latest news and whats happening at the forefront of franchising?

Subscribe to Franchising USA’s newsletter and receive all the latest franchising news delivered straight to your inbox, every week!

To subscribe visit: www.franchisingmagazineusa.com Franchising MAGAZINE USA 71

v e t e r a n s s u ppl e m e n t

franchisee in action: FASTSIGNS®

California Based Franchisee

Wins Multiple Prestigious Honors in FASTSIGNS® Network

Stan Gray is a one-of-a“ kind asset to FASTSIGNS®. He represents the FASTSIGNS® brand with poise and professionalism.

”

Stan Gray, a FASTSIGNS® franchisee of Long Beach and Torrance, CA, received two international honors, being awarded the FASTSIGNS® Award at the 2022 FASTSIGNS® International Convention and received recognition as the International Franchise Association (IFA) Franchisee of the Year at the 2022 IFA Convention.

The FASTSIGNS® Award is the most prestigious recognition in the franchise network of over 750 locations in nine 72 Franchising MAGAZINE USA

countries worldwide. It is presented to the franchisees who best represent the FASTSIGNS® brand in their community and the network, as they provide exceptional customer service, mentorship, company culture and employee development.

The IFA Franchisee of the Year award recognizes leading franchisees who exemplify at least one of IFA’s “Open for Opportunity” core pillars: Community, Workforce, Diversity, Equity, Inclusion, and Veterans.

“I am honored and humbled by being named the recipient of the FASTSIGNS® Award and the IFA Franchisee of the Year award. To have my name included with the

other incredible people who have received both of these awards is something I will cherish forever,” said Stan Gray. “I am grateful for the drive and determination that my team has shown to allow us to be successful in the face of adversity.

Everyone, from myself, my family and my team are thankful to have the backing of FASTSIGNS® and the IFA network and their outstanding support of enabling our success.”

Gray, a retired Navy Reserve veteran, received undergraduate degrees in Business Administration and Architecture from Mississippi State University and later went on to get a Masters in Architecture and Urban Design from Columbia University in New York City. Gray’s background includes architectural design and management, real estate development, and graphic communications, including his military service.

About the International Franchise Association: Celebrating over 60 years of excellence, education, and advocacy, the International Franchise Association (IFA) is the world’s oldest and largest organization representing franchising worldwide. IFA works through its government relations and public policy, media relations, and educational programs to protect, enhance and promote franchising and the approximately 775,000 franchise that are essential to follow. When you buy into a process, you stay on the path. I’ve bought into the FASTSIGNS® process and am committed to FASTSIGNS® and will continue my path with them.”

Gray shared his story of being a veteran business owner as a panelist at the opening general session for the IFA Convention.

Where he spoke about how veterans’ successes can be attributed to their military service and how Franchising gives them a chance to serve again.

Gray purchased and opened his first FASTSIGNS® franchise in 2015 in Long Beach and added a Torrance location in 2017. Due to the pandemic and strict COVID-19 restrictions, Stan and his team took the time to define their processes more efficiently in their collaborative approach.

He has made it a priority to discuss and redevelop short and long-term strategies.

This includes the business process for his franchises and creating solidarity with his teams, their community, and a network of other local small businesses. Gray believes that a well-educated and trained team that works together is the key to their success.

“Working within the FASTSIGNS® network is a lot like my experience serving.

From international corporate teams to each franchise, everyone is always on the same page, working toward the same mission,” said Gray. “I believe in the process. In the military, there are standard procedures

Gray’s passion and energy for the FASTSIGNS® brand and his team is unmatched. Gray sees his team as a group of go-getters who make the impossible possible daily.

“Stan Gray is a one-of-a-kind asset to FASTSIGNS®. He represents the FASTSIGNS® brand with poise and professionalism. He’s also an example of what it means to be a meaningful member of his community, our brand and the IFA as an influential leader for all franchise owners,” said Catherine Monson, CEO at FASTSIGNS® and the Chair of the International Franchise Association from February 2020 through February 2022.

“Stan deserves all the credit for being recognized with these most prestigious honors. Both the FASTSIGNS® Award and the IFA Franchisee of the Year Award are an acknowledgement of his excellence in his role and commitment to FASTSIGNS® and the positive power of the franchise business model.”

