January 2017 2034 Franchising USA 5#3

Franchising usa T he ma g a z ine for franchisees

VOL 05, ISSUE 3, jan 2017

$5.95 www.franchisingusamagazine.com

restoration 1 smashed their 2016 goals

are you ready?

to franchise or not to franchise

special

senior care franchising traits of a

successful franchise owner LATEST NEWS

FINANCIAL ADVICE FROM THE BANKS

TOP LAWYERS’ ADVICE

CHECK OUT THE NEW FRANCHISE.org!

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Better searchability responsive design easier to navigate franchise comparison tool

Franchising usa T he ma g a z ine for franchisees

FRANCHISING USA VOLUME 5, ISSUE 2, 2016 president:

“Cheers to another year and another chance for us to get it right.” - Oprah Winfrey

Colin Bradbury. colin@cgbpublishing.com

Publisher: Vikki Bradbury. vikki@cgbpublishing.com

advertising: Vikki Bradbury. vikki@cgbpublishing.com

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

Editorial team: Gina Gill Rob Swystun

Production: usaproduction@cgbpublishing.com

DESIGN: Jejak Graphics. jejak@bigpond.com

COVER IMAGE: Restoration 1

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from the p u blisher & editor Welcome to the January issue of Franchising USA. With the holiday festivities now wrapping up, the New Year is a great time to reflect and set new goals for the year ahead. So we’ve included plenty of news, advice and inspiring stories to help you prepare for the birth of new ideas and ventures as you move forward into 2017.

On the Cover this issue is Restoration 1, a Restoration Franchise that Smashed Their 2016 Goals and looks to do the same this year. Turn to page 10 to read how helping home owners and business owners recover from water damage has helped Restoration 1 blow its franchising goals right out of the water.

This month we take a look at Senior Care Franchising in our Special Feature, with Sunny Days In-Home Care on the Cover. Turn to page 28 to learn how this franchise Puts People Over Profits and how the brand’s compassionate approach to business has led Sunny Days to become the fastest growing in-home care company in the country.

Extra! Extra! Read all about it in our Veterans Supplement, with The Pizza Press on the Cover. Learn how this pizza franchise is Looking for Impressive Veteran Candidates by turning to page 48. And How Can a Trump Presidency Help Veterans in Franchising? Turn to page 54 for the answer as offered by our Veteran Expert Jim Mingey.

Last but not least are useful tips and advice from our Industry Experts, including 6 Tips for an Awesome Franchise Convention by Kyle Zagrodsky, and Traits of a Successful Franchise Owner by George Knauf. To Franchise or Not to Franchise? That is the question and David Banfield provides the answer on page 42.

Check out the latest in industry news on pages 6-9, and while the holiday season may be over you can still shop around our popular A-Z franchise directory to find a franchise that inspires you to smash your own goals in 2017.

Happy New Year!

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

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Contents

january 2017

On the Cover

10 Cover Story: Restoration Franchise Smashed

Their 2016 Goals

23 Special Senior Care Franchising Feature 12 Traits of a Successful Franchise Owner

42 Are You Ready?

42

34

To Franchise or Not to Franchise?

18

In Every Issue 06 Franchising News Announcements from the Industry

30 Feature Article

Senior Care Franchising Feature Article 45 Veterans Supplement News and Information for Veterans in Franchising

67 A-Z Franchise and Services Directoy

Franchisor in Depth 14 Clothes Mentor

Profiles

30

20 Little Caesars 62 Pet Wants

12 Traits of a Successful Franchise Owner George Knauf, Senior Franchise Business Advisor, FranChoice

14

Expert Advice

18 A Franchisee’s Guide to a Safer, More Productive Workplace Greg Andress, ARM, Frank Winston Crum Insurance

42 Are You Ready? To Franchise or Not to Franchise?

David Banfield, President, The Interface Financial Group

64 Six Tips for An Awesome Franchise Convention Kyle Zagrodsky, President, OsteoStrong

ON THE COVER 28 Sunny Days Driven by Compassion

34

SENIOR CARE FRANCHISING FEATURE

38 Safeguard Your Most Important Assets 36 Senior Care Franchises a Good Investment IN EVERY ISSUE 26 Feature News 30 Feature Article EXPERT ADVICE 34 Minimum Wage Increases: How Will it Impact the Home Care Industry?

Bill McPherson, Executive Director of Franchise Development, FirstLight HomeCare

36 Senior Care Franchises: A Good Investment?

Chris Conner, President, Franchise Marketing Systems

40 The Intricacies of Marketing a Senior Care Franchise Matthew Jonas, President, TopFire Media

18

38 Safeguard Your Senior Care Franchise’s Most Important Assets David Peasall, Vice President of Benefits and Human Resources, FrankCrum

f ra nchising usa

what’s new!

The Gents Place Announces Targeted Expansion Throughout Florida and Atlanta

The Gents Place, the next level in men’s grooming and lifestyle club, announced it is aggressively targeting expansion throughout Florida and Atlanta, bringing the artful fusion of traditional men’s grooming techniques paired with modern spa amenities and service offerings throughout the Sunshine State and Georgia.

As part of its expansion efforts, The Gents Place aims to open at least 18 franchise locations in Florida and 12 throughout Atlanta.

The company is seeking qualified franchisees to join the brand and currently has opportunities nationwide in additional markets such as Texas, California, Illinois, Indiana, Maryland and Virginia with the overall goal of opening 150 franchised locations over the next five years.

Additionally, NFL Hall-of-Famer and co-owner of The Gents Place Emmitt Smith will play an integral role in the brand’s success after joining the company’s executive lineup over the summer. The Gents Place’s robust franchise growth is backed

by Elevated Brands, a management and development company invested in helping the growth of the brand nationally through the franchising model.

The Gents Place prides itself on having one of the most unique service menus in the industry, epitomizing the exclusivity of an old world speakeasy paired with an upscale, welcoming country club atmosphere. www.tgpfranchising.com

Valpak Announces Plans for Further Expansion in Little Rock and Arkansas Markets Valpak, a leader in local print and digital coupons, announced its plans to further grow its brand in Little Rock, Arkansas and surrounding areas.

Valpak hopes to break through the market and reach 190,000 homes.

“We see great potential in Arkansas and are thrilled to be expanding into the Little Rock market,” said Shak Turner, Valpak’s director of franchise sales. “We’re

Franchising USA

currently scouting for our first local franchisee to bring Valpak’s signature Blue Envelope of savings to central Arkansas. As a leading direct marketing company, Valpak can help local businesses achieve success by offering services through our popular mailer, along with our vast suite of digital advertising tools.”

month in 45 states and four Canadian provinces. In addition to its Blue Envelope, Valpak offers its customers an impressive portfolio of digital advertising products including valpak.com, Smartphone apps, Google partnerships, website development, mobile web optimization and reputation management.

Valpak mails coupons to nearly 39 million demographically targeted households per

For more information, visit www.valpakfranchising.com.

Captain D’s Continues South Carolina Expansion with New Restaurant in Myrtle Beach Old Chicago Pizza & Taproom Announces Franchise Development Expansion Plans Old Chicago Pizza & Taproom, a leader in casual dining known for its delicious, handcrafted pizza, distinctive taproom fare and vast craft beer selection, recently announced plans for accelerated franchise development expansion throughout the Midwest, targeting Illinois, Indiana and Ohio to grow the brand’s presence.

Old Chicago’s ongoing success is propelled by its expansive lineup of world-class craft beers and commitment to introducing customers to a variety of flavors within the industry. Every location features eight to twelve selections dedicated to local and regional breweries, expanding each guest’s knowledge of the craft beer world that exists in their own backyard.

Old Chicago experienced record-breaking success last year achieving $254 million in system-wide revenue, and is currently reporting 31 consecutive months of positive transaction counts.

A growing brand with over 16 years of successful franchise partnerships, Old Chicago is an established multi-unit concept with proven processes to support franchisees with site selection, lease agreements, facility design, operational training and marketing.

To fuel franchise growth, the company is seeking multi-unit operators with business, management, foodservice and/or restaurant experience, with a passion for and commitment to exceptional customer service.

For information about franchise opportunities, visit www.ocfranchising.com.

Captain D’s, the leading fast casual seafood restaurant, announced the opening of its newest franchised restaurant in Myrtle Beach, South Carolina. This opening, marking the brand’s 31st location in the state, emphasizes Captain D’s accelerated franchise and corporate development plans for South Carolina. The brand celebrated grand openings in several cities across the state in the past year, including Spartanburg, Boiling Springs, Hartsville, Lexington and Easley.

The opening in Myrtle Beach comes on the heels of the outstanding success Captain D’s has experienced in 2016, closing out the third quarter of the year with its 20th consecutive quarter of positive growth, generating a 2.8 percent system-wide same store sales increase. Additionally, Captain D’s is on track for its fourth successive year of achieving record high system-wide AUV and its sixth consecutive year of same store sales increases.

With 518 restaurants in 21 states, Captain D’s is the fast-casual seafood leader and number one seafood franchise in America ranked by average unit volume. The company is currently seeking single- and multi-unit operators to join in the brand’s rapid expansion. www.captaindsfranchising.com

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what’s new!

BareBones WorkWear® Launches Signature Label

brands can inspire,” explained Founder and CEO, Stu Nelson.

The emerging franchisor went on to add

that customers who prefer BBWW pants, shoes or socks, for example, are very

likely to return to a BareBones retail store, including franchises, when they need more.

“We’ve listened to our customers,” said the franchisor’s COO, Mason Moore.

“Over the last 18 years our customers have told us what they find appealing in their

work clothes. We’re excited to provide our

customers and our franchisees the benefits of our research. Additionally, these

specialty products lend themselves easily

to our durable embroidery services for our corporate customers.”

The BareBones WorkWear® label will California-based franchisor, BareBones WorkWear® has launched it’s own brand of workwear products, including work shoes, pants, sweatshirts, tee shirts, socks, and much more.

All BBWW products will feature the beloved company mascot, Barey Bones.

“Our franchisees are excited about the potential for higher profit margins and stronger cus-tomer loyalty that signature

now join other quality brands in BBWW

retail stores in-cluding Carhartt, Dickies,

Ariat, 5.11, Viking, Timberland, Keen and many others.

http://franchiseretailstore.com

Tropical Smoothie Cafe to Open New Locations in Tampa Tropical Smoothie Cafe, the leading fast casual cafe concept known for its better-for-you food and smoothies with a tropical twist, recently announced franchise and food service industry veteran Emily Harrington has signed franchise agreements to expand the brand’s presence in Tampa, Florida.

A trailblazer in the franchising and food service industries, Harrington has immense experience as a multi-unit operator of successful franchises, having previously owned 42 Hardee’s restaurants prior to joining Tropical Smoothie Cafe.

As part of her franchise agreement with the brand, Harrington purchased two existing cafes in Tampa and will be

Franchising USA

opening an additional four new locations throughout the area over the next several years, with an ultimate goal to own at least 50 Tropical Smoothie Cafe restaurants.

Prior to making her mark in franchising, Harrington served in the U.S. Army for five years as a Signal Corps officer. This new agreement and Florida expansion is fueled by Tropical Smoothie Cafe’s accelerated franchise development plans.

On the heels of one of the strongest years in the company’s 19-year history, the award-winning brand successfully propelled its expansion throughout 2016 and grew its presence in key markets nationwide. www.tropicalsmoothiefranchise.com

IFA to Host Annual Convention in Las Vegas The #IFA2017 will offer world-class speakers, providing more than 50 educational sessions and programs across four days.

New York Times best-selling author of “The 4-Hour Workweek” and noted entrepreneur, Tim Ferriss, will address the 4,000+ franchise professionals as Keynote speaker on Jan. 30, 2017.

Other notable General Session speakers include Anytime Fitness co-founders, Dave Mortensen and Chuck Runyon, and New York Times best-selling author and leading business consultant, Marcus Buckingham.

The International Franchise Association, the world’s oldest and largest organization representing franchising globally, is hosting the #IFA2017 Annual Convention in Las Vegas on Jan. 30 to Feb. 2, 2017, with emphasis on providing education to drive performance, growth and sustainability of franchise brands.

This year, attendees will be able to sign up for a new postconvention workshop, the Emerging Franchisors Bootcamp, in which participants will have the opportunity to meet executives who have walked in their shoes. Founders of well-known franchise companies such as BrightStar Franchising, LLC, FASTSIGNS, and Edible Arrangements will serve as mentors and share their stories of success. The bootcamp will act as a roadmap for emerging franchisors looking to learn the ins and outs of the business.

Registration for IFA 2017 is currently open. Please visit http://ifa2017-generalconvention.com/.

Anago Cleaning Systems Celebrates Opening of Las Vegas Master Franchise Anago Cleaning Systems, a leading a commercial cleaning franchise system with over 35 Master Franchises and 1,400 Unit Franchisees in the U.S. and internationally, fuels expansion with first Nevada franchise.

Anago is excited to welcome new Master Franchise Owner Deron Hunsberger, who opened Anago of Las Vegas on November 1st. The new business will service businesses throughout Clark County.

A 20-year resident of Las Vegas, Hunsberger is looking forward to building a business in his local community. After spending the majority of those years working as a sales and marketing executive in the gaming industry, he has decided to pursue his entrepreneurial passion. After speaking with a franchise consultant regarding different opportunities in Las Vegas, Hunsberger decided that opening a commercial cleaning franchising business was the route most capable of providing him with the income he had grown accustomed to while meeting his skill set.

“Anago has a strong history of creating value for its Franchisees and is committed to helping them achieve long term success.

I have been committed to developing people both professional and personal throughout my career,” said Hunsberger. “The opportunity to work with Anago provides another avenue to

help others by giving them an opportunity to develop their own successful business.”

The new opening highlights the growth of the commercial cleaning segment, which is a top business sector in high demand. Master Franchise Owners, many of whom have sales and marketing experience or come from executive leadership positions, have the potential to create many small businesses within their community through the Unit Franchise concept.

To learn more about franchise opportunities with Anago visit www.AnagoMasters.com.

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cov er sto ry

Restoration 1

Restoration franchise smashes goals in 2016

looks to do the same this year Helping home owners and business owners recover from water damage has helped Restoration 1 blow its franchising goals right out of the water.

Founded in 2008, Restoration 1 is a leading restoration franchise that specializes in a wide array of emergency mitigation, restoration, and reconstruction services. The founder began franchising in 2010 but it was not until 2016, under the leadership of Gary Findley, CEO, that Restoration 1 became the fastest growing restoration franchise in North America.

