Homebased & Home Services September 2017 Franchising USA 5#11

FranchisingFeature homebased & home services

special

homebased & home services Feature

s e pt e m b e r 2 0 1 7

Amphibious franchise

set for major expansion

Home Based Businesses

Virtual is “In�

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H O M EBASED & H O M E SERV ICES FR A NCH ISI NG FE AT U RE

what’s new!

Mosquito Squad Makes Inc. 5000 List for 7th Consecutive Year For the seventh consecutive year, Mosquito Squad, the largest and most trusted mosquito and tick control franchise in North America, has made Inc. magazine’s annual list of America’s fastest-growing private companies. This milestone further emphasizes the company’s remarkable growth and position as the clear leader in the industry.

“It’s a tremendous honor to be recognized by Inc. magazine for the seventh consecutive year,” said Chris Grandpre, chairman and CEO of Outdoor Living Brands, parent company and franchisor of Mosquito Squad. “Only two percent of Inc. 5000 honorees can say they’ve reached this milestone and we’re extremely proud to be part of that elite group. Our accelerated growth has enabled us to deliver millions of barrier treatments nationwide and remain true to our commitment to keep our clients protected.”

With the risk of mosquito and tick-borne illnesses growing significantly over the past few years, Mosquito Squad has prioritized consumer education initiatives, such as its Protect Your Squad campaign, to communicate the importance of staying informed and protected. By providing useful mosquito management knowledge

and consistently delivering exceptional services, Mosquito Squad has earned

the trust of consumers and continues to

experience rapid growth as a result, with nearly 250 locations nationwide.

More information please visit www.mosquitosquadfranchise.com.

A Day to WOW! On Friday, April 28, 2017, WOW 1 DAY PAINTING franchises came together and collectively made their communities say WOW! A Day to WOW is an annual event, focused exclusively on giving back in the neighborhoods we call home.

During this company-wide campaign, our WOW franchises participate in projects across the U.S and Canada in an effort to create the biggest possible impact in a single day. Each year WOW teams identify causes they care about and give back by helping paint the interiors and exteriors of their facilities.

Easter Seals House in Vancouver, BC, and AdaptAbilities in Edmonton, AB. Ahead of McHappy Days we helped renovate the Ronald McDonald House in Calgary, AB and gave the Salvation Army of Moreno Valley that new coat of paint they had been waiting for. In Arizona, we partnered with the city of Scottsdale’s Operation Fix It program and helped a well deserving senior get a much-needed paint job for her home.

children, to seniors, veterans, and victims.

A Day to WOW could not have been possible without our amazing vendors who helped support projects across our system.

Together we were able to make a bigger impact in our communities.

This year we helped organizations like the

Together we helped everyone from

wow1day.com

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FirstLight Home Care Honored with Third Consecutive Inc. 5000 Ranking FirstLight Home Care, a leading national provider of non-medical home care, was ranked for the third year in a row as one of the fastest growing privately held companies in 2017 with a place on Inc. Magazine’s 36th annual Inc. 5000 list. FirstLight was ranked for the third year in a row and placed at No. 2,143/ “With the booming senior care industry, we are honored to be recognized for our rapid expansion nationally,” said Jeff Bevis, CEO of FirstLight Home Care. “We know our franchisees’ commitment to providing dedicated service is integral to our continued growth as a company, and to being included on this prestigious list.

Since opening our first franchise location in 2010, we now have more than 240 locations in 33 states.”

The annual Inc. 5000 list represents the most successful companies with the American economy’s most dynamic segment – its independent small and midsized businesses.

“The Inc. 5000 is the most persuasive evidence I know that the American Dream is still alive,” says Inc. President and Editor-In-Chief Eric Schurenberg. “The founders and CEOs of the Inc. 5000 tell us they think determination, risk taking, and vision were the keys to their success, and I believe them.”

that secured a place on the list, will be

FirstLight, along with the other companies

visit www.firstlightfranchise.com.

honored at the Inc. 5000 Conference and

Gala to be held at the JW Marriott Desert

Springs Resort in Palm Desert, California on October 10-12, 2017.

For more information about FirstLight Home Care’s franchise opportunities,

Handyman Matters Offers Industry-First Online Appointment Scheduling Platform via New Website Consumers can now choose from available time slots and book 24/7!

Handyman Matters’ recently launched website features cutting-edge technology that allows consumers to book their own appointment times with a local office.

