h e a lt h & b e a u t y issue 2#2
Sangster’s
He a lth growing stronger
Aging and Healthcare in the
SELF ESTEEM bus iness
health & beau t y feature cover stroy
S a n g ste r ’s O rg a n i z ati o n
s a n g s t e r ’ s o r g a n i z at i o n
continues to grow Within a growing industry Sangster’s Organization continues to grow and keep up with the everchanging market of Canada’s $3.5 billion organic health food industry. Sangster’s is a leading family owned and operated franchise of vitamins, minerals, herbal and sports supplements, as well as natural and organic foods and natural body care products.
Quality of Products In addition to carrying other national brands, Sangster’s sells their own exclusive label, allowing them to ensure quality control so that their products meet the highest standards. Since the purchase of their manufacturing plant
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“As a franchised system, our focus is to continue to franchise across Canada.” in 2010, Sangster’s produces all of their vegetarian-capsuled supplements, packages their own protein supplements and some of their organic foods. “With our integrated vertical system we purchase raw materials, manufacture our own brand of products then distribute them and other national brands to our stores across Canada. This helps us have a lot more control over the quality and the types of products that we can provide to our customers,” says Wanda Wilson, Vice President of Sales and Marketing. Sangster’s sells a wide variety of products for people with all different types of nutritional needs. From black cherry juice concentrate to relieve pain associated with arthritis and gout, or oregano oil which is commonly used to
treat colds and flus. Their natural soaps, shampoos and lotions are gentle for the skin and free of harmful chemicals and petroleum. Other products include digestive aids, proteins powders and great tasting healthy snacks like kale chips and more.
Growing the Company Through their quality products and dedicated franchisees, Sangster’s is looking to expand their presence throughout Canada. “We want to expand out into the west, specifically within Alberta, Saskatchewan, Manitoba and the Okanagan region. We would also love to be able to expand more into southern
Canadian Franchise Magazine
Ontario and in New Brunswick as well,” says Wilson. There are two business models for those interested in becoming a franchisee: one is to operate one of Sangster’s Health Centres, which are franchises under 1,000 square feet, wherein owners sell primarily supplements, sports nutrition and natural body care products. A few years ago, Sangster’s also implemented Sangster’s Organic Market business model, wherein owners manage approximately 2,000 square-foot franchises. This alternate business model offers franchises with a much wider selection in organic foods, including gluten-free, vegetarian and vegan options. “As a franchised system, our focus is to continue to franchise across Canada. That process involves looking for people who have an interest or passion in the health food industry and want to own their own business,” explains Wilson. In fact, Wilson attributes part of Sangster’s success to it being a franchised system that is based on a family legacy, as the corporate structure allows passionate individuals to thrive. The company embraces change, whether this entails the decision to create a new product, or something comparatively much larger— such as purchasing a manufacturing plant or introducing a new business model for franchisees. “It plays into a lot of passion and desire to make sure that we’re still viable and relevant year after year. It leads into always looking for new things, whether it’s new technology for our stores or new
“With our integrated vertical system we purchase raw materials, manufacture our own brand of products then distribute them and other national brands to our stores across Canada.” and innovative products for the consumer. We’re always looking to change and improve ourselves,” she says.
Educating the Public Sangster’s understands the importance of education in a field that’s constantly changing and growing. As increasing numbers of people are becoming interested in preventive care and eating organic, it is crucial to keep up-to-date and knowledgeable within the health food industry. “We strongly believe in education: education for our franchisees and for their staff. The more they know and the more educated they are in our industry, the better they will be at providing good choices for our customers,” Wilson states.
People who are interested in learning more about how to live a natural lifestyle and sharing that knowledge with others are prime candidates for joining the Sangster’s team. Being a franchisee provides job satisfaction by giving franchisees a platform to build open, honest relationships with customers and work with a positive team with good family values. “We’re looking for people who want to make a difference in people’s lives in a healthy, natural way. This is really a fun industry because it’s constantly changing. It’s growing and growing year after year, especially within the organic category,” says Wilson. www.sangsters.com
Sangster’s keeps a close relationship with their franchisees to ensure that they communicate effectively with each other, listen to the franchisees’ needs and maintain a good partnership. As one of their main corporate goals is to provide a generous selection of high quality natural products to consumers, having passionate and educated franchisees is key. “Whether it’s to our franchised system or to the consumer, providing good quality products and educated advice is our main focus,” says Wilson.