Learn more about sign and graphic solutions or find a location at fastsigns.com. Follow the brand on LinkedIn at linkedin.com/company/ fastsigns, Twitter @FASTSIGNS or Facebook at facebook.com/FASTSIGNS. For information about the FASTSIGNS® franchise opportunity, contact Mark Jameson call 214.346.5679 mark.jameson@fastsigns.com

establishments that support nearly 8.2 million direct jobs, $787.7 billion of economic output for the U.S. economy, and almost 3 percent of the Gross Domestic Product (GDP). IFA members include franchise companies in over 300 different business format categories, individual franchisees, and companies that support the industry in marketing, law, technology, and business development.

About FASTSIGNS® FASTSIGNS is a leading national visual ideas company that creates a wide variety of comprehensive sign and graphics solutions. With over 35 years of experience, FASTSIGNS helps you achieve more than you ever thought possible. We are the worldwide franchisor of more than 750 independently owned and operated FASTSIGNS® centers.

FASTSIGNS locations span across the United States, Puerto Rico, the United Kingdom, Canada, Chile, Grand Cayman, Malta, the Dominican Republic and Australia (where centers operate as SIGNWAVE®). FASTSIGNS is frequently recognized for franchisee satisfaction and through franchising awards which include being ranked #1 on Entrepreneur’s Highly Competitive Franchise 500® List For The Sixth Consecutive Year for 2022 as well as being named a 2022 Best-in-Category Franchise by Franchise Business Review.

The total investment for a FASTSIGNS® franchise is approximately $233,555 $307,308 including a $49,750 franchise fee. Ideal candidates have a net worth of $300,000 of which $80K is liquid.

Additionally, FASTSIGNS® offers a special incentive for veterans and first responders, including paramedics, emergency medical technicians, police officers, sheriffs and firefighters, which includes a 50% reduction on the franchise fee -- a savings of $24,875.

Franchising MAGAZINE USA 73

v e t e r a n s s u ppl e m e n t

fOCUS: Ultra Pool Care Squad

The Case for Veterans and First-responders-

key traits why these highlytargeted groups enjoy success as a franchisee Thanks to their unique background, veterans and firstresponders possess the ideal mindset for successful franchise business ownership.

Veterans and first responders are primed to succeed in business, given the transferable skills learned by being on the front lines.

These fields stress the importance of leadership, following set procedures and protocol and operating with integrity – traits that are crucial to ensure business success.

Franchising provides a sense of teamwork and camaraderie that is often missed by veterans and former first responders after retirement. Service-based franchises, such as Ultra Pool Care Squad, a pool and spa service franchise founded by Explore Industries, a worldwide fiberglass pool and pool cover manufacturer, appeal even more to these groups given their ability to work “in the trenches” and be hands-on with their work.

With Ultra Pool Care Squad, we communicate to veterans and firstresponders across different channels about why our brand, service and culture is the right professional fit for their personal experience and skillset.

74 Franchising MAGAZINE USA

Here are three key traits veterans and first responders possess that primes them to succeed in a franchise system:

1Mission Focused:

Veterans and first responders are all about execution and owning a problem to ensure it gets fixed. They jump right in to handle the task at hand and have the integrity to see it through – to “complete their mission.” Veterans and first responders have dual skillsets of following a specified process or chain of command, while at the same time being tasked with executing and “storming the hill.” Throughout their careers, they have been tasked with taking initiative, while also following a set system and protocols to ensure their success. Much like a soldier is ready to respond at a moment’s notice to any challenge, a franchise owner must be prepared, knowledgeable and flexible in day-to-day operations, while still maintaining processes and procedures.

This is crucial for a franchise business like Ultra Pool Care Squad. We have a set process for franchisees to follow to ensure compliance in all our territories, but unpredictable events can happen while they are on a job site. It is important in those situations that they are able to take initiative and solve a problem without relying on our set protocol.

Amy Lawhorne is the Chief Operations Officer of Ultra Pool Care Squad, and the former Chief Operating Officer of Authority Brands and Vice President of Outdoor Living Brands.

2Thrive In the Trenches:

So much of the work our franchisees and employees do involves being hands-on in solving a problem. Most first responders and active members of the Armed Forces do not do their job behind a desk – they are used to being out in the field and on the road, working with teammates to get a job done. And with a home service franchise, it requires a unique combination of individual entrepreneurship, organizational structure and the personal discipline to

follow a set of steps to execute a plan, which is something that tends to resonate with veterans and first responders’ experiences.

For example, in the case of pool care and maintenance, pool water is different from house to house, from week to week.

Veterans and first responders are very accustomed to no mission or challenge being the same. A key portion of emergency medical technicians’ jobs are triage and troubleshooting – determining which patients are a priority and diagnosing symptoms for effective care.