Originally aimed to have 100 locations by the end of 2016, but thanks to an additional 75 locations sold throughout last year, it has surpassed that original goal by a long shot. Currently represented in 26 states, the company fully expects to be in all 50 states by the end of 2017.

An industry innovator, Restoration 1 uses advanced technologies and tools to

perform restoration for both residential and commercial properties that have been damaged due to water, smoke, fire, mold, storms and more. Company plans call for having a total of 500 locations nationwide in the next four years.

Getting Started Originally brought in strictly to handle the franchising aspect of the company, Mr. Findley, rose through the ranks quickly to the head of the entire company.

He was given the keys to the company and now finds himself running the show. With Gary having been in franchising for over 25 years, Restoration 1 is in great hands.

Recently, Entrepreneur named Restoration 1 as one of the promising brands in its “10

“Not every good idea makes a good franchise and not every franchise is a good idea. What makes a great franchise system is three things: your support, your staff, and the success of your franchisees.� - Gary Findley Franchising USA

“We provide superior support from the home team and a designated experienced field consultant to meet with franchisees weekly to analyze and strategize for the growth of their individual Restoration 1 Franchise.” - Gary Findley Hottest Franchise Business Categories” list. Each category highlighted multiple brands that show tremendous growth potential.

The current CEO’s personal philosophy for franchising is that a good franchise has the following elements: • Low investment • Low overhead • High margins • No need for a brick and mortar location • The ability to be recession resistant “Not every good idea makes a good franchise and not every franchise is a good idea,” Findley explained. “What makes a great franchise system is three things: your support, your staff, and the success of your franchisees. If franchisees aren’t happy, nobody’s happy.”

The Right Fit Restoration 1 is looking for driven, service focused, passionate and professional entrepreneurs who are looking to own their own business. Many of their current successful owners have come from Corporate America with little or no experience in the restoration business proving experience is not required. People with military or civil service backgrounds are especially coveted.

Once it has found that right combination of elements in a potential franchisee, Restoration 1 provides the franchisee with a 12- day training program that fully prepares them to offer their services as soon as they return home. In addition, continued education is offered throughout the year.

“We provide superior support from the home team and a designated experienced field consultant to meet with franchisees weekly to analyze and strategize for the

growth of their individual Restoration 1 Franchise,” Gary outlined.

The Restoration 1 Difference Representing the individual home or business owner is what sets Restoration 1 apart from its competition, the CEO said.

The company works directly with home or business owners’ insurance companies or adjusters to keep the process as simple as possible.

“We help our customers throughout the process, so as to cause the least amount of disruption in their life,” he stated. “We offer a free full inspection and evaluation.

While not all inspections or evaluations will result in jobs, we are able to give the client free advice on the best way to handle their specific situation.”

Those consultations that do end up in jobs are always handled quickly and thoroughly, regardless of how extensive the damage is, as Restoration 1 has the equipment and techniques to repair and restore almost any property.

“Customers are amazed at how quickly and thoroughly we work in order to get their properties back to their pre-damaged

state,” Gary said. “We only use highquality materials and operate above code requirements so that our customers can relax, knowing that their properties are receiving the best restoration services available.”

In addition to that, Restoration 1 also offers 24/7 emergency services, as Gary knows disasters rarely wait for business hours to strike and addressing damage issues early on can make a big difference in mitigating the extent of that damage.

Looking Ahead Starting this year, Restoration 1 will be adding content cleaning and reconstruction to its services, as well as a national catastrophe team. For franchisees, the company will be adding new operating software to assist them in becoming more profitable.

With its new services, new operating software and its continued dedication to offering the best possible service, Restoration 1 is set to blow its 2017 goals out of the water, too.

Visit www.restoration1franchise.com to learn more.

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ex per t advice

George Knauf, Senior Franchise Business Advisor, FranChoice

Traits of a Successful Franchise Owner

We often get the question “How do I minimize risk when becoming a franchise owner?” and I have written about that several times, but what about the other consideration of how to hit home runs as a franchise owner?

Since we are just beginning the new year with great uplifting resolutions, let’s focus on the positive and look at how to maximize that franchise experience!

Franchising USA

“Top owners know they are never done learning or improving; they keep looking for that next step in their understanding of business and life.”

There are some very identifiable traits seen in most successful franchise owners.

to opposite, seeking help and assistance to hit greater goals!

Often at the top of the wish list for franchise companies is that they would like to see their franchise owners more engaged with the training and support teams as well as with other owners. One of the lessons that too many people learn in their corporate roles is that they should not seek help within their own ecosystem to achieve greater success. In franchising success usually depends on doing exactly

Time and time again I tell the franchise candidates I work with that the franchise owner should call the franchisor at least once per week for as long as they own the franchise. I assure you, no franchisor in the history of franchising ever got tired of hearing from their franchise owners.

If owners have specific things that they need to get done they can talk to the

“An old saying goes “people buy from those they like and trust”. Go get out of the office, store or warehouse and go play a role in your community!” appropriate people at the franchisors office to get those answers. If, instead, they don’t have any pending questions, challenges or opportunities then call the support team or the marketing team and ask them what is new in their world and what they are working on, you might get first insights into a great new growth opportunity!

Another important trait of successful franchise owners is the desire to network and be involved in their community. Field of Dreams was a lovely movie, but simply building out a store is not enough to make the cash register ring. You can run ads and drive traffic at some level, everyone around you will do that. The most successful businesses in your community are also involved in that community, people know them. They may participate in school or sports fund raisers or organize their own events in the community. Those successful owners tend not to consider being involved in their community as work, to them it is usually just how they have fun and get out of the office.

An old saying goes “people buy from those they like and trust”. Go get out of the office, store or warehouse and go play a role in your community!

Current status consciousness and goal setting are another separator of big players and small players. No sports coach dares enter a game without a plan for how they want to structure every minute of play. Of course they make changes as they go so that they can adapt to new challenges, but they go in with a plan. Business owners must do the same thing to find success.

Evaluate where you are, what tools you have at your fingertips and how you can use what is available to you to move the ball forward.

Using the resources offered by the

franchisor is an important part of this process. Part of what you are paying for is a support structure, use it to your advantage wherever you can.

If you have never focused on setting personal or business goals there is no time like the present to start. There are a wide range of resources available, of late I have been using a journal from www.BestGoalJournal.com as a simple to use organizer that I can take with me anywhere. However you accomplish it, figuring out the plan from where you are to where you want to go could make the difference to get you to a great outcome.

Reinvest… Another trait of successful franchise owners is that they reinvest in growth, both personal and portfolio.

Top owners know they are never done learning or improving; they keep looking for that next step in their understanding of business and life. Additionally, they know that they have a need for some of the funds their business can generate but when they have excess profits that they can find long term security by growing and diversifying their portfolio.

Have you noticed that our expenses often rise to meet our income? Growth is an important part of building both the empire you desire and the security you need in the future. Franchising offers many ways to diversify and grow, the key is the strategy you build.

There are more areas that successful franchise owners excel at, if you get through the list above call me and we will figure out together what your next area to focus on improving.

One last thought on success, while it is not guaranteed in any franchise company and there are hotly contested sets of data floating around related to franchise

George Knauf

success I do feel that owning a franchise is a strategic advantage if the buyer uses it fully. Before you buy a franchise do a proper investigation, get help from someone like me if you need it. Get to know some of the current owners of that brand and try to figure out if you are willing or capable of doing what they did to succeed.

At the end of the day a franchise is an opportunity to buy into a proven system with seasoned players supporting you. If all the pieces line up on the franchisor side then the outcome tends to be up to the owner. Making the traits of successful franchise owners your habits too could have a big influence on your outcome.

What will your success story be? Let’s go find it!

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

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

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Clothes M entor

NTY – Clothes Mentor 10th Anniversary

Thousands of franchise brands use their 10th anniversary to brag about the millions of dollars they’ve made selling goods and services in their communities.

Chad Olson, COO of NTY Franchise Company

Franchising USA

Women’s upscale resale clothing franchise Clothes Mentor can look back at their first decade and celebrate the millions of dollars they’ve paid to the people in their communities. $180 million, to be exact.

This February, Clothes Mentor and their parent company, NTY Franchise Company, celebrate 10 years of not only offering gently-used name-brand and designer clothing, shoes and accessories for up to 70 percent off of original retail prices, but paying cash on the spot to the women who bring in their gentlyused clothing, shoes and accessories.

From their first franchise in Canton, Ohio, launched in 2007 to more than 150 stores nationwide today, Clothes Mentor locations can be found in 29 states and 132 cities throughout the United States.

“This has been an amazing 10 years. I am thrilled to be where we are after 10 years of growth. We would not have been able to

Shawn and Alyssa Cox, owners of Clothes Mentor locations in North and South Carolina

accomplish what we have without the hard work and dedication from our franchisees and Clothes Mentor corporate staff in Minneapolis,” said Chad Olson, COO of NTY Franchise Company.

Resale pioneer abandons retirement to launch resale revolution As a child, Ron Olson worked in the theatre his parents owned and watched the many movies that showed how the rich and famous lived. He thought maybe some day he could be rich like that. In 2000, at the age of 58, he reached that goal when he retired a multimillionaire after building GrowBiz, his empire of resale stores that included Play It Again Sports and Plato’s Closet. In retirement, Ron golfed. He dabbled in real estate. He travelled. He went crazy. He decided that retirement wasn’t for him.

“I was bored. I love work and it drives me,” he said. “I had to get back in the game.”

By 2006, The Godfather of Resale was at it again. On a visit to Columbus, Ohio, Ron’s friends Lynn and Dennis Blum, the founders of Plato’s Closet and Once Upon a Child, introduced him to their new women’s upscale resale store, Clothes Mentor. Olson saw potential.

He jumped out of retirement and started NTY Franchise Company, purchasing the

Kathy and Lane Bosley, owners of Clothes Mentor in Tyler, Texas

“The next 10 years are going to be awesome.

We will be approaching 500 stores, and our franchise base and the customers we serve will have grown dramatically.” - Chad Olson three Clothes Mentor locations and hiring his son, Chad, who helped him grow the brand.

“There are still plenty of open markets for Clothes Mentor across America.

More and more Americans today want an alternative to thrift in their market, and Clothes Mentor provides them that with its brightly lit, clean and organized shopping environment,” Chad Olson said.

By March of 2014, Clothes Mentor had grown to more than 100 stores. The concept was a hit with franchise owners who loved being their own boss as well as cash-strapped consumers still suffering financially from the great recession of 2008 but wanting to enjoy the designer retail brands at Clothes Mentor’s resale prices.

Today, resale is a $12 billion industry with Clothes Mentor leading the charge in upscale women’s clothing. Over the last decade, they’ve sold more than 28 million units of clothing, recycled 42 million units, and created almost 6,000 local employment opportunities.

Making dreams come true For Clothes Mentor franchisees, the business has provided more than just an income. It’s been a life-changing event.

Franchisees like Mike and Melanie Harris of Edmond, Oklahoma, were able to return to their home and be with their families thanks to the opportunity provided by Clothes Mentor.

“We are thankful to have found the opportunity to own a Clothes Mentor franchise. Because of this, we moved back to our home state of Oklahoma to be near family, which encouraged more family to move here as well. We doubt this would have happened in the three years we’ve been here, without this major life change,” they said.

For others, purchasing Clothes Mentor franchises wasn’t just about being close to family, it meant working in the family business. Sisters Sadie Cherney and Alyssa Cox each own multiple Clothes Mentor locations in North and South Carolina.

Their parents had owned resale stores since Sadie and Alyssa were teenagers,

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Clothes M entor

giving them a firsthand experience into the wonderful world of resale.

“Having the Clothes Mentor franchises has been a wonderful experience for our family to grow together in the resale industry. Opening a business is always a risk, but we felt strongly from the beginning with our parent’s past experience in resale franchises that it was a profitable opportunity. We look forward to opening more in the near future,” Alyssa said.

Sadie agrees.

“Growing up with family resale franchises provided a framework for my sister and I to appreciate recycling and value-driven shopping,” she said. “We’ve been able to build a work culture that takes great pride in our small businesses, as well as a mission to be involved in and supportive of the communities where we are located.”

Franchising USA

Kathy and Lane Bosley own Clothes Mentor in Tyler, Texas, and are hoping their daughters can learn similar lessons by seeing their mom and dad win with their franchise store.

“We are thankful to show our children (ages 9–16) how to own a business. We’re thankful they’ll see how much hard work is required, how important good character is and what a blessing it is to work together as a family!” she said.

More to come over the next 10 years Clothes Mentor recently launched a free personal shopper program where customers submit their sizes, style preferences and budget either by phone or online, then one of the store’s fashion experts selects outfits for the customer to try on upon arrival. The personal shopper

program is currently active in 105 stores and will continue to expand in 2017.

NTY Franchise Company plans to launch 25 Clothes Mentor stores in 2017 and

hopes to open around 25–30 per year over the next decade, making Olson and his team very optimistic for the future.

“The next 10 years are going to be

awesome. We will be approaching 500 stores, and our franchise base and the customers we serve will have grown

dramatically. The jobs our franchisees

have created will have helped thousands and thousands of Americans. Only in franchising can you get this kind of trifecta.”

For more information, visit www.clothesmentor.com.

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

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

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

midasfranchise.com 800-365-0007

ex per t advice

Greg Andress, ARM, Safety and Loss Control Officer, Frank Winston Crum Insurance

Invest in Workplace Safety: A Franchisee’s Guide to a Safer, More Productive Workplace You have a lot of reasons to establish a safe workplace. First and foremost is the safety and wellbeing of your employees. Next is the common sense element – your employees can’t be productive if they are injured and unable to work.

Then there’s the cost of workplace injuries, something that can occur in any franchise industry. A recent University of California Davis study indicated that

Franchising USA

the total (employer and employee) cost of occupational injuries and illnesses is estimated at nearly $250 billion annually.

But what many franchisees may not know is that investing in workplace safety and injury prevention can actually yield a return on investment of between $2 and $6 for every $1 invested, according to the National Safety Council.

Understanding the real costs The actual cost of workplace accidents may come as a surprise. Sure, there are the direct costs for workers’ compensation insurance and deductible or claim fees.

But that’s just the beginning. The hidden costs, even with an insured program, can be another 2-5 times the direct costs.

What are some of these hidden costs? Starting with supervisory and

administrative time in investigating and reporting, there are lost production time, overtime costs, damage to equipment, cost of finding and training replacements and much more (http://fwci.wpengine. com/wp-content/uploads/2015/01/GI-TheHidden-Costs-of-Claims.pdf). To add onto the pile, now there is OSHA’s new reporting requirement to notify them of every hospitalization. You can bet that if OSHA pays you a visit associated with a loss, you will also be facing regulatory fines that can go as high as $126,000 for a “willful” violation.

