May 2016 franchising usa 4#7

Franchising usa T he ma g a z ine for franchisees

VOL 04, ISSUE 7, may 2016

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franchises in good hands with

honkamp Krueger how to select

the right franchise special

automotive franchising feature

get coached not consulted LATEST NEWS

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Franchising usa T he ma g a z ine for franchisees

FRANCHISING USA VOLUME 4, ISSUE 7, 2016 president: Colin Bradbury. colin@cgbpublishing.com

Publisher: Vikki Bradbury. vikki@cgbpublishing.com

National Accounts Manager: Tuesday Royko. tuesdayr@cgbpublishing.com

Editorial Department: editor@cgbpublishing.com

Assistant editor: Diana Cikes editor@cgbpublishing.com

Editorial team: Diana Cikes Gina Gill Rob Swystun

Production: usaproduction@cgbpublishing.com

DESIGN: Jejak Graphics. jejak@bigpond.com

COVER IMAGE: HonKamp Krueger

CGB PUBLISHING Canadian Office: 676 Wain Road, Sidney B.C Canada V8L 5M5 U.S. Office: 800 5th Ave, #101 Seattle, WA 98104-3102 Sales: 847 607 8407 Editorial: 778 426 2446 www.franchisingusamagazine.com Proud member of the IFA:

SUPPLIER FORUM International Franchise Association 1501 K Street, N.W., Suite 350 Washington, D.C. 20005 Phone: (202) 628-8000 Fax: (202) 628-0812 www.franchise.org

from the

Publisher “Opportunities are like sunrises.

If you wait too long you miss them.”

- William Arthur Ward Some opportunities can be seen miles away, and some come flying out of nowhere. But regardless of how you spot them, opportunities can be hard to catch without the right action and timing.

Our May issue of Franchising USA has the right information and advice to help you seize and maximize any opportunity that comes your way.

This issue is packed with valuable tips and advice from our industry experts, including 20 Tips to Help Franchisees Promote Themselves Effectively in the Digital Age from Graham Chapman, and 5 Tips for Managing Online Reviews of Your Business from Brian Sparker. Blase Bisceglia looks at Why Should You Invest in a Niche Franchise, and George Knauf outlines 5 Reasons to Avoid Buying a Franchise. These are just a few of the great Expert Advice articles this month so be sure to check them all out.

On the cover this month is Honkamp Krueger, one of the country’s largest certified public accounting firms. Turn to

page 10 to read how HKP has developed an opportunity to help franchises get on the right track with their HR strategies.

Our main feature supplement is on Automotive Franchising, with a feature article that examines opportunities to join an industry that is serving an iconic part of American history and culture. Be sure to read our Feature Cover Story on PIRTEK and learn how a former ‘Rock Hound’ leveraged the opportunity to become a Rock-Solid PIRTEK Owner.

As always, our Veterans in Franchising supplement includes informative profiles, expert advice and news from the industry.

This issue we feature Clayton Kendall on the cover, a business that Helps Military Branches with Branding Efforts. Read about Midas and AAMCO as our Focus articles, and learn about Receiving and Using Award Recognition from our Veteran industry expert Darcella K. Craven.

We hope you enjoy reading this issue of Franchising USA, and remember to keep sending us your comments.

Happy reading!

Vikki Bradbury Publisher

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

Franchising USA

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Contents

may 2016

On the Cover

10 Cover Story: Franchises in Good Hands with Honkamp Krueger

In Every Issue 06 Franchising News Announcements from the Industry

38 Feature Article

Automotive Franchising 59 Veterans Supplement News and Information for Veterans in Franchising

84 A-Z Franchise and Services Directoy

29

80 Get Coached, Not Consulted

48

22

18 How to Select the Right Franchise

52

29 Special Automotive Franchising Feature

Franchisee In Action 14 Midas 76 FASTSIGNS

Automotive Feature 32 Automotive Franchising News 36 Cover Story: PIRTEK 38 Feature Article 44 5 Tips for Managing Online Reviews of Your Business Brian Sparker, Head of Content Marketing, ReviewTrackers