Our technicians do this with our pools by looking at problems and finding solutions.

Given the rigorous training they have gone through, they know how to calmly asses a situation and think on their feet in order to solve the problem.

3Believe in What They Do:

Veterans are a multi-layered population with a distinct culture that includes, but is not limited to, values, customs, selfless duty, codes of conduct, and excellent communication. We have franchise owners from all walks of life, ranging from former corporate employees to a manager that wants to take advantage of owning his or her own business. The common goal between them is that they want to build a legacy, make a positive impact on the community, expand outside their comfort zone and grow – both their business and personally. Committing to a franchise business is a lot like signing up for the military – not just because there

is a contractual obligation that must be fulfilled. The person that steps up to the plate in either circumstance is confident and willing to take initiative and dive right into the residential pool aftermarket. They know there will be challenges, but they thrive off of challenges.

are many connections between veterans and first responses with the duties of a franchise owner. Joining a franchise system provides the kind of teamwork and camaraderie veterans and first responders are used to and actively seek out. It’s a winwin for both all parties involved.

Whether going in the trenches, testing battle drills, or training a new team member how to service a 20,000-gallon swimming pool so a mom can feel confident the water is safe and clean, there

At Ultra Pool Care Squad, its leadership and support teams are looking for collaboration and partners to help grow this brand as the premier pool care service and repair organization – and to accomplish this, it welcomes steadfast, integrous and driven professionals, traits that veterans and first responders are certain to have. Ultra Pool Care Squad wants to make the transition into franchise ownership easier for veterans and first responders and alleviate some of the initial financial stress of starting a business, so they are willing to offer them a 50 percent off initial franchisee fee discount. Ultra Pool Care Squad is proud to offer this deep discount to veterans and first responders – not only to thank them for their service, but because they know that these groups are sure to find success in their franchise system.

Franchising MAGAZINE USA 75

FR A NCH I SE & SERV I CES D I RECTORY

AAMCO First started in 1963 by Anthony Martino as a transmission repair shop, the company now has nearly 700 locations throughout North America and about 12 years ago expanded into total car care.

AAMCO franchisees benefit from joining a brand that has been in business for over 50 years. Our iconic, Double A, Beep Beep, M-C-O mnemonic brings instant recognition and trust from the American consumer.

Business Finance Depot

With this franchisee focus in mind, AAMCO provides the brand, tools, guidance and education necessary for new franchisees. This includes financing support, real estate support and training through the entire opening process. http://www.aamcofranchises.com

Business Finance Depot specializes in packaging equipment leases and SBA Express Working Capital loans for start-up and existing businesses.

Our company also works with SBA 7(a) lenders, alternate financing sources, crowd funding financing sources and companies that specialize in using retirement funds to capitalize a new business. Please visit our website for more information.

Our main clients are franchisors seeking financing for their new franchisees and manufacturers seeking financing for their equipment purchases.

Website: www.businessfinancedepot.com Email: paul@businessfinancedepot.com Phone: (800) 788-3884 Contact: Paul Bosley

caring transitions

with the hassles or laws that involve elderly medical care, though you might want to invest in knowing the companies that do supply such services in your area.

Many times our services are needed in order to fulfill the lifestyle changes recommended by healthcare professionals, so putting your leads into contact with upstanding medical professionals can create a favorable impression that causes them to return to you for help with non-medical side of their changing circumstances.

Caring Transitions is a solution-oriented company, and we accomplish this by bringing three services under one roof that are normally all accomplished by separate companies. The three services we combine to provide unique solutions for our customers are: • Senior Relocation • Estate Sales • Downsizing & Decluttering One final thing – we are NOT a medical service company. As a franchisee, you will not be dealing

Clayton Kendall Clayton Kendall provides a simple, easy to use e-store platform that connects your franchisees to our integrated front-to-back inventory management system.

Phone: 1-800-647-0766 Email: CaringTransitionsFranchising@gmail.com Website: https://caringtransitionsfranchise.com

materials including uniforms, signage, branded merchandise and print collateral.

Clayton Kendal is the single source marketing solution for dozens of national franchises.

Our system controls the creation, production, fulfillment, distribution and shipping of all your marketing and sales

Contact: Dan Broudy, CEO Email: dan@claytonkendall.com Phone: 412-798-7120 (1-888-799-4757) Website: claytonkendall.com

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.

Choose a 12 or 6 month package or simply add the A-Z directory onto your Focus, Profile or Ad!

Each detailed, full colour A-Z listing comes with a 150 word write up and your logo.