Designed to increase the convenience of booking an appointment, consumers simply provide details on the project need, estimate the number of hours needed, choose from available times and submit.

Handyman Matters offices receive this data live in their calendars and confirm.

Owner and founder, Andy Bell stated,

“Redefining Home Improvement has been our goal since we started nearly 20 years ago. Providing customers an easy way to book a professional, multi-skilled craftsman was a no-brainer! Our research showed that our customers were looking for a no-hassle and easy way to find a reputable and trustworthy company to work on their most valuable asset, their homes. We just made it even easier to book with us.”

as well as while on the job, Handyman Matters guarantees their work and offers a “like it’s our home” promise.

Focused on exceeding customer expectations during the scheduling process

For more information, visit www.HandymanMatters.com.

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what’s new!

Restoration 1® Acquires bluefrog Plumbing + Drain® Franchise Network

The Dry Boys Open New Territories In North Jersey

Restoration 1®, one of the fastest-growing and most-trusted restoration franchises in North America, has acquired the bluefrog Plumbing + Drain® franchise network with plans to aggressively grow the business across North America.

“This is a monumental acquisition, broadening the franchise brands and complimentary services that we will deliver to a growing residential and commercial customer base across the United States,” said Gary Findley, CEO of Restoration 1.

Based in Phoenix, Ariz., bluefrog Plumbing + Drain launched in January of 2014 and has grown to 15 franchise locations across nine states.

“Restoration 1 brings great synergy and an incredible support team to bluefrog that will expand our operations and significantly scale our business for the road ahead,” said Jeff Moody, president and COO of bluefrog. Moody, who was instrumental in the creation of bluefrog, said he looks forward to the expansion of a proven concept that has plenty of room to grow.

The Dry Boys, a Water-damage restoration franchise company, has announced the opening of three new territories in North jersey. Local entrepreneur, Jim Brown, who is a well-respected and well-known name in the local community, led the acquisition and launch of the franchise, which originated in East Brunswick, NJ. A home-based business that is easily recognized on the streets with its branded vans and trailers, The Dry Boys provides homeowners, landlords, property managers and business owners with a highly focused, around-the-clock, water-damage restoration solution and emergency cleaning resolution.

“I am beyond excited to join The Dry Boys family and to start serving the local community with the highest level of restoration service in the nation”, said Jim Brown.

The Dry Boys is a Water-Damage restoration franchise service that focuses its resources strictly on Water and water related (i.e.

Mold, Mildew, etc.) disasters, thus focusing on the individual person or family at their most vulnerable time, assisting them with the latest technology and proper tools to quickly restore their lives to normal.

“Plumbing and drain cleaning are a complimentary industry to our restoration business. We are poised to do for bluefrog all that we have achieved at Restoration 1 in record time,” he said.

“It’s always exciting to expand the business into new territories, but when you’re able to secure a talent like Jim Brown to your team, it’s just an extra-special moment for the entire company”, said Curt Swanson, co-founder and Director of Operations. “His work ethic, his professionalism and outlook on life, is a breath of fresh air and will not only help his local territory but will energize the entire company, and we’re eagerly awaiting to see his success right out of the gate.

www.restoration1.com

For more information, please visit TheDryBoys.com.

Findley said he expects bluefrog to have at least 100 locations by the end of 2018.

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Remodeling Franchise’s Unit-Store Sales Earnings Outpace Industry Growth With residential remodeling expecting to continue it’s tremendous growth through 2020, average unit store sales at DreamMaker Bath & Kitchen are trending upward at a significantly faster pace than the industry as a whole.

More than triple the industry growth for that matter. DreamMaker franchises have grown more than 92% over the past five years, while the remodeling industry as a whole grew 28%, according to the Harvard Joint Center for Housing Studies.

In 2016, average DreamMaker franchisee sales grew 14.2%, marking five straight years of sales growth. Among the reasons, Dwyer says, is that franchisees can take advantage of group purchasing; marketing tools and materials that help franchisees reach more potential clients; and business coaching to help improve every aspect of the business.

growth numbers bear that out,” says company President & Chief Stewarding Officer Doug Dwyer. “Our average sales are more than three times overall remodeling industry growth over the past five years.”

“Our franchise systems and support set franchisees up to scale up quicker than independent remodelers, and our recent

The continued growth reflects the company’s dedication to quality, as is reflected in a number of major

national awards. Over the past 3 years, DreamMaker franchises have won 13 Guildmaster awards from GuildQuality, an independent customer satisfaction surveying company focused on the remodeling, homebuilding and home improvement industries.