Here’s a look at the numbers. Let’s say the claim cost was $1,000 and the hidden or indirect costs were a conservative 4 times that. The total cost would then be $5,000. If your franchise’s profit margin is 5 percent, you’d need to create $25,000 in

“The actual cost of workplace accidents may come as a surprise...The hidden costs, even with an insured program, can be another 2-5 times the direct costs.”

• Reward safe performance: Praising good performance is always a good way to reinforce it, not only with the individual, but with the rest of the team.

new revenue to cover the claim. And that’s just to break even on the claim costs – no profit included!

What you can do Building a strong safety culture entails more than just preventing injuries. And while it may seem like a cliché to say that safety is everyone’s business, it’s true.

Safety is truly a team effort and here is your playbook: • Obtain “buy-in” from supervisors and workers: This begins with your willingness to fund any initial costs before you can see a return on your investment. In addition, you and your supervisors need to set the example with your own behaviors. If you see a problem, fix it; don’t walk by and pretend it’s not there. This sends the wrong message to your staff.

equipment and the right tools, keeping the workplace clean and uncluttered, learning proper installation techniques and the many other rules specific to your franchise.

• Define specific roles and responsibilities: All employees should know the safety procedures they are expected to follow.

• Train all employees in their roles: Train new employees, update procedures as necessary and conduct refresher sessions for current employees.

• Establish accountability: It’s just human nature to pay more attention to something that has a financial impact.

Observance of safety procedures must become part of staff and supervisory evaluations and salary increases.

• Identify franchise-specific injury risks: Every industry has unique operational risk factors. What the restaurant franchisee should watch out for is not the same as a plumbing or cleaning franchisee.

• Monitor behaviors on the job: Your everyday supervision, and that of your managers, should include watching for adherence to safety policies. Remember, it’s more impactful to compliment someone when they do something the right way.

• Develop and communicate written safety procedures: Unwritten rules and procedures become hazy and are far too open to different interpretations.

Define safety in terms of behaviors that can avoid injuries. These may include using appropriate personal protection

• Ask for employee input: Your frontline employees see the potential risks and often have good practical ways to avoid them – if you ask for their suggestions. And, when they’re involved in developing the safety guidelines, they are more likely to follow them.

If this sounds like more than you can afford -- think again! First, ask yourself if you can afford not to do these. Second and even more important, though, is that this need not be an expensive proposition. In fact, here are additional ways to improve your workplace safety at a reasonable cost (http://fwci.wpengine.com/wp-content/ uploads/2015/01/GI-Improving-WorkplaceSafety-Without-Going-Broke.pdf).

Companies with a strong safety culture generally have fewer at-risk behaviors and lower accident rates. What’s more, these companies often have lower turnover and absenteeism rates, as well as higher productivity. In a nutshell, there’s no downside to a safe workplace – both for your employees and your bottom line.

Greg Andress, ARM, is safety and loss control officer at Frank Winston Crum Insurance, the affiliated carrier for FrankCrum, a national professional employer organization (PEO). He can be reached at GregA@FWCrumInsurance. com. www.frankcrum.com

Greg Andress

Franchising USA

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PRO FI L E

L it tle Caesa r s

Convenience, Quality and Value

Little Caesars Pizza Has a New Recipe for Growth

When you’re the fastestgrowing carryout pizza chain in America*, you’re obviously doing something right. Or, in the case of Little Caesars, you’re doing many things right.

The company isn’t even thinking of resting on its laurels, however. Starting in June 2016, Little Caesars Express locations, which are smaller versions of regular stores with limited menus, began to open and operate, providing guests with excellent customer service and quality products, but in a grab-and-go format.

“As we implement our strategic plan focused on bringing in experienced restaurant operators to add new franchise units into previously untapped markets, we are looking to reach new customers in new ways,” said Ed Ader, director of franchise development for Little Caesars.

In addition to in-line shopping center and strip mall Express locations, the expansion plan also includes opportunities for franchise locations to open in nontraditional franchise venues—unique settings like convenience stores, college campuses and military bases, just to name a few.

Little Caesars Pizza will work closely with its franchisees to develop Express locations with customized architectural and build-out plans. That design flexibility makes it an attractive fit for all kinds of venues.

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A Brand You Can Believe In Little Caesars Pizza has been named “Best Value in America”** for nine straight years, and the brand appeals to consumers on several levels. The brand equity built throughout the past six decades, along with the proven Little Caesars Pizza business model and ongoing franchisee support, are driving the company’s growth.

Building on Franchisee Success Little Caesars provides qualified multiunit franchisees with the tools they need to follow the brand’s proven system, including ongoing training, architectural services to help with design and construction, preferred lenders to assist with financing, research and development of new products, and continual marketing promotions. * “Fastest growing carryout pizza chain

in America” based on the net number of stores added 2008-2015 ** “Highest-Rated Chain – Value for the Money” based on a nationwide survey of quick-service restaurant consumers conducted by Sandelman & Associates, 2007-2015

About Little Caesars Pizza Headquartered in Detroit, Michigan, Little Caesars® is the fastest growing pizza chain in America*. Founded in 1959 as a single, family-owned restaurant, Little Caesars has become the third largest pizza chain in the world** and today has stores in all 50 U.S. states, as well as 18 countries and territories.

For more information about Little Caesars franchise opportunities, visit www.Franchise.LittleCaesars.com or call 1-800-553-5776.

JOIN THE

FASTEST GROWING

PIZZA CHAIN IN AMERICA! *

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

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

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Page 23

FranchisingFeature senior care

january 2017

Sunny Days In-Home Care driven by compassion

safeguard your most important assets senior care franchises

a good investment Franchising USA

senio r ca r e fr anchising fe at u r e

what’s new!

Kuni Foundation of Washington Creates New $50 Million Fund

Caring Transitions Ends 2016 with Opening of 41 New Locations

Caring Transitions, the nationwide leader in senior transition services, is ending 2016 with an impressive 41 new locations open in communities across the United States.

The Wayne D. Kuni and Joan E. Kuni Foundation has partnered with the Community Foundation for Southwest Washington to create a new $50 million fund that will support cancer and other medical research, and enhance the lives of developmentally disabled adults.

Before Wayne passed away more than a decade ago, he planned to gift his ownership in Kuni Automotive—a dealership group he founded and grew over 35 years—to a private foundation.

That planned gift has made the Wayne D. Kuni and Joan E. Kuni Foundation one of the largest private charitable foundations in Washington.

“Wayne and Joan’s wish was to help as many people as possible,” said Carolyn Miller, board chair of the Kuni

Franchising USA

Foundation. “The Community Foundation is the right partner to help expand and

enhance our work well into the future.”

The Kuni Foundation board and

community foundation staff will work

together to ensure that the grants awarded

are aligned with Wayne and Joan’s original wishes and achieve the greatest impact.

“We look forward to helping the Kuni Foundation fulfill Wayne and Joan’s

mission of supporting cancer and other medical research, and adults with

developmental disabilities,” said Jennifer Rhoads, president of the Community

Foundation for Southwest Washington. www.kunifoundation.org Photo (L-R): Sean Kuni, Joan Kuni, Jennifer Rhoads, Carolyn Miller. Photo credit Sarah Seely.

The franchise is known for helping seniors relocate and downsize as they age in a compassionate and graceful manner - organizing and sorting through personal belongings, interviewing and screening movers, facilitating the packing and unpacking process and handling address changes with government offices.

It is this unique focus on liquidations, relocations, organization that has helped the brand stand out from the pack of senior-focused business models, many of which concentrate on home health care and related services.

Caring Transitions also organizes and manages estate sales and online auctions for their clients. With online traffic to the auctioning platform numbering in the millions, it has quickly become a major source of revenue for franchisees and a promising area of continued growth for the brand. With a projected 50 or more locations to open in 2017, Caring Transitions expects to be in position to help more members of the growing elderly population than ever before. www.caringtransitions.com

A Place at Home to Franchise its Senior-focused Care Success A Place at Home will offer franchise opportunities beginning spring 2017.

The company, established in Omaha in 2012, has a proven senior-focused model that includes licensed home health care, companion care, staffing, advocacy, and community placement.

It’s a full continuum of care that is unique in the industry.

There will be 10 initial franchise offerings allowing franchise owners access to the founders of the company who will provide one-on-one support to assist owners in establishing, running and growing their franchises.

Dustin Distefano, co-owner and founder, stated, “In an industry that may appear to be over-saturated, A Place at Home has

proven they cannot only compete with the bigger home care agencies, it can offer more and better services that focus on the overall well-being of seniors. We literally grew in the same backyard as two of the largest companies in the industry, and yet we have positioned ourselves as a preferred provider in the Omaha area.

We are excited to offer this opportunity in other communities and are confident in the brand’s success.”

For franchise information, contact Jerod Evanich or Dustin Distefano at 402-932-4646 or franchise@aplaceathome.com.

Griswold Home Care and GHCFA Jointly Announce New Franchise Agreements Griswold Home Care (GHC), a company that provides non-medical at-home care services, and its independent franchisee association, the GHCFA, a chapter of the American Association of Franchisees and Dealers (AAFD), have announced the successful negotiation of new franchise agreements that affirm a commitment to a common mission and shared guiding principles.

These groundbreaking agreements, negotiated over 18 months, are now among the highest rated in franchising history, scoring above 97% conformity with the criteria set forth in the AAFD’s Fair Franchising Standards.

The franchise agreements acknowledge that the success of Griswold Home Care’s common mission “is dependent on GHC and our franchisees working together in a spirit of mutual respect and cooperation.” The agreement also sets out guiding principles which include franchisees affirming respect for GHC’s ownership of the system and GHC committing to “respect Franchisee’s

ownership interest in the going concern value of the Franchise, the investment in the Franchise made by Franchisee, and the Franchisee’s interest in a long-term durable relationship.

“Griswold, its CEO Matthew Murphy, and the GHCFA epitomize the quest for collaborative win-win franchising,” said AAFD Chairman, Robert Purvin, in announcing the new agreements.

“The collaborative effort of management and franchisees working together to accommodate their respective goals and concerns literally defines the AAFD’s vision of Total Quality Franchising.” www.griswoldhomecare.com

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what’s new!

Amramp Helps Food Bank Install Wheelchair Ramp in Time for Busy Holiday Season

Keystone Military Families Food Bank, based in Shoemakersville, Pennsylvania has been assisting deployed troops, veterans and military families since 2002 with the goal of providing support to the military community while preserving their dignity.

Their food bank serves from 40 to 60 families weekly. Realizing that some of their families had difficulty accessing the center because it was not wheelchair accessible, they turned to Nick Marcellino, Amramp franchise owner in Philadelphia, to install a wheelchair ramp.

Nick and his Amramp team were honored to be able to be able to help and provide the ramp in time for the holiday season.

Staff members were moved to tears when the ramp was completed and are thankful that the food pantry is now wheelchair accessible for everyone to be able to access safely and easily. www.amramp.com

Assisted Living Locators Hits Growth Milestone Exceeding 50 Franchises Company Offers Free Matchmaking Service for Seniors with Caring Providers Assisted Living Locators offers “free service” for seniors and their families providing expert advice on short-term and long-term care options including in-home care, assisted living, memory care and retirement apartments. It generates revenue from the fees paid by the assisted living facilities per placement and from in-home care referrals.

Scottsdale, Ariz.-based Assisted Living Locators announced today it has exceeded the 50th franchise mark. The milestone comes off of consecutive years of positive growth trends since the company first began franchising in 2006 as the first placement and referral franchise business in the U.S. The company has now signed 59 franchisees in 19 states across the U.S.

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The company touts itself as the “E-Harmony of senior living providers,” trademarking its tagline, “Matchmaking Seniors with Caring Providers for Over a Decade™.”

“We are committed to expanding into new markets and we encourage those interested in a franchise to apply,” Olea added.

“Franchisees train at the company’s headquarters in Scottsdale and then replicate the company’s operations in their city or state.” www.assistedlivinglocators.com

TruBlue Closes Out 2016 with Opening of Several New Locations TruBlue Total House Care, which has made a name for itself by offering a unique, all-in-one service aimed at keeping homes well-maintained and comfortable ensuring high property values, and allowing seniors to stay in their home as they age, is closing out the year with several new locations open in communities across the United States and in Canada.

Programs such as Safe Access, which

makes the home more “user-friendly”, as

well as upgrades for accessibility (ramps,

grab bars, etc.) have resulted in increased revenue year over year, and additional

interest in franchise ownership among

those that wish to help seniors in a nonmedical way.

TruBlue also maintains the homes of busy adults and families with a diverse set of

offerings and custom service plans. This has quickly become a major source of

revenue for franchisees and a promising area of continued growth for the brand.

TruBlue’s growth for 2017 is projected at 40 additional locations. This plus a

growing home office team will ensure

TruBlue Total House Care will continue

Visiting Angels Gears Up to Help Protect the Elderly During Flu Season Visiting Angels, one of the nation’s largest in-home senior care providers, is working to protect the elderly from the flu. Weaker immune systems make seniors more vulnerable to the flu and that’s why up to 85% all flu related deaths and more than half of flu-related hospitalizations occur in people age 65 and older.

With more than 500 franchise locations, Visiting Angels caregivers can help seniors sanitize their homes, as well as run errands to high exposure areas, like the grocery store or shopping malls. Caregivers can even drive seniors to get their flu shot which is the best way to prevent the sickness.

“The flu can be deadly for seniors because they can develop pneumonia and other respiratory illnesses, so families have to be especially vigilant this time of year, “says Larry Meigs, CEO of Visiting Angels. “Our caregivers not only can keep a senior’s home germ free, but they can provide a peace of mind to relatives who live far away and cannot personally care for their elderly relatives.”

to aid the growing elderly population for years to come.

Visiting Angels caregivers can work in a senior’s home 24/7, if necessary. The service is customized to the senior’s needs. They usually help with bathing, dressing, planning and preparing meals as well as light housekeeping.

www.trubluehousecare.com

www.visitingangels.com

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Sunny Days I n-H ome Ca re

Driven By Compassion

Sunny Days In-Home Care Puts People

Over Profits

Imagine this — a young woman is facing one of the most difficult decisions of her life.

Her father’s health is deteriorating, and he can no longer care for himself.

She knew this day would come, but that doesn’t make her decision any easier. Can she take on the responsibility of being his primary caregiver, or must she accept that her father may have to live out the rest of his days in a nursing home?