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health & beau t y feature
Lo r i K a r p m a n, Lo r i K a r p m a n a n d C o m p a ny
The Business of B
Buying a Beauty Fran
This spring edition of Canadian Franchise Magazine is dedicated to the health and beauty industry and I could not be more excited about writing this article. With over 25 years of professional, and over 40 years of personal, experience in the industry, beauty is my true passion. Over the course of my career I have worked with many of Canada’s largest and most successful beauty concepts as well as many smaller emerging brands and independents. Mandates have ranged from complete A-Z franchise development to turnaround mandates for individual locations. Personally, I’ve been an uber-beauty junkie since the age of 11. As a self-taught cosmeceutical–chemist, I also follow the industry through its various organizations, trade newsletters, and magazines. Suffice it to say, I think I am uniquely placed to discuss the “Business of Beauty”.
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The beauty industry has grown over the years and there is now a large selection of concepts and formats in all price ranges. There are full retail stores that carry only one brand of product, there are also retail stores that sell a variety of products in the beauty category, with or without some small array of services. Although nail bars are nothing new, the branded franchise concepts are. Additionally there are (almost) purely service-based offerings that offer massages and other treatments like facials or tanning salons. The newest kid on the block is a franchise chain of laser services and treatments. They offer numerous services such as laser hair removal and IPL face treatments, and they are vertically integrated as the product manufacturer. Like all franchises, franchisees do have to come to the table with a certain skill set to be a successful in this business. This is one sector where experience in the industry is required. There are a lot of rules, especially with respect to hygiene that must be complied with. The franchisor’s training will cover the franchise policies and procedures, but not how to run a business or provide
specifics on the beauty industry per se. The majority of the skills needed do not come from franchise training; they are accumulated over time spent in the beauty industry. Prospects must have superb organizational skills and have managed staff. They also need to provide positive leadership and motivation to employees, have completed administrative duties (or are willing to pay to delegate this work), and, most importantly, have customer service and sales skills. This means not being shy about addressing a customer, selling and upselling products and services, and providing each customer with the most amazing experience they have ever had. This creates loyalty. Do this and your clients will reward you with referrals, which are the number ONE best method of building a long term business and they’re fast and free! The time commitment involved amongst the beauty franchises is more dependent on the location than on the service. The outlets in mall locations will be guided by the mall’s hours and must operate within set parameters. Street front or
Canadian Franchise Magazine
Beauty
nchise
office building locations allow for more flexibility to operate before/after business hours and on weekends. This does result in a much longer work day and time commitment than a mall unit and is something to consider when buying a franchise. A young family would not likely manage well with this kind of time commitment. Be clear about the time you are willing to invest in the business because there are not only business hours to commit to, but additional hours for administration need to be considered also. Every business should have more than one source of income and in the beauty industry it is product sales. This is an essential revenue stream needed to supplement income because of its high margin and low cost to sell. Retail allows the owner to generate high margin product sales out of a small portion of space in the location. There is an income limitation on services as there are only so many hours in the day. The income limit is maxed out by the number of hours, service providers,
and treatment rooms. In order to make the “big” money, products, ancillary items to the services, and accessories must generate a fairly substantial portion of the annual revenues. Ideally, in a perfect world, the percentage of gross sales from products would be between 50 percent-70 percent of gross sales (of course this is a large generalization).