For more information visit dreammakerfranchise.com.

Home Based Boulder Designs/Border Magic Reports Rapid Growth in 2017 Rapid franchise growth has been the hallmark of the first six months of 2017 for Waco-based Boulder Designs/ Border Magic, which has seen a record increase of almost 25% in new franchise agreements. Since January, Boulder Designs/Border Magic has welcomed 26 new businesses, bringing the total number nationwide to 164 units, with 54 Border Magic franchises and 110 Boulder Designs franchises.

“We’ve seen fantastic growth in the past few months, mainly because people realize that this is a great opportunity for entrepreneurs. Nobody else in the marketplace is doing exactly what we’re

doing,” said Butch Mogavero, CEO of Boulder Designs/Border Magic. “Both businesses are very family friendly and allows the owner to run their operation from home.”

Boulder Designs creates custom boulders from sand that are any shape and size, which can be used in many applications including commercial

signage and landscapes. Boulder Designs’ sister business, Border Magic, is a

complementary service company. Boulder Designs actively seeking franchisees for both companies in many areas of the United States.

mybordermagic.com myboulderdesigns.com

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bluef rog Plu mbing + D rain

Amphibious Fra Set for Major Ex Looking for Suc Minded Entrepr Plumbers who want to own their own business are encouraged to hop on board with a growing franchise that is getting ready to take a giant leap forward.

Headquartered in Phoenix, AZ and launched in 2014, bluefrog Plumbing + Drain currently has 15 franchise locations spread over nine states across the country from Arizona to Florida to Connecticut and it’s looking to expand further.

“Our focus is on helping people build plumbing businesses and taking care of clients so those clients want to do business with us again and tell other people about us,” president and COO Jeff Moody said during a recent interview.

Helping the company with its expansion goal is its recent acquisition by the Restoration 1 brand. Moody said bluefrog is ready to put its expansion into high gear

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now that it’s part of the the Restoration 1 family.

the Restoration 1 brand is about to go through a significant expansion itself.

Restoration 1®, one of the fastest-growing and most-trusted restoration franchises in North America, has acquired the bluefrog Plumbing + Drain® franchise network with plans to aggressively grow the business across North America.

And this pending expansion by both Restoration 1 and bluefrog is why it’s an ideal time for people to get on board with the plumbing and drain brand.

“This is a monumental acquisition, broadening the franchise brands and complimentary services that we will deliver to a growing residential and commercial customer base across the United States,” said Gary Findley, CEO of Restoration 1.

The COO said bluefrog largely targets individuals in the plumbing field who have the ambition to own their own business, but who face roadblocks to making that a reality for themselves.

“We grew a regional franchise into an award-winning national chain in less than a year at Restoration 1, and we are ready to do it again with bluefrog Plumbing + Drain,” Findley said.

“Restoration 1 has a strong franchise development department and they’re expecting us to have another 15 units by the end of the year and a hundred by the end of 2018,” the COO outlined.

Going from 15 to 30 and then onto 100 locations by the end of next year is a perfectly feasible goal, he added, because

Brand Name Recognition

Within the plumbing industry, he noted, there are essentially three types of business units. The first is what Moody called the “man in the van,” who is an owner-operator that runs a one-person show. A step up from that is a plumber who has expanded to a handful of vehicles, which Moody labeled a “plumbing company in transition.” On the top tier are the successful businesses, which the bluefrog president called “strategic plumbing companies.” Bluefrog is looking for “man in the van” and “plumbing companies in transition” enterprises to

anchise xpansion ccessreneurs turn into strategic plumbing companies.

The franchise does this by helping franchise partners with client acquisition, team building, financial management, service standards and brand name recognition, which clients appreciate, Moody said.

In fact, the bluefrog name sets the brand apart from the myriad plumbing franchises that all seem to have a common root to their name.

“There are so many ‘rooter’ companies out there and that leads to brand confusion in the client’s mind,” Moody pointed out.

A lot of the major plumbing franchises also have limited territories available throughout the country, a problem bluefrog doesn’t have, as availability is wide open at the moment.

sellable asset if that’s their desire.

However, he added, people don’t necessarily require a plumbing license to be a bluefrog franchise partner. The various states have different licensing requirements and usually they require at least one licensed plumber to be on staff, Moody pointed out.