76 Franchising MAGAZINE USA

In addition to automatic brand recognition, AAMCO franchisees benefit from an Executive Leadership Team who established themselves by servicing the automotive aftermarket as franchisees.

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

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 ®

girlkin lashes The GIRLKIN Lashes experience provides an eyelash extension franchise opportunity like no other. You will offer lash extension and lash lift services, with expansion possibilities for even more beauty services. Empower yourself and your future with GIRLKIN Lashes! We pride ourselves on comprehensive lash artistry training. We don’t “sell” lash extensions, we provide the highest quality of lash extension services within the eyelash artistry industry.

The GIRLKIN Lashes franchise was built on a premium experience paired with the highest quality lash services – and a little sparkle! Plus, GIRLKIN Lashes Franchise

• Franchise Research Institute World Class Franchise 20112015 • 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

offers an exciting way to empower other women and entrepreneurs in your community.

GIRLKIN Lashes provides an initial training program for franchisees and one manager. We then provide an onsite representative before you open to help train your stylists, as well as ongoing support and training. In addition, we present you with a copy of our confidential operations manual to help you start a lash extensions business and run it properly on a day-to-day basis. We seek like-minded franchise owners who share our vision of empowering women through business ownership and community outreach Website: https://www.girlkinfranchise.com/

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.

Choose a 12 or 6 month package or simply add the A-Z directory onto your Focus, Profile or Ad!

Each detailed, full colour A-Z listing comes with a 150 word write up and your logo.

Image One USA Image One USA is a commercial cleaning services business. The Image One franchising model was formed on the principles of transparency, training, and top-notch financial and customer service support. It is regularly recognized as a top franchise by third-party franchise and business publications, including CNBC.com, Entrepreneur. com and Franchise Business Review.

Image One franchisees work for themselves in a unique relationship with the franchise company. Image One provides them with customer support for their business, ongoing training, along with assistance with billing, equipment and sales training. Image One

Kumon North America Inc. High school math teacher Toru Kumon developed the Kumon Method of learning more than 60 years ago in Japan, when his son was struggling with second-grade arithmetic.

Realizing that a strong foundation in the basics-addition, subtraction, multiplication and division-was essential for higher-level math, Kumon created a series of math worksheets for his son to work on after school.

FR A NCH I SE & SERV I CES D I RECTORY

Fastsigns®

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

provides necessary training, tools and support to help franchise affiliates build their business, including teaching franchisees the latest cleaning techniques and empowering them with insights on best-in-class equipment and technology. Ongoing training is delivered both at Image One’s corporate headquarters and onsite at existing client locations to ensure that franchisees continue to grow their own businesses.

Image One has commercial cleaning franchise locations covering Chicago, Cincinnati, Dallas, Denver, Detroit, Fort Myers, Nashville and Orlando. Franchise territories are available nationwide.

For information on the franchise, visit http://ImageOneUSA.com

With daily practice, Kumon’s son gradually expanded his mastery of mathematical skills and by sixth grade was able to solve differential equations and integral calculus problems.

Today, at locations throughout North America, Kumon franchisees apply this method of daily practice and self-paced advancement to children’s math and reading skills.

Phone: 201-928-0444 Website: Kumonfranchise.com

Franchising MAGAZINE USA 77

FR A NCH I SE & SERV I CES D I RECTORY

NerdsToGo Build a future with the computer service industry pioneers and accomplish your business dreams with NerdsToGo! Computers, handheld devices, tablets, and mobile phones are all things that only continue to grow and change the landscape of the technology industry in the 21st century. That is why NerdsToGo is such a lucrative concept. With businesses, homeowners, and individuals continuing to rely

Remedy Spa & Salon Suites Remedy Spa & Salon Suites first opened its doors in Atlanta, Georgia in 2018. As an attempt to enter the highly profitable health and beauty industries, Remedy Spa & Salon Suites came equipped with 22 fully leased salon suites. To date, they have opened three locations through Metro-Atlanta.

Amenities and perks to leasing include: 24/7 access, private upscale studios, spacious single/double suites, private parking, valet parking and premium fixtures, finishes and appliances.

Contact us today to learn why NerdsToGo is one of the fastest growing computer service and technology franchises in the United States!

chains, cooperative marketing, new product research, development and roll-out, experienced training staff, and continuing training and education.

Franchising opportunities are available to entrepreneurs and investors in all industries but will be particularly appealing to health and beauty enthusiasts.

Remedy Spa & Salon Suites already has an established market presence and substantial market penetration in Atlanta. From this successful platform, the company is looking to expand the brand in select key areas domestically.