David Ellenwood finds himself navigating these difficult decisions with families every day. In fact, it’s exactly because of these situations that he decided to open his business, Sunny Days In-Home Care.

David firmly believes that no person should be forced to make a decision that doesn’t feel right.

The Motivation Before starting Sunny Days, David worked for more than 15 years as a marketing expert in the home health care and surgical products industries. What he discovered while working for these local companies was a general lack of compassion in their business practices.

These companies made decisions based on the bottom line, rather than stopping to consider the people who were actually using the products — to them, each client was just another dollar sign.

David quickly realized he didn’t want to be associated with a company or industry that puts profits over people. That attitude runs contrary to the values by which he lives his life. So, he made a decision to do something about it.

David Ellenwood

Franchising USA

“A business model built on the principles of compassion and family values isn’t one that’s frequently adopted, but it’s what has set Sunny Days apart.”

The Early Years Armed with the last bit of his life savings, David took a chance and opened his own business. He was familiar with the risks of entrepreneurship, but his passion to build an ethical care-giving company trumped his worries. Despite the doubts of others in the industry and in his own community, David launched Sunny Days In-Home Care in 2011. He understood their skepticism at his dream to operate a business led by family-rooted values that could still achieve financial success, but he refused to give up.

In the beginning, David was the company’s only caregiver; he was the company’s only everything, essentially operating the business as a one-man operation. That didn’t last. Quickly, clients took notice of the Sunny Days difference — the compassion-led commitment to excellent care. The company grew so much during its first year that David had to persuade his wife, Evelyn, to quit her full-time job to join the mission at Sunny Days. Looking back, David says that was one of the best decisions he made for Sunny Days. His wife’s business expertise has not only aided in building the company, but her role in the business strengthens the family values on which Sunny Days was built.

The Industry Takes Notice It’s their compassionate approach to business that led Sunny Days to become the fastest growing in-home care company in the country, as recognized by Inc. 5000.

Sunny Days also joined another list of the country’s top performing companies in the Entrepreneur 360, boasting a three-year growth rate of nearly 800 percent.

John and Ashley Bennett

of compassion and family values isn’t one that’s frequently adopted, but it’s what has set Sunny Days apart. Though the company has only been in business for about six years, it’s developed a reputation because of those faithful values. One way David plans to continue building that reputation is by maintaining a familyowned business model.

The Future When Sunny Days started franchising in 2015, with the hope of expanding its client-first business approach to people across the country, David’s son-in-law, John Bennett, joined the team to lead the operation. David’s and Evelyn’s daughter, Ashley, who is also John’s wife, is a part of the organization, helping with marketing and promotion to push the family-oriented environment of Sunny Days even further.

Sunny Days stands proud of those accolades, but they come second to one of David’s proudest accomplishments for his company — Sunny Days now serves more than 200 clients with nearly 300 employees. The best part for David is, even amid that rapid growth, Sunny Days has always maintained the principles on which it was founded.

David’s hope is that when he and Evelyn can no longer manage the business, John and Ashley will step into greater leadership roles and continue to build the family enterprise, all while maintaining David’s vision of high quality, clientcentered and affordable in-home care.

Because every human being deserves to lead a dignified and independent life in the comfort and safety of their own home — at least that’s how David sees it.

A business model built on the principles

www.sunnydaysfranchise.com

Sunny Days In-Home Care At A Glance Headquarters: Pittsburgh, Pa. Owners: David and Evelyn Ellenwood Founded: 2011 Clients Served: 200+ Employees: 300 Franchises: 1

CARING:

The Sunny Days In-Home Care Model Comfort: Keeping our clients’ health, safety, quality of life and well-being central in the design and delivery of services Affection: Treating our clients with love, dignity, compassion and empathy Respect: Showing respect for all cultures, religions, ethnicities, sexual orientation, ages, gender and abilities Integrity: Treating our clients with honesty and integrity while recognizing and maintaining confidentiality of client information Nurture: Nurturing our clients for their optimum independence, security and privacy Generosity: Provide our clients an unselfish, good-hearted staff who are generous with their care and compassion

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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

senior care franchising

r u t Fea

“A benefit for a lot of senior care is a guaranteed customer base that is forever growing. The US population is aging and make up for a high portion of spenders in the country.�

Franchising USA

re With the increasingly aging population, it is important to consider the options and living situations for the future of a vast majority of the population.

Seniors are dependent on quality care, especially in a later age. They want to be comfortable and satisfied, and they are willing to invest in quality treatment.

As someone interested in franchising, the senior care business has a lot of options and different variations. It has a sleuth of guaranteed customers, with 14.5 per cent of the US population being 65 years or older in 2014. The number is expected to double by the year 2060, meaning it is a constantly growing customer base.

Residential Care There are many different housing units for seniors within the US. This field of business may have a lot of competition but being a franchisee can provide a leg up. Franchises provide investors with branding, marketing and advertising. A well established and creditable name can carry a lot of weight when it comes to senior care. This is the type of sale that will take a lot of consideration and time

from customers; it is a large purchase that they do not take lightly. Therefore, if they are greeted with the confidence of a well reviewed and strong standing brand, it will help influence their decision.

Residential care can offer different types of services including skilled care or custodial care. Skilled care would offer nursing experience and medical support, while custodial care provides support for daily living activities. Both options are well regarded, and some residential franchises offer both. Though medical procedures would involve a lot of red tape and protocol, a franchise would provide support and a clear understanding of the necessities vital to running a skilled residential senior care unit properly.

Staffing these units would likely have support from franchisees and it would be important to research individual franchises and confirm the supports available.

Some residences provide palliative or hospice care. Palliative Care provides relief from pain, while a hospice provide comfort to terminally ill patients.

Sometimes both options coexist within a residence, or parallel to skilled and custodial care.

Retirement Communities are now a franchise option. This calls for a focus on in the real estate and rental sector, but its main clientele is seniors.

Though it is not necessary, it would

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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

“A Home Care Franchise would allow for a flexible and comfortable schedule for the franchisee. There may be the option to work from home, and it could be considered a mobile business.”

will appeal to higher paying consumers.

It’s not a tough competition or worthy of worry, but rather consideration.

be helpful to have a passion for this field of work. Those highly interested in senior care would contribute to the success of this type of business. Most families in retirement communities care for themselves. However, this is a great opportunity for those who enjoy working with seniors, as well as real estate. It would involve less work and a better schedule.

Home Care A lot of people would like to remain in their own home, but need assistance in certain areas to get by with daily activities.

This type of business can be offered through a reliable franchise for those interested in home care. Again, this type of investment has different levels of care, including medical options.

A downside to this type of business is the

Franchising USA

high turnover rate. Due to inconsistent schedules, a lot of home care workers move on from their jobs quickly. Though the talent fraction of this type of franchise may be difficulty, some franchises offer training and support and should be considered before investing.

A Home Care Franchise would allow for a flexible and comfortable schedule for the franchisee. There may be the option to work from home, and it could be considered a mobile business. Though some Home Care options are situated within a building, different franchises have different criteria. If you’re interested in a flexible and less involved schedule, consider a mobile business.

Both residential care and home care may be competing with the public sectors but the marketing and branding of a franchise

Another form of Home Care is Blood and Medical Services. Some facilities offer services to the senior population on a one stop visit. Some people need their blood taken, the medication checked or they have a question that only requires a short home visit, but it is difficult for them to leave the house. This type of service could easily expand to other patients and clientele, not only the older population, but it is a vital part of the aging population.

Retail There are franchises specializing in medical equipment and some of these pieces are specific to senior care. This is a profitable business because it is constantly in need and it has a high mark up. A lot of patients will have coverage through insurance and therefore take advantage, while the franchisee receives the payments.

Some senior care products offer franchises in shipping and receiving field, on a production level that sells many pieces to outlets while some franchises are retail stores specializing in senior care. Of

course senior care products branch over to medical care products, which can produce a lot of profit and a guaranteed clientele.

In the shipping and receiving sector, a franchisor may already have a list of well recognized businesses interested or contracted to receive the product.

A benefit for a lot of senior care is a guaranteed customer base that is forever growing. The US population is aging and make up for a high portion of spenders in the country. Not only that, the senior population was aware of their retirement and a need to provide for their future, a lot of them are prepared to invest in their care and stability. Though this field of business is competitive, a franchise will allow for strength and support to gain progress within a competitive field. A franchise provides branding, reputation, support and clientele. A franchise is the best option to insure that you are providing a business that follows all the protocols and legalities.

Most senior care facilities and products require some medical standard and a franchise offers a safety net and insurance to any investor.

Those passionate about the betterment of the community, the care of the population and senior care in general would be best

suited for a franchise in any of the field mentioned above.

Though a franchisee could remain at a distance, a compassionate person would create a successful outcome.

Look out for our next special feature: BUSINESS SERVICES FRANCHISING

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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Bill McPherson, Executive Director of Franchise Development, FirstLight HomeCare

Minimum Wage Increases:

How Will it Impact the Home Care Industry?

There has been a lot of speculation about how the Department of Labor’s (DOL) decision not to uphold the Obama administration’s 2015 rule stipulating overtime and minimum wage protection to approximately 2 million home health care workers will affect the home health care industry as a whole, and the franchise home care staffing segment in particular.

The fear is that with new minimum wage requirements set to go into effect December 1, 2016, the services offered by home care franchises will cost more, making it harder for Bill McPherson

Franchising USA

families to be able to afford non-medical in-home care for their disabled or elderly loved ones needing assistance.

Additionally, the recent DOL decision to issue new overtime salary exemption limits for salaried workers that were also scheduled to become effective December 1, 2016 have home health care staffing franchisees worried. The concern is that the new rules allow those salaried workers making up to $47,476 per year (almost double the previous salary amount) to receive overtime pay when they work more than 40 hours a week. Since many home care workers work more than 40 hours a week, it is thought this could cause financial problems for home care franchisees and their customers if the franchisee has to charge more to make up for the potential wage increases.

Because there has been so much back and forth over what these rules mean and how the home care industry will be able to handle the changes, according to Disabilityscoop.com, it appears that the Labor Department is committed to not enforce the ruling on overtime pay until after March 17, 2019 for certain providers.

This could change, but it is the latest information available at this writing.

If there is a delay, it will surely be a relief to home health care businesses and franchises who are concerned about the rulings and the implications they present.

While the jury is still out on whether the changes will actually affect the ability of health care staffing agencies to provide affordable services to the approximately 12 million individuals (according to the latest statics available from the National Association of Home Care & Hospice) who receive home health care, it’s important for franchises, franchisees and healthcare staffing agencies to stay on top of these regulations and comply.

Noncompliance with the new rules could mean hefty financial fines for employers who do not follow the DOL’s regulations.

Some of the concerns non-medical home care staffing franchisees have include: • Minimum wage regulations will have a negative effect The federal minimum wage is currently set at $7.25 an hour and this concern

“One way to avoid the impact of issues like this is to have a well-paid care-giving staff where the retention rates are significantly above the national average.” seems out of place when according to the U.S. Department of Labor the actual average wage for “direct care” workers was about $10 an hour in 2012. There may be some workers who will see an increase in pay, but it’s unlikely to cause financial hardship for most employers.

• The overtime rule would prevent families from using home health care workers due to cost increases franchisees would be forced to charge due to overtime costs This is something that hasn’t happened yet and is questionable that it ever will happen. In a recent article published on HomeHealthCarenews.com, Catherine Connolly, home care fair pay campaign coordinator with the National Employment Law Project (NELP) said it is something that’s really not going to impact employers because very few home health care workers are salaried workers.

• Medicaid payments have not been adjusted to take into account the potential increases in the cost of care to families and caregivers Some agencies have reported that there are situations where home health care employers have had to reduce care worker hours and hire additional workers to avoid paying overtime costs. It’s possible that this could end up causing caregiver shortages and an unmet demand for affordable caregivers to care for those with limited budgets.

The fact is we really don’t know how these rulings will affect the home health care franchise industry’s bottom line.

We do know that the need for qualified,

experienced home health care caregivers is going to increase as the population ages. It

is estimated that by 2050 the proportion of individuals in the U.S. aged 65 and older (15.6 percent) will be more than double

the number of children under age 5 (7.2 percent) according to the U.S. Census Bureau.

This trend is also a global trend, according to the Census Bureau, with the growth

of the world’s older population expected to continue to outpace the growth of the

younger population for the next 35 years.

The more compelling question is if the

health care industry is prepared to meet the demands for qualified health care

workers as the population ages, and how to attract more in-home health care workers to provide the skilled care an aging demographic will need.

One way to avoid the impact of issues like this is to have a well-paid care-

giving staff where the retention rates are significantly above the national average.

At FirstLight Home Care, we find that

when our caregivers are trained employees (not 1099 contractors), receive continuing educational opportunities and have

benefits options, the retention rates soar.

Bill McPherson is the executive director of franchise development at FirstLight HomeCare, which has been awarded Entrepreneur Top 500 franchises, Top Franchisee Satisfaction, Franchise Business Review, Top Veterans Franchise, Franchise Business Review and Forbes Top Franchises. If you are interested in learning more about the Senior Care sector, he can be reached at bmcpherson@firstlighthomecare.com. www.firstlightfranchise.com

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Chris Conner, President, Franchise Marketing Systems

Senior Care Franchises:

A Good Investment?

Senior care franchising has been on a literal tear over the recent decade.

Many brands in senior care have franchised their brands to increase their market coverage and attempt to satisfy the ever-increasing demand from seniors needing assistance with everything in day to day life.

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We’ve heard many of the statistics, but they are so interesting it’s worth review again. Baby Boomers are getting older and as they reach age 65, the senior population in the United States is expected to approach 100 million, double the number from four years ago and an amazing 20% of the entire U.S. population. Growth rates in the senior services business segment is annualized at over 8% and the global marketplace for senior services is expected to surpass $300 billion. Yes, that’s “B” as in billion.

(Source: https://www.franchisehelp.com/ industry-reports/senior-care-industryreport/ ) With all of this growth in population comes the need for a wide variety of

services and support to help us out as we age. The first wave of franchise expansion in senior care came in the form of in-home senior care. As most of us would agree, we would prefer to age in our own home as opposed to going to a large warehouse like structure nursing home filled with other old folks.

In-home senior care took the franchise marketplace by storm and brands such as Synergy Home Care, Visiting Angels, Senior Helpers and others opened thousands of franchises in markets around the world. This is likely due to the allure of building a business in a seemingly endless-growth market, having a lower initial investment to open the business (many were operated from home), and a

“If I were to invest in a franchise today, I would give serious consideration to anything in the senior market that makes sense and has a good business model in place.”