“We have franchise owners who are not licensed plumbers,” he explained. “They’re more on the business side of it, so they will hire someone with that skill set. In other areas we have licensed plumbers who are running the show. So, we have a little combination of both.”

The plumbing brand has a strong support team that focuses on training franchisees on bluefrog’s various systems like it’s client acquisition system. This system helps franchisees make their phone ring and provides training on how to answer the phone and engage a client so they buy services.

started out of a home, it’s preferable for the business to quickly transition to an industrial location where it can store a little bit of inventory and accommodate some machinery.

One of the key differences between bluefrog and it’s competition, Moody said, is that bluefrog doesn’t just want to go in and do the work and get out. They want to educate the client on their plumbing services so the clients understand what’s going on.

“We want the client to understand their plumbing systems and how those systems fit together,” Moody said.

He was brought on board right at the beginning of bluefrog’s formation because he has a lot of experience with plumbing franchises. Moody used to work with another major plumbing franchise and bluefrog brought him on board in late 2013 to help launch the franchise.

Franchisees also receive training in financial management and business analysis that teaches them to look at their key indicators so they know what’s going on with their business and where they need to focus their energy.

Now, with the help of Restoration 1’s guidance, Moody is looking to take bluefrog Plumbing + Drain to the next level and help the right entrepreneurs realize their dreams of business ownership and success.

Although a bluefrog franchise could be

www.bluefrogfranchise.com

Check Local Licensing Requirements Bluefrog has the systems in place to take a person who essentially just has a plumbing job and teach that person to run a successful company and end up with a

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Featu re

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

HOMEBASED & HOME SERVICES FRANCHISING FEATURE

Nowadays, it’s so easy to connect with people on so many levels. The world has become a much smaller place with the advancement in technology. Between social media, the internet, text message and Skype, communication has extended beyond anything we could have ever imagined.

We can reach out to businesses on different platforms at any time of day. This access to communication has changed the world of business in a variety of ways. This advancement has allowed the economy to take up space in different locations, including the home.

With families working full time and commutes to and from the office taking up the majority of people’s workday, the benefits of working from home have

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“There are a lot of opportunities for homebased franchises now; it’s in your best interest to truly navigate the system before investing.” become an idealistic situation for a lot of business owners. The American family wants to reclaim their personal time and be more available to their loved ones. Of course a franchise provides a better work life balance but a homebased service allows a franchisee to be more committed and stabilized within their household.

There are many benefits from running a homebased business; clearly the time not wasted traveling can lead to more time spent on productivity while also allowing more time for family.

From a franchisor’s perspective, one of the most consuming costs is location and office space. In the case of a home business there is not office space to rent nor a building to construct. On the downfall, you may have to provide your own office supplies, which may seem minute in the grand scheme of things but it can all add up. Before investing in a home base franchise, speak with the franchisor regarding expectations and costs. It’s important to understand where your startup fees are allocated and what is necessary to run such a franchise.

Would being at home mean that employees would have to be within your space at times?

If so, is that infringing on your privacy?

Do you like the idea of having your office within the comfort of your own home?

There are a lot of opportunities for homebased franchises now; it’s in your best interest to truly navigate the system before investing. Reach out to other franchisees and ask them what their worklife balance has been like, have a prepared set of questions for franchise offices and inquire about your own personal goals with a home business.

The drawback of homebased services is the lack of tangible office space. Many people work from home but without distinct separation of work and home, family members or house calls can interfere with work and the balance and can be a constant conflict. Depending on what you desire from a home work space, you can set fine lines that help create separation in any home. Some people refuse any personal infringement during their work time to establish that separation while others enjoy running around with a laptop in one hand and a kid in the other.

Compare and contrast what you would be spending on location including rent and bills, as well as transportation costs compared to living at home. It’s important to consider how much would be expected from you outside of the home and how a certain franchise would fit into your lifestyle.

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Featu re

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

to step into the business as needed and work on their own time. For those interested in putting in a day’s work on their couch and never missing another birthday party or concert or school play.

A homebased business could be the right fit for people who want to have control of their time and the freedom to be with their family.

“A franchise now provides numerous home based businesses to consider so not only do you work from the comfort of your own home, you determine what type of work you will be doing. It truly is the American dream.”

That’s the great part about working from home: you set the rules and you determine what kind of environment works in your favor to be successful.

Sometimes a lack of location can set a business back in some ways. Having a stable office space makes you more accessible to the public but some home based franchises do not need a space to function; therefore research is necessary to determine the expectations of the business.