Franchisees will obtain access to the brand, tested and proven processes and support, purchasing power and distribution

www.remedysalonsuites.com/franchise

franchising usa

Excellent for branding and recognition.

A-Z Listings are a great way to promote your business, giving you a presence within our publication and also the Franchising USA website.

Choose a 12 or 6 month package or simply add the A-Z directory onto your Focus, Profile or Ad!

Each detailed, full colour A-Z listing comes with a 150 word write up and your logo.

Sheenco Travel Sheenco Travel began trading in 2012 under the name Shamrock Vacations. Nowadays Sheenco is the leading name in luxury travel to Ireland and the UK and has just launched a brand new Travel Franchise in the USA. Our focus on luxury helps us to stand out as we only use 4* and 5* properties and have a special focus on the wonderful Castle accommodations available throughout Ireland and the UK. But more than anything it’s the level of service we offer, from the first point of contact until after your reluctant arrival home. Our friendly and close knit team go beyond your expectations with ease. Despite the difficulties of

remedysalonsuites@gmail.com

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

the Global Pandemic, Genevieve continued with the companies plans (albeit on a delayed timescale) to expand their operation in the US and the Sheenco Travel Franchise was launched in June 2021. When asked about the timing of the expansion Genevieve laughingly asks “having started a business in a recession when else would you expand but in a Pandemic?!”

Thanks to a solid team and great communication with guests and team members alike, Sheenco Travel have come out the other side of the Pandemic relatively unscathed and the future looks bright for this progressive and innovative company.

Opportunities@sheencotravel.com www.sheencotravelfranchise.com

Slim Chickens

10 years, is targeting qualified and experienced multi-unit groups to develop in dynamic markets across the country.

Slim Chickens, a leading fast casual franchise which features dine-in and drive-through in the better-chicken segment, opened in 2003 in Fayetteville, Arkansas.

The brand prides itself on its cooked-to-order fresh food and strong devoted fanbase, also known as “Slimthusiasts.” Fans also resonate with the southern contemporary look and feel and open and inviting layout of Slim Chickens restaurants, which speak to the hospitality mindset that anchors the brand.

Offering high-quality food with a focus on fresh, delicious ingredients, the brand prides itself on its southern flair and commitment to hospitality, all in a fast-casual setting.

Food is cooked to order, and the differentiated menu features chicken tenders, fresh salads, sandwiches, chicken and waffles, chicken wings and unique side items, alongside 17 house-made dipping sauces.

Today, there are more than 145 Slim Chickens locations open and 700 restaurants in development. The brand, which recently launched a strategic multi-unit franchise growth initiative to reach 700 units in

78 Franchising MAGAZINE USA

on technology, handling the repairs, computer service and support, and other computer services that can accompany a technologically based society seems like second nature. This means franchise owners can tend to the high demands of a reliable customer base and reap the financial benefits by taking advantage of a constantly innovative, inventive, and lucrative industry.

The Slim Chickens franchise opportunity differentiates itself with prime markets available for multi-unit development, a passionate leadership team and world-class franchisee support system. As Slim Chickens expands, it is awarding franchise opportunities to qualified, experienced and passionate multi-unit groups looking to add a dynamic segment to their portfolio.

For more information on the Slim Chickens franchise opportunity, visit slimchickensfranchise.com

Founded by Alejandra Font, Luis Font and Sam Bakhtiar in 2010, The Camp Transformation Center (The Camp) was born out of the realization that despite universal knowledge of how to lose weight — eat healthier and work out regularly — millions of people still struggle to get results.

During an era of skyrocketing obesity, The Camp created a proven system to help this massively underserved audience achieve their goals. Home of the free “20-Pound Weight Loss Challenge,” The Camp Transformation Center’s flagship program consists of group training with dynamic interval workouts, nutrition and supplement plans, highly qualified trainers, and a ton of positive emotional support.

The red Chickz We’ve Done the Heavy Lifting for You We know the restaurant business and have done our homework. From the homestyle kitchens of Nashville to The Red Chickz restaurants that will be popping up everywhere, we’ve created something really special in an untapped, sizzling market.

We make it simple. Our team has worked our tails off to create a superior business model that is streamlined and simple to operate. We designed

Veteran Service Brands Veteran Service Brands (VSB) is the umbrella organization for four distinct, but affiliated service brands - all of which are exclusive to military veterans.