Getting and Keeping Customers Beauty customers are of their own ilk. It does not matter who they are outside the “salon” (for sake of ease, includes all forms) because once she arrives at the front door and goes through it, she is a Queen. If ever there were a people’s business, this would be it. From the minute she enters the salon personalized attention should be paid to her. Here she is going to get the kind of treatment she does not get at home. It’s this “making her feel special and understanding how hard life is and that everyone counts on her and
that this is her ‘ME’ time…..” that’s important. She needs to be taken away from the stresses of life for the amount of time she is in the salon. If a salon can create the experience of a one hour getaway or stress-free zone, you will be building a loyal following in no time. Clients can be ignored at home, so the client is Queen for an hour, and you are her servant. What I coach is that “It’s not about you”. It’s ALL about HER. Use that as the company mantra and see what happens.
Let’s look at 10 ways to generate and “loyalize” beauty clients:
1
Ambiance
You only get one chance to make a first impression so make it a good one. Other than the reception counter, all areas should be open, including the product shelves so that clients can see and touch items for sale. Comfortable seating, relaxing music, and hot/cold
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health & beau t y feature
Lo r i K a r p m a n, Lo r i K a r p m a n a n d C o m p a ny
beverages are staples that are often ignored. In one spa I visited they would not let me even pour my own glass of water.
2
Attentiveness/ Personalization
As soon as a client enters, the person needs to be acknowledged immediately and their appointment confirmed. Once you have a name, it should be used for the rest of their session. It sounds small, but it has a great impact on the overall impression of the personalized service the client has.
3
Cleanliness
I cannot stress this enough. If you have to hire someone to spend the day going around sweeping and wiping, etc., do it. One hundred percent of clients will not return to a place they think is unclean and they will share this information with others, negating any referrals for your business. It has to be immaculate (especially because of the use of certain tools for services that must be disinfected before they can be used again) and the washrooms need to be properly stocked.
4
Products and Accessories
Product and accessory sales are a large part of the overall revenue generated and are high margin. How much is sold in product sales will directly impact your profits and losses as discussed above.
5
Loyalty Programs
Essential for any business not just beauty - it has been proven over and over that loyalty programs WORK! It can be as simple as having a card with boxes on it. Each box can be worth a specified
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dollar value and once filled up the client can get a free gift, discount, or another reward. There are more sophisticated loyalty programs, but this is really all that is needed to start.
6
Upselling and Packaging
If a client is recommended a face cream by an aesthetician for example, you can try to sell them a complementary product such as an eye cream or face mask. Additionally, you can create your own packages by taking products and bundling them at a discounted price. When a kit is purchased the client gets value and is encouraged to use more products from the line. This is why trial packages and kits are so popular.
7
Local Store Marketing
Franchisees receive local store marketing ideas and templates from the franchisor and their only responsibility is to use it. A franchisor is only responsible for national not local advertising. The franchisee has to draw the clients in and can do so using print (newspaper ads, flyers, coupons), digital (a Facebook page with a contest, interesting content) email marketing, a referral program, and regular monthly specials. The ideas are endless and do not have to cost a lot of money; there are many free options.
8
The “Money is in the List”
If you have not heard of this before, this is the new way to generate revenue in the digital age. Your client list or database is extremely valuable to other companies who share your target market. Since most businesses cannot and do not share/sell their lists, the best way for other companies to reach your clients is by having you send an email on their behalf to YOUR database with a click
through URL to their company website. The URL clicks are tracked and you receive fees from the company for each purchase made by leads that came from that URL. This is called “monetizing” your list. You can also do the same thing in reverse with your suppliers or with those whose database is composed of your target clientele.
9
Managing Inventory
As discussed above, improper management can cost thousands of dollars a year and hundreds of thousands over time of a loss of pure profit.
10
Training
Training is a big investment and worth every penny. Employees at all levels must be properly trained in their domains, for example, all sales people and the aestheticians must be trained in all the product lines as should anyone who works reception. Most importantly everyone should have customer service and sales skills. A client may interact with anyone in the salon so these people must be able to provide the personalized customer experience that your salon is known for and to properly address clients with confidence. Beauty industry opportunities are increasing daily as new concepts pop up across the nation. In fact, it is one of the fastest growing industries in franchising. The keys to success are customer service, managing costs, and product sales. The ability to provide a personalized “Queen for an hour” experience is what will determine if your business will be built by spending time and money on advertising or via fast and free referrals. In all cases, a properly managed beauty franchise can make for some very pretty financial results.