What has now risen to the top of the growth curve in the senior care franchise market is a range of unique services and business models that all serve the same growing population, but in a different format. One interesting segment of growth we have run into as part of Franchise Marketing Systems consulting work is a number of home retrofitting businesses that offer services to seniors to make their home more accessible, safe and live-able as they increase in age. These business models are a derivation of the traditional handyman or light construction services market and through focusing on this burgeoning population base have been able to differentiate and offer enormous value to their clients. It won’t be long before several brands begin to expand through franchising in this model and I for one am excited to see who takes the leadership position in the segment.

business that had no cost of goods and strong residual revenues.

As the in-home senior care market expanded at such a rapid pace, the states began to tighten regulations and the market over-saturated in some areas of the country, this slowed franchise growth in the market segment as the government realized they needed to regulate this massive growth. In-home care businesses have continued to expand, but at a slower pace in 2016 and it seems that the exponential growth has transitioned to other segments with in the senior care market. As the market filters through and the stronger players are positioned for sustainability, the in-home care franchise segment should continue massive growth.

The next model we have seen expand recently is the “miniature nursing home model” which has come to market in the form of converted nursing homes which have been born out of reworked residential properties. This market has apparently been around for some time in the form of single instance homes in markets where licensing permitted and generally unorganized home owners have maybe not always legally started small nursing homes from their properties.

With the exponential growth in senior services, more capable and professional entrepreneurs have entered this market segment and one in particular launched a franchise platform under the brand Avendelle Homes. What is particularly attractive about this senior care franchise model is that a real estate investor who is accustomed to investing in rental properties and realizing 6% returns on their investment in a given property, now have the opportunity to invest in

the same real estate with some leasehold improvements and see significantly higher returns on their investment AND still own the property.

Regardless of the format, businesses that serve the senior population and offer value to this segment should experience extreme growth through the coming 5-10 years and I’m sure that franchising will continue to play a significant role in distributing these services to new markets and more customers. If I were to invest in a franchise today, I would give serious consideration to anything in the senior market that makes sense and has a good business model in place. There are so many factors playing into your favor today, tomorrow and for the coming years that the market segment is as close to a nobrainer as they come.

Chris 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

Chris Conner

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

Safeguard Your Senior Franchise’s Most Important Senior Care franchisees have their hands full with regulatory constraints, client needs, family expectations, competitive pressures and profitability concerns. Clearly, some of these are easier to manage than others.

Another important area, that of human resource management, can be either a source of positive results or a cause of friction. The good news is that you can control this part of your franchise’s destiny – if you have the proper systems, processes and values in place.

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Often senior care franchisees find themselves locked in operational mode, with too little attention paid to HR management. Here are a few ways to change that and create a more productive, quality oriented senior care franchise that focuses on client care as well as employee satisfaction.

Get and keep good people • Make the right hires: Rather than trying to retrofit skills and values, why not look for the person who is the best fit to start with? Senior care can be a challenging occupation, both physically and emotionally. Often turnover is high and it’s difficult to find the right people. Look beyond the resume to learn why candidates are interested in the position and how they approach

senior care. Although frontline care workers may move from position to

position for relatively small raises, many choose senior care because they are

compassionate, caring people, and may have even been a caregiver for a family member in the past.

• Explain your core values: Discuss

not only what the franchise does but

why you do it, so candidates can judge whether it’s a good fit for them.

• Train for skills, but also client care:

New hires should have detailed position descriptions, training that includes

hands-on competency training in key physical care areas and soft skills

training to help them succeed with sometimes-difficult clients.

“Often senior care franchisees find themselves locked in operational mode, with too little attention paid to HR management.”

Here are a few ideas that work well in the senior care setting. o Meaningful employee recognition programs improve morale, productivity and quality of client care.

Identify the types of performance, as well as the behaviors you expect, and then offer rewards that motivate employees. o Survey your employees to gain information for future decisions and reinforce how important their opinions are to you. Let them know the results and actions that you plan to take.

Fix it if it’s broken

enior Care mportant Assets • Offer competitive pay and benefits packages: Senior care franchises that experience higher rates of employee satisfaction and retention offer fair wages along with healthcare benefits and paid time off. Adding flexible scheduling, weekend shifts or job sharing may also be attractive to people who are looking for part-time positions.

• Get managers on board: Your managers play a key role in employee retention so it’s important to provide them with the training they need to coach, train and lead their staff.

• Engage employees: Treating employees with dignity and respect is one of the best ways to improve employee satisfaction and increase candidate referrals from existing staff.

Not all employment relationships are positive, so here are ways to mitigate the negative impact of problem employees.

• Train supervisors in corrective action processes: “Corrective action” is a more positive approach than “progressive discipline.” The goal should be solving problems and maintaining the relationship to help the employee become successful; rather than simply justifying a termination.

• Understand the issues: Corrective actions typically revolve around performance, attendance or conduct.

One area in which many supervisors err is including an “improvement by” deadline. Performance improvement actions should create immediate, consistent and significant changes, not change in 30 or 60 days. If issues are more egregious, you need to retain the right to fire the employee immediately, rather than waiting for the 30 days you had promised.

• Document, document, document: One of the most important things to do is documenting the file. Your unemployment insurance rates may increase if you can’t back up the

David Peasall

termination. Even more importantly, you’ll need supporting information if the disgruntled employee sues. Even if the case is without merit, you should have documentation as a critical resource to defend it.

• The process: Depending on the severity of the problem, corrective actions may start with a sit-down conversation, followed by coaching and, if the situation continues, a written warning. If separation is the next step, you should have a written record of all these steps, but should also ensure that the employee understands why he/she is being terminated. All such communication should be reasonable, dispassionate and brief. There is no reason for it to be a harsh or lengthy conversation.

Your employees are a major “make or break” factor in your franchise’s success.

Taking the time to get the proper advice to establish best practices on both the positive and negative aspects of human resource management can put you on the path toward becoming an employer and franchise of choice, and most likely a more profitable one.

David Peasall, SPHR, is vice president, benefits and human resources at FrankCrum, a national professional employer organization that provides outsourced human resource services to franchises and other small to midsized businesses. He can be reached at davidp@frankcrum.com. www.frankcrum.com

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Matthew Jonas, President, TopFire Media

The Intricacies of Marketing a Senior Care Franchise How to generate leads with ethical and honest tactics

There’s this misconception in the world of franchising that in order to succeed, a person has to fight, claw and scratch their way to the top.

Sure, a successful business career does require a level of grit, hard work and sometimes sacrifice that is unmatched by many other industries, especially when considering franchise lead generation, and

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even more so in an industry as robust and competitive as the senior care industry.

But, what’s easy to forget when marketing one of these senior care franchises, is the source of where the business comes from — human beings. Senior care is one of the most lucrative businesses in franchising, but it comes with intricacies that are beyond that of nearly every other concept in the country. Because of that, lead generation tactics — whether from a franchise or consumer perspective — must be well developed, morally responsible and most importantly, sympathetic to the needs these businesses are addressing.

Reputation and Referrals One of the primary ways to spread awareness and boost brand recognition for a senior care franchise is through word-of-mouth advertising and a quality referral program. Not only are these methods inexpensive and often times free, but they offer reassurance to a brand’s reputation. There’s nothing that speaks to a brand’s overall quality more than a raving review from its customers. Rarely are brands with bad reputations and distorted marketing techniques getting the seal of approval from the people who’ve used their services.

While this tactic speaks more to how a franchise actually operates (a first-rate business model produces first-rate service), there are ways to utilize positive reviews to enhance the image of a business. If a client has nothing but good to say about a business, either to their friends, family or people within the business, there is a good chance that client is willing to share those thoughts on a bigger scale. As long as it is handled ethically and responsibly, it’s completely acceptable to ask for a testimonial to share on a website or business listing platform.

When asking for testimonials, ensure the person providing the review doesn’t feel pressured into doing so. Specifically in the senior care industry, be sure the situation is appropriate for this kind of request, and never push the issue if the individual is uninterested.

“A social media presence isn’t meant to attract the seniors who are being cared for, but the loved ones of those seniors.”

Social Media and Senior Care On the surface these seem worlds apart, but in reality, a social media presence isn’t meant to attract the seniors who are being cared for, but the loved ones of those seniors. People use social media for a variety of reasons, and as these platforms continue to grow and evolve, the uses for them do the same.

For instance, in October, Facebook launched a new section called “Marketplace” after seeing its users interacting on the variety of “buy and sell” groups that already existed on the platform. Facebook Marketplace now acts as a “friendlier Craigslist,” where people can search for items they are in need .Facebook users consult friends, family, and sometimes even strangers when they’re searching for something. It’s not hard to find the posts…”ISO business that can provide XYZ service”, “looking for a new [enter product here]”.

By establishing a social media presence that offers value and insight to those searching, a brand can position itself as a leader in the industry. Facebook advertising is also a great, inexpensive way to connect with people who are looking for senior care services.

Language is Key Despite the array of marketing avenues senior care companies can take, one rule holds true for each and every one — the language that’s used to generate leads must be sensitive to the industry. It’s a fine line to walk when discussing a business that generates revenue and profits from the livelihood of human beings, so it is critical to tread that line lightly.

It’s easy — especially when considering the substantial growth of the senior care industry — to tout a company’s success and ability to compete in the market, but

these dollars are directly related to people, not products, and should be considered as such.

Franchise marketing and lead generation in the senior care industry comes with a whole different set of sensitivities and subtleties, but that doesn’t mean there isn’t a place to boast a company’s success.

Especially if that success stems from an authentic mission and respectable business model.

Matthew Jonas is the president of TopFire Media, an award-winning integrated public relations and digital marketing agency specializing in franchise marketing and consumer branding. Together with the leaders of iFranchise Group and Franchise Dynamics, Jonas established TopFire Media to provide a strategic and synchronized method for digital marketing in the franchise industry. As a digital marketing strategist with more than a decade of in-depth experience in SEO and PPC, social media publishing, conversion based marketing, inbound marketing, sales management, and online lead generation, Jonas has built a career dedicated to delivering an integrated marketing approach that achieves client success and long-term relationships. www.topfiremedia.com

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ex per t advice

David Banfield, President, The Interface Financial Group

Are you ready?

To franchise or not to franchise?

At this time of year, we all start to think about what the year ahead has in store for us and what life-chaanging actions we might take.

Franchising continues to be a great conduit to get into business as it represents a tried and tested business process. With a franchise, as a business owner you don’t have to reinvent the wheel. Becoming a franchisee is also often the speedier entry process into self-employment and ownership as opposed to a regular startup from scratch.

For many, that means taking the plunge, realizing the dream, and starting a new business to be your own boss - and we ask, ‘are you ready’?

Notwithstanding that - we ask again, are you ready?

In starting a new venture most people have two basic options: The first is what we might call a conventional startup, taking your dream and turning that into a business - being your own boss.

The second option might be to do what thousands of entrepreneurs are doing, and that is seeking out a suitable franchise opportunity.

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regard – first, the franchisor will be able to share information with you in terms of the cost structure to enter the franchise and the all-important startup expenses.

Second, the franchisor may be a source of financing, if only in part to get you started.

And if they do not offer financing, they will almost certainly have connections to financing sources that may be of benefit to you.

Before you embark on a franchise hunt you should have some things very clear and settled in your own mind. One of the major hurdles for all new business owners is that of finance. Whether we are talking about a franchise model or a non-franchise startup, finance will be of paramount importance. You absolutely need a solid financial plan and budget.

Regardless of your approach - a franchise or non-franchise startup - always ensure that you have a financial contingency reserve built into the plan. Even with a franchise. There may well be unexpected and unbudgeted expenses in the early stages of operation. Statistics continue to show that business failures occur very early in the life of a business, and that most failures are geared to financial issues.

In a franchise environment, you will have two positives working for you in this

Getting ready, therefore, means having a solid and well-crafted financial plan.

“Regardless of your approach - a franchise or non-franchise startup - always ensure that you have a financial contingency reserve built into the plan.”

David Banfield

Clearly getting started with your own venture and being your own boss is not something that can be undertaken lightly or quickly. Planning is paramount to your success. There is no doubt that with a franchise model much of the work and the planning will have already been completed by the franchisor.

Alongside that plan, you’ll also need a business plan which will cover all the other day-to-day issues that will be inherent in getting a business, or even a franchise started.

Once again, in the franchise model approach there is often a wealth of information available from the franchisor with regards to the requirements for getting started. Remember in a franchise model you are unlikely to be the first franchisee, so there will be a wealth of experience on which to draw to ensure that you have a speedy and successful startup.

When you build out your business plan, one of the major areas for consideration will naturally be the location of your enterprise. If you are taking the franchise route, then a decision on location will probably be made in conjunction with the franchisor. In a non-franchise approach, the decision lies squarely on your shoulders. You will need to do your homework very thoroughly in order that you ‘get it right’ the first time. Many business types only thrive in certain areas.

Those areas may be linked to traffic flow and/or competition.

Finding the right physical location may be just the start of the location process questions you need to consider will revolve around whether your business will need a specific operating permit, are there environmental considerations, will it be fully accessible, and so on….If you are starting up on your own, it would probably pay to engage a suitable consultant to help with this aspect of the organization work.

These are key issues and, as we have said, you probably only get one chance to get it right.

Another consideration that you will need to address early in the process, will be that of either hiring staff and/or building out a management team. These functions may also cross over with the location aspect, as you may find employees will need to work in a location that is served by public transit. The staff aspect will also fringe on the financial plan. It is straightforward to estimate staff costs, but when does the expense commence? How far in advance of opening your enterprise and generating some cash flow do you hire people and get the payroll started? How long will the training take, and who will the trainer be?

This then leaves you with those two basic options, to franchise or not to franchise - is one going to be better than the other for you?

If you see yourself as an individual working within a franchised system where somebody else will do much of the initial groundwork and provide ongoing support, then a franchise may be the answer.

If, on the other hand, you see yourself as an individual that enjoys the challenge of building something from the ‘ground up’ and making changes to the plan ‘on-thefly’, then a conventional startup may be the best approach.

Whichever model you choose. We ask again, are you ready? Have you done the requisite planning? Is this the right time to turn your dream into reality?

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

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

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Veterans in Franchising january 2017

www.franchisingusamagazine.com

the pizza press looking for impressive veteran candidates

Walmart Foundation supports FDU’s Veteran Program How could a Trump presidency help

Veterans in Franchising?