With the internet becoming a powerful shopping location, it’s easy to take advantage of technology and generate a profit. A lot of homebased franchises are delivery or mobile programs and how those systems are scheduled and work would determine how a franchisee would work from home.

Of course, a passion for an industry would be helpful. A lot of us dream of working from home, but in a field of interest would be preferable.

A franchise is a great opportunity to create the perfect work life balance. It can allow more time at home and a stress-free environment, and it also allows investors

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Some homebased businesses would create longer working hours. Global communication has been beneficial to the economy but sometimes conference calls may be on the other side of the world. The time difference can make for odd working hours and irregular schedules. Franchises usually work with you to create a schedule that suits your needs and provide support and efforts to avoid such a chaotic schedule. In comparison with other home businesses, franchises have a support system and a home office that guarantees a better lifestyle for their franchisees.

Home businesses are the ideal for most Americans and a franchise is an accessible and safe way of achieving that dream. In fact, 70 per cent of home based businesses succeed within 3 years versus 30 per cent of regular businesses. Families would have more time with one another; people would have more personal time for themselves and spend less time on the road. It’s a lifestyle that’s always been hard to achieve but technology has changed the discourse and possibility of how we run business. A franchise now provides numerous homebased businesses to consider so not only do you work from the comfort of your own home, you determine what type of work you will be doing. It truly is the American dream.

ABOUT THE AUTHOR: After receiving an

English Degree, followed by a Journalism Diploma,

Gina Gill became a freelance journalist in 2008. She has worked as a reporter and in communications,

focusing on social media. She currently works as a

community information officer with Epilepsy Society, while pursuing her writing career at the same time.

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Christopher Conner, President, Franchise Marketing Systems

Home Based Busines

Virtual is

In today’s increasingly digital-dependent community, the business world has transitioned to one of an increasingly virtual work setting.

According to the United States Bureau of Labor Statistics, the number increased from 19% of the workforce in 2003 to

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24% in 2015, and this number is expected to continue rising. The truth is that with technology, comes the ability to almost work from anywhere as effectively as we once did it all sitting together in an office at one time. So how does this transition affect the franchise community?

There has been an incredible rise in the volume of home based businesses throughout the world. Some of the early adopters to home based businesses were concepts that were oriented towards home

services, such as painting, landscaping and other services, but today the range of home-based franchises is so broad there is very little one couldn’t find as a home-based business. Financial Services, Fitness, Education, Senior Care, Food Service, Event Planning and others all fall into this home-based franchise category and in most cases have performed exceedingly well.

What are some of the key drivers to the home-based business model’s success and

sses –

“In” “The truth is that with technology, comes the ability to almost work from anywhere as effectively as we once did it all sitting together in an office at one time.”

why has this paradigm shift occurred at such a rapid rate? First, the element of not needing to invest in real estate and fixed costs such as equipment or heavy labor expenses allow for someone to open a home-based business at a much lower cost of entry. Many home based franchises quote investment ranges under $100,000 including working capital.

This lower financial requirement makes the investment appealing for obvious reasons and if the model produces strong

financials, the return on investment can be significant and achieved in a much shorter time period. Home-based businesses also allow for a solid work-life balance and allow the business owner the freedom and flexibility to make choices about what time is allocated to family vs. work in any given day. In addition, I have found that homebased businesses allow for the business owner to maximize their work schedule and avoid time-wasting activities like a commute into work.

The downsides to home-based franchise models are that the business owner needs to be extremely diligent and self-motivated in order to be effective without oversight or someone to hold them accountable; if someone has trouble waking up in the morning, a home-based business probably isn’t the best route. One of the downsides to a home based franchise is also the lack of personal interaction that a business owner has with other people increasing the feeling of isolation and loneliness. Homebased business requires intense focus and a love for the work being performed.

Some of the models we have come across recently we like a great deal are TIP – a home based franchise opportunity that helps businesses find Transportation Excise tax savings. The business model is simple, well-defined, the franchisor provides the processing work and all the franchisee needs to focus on is driving results and marketing the services. The TIP Franchisee is paid a percentage of what they save the client offering great service on a performance based model.

Another brand we’ve seen amazing results from in a home-based business model is a brand called EventPrep, which provides event planning services to businesses and groups holding mid to large scale events or group functions. The franchisee runs the business entirely from a home office location and is paid a fee for delivering event planning services to clients. Both opportunities present significant financial opportunities and require a fraction of the investment required to start a traditional franchise business.