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F R A N C H IS E
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health & beau t y feature
Anthony Padulo, Executive Vice President of International and Domestic Franchise Development, BrightStar Care
The Aging Population and its B usiness O pportunities
Recognizing the Need and Getting Involved In 2010, an estimated 524 million people were aged 65 or older – 8% of the world’s population. By 2050, that number is expected to nearly triple to about 1.5 billion, representing 16% of the world’s projected population of 9.6 billion people. In Canada, in particular, the population continues to age at an unprecedented rate. The estimate of citizens aged 65 years and older is more than five million and by
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2051 that number is expected to increase by 33 per cent.
that seniors can live where they feel most comfortable—in their own homes.
People want to remain at home as they age versus living in specialized seniorliving environments. In fact, according to a United Nations global study, 40 per cent of people age 60 or older choose to live independently. The reason is simple—living at home offers seniors a sense of familiarity and independence. While most seniors want to remain at home, many are not able to meet all of their personal and medical needs there. Private companion care and/or skilled inhome medical care providers can provide the necessary services to extend the time
With so many more people living longer—and wanting to remain in their own homes as long as possible—it’s no wonder that senior home care has become one of the fastest growing segments in franchising on a global level. The aging trend has created a multitude of opportunities for businesses that offer unique solutions to serve seniors, particularly those with a desire to age in place in their own homes. All of these factors lead to a strong demand for franchised businesses that
Canadian Franchise Magazine
“People want to remain at home as they age versus living in specialized senior-living environments.� deals with Area Developers in Canada to own and operate multiple locations at a time, or Master Franchisees, who can sub-franchise after opening two to five of their own locations. In the Toronto area alone there is the potential for 38 locations based on the population. The ideal candidates to lead BrightStar Care development in Canada would be sophisticated operators who have experience in managing their own organizations and who clearly understand the franchisor/franchisee relationship and the training and support process for franchisees. BrightStar Care is equipped to serve the needs of the aging population worldwide because the business model features the full continuum of care, including companion care, personal care and skilled medical care. The franchise also focuses on a collaborative, person-centered approach with Registered Nurse Directors of Nursing at each location that tailor care plans to the unique companionship and medical needs of each individual.
nvolved in the Solution provide reliable, quality in-home medical care.
The Business Opportunities within the Industry The aging issue can be seen as a success story for public health policies and for socioeconomic development because of the longevity of life, but it also challenges society to adapt to maximize the health and functional capacity of older people. While aging trends present challenges, they also present tremendous business opportunities for those seeking business ownership in a booming segment. Even more, it offers a tremendous opportunity
to raise the standards of homecare for older adults. After conducting an in-depth analysis of various countries across the world, BrightStar Care identified a significant need for its range of services and commitment to high standards of care in Canada. The BrightStar Care proven track record of growing franchise businesses that provide expert, compassionate care in the United States, coupled with our solid infrastructure and resources, make us the ideal franchise to be at the forefront of filling demand for in-home care needs in Canada. The company is focusing efforts on securing
The extreme global aging trends, along with an increased desire among seniors across the world to stay in the comfort of their own homes as they age, is causing a great demand for the high-quality services that BrightStar Care provides. For more information on how to get involved, visit franchise.brighstarcare. com/international Anthony Padulo is the Executive Vice President of International and Domestic Franchise Development for BrightStar Care, the full-service home care franchise that provides both medical and non-medical care for seniors, with more than 270 locations in the United States. To learn more about BrightStar Care International, visit franchise.brightstarcare.com/ international or email Padulo at Anthony.Padulo@brightstarcare.com.
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health & beau t y feature
G l a m a G a l Twe e n S p a
IN THE SELF ESTEEM BUSINESS
G lama G al T ween S pa M otivates F ranchisees and C lients In 2006, sisters Laura and Josie Cannone knew they’d created a winning business when tween relatives begged for spa parties after the fun they’d had at Laura’s spa-themed bridal shower. From home parties to opening the doors of nine Glama Gal Tween Spa locations across Ontario, this entrepreneurial duo is building a sparkling pink empire.