42 AAMCO Looking to Expand Already Impressive

National Footprint 46 Midas Celebrates 60th Anniversary

by Rebranding, Expanding

Expert Advice 12 Three Ways to Be More Productive in Business

from a CEO with ADHD Brian Scudamore, Founder and CEO, O2E Brands

22 Why Should You Invest in a Niche Franchise?

Blase Bisceglia, CEO, Fence Dynamics

24 Who’s the Boss? New Joint Employer Rules Charles S. Birenbaum, Greenberg Traurig LLP

18

18 How to Select the Right Franchise Ken Hutcheson, President, U.S. Lawns

48 Why Wait? Strengthen Your Lead Generation Today Matthew Jonas, President, TopFire Media

74 5 Reasons to Avoid Buying a Franchise George Knauf, Senior Franchise Business Advisor, FranChoice

80 Get Coached, Not Consulted – Rick Bisio, A Franchise Coach

68

52 True Success Is Measured by Franchisee Satisfaction Alex Bingham, SVP Operations, The Little Gym International, Inc.

82 Turning Franchisees into Brand Ambassadors Graham Chapman, Senior PR Catalyst, 919 Marketing

Franchisor in Depth 54 Pestmaster

International Franchising 50 China Remains Unmined Resource for Midscale Hotel Segment Phil Cordell, Global Head of Focused Service and

Hampton Brand Management, Hilton Worldwide

Question Time 20 George Bobbitt Chief Operating Officer, CMIT Solutions Inc.

Have Your Say 26 Why Right Now is the Time to Invest in a Healthcare Franchise Alejandro Badia, MD, FACS, OrthoNOW®

22

f ra nchising usa

what’s new!

Pieology Pizzeria Announces the Opening of its First Hawaii Location Pieology Pizzeria is proud to announce its very first Hawaii location is now open in Aina Haina. A proven favorite amongst pizza fans, Pieology Aina Haina is the first of 20 statewide locations operated by Californiabased Cotti Foods, which has secured the exclusive franchise rights to open Pieology restaurants throughout Hawaii and select areas of California.

“We’re excited to introduce the very first Pieology Hawaii location and its personalized dining experience to Hawaii residents and visitors alike,” said Cotti Foods’ president and CEO, Peter Capriotti II. “Pieology has a superior product and their development team whole-heartedly supports its franchisees, allowing us to tailor the menu with regional flavors and ingredients. Our first location is performing well above expectations and it’s clear that we made a smart business decision in partnering with Pieology.”

Pieology Aina Haina offers regional ingredients and a menu that has been developed exclusively for the state of Hawaii. The Pieology experience starts with fresh house-made dough pressed into 11.5-inch thin pizza crusts. Guests select from eight signature sauces and more

than 40 fresh ingredients, pizzas are then

stone oven fired in less than three minutes and finished with an optional after-bake “Flavor Blast,” including fiery buffalo, pesto and BBQ.

www.pieology.com

Fitness Machine Technicians Offers Franchise Opportunities throughout Mid Atlantic Region in the Growing Health and Fitness Market Fitness Machine Technicians, specialists in the maintenance and repair of exercise equipment for gyms, corporations, hotels and private residences – basically everywhere fitness equipment is used – announces franchise opportunities for entrepreneurs with an interest in fitness and looking to run a service-based business based on a proven operating model.

Colleges, residential complexes, hotel

Franchising USA

chains, recreation and fitness centers continue to expand their gym facilities to address growing interest in exercise as part of ongoing wellness.

Exercise equipment, such as treadmills, ellipticals, stationary bikes and stair steppers, must be maintained to ensure their ongoing availability to members, residents and guests.

Enter Fitness Machine Technicians (FMT), offering factory-trained authorized technicians, FMT offers reliable service/

repair and maintenance services on a variety of exercise equipment on a contract and non-contract basis. www.fmtfranchise.com/franchising

Franchisee Takes the Helm for Robeks Fresh Juice and Smoothie Bar Franchise the franchise system as a regional director in 2004, purchased his own franchised location in 2008, and was named the brand’s Chief Financial Officer in 2014.

“It’s an exciting time to lead Robeks,”

he said. “We will be debuting a number of innovations over the course of 2016, including some new products, new

technology, and a revamped menu board.

We also have a number of store remodels scheduled at locations nationwide.”

Robeks Fresh Juices & Smoothies has named David Rawnsley the new president of the brand. Rawnsley joined

Rawnsley says having run his own store

gives him insight into more profitable ways to operate which will in turn grow the

brand. He is touring locations nationwide

to meet with franchisees and gather their thoughts, too.