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

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

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V eterans in F ranchisin g S u pplement jan u ary 2 0 1 7 Our Veterans in Franchising special supplement has become a regular feature of Franchising USA. To share your story in the next issue, please contact Vikki Bradbury, Publisher Phone: 778 426 2446 Email: vikki@cgbpublishing.com

Contents On the Cover

Profiles

48 The Pizza Press Looking for Impressive

Veteran Candidates

52 BrightStar Care

60 Walmart Foundation Supports FDU’s

Veteran Program 54 How Could a Trump Presidency Help

Veterans in Franchising?

Cover Story

58 College Hunks Hauling Junk and Moving 60 Veterans Launching Ventures

News and Expert Advice 54 How Could a Trump Presidency Help

Veterans in Franchising?

Jim Mingey, Founder and Managing Director, VBS

48 Pizza Franchise Looking for Impressive

Veteran Candidates

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V e t er ans in Fr anchising

C over S tor y - T he Piz z a Press

Pizza Franchise Looking for

Impressive Veteran Candidates Extra! Extra! Read all about it! California pizza franchise wants entrepreneurial veterans to join a growing business!

That business is The Pizza Press, a pizza and craft beer restaurant franchise with an old-timey newspaper theme.

On average, each The Pizza Press restaurant has about 30 different beers on tap, President Dara Maleki said during a recent interview from the franchise’s headquarters in Anaheim.

While all the pizzas — which are named

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“Money is so elusive. You really have to strive for excellence, so we look for people who execute well, who are motivated individuals and who really want to serve their communities.” - Dara Maleki This is where veterans come into play, as they are used to striving for excellence in everything they do.

after famous regional newspapers around the United States — are prepared in under four minutes, the franchise isn’t a fast food place, Maleki noted. Rather, guests are invited to sit and enjoy their meal at a leisurely pace and have a beer after.

Opened in 2012, the company started franchising in 2014 and currently has 10 units open, 30 in development and 80 sold.

“Everyday we pretty much add a new one into the fold,” Maleki said.

Although the The Pizza Press owner contends the pizza market is fairly saturated, there is always room for a new player if they concentrate on the right things like having a great product and offering a stellar customer experience with outstanding service.

“It’s all based on user experience and that’s what we deliver,” he noted.

Bringing Quality to the Resort Experience A long-time businessman in the Anaheim area, Maleki had just exited his last business — an exporting and procurement venture — in 2011 and was looking for a new opportunity.

He was approached by a local hotelier about trying his hand at opening a restaurant and the idea intrigued him enough that he contacted his friends in the culinary arts and started brainstorming ideas. Once they had their concept set, he engaged his crack marketing team to

get the word out and when the restaurant opened, the masses came.

Having traveled extensively, Maleki specifically wanted to open something that would be good for a resort area.

The entrepreneur learned from his own experience while traveling that in and around resorts, the restaurants would usually offer poor quality food and service and and be woefully overpriced, even in Italy. With his restaurant, he wanted to do the exact opposite of that.

“The good food is never in the resort area,” Maleki opined. “It’s always in those small towns and I thought why can’t we bring that great quality of food and that great service into a resort area?”

With that goal in mind, The Pizza Press was born.

Its first year was a great success and people kept asking if the restaurant was a franchise and if it would be expanding.

Knowing he had a great business model to share, Maleki decided franchising was the best way to do that.

The Right Fit To put it simply, Maleki wants franchisees who are passionate about what they do.

“Money is so elusive,” he stated. “You really have to strive for excellence, so we look for people who execute well, who are motivated individuals and who really want to serve their communities.”

While The Pizza Press currently only has one veteran-owned franchise in Santa Monica, the company president is keen to get more veterans on board. Some current The Pizza Press locations have veteran employees and managers and working with them has been overwhelmingly positive for The Pizza Press president.

Training Any veterans who join The Pizza Press will get the same training all new recruits undergo, which involves two weeks of in-class training in Anaheim followed by two weeks of on-site training when they open. The in-class training focuses a lot on how to hire ideal employees, how to maintain ideal service standards and getting new franchisees used to The Pizza Press culture.

The support doesn’t stop at training. The Pizza Press stays in near-constant contact with their franchisees for the first month they are open, checking in frequently to make sure they are staying on task to reach their goals.

Once they are established, The Pizza Press offers a lot of marketing support for both print ads and digital media.

Expansion Thus far, The Pizza Press has stuck to its home state of California, with locations from north Los Angeles all the way down to San Diego. However, The Pizza Press has locations in development in Florida, North Carolina, Washington and in Austin, TX. Maleki even flew to China recently to cut the ribbon on a newly opened The Pizza Press in north Beijing.

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V e t er ans in Fr anchising

C over S tor y - T he Piz z a Press

“The good food is never in the resort area. It’s always in those small towns and I thought why can’t we bring that great quality of food and that great service into a resort area?” - Dara Maleki Being an avid traveler, Maleki is excited to bring The Pizza Press to the world.

programs from Veteran Affairs and the SBA.

“Beside sport, I think business is the next international language,” he said.

Veterans in and around California are especially well served, as San Diego has become a hot spot for veteran entrepreneurs with several training programs and business incubators popping up in the region.

Getting Veterans Involved To help with The Pizza Press’ expansion, Maleki has signed the company up for the VetFran Program, which helps veterans open franchise businesses. Over 600 franchise companies participate in the VetFran program.

Maleki is especially keen to work with former members of the military because as a group, they have such a great reputation for entrepreneurialism. In fact, according to research from the United States Small Business Administration (SBA), veterans are actually 45 percent more likely to be entrepreneurs or at least self-employed than non-veterans.

However, this propensity toward business ownership does come with some significant hurdles, most notably a lack of startup capital.

As Maleki points out, many veterans may not be aware they have financing options available through various funding

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“When you’re starting a brand-new business and you don’t have any type of business track record because you’ve been serving in the military, it’s very hard to get a loan or find investors,” Carlos E. Figari, director of the SoCal Veterans Business Outreach Center in Carlsbad, CA told the New York Times in a recent article. “If you are starting a company that’s directly connected to the experience obtained while you were in the military, then you have a network to tap. But if you want to open a Subway, that’s a totally different story.”

Figari said many veterans know they want to start a business, but don’t know exactly how to go about doing that or don’t have much knowledge about the industry they want to get into. That’s where group’s like Figari’s come in, offering training to former military members on how to open and run a business.

His is one of several nonprofit agencies that have been founded to specifically help veterans transition to business ownership.

Among the numerous government and non-profit programs available to veterans, are: • the SBA’s Boots to Business program, • the Entrepreneurship Boot Camp for Veterans with Disabilities, • the Veteran Entrepreneurship Program, • the Veteran Women Igniting the Spirit of Entrepreneurship program • the Bunker and Patriot Boot Camps, and • the Coalition for Veteran-Owned Businesses.

Maleki said he wants to do his part to help veterans make the leap from military service to business ownership by offering comprehensive training and robust business opportunities to them through The Pizza Press.

After all, getting more veterans involved with business and franchise ownership is good news for everyone.

For more information on The Pizza Press, please email marketing@thepizzapress.com or visit www.thepizzapress.com.

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B r ig htS ta r Ca re

Former Navy Corpsman transitions into Fast-Growing Home Healthcare Industry

Sometimes military veterans have a difficult time transitioning into civilian life or applying the skills they learned in the service in the private sector. Not so with BrightStar Care franchise owner Matt Hayes, who used that experience to enter the fast-growing home healthcare industry.

Hayes has been so successful, in fact, that he became the recipient of BrightStar Care’s 2015 Rookie of the Year and Customer Satisfaction Awards in his very first year. His clinical, sales, marketing and military backgrounds have equipped him to excel in the franchise business model.

Matt Hayes

Franchising USA

“I looked at about five or six home care franchises and, honestly, it wasn’t even a close call as far as the standards that BrightStar Care has. The depth and breadth of the business line they have includes everything from traditional home care to skilled services to temporary staffing.” - Matt Hayes

Hayes started his career in the Navy and was there for about six years. After leaving the service, he transitioned into a career in clinical laboratories. “Whenever you get your blood drawn or throat swabbed or anything like that, I was doing all that kind of testing and I managed laboratories. I eventually moved into sales and marketing on the industry side. I called it going to the dark side,” said Hayes.

In the Navy, he served as Corpsman, one of the medics for the Marines. Eventually, he realized that he was not going to make a living being a combat medic, so he enrolled in some advanced training and got his associate degree, then went on to get his bachelor’s and master’s degrees.

“That is kind of funny, because I just saw an Undercover Boss episode for BrightStar Care!” So, they looked them up.

“Coming out of the medical field, BrightStar Care requiring all of its locations to be Joint Commissionaccredited was a big deal to me. It has become a huge marketing tool for us.”

- Matt Hayes

That wasn’t the only reason, of course. elderly patient with advanced Alzheimer’s.

“I looked at about five or six home care Her family lived in another state and he franchises and, honestly, it wasn’t even previously engaged other agencies to a close call as far as the standards that BrightStar Care has. The depth and breadth provide around-the-clock care, but each But throughout these years, Hayes felt of them gave up because the patient was of the business line they have includes a yearning to own his own business absolutely adamant that she did not want everything from traditional home care and began investigating franchises anybody in her home taking care of her. to skilled services to temporary staffing. periodically. He looked into hair care and Once I understood all that BrightStar Care restaurant franchises, but settled on the Upon learning that the woman had been a has to offer, including their standards for home healthcare industry after seeing a former piano teacher, Hayes and his team presentation at a medical conference he Joint Commission accreditation, I was sold. devised a plan in which two caregivers attended as part of his job. Hayes says Coming out of the medical field, BrightStar pretended to be piano students who came there was actually a slide on the opening Care requiring all of its locations to be over for a lesson, and then just stayed eraC ratSthgirB 5102 © .detarepo dna denwo yltnednepedni si noitacol esihcnarf ®eraC ratSthgirB hcaE day overview presentation that showed Joint Commission-accredited was a big afterwards to help with the dishes or help the winners and losers in the changing deal to me. It has become a huge marketing her get ready for bed. “That broke the ice medical landscape, and at the very top tool for us.” and it worked. We really made a difference were the Home Care and Home Health Much as in his career as a Navy Corpsman, for her and her family because we were categories. able to provide care when others weren’t.

Hayes enjoys the feeling of making an That was really fulfilling.”

When he got home, he told his wife about important difference in people’s lives. He what he had learned, only to have her say, www.brightstarcare.com recounts one difficult case involving an

ERA C EMOH EDIUG GNINNA LP

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V e t er ans in Fr anchising

Jim Mingey, Founder & Managing Director, VBS

How could a Trump help Veterans in f Tax benefits: Veteran franchisees?

Just remember what y holding in your han Franchising USA

p Presidency franchising?

you’re nd!

Although almost all surveys were wrong in the recent election, they did predict that over 60% of Veterans would vote for Mr. Trump believing he would do a better job of handling Veterans issues.

So how will he deliver for Veterans?

According to his website he’ll begin by:

Executive Orders?

1. Appointing a VA Secretary whose sole purpose will be to serve veterans. Under a Trump Administration, the needs of D.C. bureaucrats will no longer be placed above those of our veterans.

2. Use the powers of the presidency to remove and discipline the federal employees and managers who have violated the public’s trust and failed to carry out the duties on behalf of our veterans.

Idea #1 for President-elect Trump: After selecting his new Secretary he could immediately issue an Executive Order that would insure that he/she makes their VA senior staff encourage qualified Veterans to seek self-employment benefits as authorized by Congress.

According the most recent VA report to Congress on the status of Vocational Rehabilitation and Employment (VRE) in 2014 over 100,000 Veterans are enrolled in the program. These are some of the most deserving Veterans who have definitely borne the burden of battle. Under existing legislation they are entitled to resources to help develop individual self-employment plans, including acquiring franchises.

Unfortunately less than ½ of 1% of these Veterans actually get the chance. This is despite that fact that the VA has over 1000 Rehabilitation Counselors who are ready,

“The franchise industry helping Veterans can be a powerful resource for jobs.”

Franchising USA

V e t er ans in Fr anchising

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V e t er ans in Fr anchising

Jim Mingey, Founder & Managing Director, VBS willing and committed to helping these same Veterans. These Counselors would go any extra mile to do so. An Executive Order would help emphasize to VA senior managers to direct the Counselors to help Veterans start businesses, which in turn would help their local communities by creating some jobs.

Idea #2 for President-Elect Trump: The electorate also believed Presidentelect Trump could do a better job running the economy. To accomplish this improvement he has tax reform high on his agenda. There’s the Trump Tax Plan which, also according to his website “will lower the business tax rate from 35 percent to 15 percent, and eliminate the corporate alternative minimum tax. This rate is available to all businesses, both small and large, that want to retain the profits within the business”.

Although these proposed rates will surely be favorable to existing profitable franchisors and franchisees, how about creating some direct new tax benefits for the new Veteran entrepreneurs trying acquiring a franchise? The most difficult problems for start-ups, franchises or otherwise, typically is access to capital.

This problem could be mitigated by something like the New Market Tax Credit (NMTC) which now provides a 39% tax credit and can be sold to generate equity for investment or to lower interest rates, helping sustain a small business in its early years. Proponents of the existing NMTC say that for every dollar provided by the government for NMTC, $8 dollars in private capital will be committed to small business and community development projects. But none of the billions of NMTC allocated so far have been specifically targeted to Veterans.

Mr. President-Elect, when you implement your tax reform, why not include a specific category of NMTC for Veterans acquiring franchises? Or maybe at least provide a NMTC for Veterans in VA Vocational Rehabilitation trying to start or acquire a franchise. There are many Veterans who would help you get the economy going with franchising. So why not give them a NMTC to start one?

Franchising USA

Idea #3 for President-elect Trump: Mr. President-elect has already indicated he will install a 24 Hr. Hotline for Veterans at the White House. I suggest you educate a special cadre of operators who understand small business issues for Veterans. Please make sure your telephone operators understand that it’s not just about Veteran entitlements when they call about starting a business or a franchise, it’s about letting Veterans lead their economies forward as well. The franchise industry helping Veterans can be a powerful resource for jobs.

Will he stay or will he go?

Idea #4 for President-elect Trump: At the time of this writing we don’t know who will be the new Secretary of Veterans Affairs. It seems that the major Veteran Service Organizations (American Legion, DAV, VFW and IAVA) and many other Veteran advocates are solidly behind keeping Secretary McDonald. “Bob” has had a few good ideas, not the least of which is his MyVA initiative which has the potential to really connect Veterans back to their local communities.. It appears Bob now has completed the setup of this MyVA initiative, linking the VA to private local and regional partnerships. Why not give him a chance to take MyVA down the ‘last mile” to as many Veterans as possible?