Capitalizing on our success with G-FORCE (the first franchise brand exclusive to veterans), we are adding MACH ONE Epoxy Floors, FIELD OPS Athletic Field Markings, and PAINT CORPS (like Marine “Corps”) franchise systems to the VSB family of veteran-only franchises.

Initial Investment starts as low as $20,000 for FIELD OPS (assuming possession of a suitable pickup truck) and runs as high as $150,000 depending upon which brand, size of territory, truck choice, and equipment package.

Franchise Fees are deeply discounted for the first five franchise partners of our new brands (some are already spoken for).

zips ZIPS is the leading low-cost player in a $10.5 billion laundry and drycleaning industry, caring for items our customers use every day, and others they reserve for special occasions. We offer five concepts in one, in a compact footprint, including: pressed laundry, dry cleaning, Wash N Fold laundry, alterations and caring for household items. Our business was founded when eight of the Baltimore -Washington, D.C. area’s premier dry cleaners banded together to pool their expertise and resources to create a powerhouse brand. They established an “in by 9, out by 5,” one-low-price-to-dry-clean-anygarment approach that is affordable and convenient for customers to use and easy for operators to sell. We have nearly 70 locations open across the United States, commitments to open more than 100 more, and many territories available immediately for multi-unit development. We’re ready to help you get set up with full-service processing locations, satellite “drop” stores, sophisticated locker systems and processing of items for commercial organizations and

The Camp is a community of people who treat fellow members like family. The Camp Transformation Center is an industry leader in the weight loss and wellness niche. The franchise currently has nearly 150 locations in more than a dozen states.

The fitness brand’s goal is to provide its outstanding services to people who wish to lose weight and improve their health in 500 communities by 2030. Each Camp employs the company’s signature Challenge, a six-week initial entry point for members, that aims to be a transformative moment in the lives of those who join and a launching pad for long-term membership. The Camp Transformation Center is known for its enthusiastic staff members, a clean environment, an open, spacious, and colorful design, supplement plans, and fitness training that is motivating and affordable.

To learn more about the Camp Transformation Center, visit www.thecamptc.com.

this with systems and growth in mind, so you can become the next proud owner of a The Red Chickz restaurant franchise with ease.

An investment in a restaurant franchise like The Red Chickz is an excellent way to break into the foodservice business or expand your already existing restaurant portfolio. We seek qualified business owners who understand or appreciate the restaurant industry and are fired up about our brand. www.theredchickz.com

MACH ONE and PAINT CORPS normally have a $25,000 Franchise Fee (some of the lowest in their industries), but offer the first five a steep $15,000 discount.

FIELD OPS, already a low $10,000 Fee, offers a 50% discount for the first five takers.

Veterans joining the Veteran Service Brands family enjoy instant camaraderie, proven systems in high demand businesses, group discounts, and more.

VSB is actively recruiting qualified veterans across the country to join our team.

VSB is already the largest veteran-only franchise system and expects to triple its size in the next 12-18 months.

For more information, visit www.VeteranServiceBrands.com

even other garment care businesses. And we’ll support you every step of the way, from getting up and running to keeping things going strong for years to come.

At ZIPS we’re committed to being an environmentally responsible organization: Every location accepts hangers for recycling, is illuminated by energy-efficient LED lights, uses 100% biodegradable plastic bags and an odor-free hydrocarbon solvent, and captures by-product in clay filters that are disposed of through a third-party government compliance specialist. We also avoid individually wrapping using each garment or adding tissue paper in the sleeves, which cuts down not only on waste but on cost as well.

Independent garment care operators and growth-minded, entrepreneurial investors alike can capitalize on our systems, buying power, investment in innovation and improvement, and our brand.

Contact our Director of Business Development, Abhi Parikh, at aparikh@321zips.com or (717) 495-7995 today to learn how you can look your best with a ZIPS franchise opportunity.

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.

Choose a 12 or 6 month package or simply add the A-Z directory onto your Focus, Profile or Ad!

Each detailed, full colour A-Z listing comes with a 150 word write up and your logo.

FR A NCH I SE & SERV I CES D I RECTORY

THE CAMP TRANSFORMATION CENTER

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

Franchising MAGAZINE USA 79

Y A W T A E R G A E R A S G N I T A-Z LIS S S E N I S U B R U O Y TE O M O TO PR

Making an appearance every month in Franchising USA magazine. Each detailed, 4 color A-Z listing comes with a 150 word write up and your logo.

Excellent for branding and recognition.

Choose a 12 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: vikki@cgbpublishing.com 80 Franchising MAGAZINE USA

www.franchisingmagazineusa.com