What has become clear to me in working with a variety of home-based franchise

Chris Conner

models is the need for a strong franchise marketing system to be in place. Homebased businesses don’t have the organic traffic that might come from a retail business with foot traffic and street exposure, so they are reliant on a strong marketing and sales model to be in place. Good home-based franchises have a marketing mechanism in place that will drive leads and opportunities to the franchisee and good metrics to base the sales model on. Strong homebased franchise owners then have the opportunity to step into these franchise systems and execute consistently.

I am a proponent for home-based businesses and believe in them to a large extent, and recommend investigating a home based business if the right opportunity arises. Before taking the leap, just make sure that you have the personality that fits a home-based business lifestyle.

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

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

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Julie Smith, COO & President, Homewatch CareGivers

Accomplishing a Home Care Brand’s Growth Goals Most franchises, regardless of industry, quickly come up against the challenge of meeting annual expansion goals while also maintaining a brand’s value proposition—as seen by both existing franchisees and customers.

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These dual goals can create friction between growth and ongoing operations, especially when a franchise organization’s infrastructure is not fully built out with talented professionals on both sides of the business. You run the risk of depleting the quality of the brand if you focus too much on one side at the expanse of the other.

The home care industry is no different – as a home care franchisor, we must protect the equity we have built in our business as trusted providers of caregiving services, yet also be fully invested in our franchise development. In fact, to reach our franchise expansion goals it is crucial

we achieve excellence on both sides of the business.

As a home care company with nearly four decades of experience behind us, we, like many others in our sector, are in a unique position to blend our growth with the benefits of our operations. Businesses like ours have an incredibly strong emotional appeal; franchisees can enter the business of care and make meaningful differences in the lives of others. Additionally, demand for home care will only continue to rise—more than 75 percent of the roughly 10,000 people who will turn 65 each day want to age at home.

So, how do we distinguish ourselves from other franchisors trying to leverage the same aspects of the home care industry to grow their companies with qualified franchisees? The key lies in finding the balance between brand differentiation and franchisee support that facilitates growth system wide—tools that can be applied to brands across the franchise industry.

Identify what sets your brand apart Above all, a home care brand needs to prove that its value proposition is a better fit for a prospective franchisee’s business aspirations than all the other franchise opportunities out there.

Value to franchisees is determined by how well franchise brands administer training programs, personal development opportunities and annual franchisee conventions. Although nearly every home care franchise offers a similar stable of at least rudimentary supportive benefits meant to ease a franchisee’s entrance into the system and to cultivate their experience going forward, an interested franchisee is looking at what makes your franchising experience unique, and hopefully better, than the competition.

It’s not about finding a secret, previously undiscovered method of franchising home care services. Prospective franchisees are technical, and they are looking for the details that set a brand apart from the competitors. This means a brand is best served by taking a thorough assessment of its existing care standards, franchisee support systems and other benefits and quantifying just how much they distinguish a home care franchise from all the rest.

I recommend home care franchises emphasize differentiators such as promoting decades of brand equity, creating upper-tier quality metrics and implementing annual improvements of franchisee support methods. Robust processes and systems at the franchisor level can make it easier to reinforce these differentiators and utilize them as tools for growth on a local level. If you can show a prospective franchisee that he or she is investing in a business opportunity

with measurable benefits, your home care franchise will already be setting itself apart from other concepts that are not as strategic in their messaging and execution efforts.

Think local, grow national The key to franchise growth for a national home care brand may seem counterintuitive: think local. There should ideally be little to no national sales drivers, or national advertising efforts. Instead, a system modified to support referrals and targeted lead generation on a smaller scale can pay off in meaningful, long-term franchise development.

A local model recognizes that every market is different and every franchisee has their own unique set of strengths, providing the flexibility for a franchisor to more precisely target potential franchisees that are the best fit for a specific market.

With a more locally focused growth model, a corporate team can work directly with a prospective franchisee and walk through the opportunities that particular owner has in their market. That same staff can then help a new franchisee execute his or her plan to get their business off the ground with a strategy put in place for ongoing success.

Make existing franchisees strategic partners in growth As any growing home care franchisor knows, often the best validation for a brand is its existing network of franchisees. Sustained growth results from a franchisor prioritizing the needs of a franchisee throughout the life-cycle of his or her business—from when an individual is only a soft lead all the way a franchisee making a succession plan for retirement to pass on the business to a family member. Rather than getting lost in the numbers of percentage sales and increases, a calculated commitment to franchisee support can make franchisees true partners in growth for a franchisor.