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

Jim Mingey

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Honoring Those Who Serve Through Our Special Veterans Franchise Program

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

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

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

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

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

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V e t er ans in Fr anchising

C ollege H unks

Retired Army Master Sergeant Proves that Veterans Do Buy Franchises

For seventeen of his twenty years in the U.S. Army, Master Sergeant Keven Elwood kept Chinook, Apache and Blackhawk helicopters in tip-top shape as an aircraft repair and crew chief with a Special Operations Aviation unit. He deployed seventeen times to places like Afghanistan, Iraq and the Philippines.

After retiring from the Army in 2016, his intent was to get out of the Army and get a nine-to-five job like everybody else. But then he saw an article on LinkedIn about how veterans don’t buy franchises.

“This is true, because we don’t want to invest all our nest egg during a difficult transition,” said Elwood. “I made an online comment that we didn’t want to lose all our cash and a company called The Entrepreneur’s Source hit me up and began to ease me into the idea of owning my own franchise.”

It wasn’t long after that he discovered College Hunks Hauling Junk & Moving and decided they were the right fit.

“They had the right energy level. They had the right culture to fit my personality,” said Elwood. “The culture is impossible to beat.

They really focus on their employees. The Building Leaders concept is extraordinary.

I’ve spent my entire adult life building young people into great Americans in the military, and I believe that College Hunks Hauling Junk & Moving can also build great leaders.”

Keven Elwood and his wife, Sierra, with their sons Alexander, 3, and Matthew, 2.

Franchising USA

When asked what misconceptions there are about the junk hauling industry, Elwood said, “I think that nobody wants a guy in a tank top and smelling like three-day-old garbage showing up at their house and moving their belongings. They

“For the first time ever, my enthusiasm and my initiative count towards me.

Owning my own franchise allows me to grow both financially and in a business sense.” - Keven Elwood want somebody professional. I think the industry has to come around to the College Hunks way of life. You’ve got to focus on the customer; you have to be 100% customer-focused. That’s the only way it should be. You have to be professional, be on time and be presentable.”

Elwood said he feels his military background offers him a great advantage over anybody else. “When hiring, the candidates I’m looking for are coming to me in the form of soldiers getting out of the military, transitioning into college in the fall. Generally, getting employees on board in the very beginning is very difficult for franchisees. My military service and my ties to that organization have probably allowed me to hurdle some of those issues most guys and gals have.”

Cutline: Keven Elwood and his wife, Sierra, with their sons Alexander, 3, and Matthew, 2.

Of course, running a business is very different compared to military life.

“I was in the Army, so that’s a little bit of a different challenge. Franchise ownership actually lets me sleep until probably 5:30 in the morning. That’s pretty good.

It’s early to everybody else, but that’s 45 minutes late for me,” said Elwood. “For the first time ever, my enthusiasm and my initiative count towards me. Owning my own franchise allows me to grow both financially and in a business sense. In the military, no matter how hard I worked, I was stuck at that level. Sure, they gave me medals and all kinds of things like that, but it couldn’t reward me with what I needed most.”

Elwood has recommended College Hunks Hauling Junk & Moving to a battalion commander friend who is looking into buying a franchise. “Just based on the process I’ve been through and seeing the culture, seeing the people, listening to the corporate chatter, listening to the

chatter between the franchisees and the environment is as perfect as it can be for this type of business. I think it has a lot of potential for anyone who wants to get in and work.” collegehunkshaulingjunk.com/locations/ co/colorado-springs

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Vetera ns L au nching Ventu res

Walmart Foundation Supports FDU’s Veteran Program with Largest Donation in Program History

On October 6, 2016, representatives of the Walmart Foundation, presented a check for $48,000 to support Fairleigh Dickinson University’s entrepreneurship program for veterans: Veterans Launching Ventures. From left to right: Brenda Marquez, Walmart; Andrew Rosman, dean of FDU’s Silberman College, Kelly Jensen, Walmart field administrative assistant; Mahmoud El Hamamsy, VLV faculty member; Timur Pakay, executive director of FDU’s Rothman Institute of Innovation and Entrepreneurship; and Alan Levitan, VLV mentor.

Fairleigh Dickinson University’s Rothman Institute of Innovation and Entrepreneurship received a check from the Walmart Foundation for $48,000 to support the 2016-2017 Veterans Launching Ventures (VLV) program. This donation is the largest in the VLV’s history.

In its sixth year, the VLV program is designed to provide the skills and support veterans need to seize entrepreneurial opportunities and launch small businesses.

The VLV program is offered as part of FDU’s commitment to improving the lives of veterans.

Franchising USA

“If not for Walmart’s support, the Veterans Launching Veterans program would not be as successful as it is today. We are grateful to Walmart for providing the educational resources to support veterans at FDU,” said Andrew Rosman, dean of FDU’s Silberman College of Business.

This gift is far from the only support that Walmart has given to FDU and its veterans programs. Since 2009, Walmart has donated $270,000 to FDU and since 2009, Walmart has donated $163,000 to support the VLV program.

online education and in-person instruction to teach students the fundamental entrepreneurial skills required in today’s business environment, as well as the competencies needed to launch a new business. Particular emphasis is placed on developing a robust marketing plan as well as a realistic business plan to help veterans make informed decisions to start a business or assist and prepare the student for the general business environment.

“Walmart strives to make a positive impact to the communities it serves and we’re grateful for the sacrifices veterans have made,” said Jennifer Hoehn, Senior Manager of Public Affairs at Walmart.

“This is why Walmart is committed to support FDU in assisting vets with employment, job training and education.

Investment in our nation’s veterans is imperative in making our country better.”

A team of experienced faculty and successful entrepreneurs work with the veterans, providing an interactive and informative experience. Over a 10-week period, VLV introduces entrepreneurship ideas and concepts, and demonstrations on how to apply those concepts to potential business opportunities. The VLV students are each matched with a mentor who will assist and guide them for 10 months following the completion of the course.

The VLV program offers a combination of

www.fdu.edu/vlv

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PRO FI L E

Pet Wa nts

a Booming Industry Pet Wants Offers Low-Cost Entry Point into Booming Pet Industry When pet industry veteran Rick Billups was invited to lead Pet Wants as the franchise’s new president in late 2016, he recognized it as a unique opportunity.

Here was a chance to take the helm at a growing brand truly committed to pet health at a time when consumer preferences for pet food are changing right along with their shopping habits.

Rick Billups, President of Pet Wants

Franchising USA

This franchise had both bases covered with their business model of fresh food delivered to the home. What they needed was a leader experienced in the pet retail category to guide them to the next level of success.

“With pet food making up $24 billion in a $64 billion-dollar pet industry, I saw this as a great opportunity to build something special in an industry that just keep on growing,” said Billups during a recent interview from the company’s headquarters in Cincinnati, OH. Billups joined the franchise as president in August 2016, bringing along 30 years of overall experience in the pet industry, and 21 years in pet food distribution. Before taking on his current role as Pet Wants president, Billups had spent the previous 9 years working with Pet Value – a large retail chain with around 1000 locations and over 300 franchised stores – where he handled areas of marketing, merchandising and site selection for retail stores.

With all that industry experience under his belt, Billups was quick to spot how the franchise was well positioned in a

competitive industry given its superior product and a delivery model unlike any other pet franchise currently in the market.

Fresh. Local. Delivered.

Pet Wants was founded in 2010 by Michele Hobbs and Amanda Broughton, when they began to suspect that the health conditions of their pets could be related to their diet. Shocked to learn that the pet food brand they had been feeding their pets was filled with processed ingredients and by-products, and had also lost most of its nutritional value from sitting for months in warehouses and on store shelves, they decided there had to be a better way to feed their four-legged family members.

They started producing their own pet food using only the freshest, highest quality ingredients available. When the health of their pets improved, they knew they were onto something.

“Fresh. Local. Delivered.” became the brand’s guiding principle, with a focus on making it easy for pet parents to provide the freshest, top-quality food for their dogs and cats by having it conveniently delivered right to their doors on a recurring subscription basis.

The company has since grown into a quickly expanding franchise with nearly 70 locations spread over 26 states.

A fresh advantage Billups explained how this focus on fresh ingredients is one of the brand’s key differentiators in the pet food category.

While most of the food sitting on pet retailer shelves are usually 4-6 months old, Pet Wants food is slow-cooked monthly in small batches and delivered directly to the customer’s door within 4-6 weeks of production.

“People love their pets. They’re part of their family and we want to ensure their pets are fed the best,” said Billups. “The freshness of our product means the food is not only higher in nutritional value, but is also better tasting for the pet. When I began to transition my own pets onto our food, they shoved aside the other food in their bowl trying to get to the fresh Pet Wants food.”

Franchise Owners Susan Streicher and Brian Herman with Rick Billups, President

Low cost mobile delivery model While the fresh, premium quality product ensures happy and healthy pet customers, it’s the brand’s unique delivery model that makes it particularly attractive to prospective franchise owners, who can choose between a mobile delivery only model or a retail storefront with delivery concept.

The mobile delivery model is particularly unique since it allows franchisees to move into the lucrative pet industry at a low start up cost, with minimal overhead compared to other opportunities in the industry.

For those who would like to own a retail store, there is also a retail storefront with delivery model available, with stores ranging in size between 600 to 1000 square feet and the option to include grooming services as an added revenue stream.

“Owners of other pet franchises are often burdened with high overhead and debt,” explained Billups. “We provide a low-cost option to move into the industry, where you can build up your equity and cash flow before moving over to the retail side.”

Moving ahead into 2017 With 68 territories already established across the U.S., the Pet Wants franchise is poised for further growth in 2017.

“We continue to get prospective calls from all over the country and are being

approached by prospective business owners in every state,” said Billups.

To support the growing number of franchisees and plans to continue expansion, the company has recently beefed up its operations team, adding another industry veteran in Jim Curran, who brings over 40 years of experience in the pet industry to his managerial role. Curran will regularly interface with franchisees to address needs, develop processes, and ensure each location is reaching their full operating potential.

2017 will also see Pet Wants working closely with a veterinarian to develop new pet food formulas, and to provide nutritional training to franchisees and their staffs. It’s initiatives like these that Billups believes will strengthen the brand’s identity in the minds of consumers as trustworthy leaders in pet nutrition.

“Our goal is to stay ahead of the curve and give our owners the leading edge to differentiate themselves from what’s out in the mass market,” explained Billups. “The new staff and partnerships give us the support structure that we need to help our owners succeed by giving them the road maps and knowledge of how to navigate the competitive pet industry.”

For more information on how to get started in the industry with a Pet Wants franchise, please visit www. petwantsfranchise.com Written by Diana Cikes, Franchising USA

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PRO FI L E

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ex per t advice

Kyle Zagrodzky, President, OsteoStrong

Six Tips for An Awesome Franchise Convention Franchises are scattered by nature, and when things are going well, you’ll have units all over the place. This means you’re running a booming business, but the same thing that makes your franchise successful can also start to splinter your team if you’re not careful.

Franchises run best when everyone feels connected and up to date, and while

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weekly webinars, regular personal phone calls, and social media groups bridge many gaps, there’s nothing like getting people together face to face.

Franchise conventions are the best way to share big announcements, show the human side of leadership, and celebrate wins from the past year. They’re the ideal time to refresh everyone’s knowledge of the resources, support, and tools they have at their disposal, plus introduce offerings that will strengthen units. Most of all, conventions create better ties between franchisees and enhance relationships through shared experiences. The healthier franchisee friendships are, the more they can help one another, and the more they feel like part of the franchise family.

Many franchises have found that franchisors who attend conferences subsequently have higher sales growth and profitability, so attendance incentives should be huge. These tips will help you launch your most successful gathering yet.

1

Make it clear that the convention is a benefit of being a franchisee Any gathering is only as strong as the people who attend, so it’s vital that everyone shows up. Sometimes people see conventions as optional events, but you want every franchisee to think of the franchise convention as an essential, must-attend gathering that is actually a benefit of being a franchisee. Laying

the foundation for this kind of thinking starts in the recruitment stage. When you meet with potential franchisees, describe the convention alongside the other perks of being a franchisee, and continue to positively market the convention throughout the entire franchise relationship. Your staff should also emphasize the benefits of attendance so that every time the convention comes up in conversation, the value is reinforced.

2

Plan ahead, and plan wisely

Many franchisors schedule annual conventions during the cheapest month of the year, not the month that makes the most sense in their company’s business cycle. Instead of focusing only on the budget, think about what will fit well in the franchise calendar. You should also plan the convention well in advance—at least 12 months—to ensure everything is in place. This allows extra time for franchisees to plan their calendars and more time to promote the event.

3

Select a defining theme

Every event needs a theme, and franchise conventions are no different.

The theme can be uplifting, educational, grounding, or celebratory. The theme represents the core goal of the annual convention, but don’t let the idea of choosing one be intimidating. Just ask a simple question: What’s the one big feeling or idea every attendee should leave with?

That’s your theme. From there, you can draft materials and messaging to match and use them to publicize the convention to franchisees.

4

If you only put your money into one thing, it should be food Food doesn’t have to be fancy, but it needs to be delicious. When the meals are good, people enjoy their time at an event much more, making them equally more likely to linger and keep talking. If you can earn a reputation for having outstanding food at your conventions, people are also more excited to attend next year. Since great connections happen over great tables, think of an investment in food as an investment in company culture.

“Since great connections happen over great tables, think of an investment in food as an investment in company culture.”

5

Get help planning and running the event

If you’re new to major event planning, I have some bad news: Event planning can be hard, and even if you put it all together perfectly, running the actual event in real time can be a full-time job. However, I also have fantastic news: You don’t have to do everything yourself. As a leader of your franchise, you want to use every minute of the convention to speak, listen, and focus completely on the franchisees.

You don’t want to deal with last-minute questions from the caterer about where to set up tables. Before you start planning the convention, enlist the help of a trusted assistant who will serve as your event planner and manager. This person can research the details that comply with your vision and make sure everything is executed well.

6

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

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

Make space for some fun

A franchise convention is all about business, but a big part of business is relationships. As you plan, make room for some recreational time, and add in fun activities to help people get to know each other in a more relaxed setting. Fun, like food, is a major contributor to culture.

People may not remember every slide from every PowerPoint, but they’ll definitely remember games and offline rec time, and that’s part of what will bring them back next year.