Robeks is celebrating its 20th anniversary this year. The brand, which opened its first store in Southern California in 1996, has been an innovator in the smoothie and fresh juicing industry. It was one of the first to introduce Americans to açaí bowls and Greek yogurt smoothies, and the company offers a wide array of fruits and vegetables that can be fresh squeezed to create custom juice blends.

Healthy smoothies and fresh-squeezed juices have hit the mainstream, and Robeks is enjoying sales growth as a result. www.robeks.com

Massage Heights Awards Franchise Agreement to Industry Veteran Massage Heights, a leader of professional, affordable and convenient therapeutic massage and facial services, announced it awarded a franchise agreement to industry veteran Raj Patel to open 35 Retreats in the Chicago market over the next seven years — the brand’s first locations in Illinois.

The development deal is part of Massage Heights’ plans for aggressive nationwide franchise expansion following an incredibly strong year of growth in 2015 where the company reported $86.4 million in revenue and an 82-percent growth rate over the last three years.

Patel, who will kick-start the brand’s growth efforts in the Midwest with his business partner Jay Punukollu, brings nearly a decade of experience to Massage Heights and is a well-respected multi-unit operator within the franchise industry.

He’s owned a variety of franchises throughout his career including Dunkin

Donuts, McAlister’s Deli, Tide Dry Cleaning and The Tilted Kilt.

Patel and Punukollu have been awarded the rights to the entire Chicago market and are starting to develop immediately.

They signed a lease for their first Retreat

in Naperville and are scheduled to open the location this summer. The partners are also targeting Geneva, Orland Park and Schaumburg to open additional Retreats over the next couple of years. www.massageheightsfranchise.com

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what’s new!

Baskin-Robbins Announces Island Creamery, Inc. as New Franchisee in Puerto Rico

Baskin-Robbins, the world’s largest chain of ice cream specialty shops, announced that Island Creamery, Inc. (ICI) has acquired more than 20 Baskin-Robbins shops in Puerto Rico, becoming the brand’s new sole franchisee on the island.

Under the agreement, Island Creamery, Inc. — owned and operated by Puerto

Rico-based The Larrea Group, a company with nearly four decades of experience in the local restaurant industry — will transform and grow the brand on the

island by remodeling existing shops and

adding new locations in Puerto Rico over the coming years.

Island Creamery, Inc.’s acquisition of the Baskin-Robbins shops represents a new era of possibilities for the iconic ice cream brand that has been present in the lives of Puerto Rican consumers for more than 40 years. This agreement has also sustained the jobs of more than 180 team members that diligently operate the more than 20 shops.

In addition to developing new BaskinRobbins restaurants in Puerto Rico, Island Creamery, Inc. will also remodel existing locations with the brand’s latest shop design, featuring bright and modern décor, comfortable seating, ice cream “super graphic” artwork, pink spoon door handles and digital menu displays to make it even easier for guests to choose and personalize their Baskin-Robbins order. www.baskinrobbins.com/content/ baskinrobbins/en/aboutus/ franchiseopportunities.html

Beef Jerky Outlet Plans Celebrations for National Beef Jerky Day Beef jerky’s popularity has skyrocketed as America’s demand for the tasty snack continues to grow. Beef jerky is known for its high protein and low fat content making it the ideal food for the entire family. It’s also one of the fastest growing snacks in the snack food industry.

It comes as no surprise that the Beef Jerky Outlet has seen notable success since it opened its first six franchise locations in 2010. The Beef Jerky Outlet now offers more than 200 jerky varieties including alligator, venison and elk. The franchise proudly has 59 locations open today with 41 more set to open in the next eight months.

Beef jerky is also the number one snack of the military. In honor of Veteran’s Day 2015 Beef Jerky Outlet locations collected donations for active military members.

“We offer military discounts to both our customers and our franchise owners” says Beef Jerky Outlet president Paul Lyons.

“They have done so much for our country, and we want to show our appreciation.”

Franchising USA

Beef Jerky Outlet CEO, Scott Parker says plans are also in development for National Beef Jerky Day on June 12th. “We are excited for National Beef Jerky Day because it’s a great way to get involved with local communities.” www.beefjerkyoutlet.com

UFC® Bantamweight Urijah Faber Partners with UFC GYM® To Open Location in Rocklin UFC GYM® announced its partnership with UFC® Bantamweight contender Urijah Faber to open a new gym in Rocklin. Faber, the former WEC featherweight champion, has partnered with fitness veteran Mark Polli and Mark Mastrov, New Evolution Ventures cofounder and part of the ownership group of the Sacramento Kings, on the location slated to open this spring.