Glama Gal Tween Spas use all-natural products and carefully tailor traditional spa services like manicures and pedicures to the needs of their young clientele. With no cuticle cutting, and safer environments and procedures, the spas embrace everything pink, glittery and happy. But that’s not all young girls will find there – Glama Gal prides itself on offering services and activities that make girls feel valued and empowered. Every aspect of the business embraces their motto: Be Confident! Be Positive! Be You! Initially, says Laura, the goal of Glama Gal was to offer age-appropriate, fun and safe spa services to young girls, in an environment that spoke to their youthful interests. That alone brought thrilled crowds through their doors. But their mission changed when one young girl came late to a party that had taken place earlier one day. Her classmates had intentionally given her the wrong time, and the young girl was humiliated and devastated. Laura and Josie not only treated this guest to a wonderful day to make up for having been bullied, they took it even further: they modeled their business around the idea that girls need support from the inside out in order to grow into positive contributing members of communities. Building self-esteem and encouraging healthy peer relationships separates Glama Gal from other tween entertainment venues. From the motivational sayings on the spa walls, to the workshops and camps, they work to help stop bullying before it starts, by
“Every aspect of the business embraces their motto: Be Confident! Be Positive! Be You!” Page 40
Canadian Franchise Magazine
fostering self-esteem and healthy interests in tweens. Every aspect of the business embraces their motto: Be Confident! Be Positive! Be You! After the sudden loss of their father in 2011, the Glama Sisters channelled the sadness of losing their incredible mentor into reaching for the stars. If they could be successful with one location, could they replicate their achievements? Their second location was a huge success, too. One year later, after proving they had developed a profitable business model, they began franchising locations across Ontario. Glama Gal franchisee Jennifer Barci says, “Glama Gal Tween Spa Vaughan is my pink paradise! The sun is always shining inside our doors and the air is filled with joy, laughter, and positivity. Glama Gals represents all of my favourite things wrapped up in one very special place!” Finding inspiration in role models such as Mark Cuban and Arlene Dickinson,
“The sun is always shining inside our doors and the air is filled with joy, laughter, and positivity.” the Cannone sisters approach their company’s growth with drive, excitement, and a good dose of humility. They embody the entrepreneurial mindset. They’ve set their sights on expansion across Canada over the next five years and see entry into the U.S. market on the horizon as well. The Glama Sisters know they’re not in this alone -- thanking every person involved in their lives is important to them. Laura is careful to acknowledge that their grounded support system is as important as all their hard work. Being mothers themselves, they know how important work-life balance is to everyone in a business, and they extend this understanding and support to all franchisees, as well. There have been unexpected rewards
beyond seeing their business flourish, too. Supporting female business owners is a great source of pride for Laura and Josie, and seeing franchisees at their ribbon cutting is one of their favourite moments. Says Laura, “There is a sparkle in their eye. I can’t explain it, but it is so inspiring. Seeing a mom who has raised three children open her own business and call that store her newest baby . . . it’s a surreal experience for Josie and me.” Beyond the emotional support, Glama Gal franchisees have access to an interactive web-based online group, which hosts training modules for staff. They’ve created a comprehensive, 65page employee training manual, and franchisees have access to the Franchisee Community Manager at all times. There
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health & beau t y feature
G l a m a G a l Twe e n S p a
“Motivating young girls and fostering healthy self-esteem and body image has proven indispensable to today’s youth.” is a store set-up team, social media and web staff, and a lab technician making all Glama Gal’s products. From top to bottom, the business has a solid web of support.
and aware of what’s most important: her inner beauty.”
Motivating young girls and fostering healthy self-esteem and body image has proven indispensable to today’s youth in particular. More than ever, tween girls need this kind of support, and Glama Gal’s clients stream through the doors to enjoy specially designed spa services, but to also participate in carefully crafted, fun and motivational workshops.