Kyle Zagrodzky

Franchising USA

ex per t advice

Page 65

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Big O Tires® is proud to be one of the most progressive tire and automotive service franchises in the nation. When you join our family, we supply you with a powerful set of tools to help bring your business to the front of the pack: This website and any request for information or forms are not a franchise offering or an offer to sell a franchise.

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

Clayton Kendall Clayton Kendall provides a simple, easy to use e-store platform that connects your franchisees to Clayton Kendall’s integrated front-to-back inventory management system allowing for the creation, production, fulfillment, distribution and shipping of all your marketing and sales materials (uniforms, signage, branded merchandise) to be controlled with a

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

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

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

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

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• Leading name-brand recognition.

• Experienced franchise system.

• Competitive marketing strategies.

• Dynamic and perpetuating consumer engagement • Comprehensive start-up training.

• Sales guidance from a network of retail experts.

• Multiple warehouses stocked to meet inventory demands.

• National and regional meetings/conventions.

• Access to exclusive marketing resources.

• On-site visits and strong support from Franchise Business Consultants.

Contact us today! www.bigofranchise.com

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

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

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

simple click of a mouse.

Clayton Kendall is the single source marketing solution for national franchises such as Massage Envy, Orange Theory Fitness, European Wax Center, and Blaze Pizza.

Contact: Dan Broudy, CEO Email: dan@claytonkendall.com Phone: 412-798-7120 (1-888-799-4757) Website: claytonkendall.com

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

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

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

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

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

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

Website: www.coverall.com/franchise-opportunities

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Fastsigns® Now more than ever, businesses look to FASTSIGNS® for innovative ways to connect with customers in a highly competitive marketplace. Our high standards for quality and customer service have made FASTSIGNS the most recognized brand in the industry, driving significantly more traffic to the web than any other sign company.

We also lead in these important areas: • #1 Ranked Sign Franchise in Entrepreneur Magazine Franchise 500 three years in a row • Franchise Business Review FBR50 Franchisee Satisfaction Award 2006-2015 • Franchise Research Institute World Class Franchise 2011-2015

• 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

• Satisfaction of Helping Others

What Are You Looking For In A Business?

• Opportunities from $85,000 - $240,000 Single and Multi-unit

• High Margins • Low Labor Requirements • High Consumer Retention • Not Impacted by Economy • Not Seasonal • Fastest-growing Market Age 40+

FRANFUND FranFund provides a comprehensive set of funding solutions for your new or expanding business including our exclusive FranFundSelect® program which provides working capital loans for up to $150,000. This program enables lightning fast approvals and funding in 5 to 7 business days or less with no personal assets, no SBA guaranty fee, no training certificate required, and minimal paperwork.

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

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

From our revolutionary and groundbreaking Reis

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

Franchising USA

• CFA Franchisees’ Choice Designation 2004-2015

Foot Solutions • Reasonable Hours

Oil Changes & More

• Franchise Research Institute #1 Rated Sign & Graphics Franchise 2014-2015

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

Foot Solutions is the world’s largest specialty wellness franchise focused exclusively on helping people feel good from the feet up.

For more information, visit www.footsolutions.com, email fscorp@footsolutions.com, or call 770-916-5997.

Our team of funding experts are here to work with you to create a customized capitalization solution for your specific situation, whether you’re launching a new business or expanding a current one. After all, it’s our mission to get your business up and funded in a fraction of the time!

Phone:817-730-4500 Fax:817-546-1291 Website: www.franfund.com Email: info@franfund.com Contact:ksenay@franfund.com

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

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

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

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

International Franchise Professionals Group

IFPG to power their business. All of these individuals understand the value of being associated with IFPG.

The International Franchise Professionals Group (also known as IFPG) is a membership based organization that has over 700 members. Our members consist of Franchisors, Franchisor Brokers, Lenders, and other Franchise Professionals that help potential candidates in the process of buying a franchise.

The IFPG is a strictly membership based organization that does not participate in any referral fees from our franchisor members or our brokers, thereby allowing all of our members to work freely together.

Our long-term success is predicated on retaining our members and providing all the tools needed to help you sell more franchises, and close more deals.

Hundreds of nationally recognized franchise companies have chosen the IFPG and its members to represent their brand; hundreds of experienced franchise consultants and brokers have chosen the

If you’re a franchisor, franchisor broker, or another profession that serves the franchising industry call us today at (888) 977-IFPG to learn about membership opportunities.

Kid to Kid

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

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

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

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

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

Impact Permitting helps companies and individuals

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

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

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

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

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

Little Caesars

continue to receive support, expert analysis and consultation from corporate as their business grows.

Little Caesars offers strong franchisee candidates opportunities in select locations across the country. As America’s fastest growing pizza chain, Little Caesars provides candidates an opportunity for independence with a proven system, a simple operating model and strong national brand recognition.

Little Caesars’ requires candidates desiring to open one store to have a net worth of $150,000 with a minimum of $50,000 in liquid, unencumbered assets (such as cash).

Franchisees must also be able to obtain financing to cover the total costs of opening a franchised location.

Franchisees benefit from a comprehensive training program that focuses on all aspects of the business, including training, architectural and construction services to help with design, preferred lenders to assist with financing, the ongoing research and development of new products, and effective marketing programs. Franchisees

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

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

For the sixth year in a row, Little Caesars was named “Best Value in America”* of all quick-serve restaurant chains.

Phone: 800-553-5776 Email: USdevelopment@LCEcorp.com Website: www.LittleCaesars.com

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

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

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Midas Midas, a recognized brand throughout the world and highly renowned name in complete car care, is proud to be one of North America’s original franchise opportunities – and one of its best.

With Midas, you experience the best of both worlds - the support of an experienced franchise organization and the satisfaction of operating your very own auto service enterprise. As a Midas franchisee, you become a trusted name the day you open your doors for business. Building consumer trust is at the heart of our brand. We work every day to earn that trust by providing expertise, responsiveness, and the best value to every customer every time.

Benefit from nearly 60 years of “The Midas Touch”

Our Town America For over 40 years, Our Town America has been providing new movers with traditional hospitality by mailing warm housewarming gifts from local businesses in a premium welcome package.

It is Our Town America’s mission to welcome new movers into their communities, to help local businesses gain new loyal and long-term customers, and to provide franchisees with an excellent business opportunity.

Thousands of satisfied business owners throughout the United States attest to the success and effectiveness of the Our Town America program

Pet Wants Pet Wants creates fresh and all-natural pet food and delivers it to our customers on a monthly, subscription basis...that ensures the food is fresh for the pets and that you generate consistent and on-going revenue streams. As a franchise owner, you will need to share this love of pets and their well-being.

But no experience is needed. No matter if you start in your home, a small office or store, we teach you everything you need to know about

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

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

PIRTEK USA PIRTEK is the fluid transfer solutions leader in sales and service and the only franchise of its kind in the United States. With more than 30 years of experience in this field, PIRTEK boasts more than 400 Service & Supply Centers and a fleet of Mobile Service Vehicles in 23 countries.

Powered by an industry-leading approach to sales and service and backed by a corporate center passionate about its franchisees and customers, PIRTEK offers unmatched service and logistics.

This is a sales-driven, service-based business that

Franchising USA

Midas has built a stellar reputation in the automotive service and repair industry nearly six decades. We want to help you succeed. Before you open a location and as you continue to operate your shop, Midas will help you with the following: • Business management system for your shop • New franchisee orientation • Ongoing training and training resources • Operational support.

• Development support • Optimizing and marketing your business: Join Midas today by calling 1-800-365-0007 or visiting www.midasfranchise.com!

This website and any request for information or forms are not a franchise offering or an offer to sell a franchise.

while dozens of locally owned franchises validate the Our Town America concept as a viable business opportunity. Franchisees are neighborhood marketing consultants, showing local business owners how to target their best prospects with enticing offers via direct mail.

Since beginning to franchise in 2005, Our Town America has been consistently ranked a Franchise Business Review Top 50 Franchise making them the only Advertising brand to land a spot in the 10-year Hall of Fame and the sole company to be crowed Franchise Business Review’s Top Company.

Website: http://www.ourtownamerica.com Email: franchising@ourtownamerica.com

operating and growing a successful pet food business. You just need a passion for pets, the drive for success and the ability to follow our proven operating system. In return, you will be rewarded with the great benefits of being a business owner. Bottom line, this is a fulfilling, financially rewarding and enjoyable “people and pets” business.

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

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

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

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

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

focuses on repairing and maintaining hydraulic- and pneumatic-powered machines. Although the brand might sound like an opportunity better suited for someone who can work a wrench, it’s a business well-matched for entrepreneurs who understand the value of building relationships and are prepared to capitalize on the opportunity to thrive wherever industrial equipment is used—and it is used virtually everywhere.

For more information contact: Gwyn T. O’Kane, CFE, Vice President of Franchise Development, PIRTEK USA Phone: 321.504.4422 Email: gokane@pirtekusa.com Website: www.pirtekusa.com

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

Restoration1® Restoration1® is the fastest growing restoration franchise in the emergency restoration industry for mold, water, fire and smoke damage, handling jobs of all sizes across the nation for residential and commercial property’s.

Our business is based on local and regional relationships with insurance adjusters, building inspectors, subcontractors and policy holders.

It is always in high demand and not affected by economic trends because it is based on necessity, not discretionary spending.

Our model is a powerful opportunity for the right

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

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

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

candidates, as it involves no inventory, no brickand-mortar location and high-volume growth that continues through almost any economic climate.

Our ethics, professionalism, quality and availability are carried out at each of our franchise locations.

Our team is committed to giving franchisees the support system they need to succeed in these same areas. Restoration 1 Franchisees can reach full potential with our superior training, technical support and in-territory support.

Contact: Gina Roberson Phone: 800-993-0803 Email: gina@restoration1.com Website: www.restoration1.com

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

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

For more information, contact Karen Young:

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

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

Sprout Financial

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

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

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

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

NO collateral required, NO financials submitted

Website: www.sproutfin.com

Sunny Days In-Home Care

marketing, operation practices, market analysis, plus ongoing training.

Sunny Days In-Home Care is a leading provider of nonmedical, in-home personal care service for seniors and disabled adults.

Founded in 2011, the Pittsburgh-based franchise company is focused on providing high-quality assistance to those who aren’t able to care for themselves so they can continue to live a dignified and independent life.

In addition, Sunny Days also offers franchisees a contribution of $10,000 of their initial franchise fee toward grand-opening marketing efforts. As part of the rapidly growing senior care industry, Sunny Days stands apart from its competitors by offering one of the lowest startup costs and highest care fulfillment rates in the industry.

With an experienced development team that has nurtured and grown multiple locations over the years, Sunny Days extends that same high-quality assistance to its franchisees by offering assistance with startup,

Contact: John Bennett Phone: 724-260-5186 Email: info@sunnydaysinhomecare.com Website: http://sunnydaysfranchise.com

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The Interface Financial Group – IFG 50/50 The Interface Financial Group – IFG 50/50 is an affordable home-based franchise that provides short-term working capital to small and medium-sized businesses by purchasing current, quality invoices at a discount, thus accelerating the client’s cash flow and growth.

All transactions are syndicated 50/50 with the franchisee and the franchisor, and that means less working capital required to fund transaction: IFG does the bulk of the due diligence and the ‘paperwork’ for the transactions, and IFG 50/50 franchisees will concentrate their efforts on building the referral relationships – they do the ‘people work’.

Key advantages of being an IFG 50/50 franchisee include: • No staff to hire, fire, or manage

The Pizza Press

www.interfacefinancial.com

Founded in 2012, The Pizza Press is a fast casual, build-your-own pizzeria.

The franchise program is a natural outgrowth of The Pizza Press team’s commitment to encouraging small business owners and fostering positive relationships with everyone.

Guests are encouraged to design their own pizza, complete with unlimited toppings, or choose from popular pizzas flavored after regional newspapers, including “The Times”, “The Tribune”, and “The Chronicle.”

Together with their franchisees, the team will continue to build on the respected brand of The Pizza Press and bring newsworthy pizza across the country.

From its fresh ingredients and locally sourced craft beer to its specialty-designed pizzas and “build your own” concept, The Pizza Press is revolutionizing America’s favorite food.

Contact: Cassidy Raynor 214-295-4532 craynor@franchisedynamics.net www.ThePizzaPress.com

TopFire Media

Our integrated approach combines our public relations and franchise SEO service prowess and is designed to generate brand awareness, drive consumer engagement, and build credibility for your company.

TopFire Media is an integrated digital marketing and public relations agency, specializing in the franchise industry.

Our clients benefit from our years of experience in franchise SEO service, public relations, media relations, content writing and management, social media marketing, and web design. We work to bring all of these elements together to achieve a common goal – our clients’ success.

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

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

Veterans Business Services Veterans Business Services provides the most advantageous franchise acquisition terms for Veterans and provides innovative entrepreneurial training for qualified Veterans seeking grants under the VA Vocational Rehabilitation Program.

Veterans Business Services (“VBS”) specializes in entrepreneurial opportunities for Veterans and has an extensive reach into the Veterans community and can generate significant interest from qualified Veterans who wish to start a franchise or small business.

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

Franchising USA

• No storefront to own, lease, or maintain • No Inventory or stock to purchase • No extensive travel because IFG franchisees do business locally • Business-to-Business, professional environment with regular business hours of operation • Flexibility to relocate for part of the year or permanently and continue doing business Our franchisees are excellent communicators, relationship builders with decision-making and problem-solving skills, and much more sales & marketing oriented. IFG has been in the ‘invoice discounting’ business since 1972, and employs its franchise network in the US, Canada, New Zealand, Singapore, the UK, Ireland, Australia, Mexico and South Africa.

Phone: (708) 249-1090 Fax: (708) 957-2395 Website: www.topfiremedia.com Email: info@topfiremedia.com Contact: Matthew Jonas

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

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

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

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

campaigns, news press releases, and online franchising e-magazine articles, VBS gets the message to qualified Veterans who are invested in starting a franchise.

VBS supports service disabled Veterans who are enrolled in the self-employment track within the Veterans Administration and provides outreach efforts to transitioning military through TAP and ACAP programs. As a graduate business of the Entrepreneurial Bootcamp for Veterans (“EBV”), we also assist other graduates of EBV and provide coaching support through mentoring programs. VBS is where Veterans turn to make their franchise dreams a reality.

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

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The Ultimate Professional Franchise Opportunity

Change your life Change your life

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

.• No NoEmployees inventory

equipment • or No Inventory

or Equipment

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

www.interfacefinancial.com/franchise Franchising USA

Franchising USA

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