“We are so excited to partner with an athlete like Urijah Faber,” said Polli. “Even though Urijah has become an international UFC star, he has not lost his humble roots and he wanted to make sure his first UFC GYM was located in the area where he grew up.”

The 10,000 square-foot facility will feature a 24-foot Octagon®, top-of-the-line strength training and cardio machines, battle ropes, agility ladders, bag room,

Brazilian jiu-jitsu studio and other

with the innovation of how the world’s best athletes train.”

workouts.

Since debuting in 2009, UFC GYM has opened more than 135 locations throughout the United States, Australia and Canada. The fitness franchise has continued to grow at a rapid pace with more than 50 locations opening in the past two years and over 30 gyms expected to open in the next year.

functional training equipment for dynamic “As a native of Sacramento, it means so much to me to be able to bring a UFC GYM to Rocklin and the Sacramento

market,” Faber said. “The UFC GYM

brand represents the ultimate in fitness

where members transform their lives by combining the best of traditional fitness

FASTSIGNS® Cares Initiative Benefits Local Charities and the Red Cross

www.ufcgym.com/franchising

FASTSIGNS franchisees who choose to participate in FASTSIGNS Cares may work with causes that are near to their hearts and/or join in raising money for the American Red Cross and the Canadian Red Cross.

“As leaders in the visual communications industry, we understand the power of a brand,” said Catherine Monson, CEO of FASTSIGNS International, Inc. “That’s why FASTSIGNS Cares includes raising money for the American Red Cross and the Canadian Red Cross, which are great brands that serve local communities.”

FASTSIGNS owners and their teams are involved in their local communities through a variety of business and charitable organizations. Both the types organizations served and the ways FASTSIGNS franchise owners work with them are diverse. For business organizations, this may include serving on committees or boards; for charitable organizations it may include franchisees serving as volunteers, offering their FASTSIGNS location as a collection point or by providing signs and graphics.

FASTSIGNS International, Inc., the franchisor of over 600 independently owned and operated FASTSIGNS® sign and visual graphics centers, has launched FASTSIGNS® Cares, a philanthropic initiative.

To join FASTSIGNS in raising money for the American Red Cross, donate at www.redcross.org/fastsigns-pub or text ‘redcross’ to 20673.

To donate to the Canadian Red Cross, please visit www.redcross.ca/fastsigns.

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cov er sto ry

H onk a mp K r u eg er

Franchises

in Good Hands When They Work with HKP

With a rapidly changing employment law landscape, franchises can find it difficult to keep up with everything they need to comply with under new regulations that seem to pop up each year, but one of the country’s largest certified public accounting firms aims to help them with that.

Honkamp Krueger & Co., P.C. has been in business since 1947 and currently ranks as the 65th largest certified public accounting firm in the United States. It employs 450 people in 12 locations throughout the country, but provides services to franchises and other businesses in all 50 states.

Honkamp Krueger has several affiliates, including HKFS, its financial services affiliate and HKP, its workforce management affiliate.

HKP is particularly helpful for franchises, as it offers a complete plate of human capital management solutions at one company, specializing in franchise services.

Human Resource Compliance One of the biggest pain-points HKP hears from franchise owners relates to keeping up with human resource compliance like the Affordable Care Act or Fair Labor Standards Act regulations. To help with these compliance issues, HKP offers a complimentary HR-Gap analysis for

Franchising USA

actually part of their team,” HKP president Natalie Hoffmann said, adding that the company works with thousands of franchises across various industries like restaurant, home health care and staffing.

Taxes and Consulting HKP is just one affiliate of the company that is helpful to franchises, but Honkamp Krueger and HKFS can also be of great help.

“All three of our companies can provide services in different ways,” Hoffmann said.

“When we are working with our franchises and other businesses, we help them mitigate their risks by doing a review of their current HR practices, policies and their compliance with state and federal law.”

- Lori Stewart, Director of HR Consulting Services, HKP.

franchise owners. The analysis is meant to uncover gaps in a franchise’s HR compliance and get those gaps filled before the franchise ends up in trouble.