Home care companies create those partnerships through support teams that are separate from franchise development specialists. A true support team is primarily focused on supporting an existing franchisee or location, not

Julie Smith

on exclusively developing franchise opportunities. Establishing support systems such as peer groups allow existing owners to share best practices and wisdom with a group of franchisees that have similar challenges and different expertise.

It also shows the corporate support center is committed to providing the best tools and processes to strengthen its franchisees’ businesses.

Franchisee support in turn endorses the franchise opportunity being offered by the franchisor. Validating a franchise opportunity with existing franchisees is a well-known component of the development process for many prospective entrepreneurs. So when an existing franchisee can confidently say a home office is dedicated to supporting their business, he or she may convince a prospective owner better than any other franchise development tool in a franchisor’s arsenal.

With a strong growth strategy that emphasizes brand differentiators and is rooted locally, a home care company will unquestionably have the ability to facilitate its expansion. Meanwhile, by prioritizing franchisee support on a local level, existing franchisees will support new growth with powerful brand validation.

Julie Smith is Chief Operating Officer and President of Homewatch CareGivers. www.franchise.org/homewatchcaregivers-franchse

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H O M EBASED & H O M E SERV ICES FR A NCH ISI NG FE AT U RE

Bill Redfern, Founder, CEO & President, A Buyer’s Choice Home Inspections

Launching an International Brand:

The Need-to-Knows

“Within the competitive home-based franchise industry, it is no secret that you need to diversify your brand.”

Franchising USA

International expansion is the natural next step for franchisors looking to broaden their reach. But it’s not as easy as simply selling your franchise concept to someone in a different country and crossing your fingers that it will be successful.

There are hundreds of considerations to think through before the brand continues down the road to international success, but the first step must be to conduct thorough research. Both internal and external research can have a powerful impact on the success of international growth.

I have learned an array of lessons through my experience of launching three brands internationally, but all can be boiled down to three key findings.

Immerse yourself in the culture Finding success within a new market starts with research. Extensive research and exploratory travel are the keys to finding the hidden gems within the culture that the brand can mold around in order to thrive.

Conducting market research through physically taking a trip to your target market to explore the culture and learn the business etiquette will immediately set you apart within the industry. Take every opportunity to connect with industry professionals in the area to learn what it takes to run a business there from the experts themselves.

Miscommunication is unavoidable when there is a cultural barrier. During your research and immersion phase, take precautions into consideration and hire translators who can help guide you through specific customs. They can help

take your brand’s message and convey it in a respectful, appropriate manner. By showing the locals you care enough to take the time to understand their business customs, your brand will gain trust and respect.

Hold yourself to a proven standard Regardless of location, the brand should provide all customers with the same experience. This can be attributed to a thorough initial training, the consistency of a proven business model and supporting your franchisee. Take pride in the fact that your company is able to grow internationally because of your franchise partners – the brand is only as good as they are.

One key finding that is used throughout my brands is a three-level support structure: franchise partners, regional master franchisors and home office. Each level supports each other in a unique way, but by dividing the support into three groups ensures that no single group ever becomes overwhelmed.

As you grow your brand, be considerate of near and long-term goals of both the brand and the network of franchisees within. Acknowledge the fact that those you are working with have personal and professional goals they are working toward to further drive the brand as a whole.

Diversify your brand Within the competitive home-based franchise industry, it is no secret that you need to diversify your brand. This can also include initial training, utilizing a proven business model and consistently supporting franchisees because franchisees will be your leading asset.

With franchisees being the day-to-day face of the brand, it is important that everyone is telling the same company story.

Through means of marketing techniques, public relations, both local and national

Bill Redfern

and personal networking interactions, the brand’s voice should be the biggest factor in diversifying your brand.

Finally, the greatest lesson in diversifying and growing your brand internationally in my experience is that old-fashioned customer service and attention to detail both in dealing with consumer customers and our franchise partners has made the most potent impact to date.

A proven expert in international franchising, Bill Redfern, Founder, President and CEO of Global Franchise Opportunities, is responsible for the development, growth and success of the standout home-focused concepts of A Buyer’s Choice Home Inspections (ABCHI), iCare – Intelligent Home Care Solutions and iHandyman. His first concept, ABCHI, became the largest Canadian home inspection franchise after only two years of operation, and subsequently grew into one of the world’s largest home inspection companies.