The business isn’t all about glitter, nail polish, and pedicures, though. Finding the right franchisee fit can prove challenging, notes Laura. Although they are inundated with requests to open new franchises, there is a strict process for choosing which applicants are approved to open new Glama Gal locations. “Everyday I get to make girls feel like they matter and are important. At Glama Gals every girl can be herself. Our goal is to have every young client identify what makes her special, unique and aware of what’s most important: her inner beauty. Some come in thinking we are “just a spa” but they all leave a little more confident, positive and feeling glamtastic,” says Sudbury franchisee Carol Woodliffe. It is that kind of heart and passion, that special “spark” that brings all Glama Gal spas to life. Franchisees must embrace a love of inspiring children, and understand the importance of the motivational programs that Glama Gal designs.
“Our goal is to have every young client identify what makes her special, unique
Keeping abreast of trends and tween culture is important, too. The sisters
“Store owners don’t need to have previous spa experience. We provide them with in-depth training,” Josie Cannone says. Elisabeth Mensher, owner of the popular Unionville location agrees. “They are completely hands-on,” she says, noting that support is available at all times via supportive emails, indepth training, and even text messages. The extensive training offered to new franchisees combined with support going forward makes their business model one that succeeds time and again.
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know just how fast the landscape can change, and have designed the business to be flexible and able to embrace the fluidity of tween tastes. It is this understanding that keeps them at the top of tween entertainment choices. Although services may change, the core vision remains constant: instilling confidence and empowerment in young girls. Elizabeth Buslovich owner of the bustling Newmarket Glama Gal location sums up exactly how Glama Gal fits into the market of available tween venues: “Glama Gals is the place for girls”. “We’re going to paint Canada pink!” says Laura with a smile. For more information about becoming a franchisee, or to arrange an interview, contact: Robert Cannone, Media Relations 905.856.8118 mediarelations@glamagalparty.com www.glamagaltweenspa.com
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A FRANCHISIN G MASTERPIECE
A ON THE GO
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health & beau t y feature
Dan Mezheritsky, President & Founder, Fitness on the Go
H ow the R eal E state B usiness M odel
Bulks Up the Fitness Pay Scale
For years, I’ve heard personal trainers complain about their pay. This should come as no surprise to anyone in the fitness industry, who has undoubtedly heard the same message from coworkers, employees Page 44
or even competitors: “How am I supposed to make a living on $25 thousand a year?” Well, it’s not because the money isn’t there. Despite poor paychecks for trainers, U.S. health & fitness clubs alone produce over $22 billion a year. Americans are investing in their physical well-being more than ever as 53 million gym memberships prove that a healthy and happy lifestyle is a growing priority.
There are endless reasons to believe that fitness is a flourishing industry- and yet most personal trainers are struggling to get by. The problem stems not from consumer habits, but from the traditional fitness business model that all but few personal trainers have accepted as the norm. Typically, two well-traveled paths are used to pursue their career:
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Most personal trainers choose to work at health clubs. Although they see numerous clients a day and produce plenty of profit for high-priced lessons,
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“U.S. health & fitness clubs alone produce over $22 billion a year.” customers, stifled financial growth for trainers and ultimately a career path that leads to a dead end.
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Others who are brave enough to choose a less traditional path test the waters of starting their own personal training business. Now they have the freedom to run their training sessions with a more personal touch and often take many of the clients with them when they separate from their former gym. The problem surfaces when it’s time to bring in new customers. Trainers that run their own business don’t have the marketing experience, client resources, structured business model and company support that an established fitness concept offers. Suddenly, the trainer is wearing several different company hats to make sure ends meet. From a personal standpoint, I’ve tried this route and suffered from working 70 hours a week doing training sessions, sales and advertising on my own. It’s simply exhausting and doesn’t provide enough stable income for success in the long run, nor does it allow for a flexible, balanced or healthy lifestyle. These are the two options that many personal trainers are aware of. However, once the traditional business model is rethought, another door opens that allows the best of both worlds.
much of the revenue goes straight back to the gym. The trainer is only making around $18 an hour when the customer is pays $70 for the session. Those from the outside of the fitness industry are quick to identify that poor compensation is what hinders any potential career growth. However, it’s the clients in particular that are the fuel behind this conflict. As frustrating as this model is for trainers, customers are equally irritated by watching significant amounts of their payment go to a large gym rather than the trainer they’ve developed a relationship with. The result is less participation from
How Does the Real Estate Model Apply to a Personal Training Franchise? For those that are unfamiliar with real estate, the franchise model is designed for fair compensation and work load at each level. Realtors are aided by franchisee support that oversee a territory. In return, the realtor and franchisee benefit from the company’s brand and resources. Franchisees aren’t burdened with finding new clients; that’s up to the realtor’s determination for more income. This isn’t an overly complicated model, so why can’t it work in the fitness industry? The day Fitness on the Go used this real estate model is when it became clear that
there was no need to settle for plateaued growth. Using this business model offers each player the benefit of seeing more rewards based on their work. • Personal trainers are making double or, in some cases, triple their salary by receiving about 90% of the compensation. The company support and propriety software allows trainers to bring in more business, as well as better manage the clients they already have. By paying a small fixed amount to the franchisee each month, trainers receive premier marketing, business tools and support and a structured model, so their primarily focus remains on training. • Franchisees benefit from having exclusive rights to a territory for a minimal investment. With corporate aid, they already have a business model and support system in place so that they can concentrate heavily on recruiting and managing their trainers. Thanks to a rare opportunity that makes trainers happier and better paid, building a team in a territory is an easy sell. • The brand benefits from franchisees and trainers that have more incentive to produce results. Thanks to this model, Fitness on the Go has become the most widespread in-home personal training franchise in Canada. As long as territories have a large population, there’s no end to the growth potential, which is why this year we’ve just announced expansion into U.S. markets. • Finally, and most importantly, the customer benefits from all of the above. Clients develop a strong relationship with their personal trainer and are more satisfied knowing a majority of their payment goes to the one they trust. With more time to focus on sessions, trainers are able to provide customers with improved and more personalized lessons. Happier and healthier clients are retained at a higher rate and business continues to grow to new territories. For more information on Fitness on the Go franchising opportunities, please visit: www.fitnessonthegofranchise.com
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health & beau t y feature
PRO M a r ti a l A r ts
PMA Looking to increase presence in Canada PRO Martial Arts is looking to increase their presence in Canada building off of their three existing locations with four to be developed. The brand has aggressive expansion plans and is looking to have more than 25 Canadian locations in the next three to five years. The PRO Martial Arts System is a cohesive blend of the best elements of traditional Korean martial arts. Founder and CEO Grandmaster Ed Samane began his martial arts training at the age of eleven, and in 1979 trained with Hapkido founder Supreme
Grandmaster Ji han Jae. Master Samane has successfully designed the PRO Martial Arts curriculum as a nationally recognized brand built on the belief that karate should teach not only self-defense, but also character by helping to improve overall attitude, self-worth, fitness, assertiveness, and self-awareness in both children and adults. The ARMOUR™ program, a staple of the brand, is offered exclusively by PRO Martial Arts and teaches children how to stay safe in an increasingly dangerous world. The ARMOUR™ program teaches children how to stand tall against bullying behaviour and predatory activity - both online and in daily life. Based on research from reputable sources specializing in child safety, child psychology and crime prevention, PRO Martial Arts offers weekly lessons on Bullying Prevention and Predator Prevention that students can enter at any time to gain an enhanced ability to assess, avoid and, if necessary, defend themselves from danger.
Why Choose PMA? The PRO Martial Arts System is the result of decades of training and teaching experience. It encompasses an exciting and diverse curriculum of martial arts techniques drawn from the Korean arts of Tang Soo Do, Tae Kwon Do and Hapkido.
Get In Touch! For more information on this exciting Franchise visit: www.promartialarts.com/franchising/
“The ARMOUR™ program teaches children how to stand tall against bullying behaviour and predatory activity.” Page 46