Today, ABCHI has over 200 franchises operating in 15 countries around the world. Following ABCHI’s worldwide success, Redfern launched iCare – Intelligent Home Care Solutions in 2014 to meet the home healthcare needs of seniors everywhere and iHandyman in 2015 to meet every home repair need across the globe. gfobrands.com

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H O M EBASED & H O M E SERV ICES FR A NCH ISI NG FE AT U RE

Leann Reynolds, CEO, Homewatch CareGivers

Three Ways Home Care Franchises Can Improve Industry Professionalism, Standards and Services Through Advocacy All home care companies have a vital role to play in shaping policies and standards of the broader industry.

Each home care brand can be instrumental in establishing best practices that raise

the industry to new heights to increase the professionalism and quality of care of all

providers, but only if the home care brands make advocacy a priority at an industry level. This includes home care company executives taking a more active role in representing the entire industry with their expertise and principles to more clearly define industry-wide standards.

From caregivers who visit clients’ homes and the support staff that keeps local offices running, to the franchise owner who provides services and the corporate team on the brand level, professional private duty home care franchises have a responsibility to provide care that is high quality, affordable and professionally delivered.

Professionalize caregivers with education and training

Leann Reynolds

Franchising USA

Caregivers are in a unique position to provide extraordinary care that can truly make all the difference for aging or ailing clients and their families. In order to provide that professional level of care, many home care brands have come to rely on training and extensive education for caregivers. Companies who employ caregivers directly often reimburse employees for those training and education expenses, and oversee training schedules to ensure staff are current on all training requirements.

Related to education and training, the impact of home care advocacy is clearly illustrated by the industry discussion around the strengths of the employerbased model. Many home care franchises believe in a business model where senior care is provided by caregivers who are employed directly by the franchise owner, rather than by registries of privately contracted caregivers. When franchise locations employ caregivers directly, they provide oversight and supervision. This training and education allows franchisees to better protect both their employees and their clients because their staff is trained regularly on relevant topics related to the care they are providing.

Helping clients to understand the difference between the two models is important because it can be a significant deciding factor when choosing between multiple home care providers. By advocating for more transparency when disclosing hiring and training processes, home care companies are able to provide potential clients with a clearer understanding of the benefits and drawbacks of both contracted and directly employed caregivers. A more informed decision can lead to increased client satisfaction.

Use standards of care as a tool to keep step with the broader industry Thanks to the growing advocacy of a larger group of home care companies than ever before, there are broader standards of care available in the industry that have gone a long way in strengthening the services delivered by all providers. There are many tools available, like improved training and education technology, background checks and rigid hiring requirements, and quality assurance processes. Plus, the best part of being involved in advocacy in the home care industry is seeing more companies recognize the market demand for high quality care. More companies are working together to pool resources and make sure as many providers as possible are adhering to the same care standards, making those important tools even more accessible and mainstream for local franchise owners.

Franchisors are also in a position to take advantage of these advances in industry care standards. Both franchisees and their clients benefit from incorporating these industry tools and standards into daily operations.

Become an involved voice in the industry Once training and standards of care have been established, the next step as a franchisor is to act as a unifying voice in the industry. Home care company executives must realize their roles as advocates on behalf of franchise owners, and even as a group of competitors; it would be great to see brands come forward and advocate for their owners, who are busy serving their communities and don’t always have the ability to advocate at the federal or state level for national policies or practices. However, franchisors can encourage local owners to advocate on a grassroots community level, and educate their friends and neighbors on what home care is and why it’s important.

In the end, the futures of all home care companies are linked. It’s essential for everyone to have a good reputation, through caregivers and the services each

“Home care providers, especially franchisors, should be active participants in the advocacy conversation, because of the often-vulnerable populations that are served and for the caregivers that are employed.” brand provides, because one bad seed can harm the reputation of the entire

industry. Home care providers, especially franchisors, should be active participants in the advocacy conversation, because

of the often-vulnerable populations that

are served and for the caregivers that are

employed. Home care services improve the lives of thousands of people in need each

day and it’s the industry’s responsibility to advance these.

Leann Reynolds was promoted to CEO at Homewatch CareGivers in March 2016 after serving as president for almost 10 years. She is responsible for the strategic direction of the company, and acts as an advocate for the employee-based home care model.

She currently serves on the Board of Directors for the Home Care Association of America. www.homewatchcaregivers.com

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