“When we are working with our franchises and other businesses, we help them mitigate their risks by doing a review of their current HR practices, policies and their compliance with state and federal law,” Lori Stewart, director of HR consulting services for HKP said during a recent interview.

The HR-Gap analysis involves analyzing a few specific samples of key documents that franchises should — but often don’t — have within their business. The gap analysis can help franchises identify where their risks would be if they were audited or ever charged with an employment claim, unfair labor practices, or unfair hiring.

And of special interest to franchises at the moment is proposed changes to the Fair Labor Standards Act, which may affect the way franchise owners treat managers

and assistant managers via increased salary requirements. Stewart said HKP is watching these proposed new regulations closely and will be able to help clients with resources in that particular area to make sure all employees are classified and paid correctly.

Added Honkamp Krueger partner, Ryan Hauber; “We developed the opportunity for a complimentary review of a company’s compliance with human resource law because as the saying goes, you don’t know what you don’t know. We can help uncover embedded compliance risk and assist business owners in getting on the right track with their HR strategies.”

HKP can also provide comprehensive workforce management, payroll, HR, benefits, time and attendance, retirement plans and tax credits.

“We can supplement a franchise’s HR department and provide either projectbased or ongoing support where we’re

Honkamp Krueger offers accounting and business consulting services, which can be especially insightful for franchises at tax time, while HKFS can provide 401k and wealth management services.

Of particular interest to franchises is Honkamp Krueger’s tax consulting services, where the company will look at a franchise’s tax return and see if there are areas where the franchise could be saving money on taxes.

One particularly big area where franchises can save is tax credits for when they hire certain groups of people like veterans, people who collect food stamps or people who have been unemployed for a significant amount of time.

Honkamp Krueger will ensure a franchise is taking advantage of all the tax credits it is eligible for if it employs certain targeted groups.

“There are groups of people who qualify who can give businesses very lucrative tax credits,” Hoffmann explained.

The company president said most of the services that HKP and its various offshoots provide are services that franchises are looking to outsource and the company’s depth of experience adds even more value to those services for franchises.

For franchises, Honkamp Krueger, HKP and HKFS make that rapidly changing employment law landscape a lot more stable. www.honkamp.com

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ex per t advice

Brian Scudamore, Founder & CEO, O2E (Ordinary to Exceptional) Brands

Three Ways to Be More Productive in Business

from a CEO with ADHD

In this world of social media notifications and smartphone vibrations, it’s harder than ever to concentrate. A study recently revealed that human attention spans are at a record low, tapping out at eight seconds. Even goldfish last for nine!

bad thing. Moguls like Richard Branson and the founders of Jet Blue Airways and IKEA have all been diagnosed with ADHD. Maybe the most surprising stat is that people with ADHD are actually 300% more likely to own their own business. A study in Small Business Economics even points to a genetic link between ADHD and entrepreneurship.

We may be losing to koi, but in business, a fleeting attention span might not be a

After years of fine-tuning, here are productivity hacks that anyone can use in

Franchising USA

It could be because people with ADHD are energetic, distractible, impulsive, and usually OK with cutting their own path. As someone with those symptoms in spades, I can say that ADHD has been the secret to my success.

this distracting digital age - whether you have ADHD or not.

1

Let Others Shine

It can be hard for business owners to let go of their responsibilities. After all, your business is your baby. However, owners with foresight realize they can’t do everything forever and bring in people to specialize - and excel - in certain roles.

The ones who refuse to delegate end up doing too many things to do any well, damaging their chances for growth.

Thanks to ADHD, I’ve always been very aware that I simply will never be good at some things - especially if they involve close attention to detail! For example, combing through budgets is beyond me.

“Letting your brain have a chance to explore occasionally will lead to surprising moments of inspiration and re-energize your grey matter for the less imaginative tasks at hand.” re-energize your grey matter for the less imaginative tasks at hand.

3

Find Your Most Productive Self

ADHD has also forced me to pinpoint situations and times where I get my best work done. Maximizing those times and letting the rest go has made me much more productive.

Developing productivity hacks is about knowing myself well enough to know what works: I make time to work in coffee shops because the buzz gives me a different sense of energy. I dedicate a whole day each week specifically for developing ideas and setting goals. Each of these tricks helps me focus and get things done more efficiently.

After some tiring, stressful years trying to do things I couldn’t, I embraced a “two-in-the-box” leadership model and hired someone to oversee operations and strategy. I’m still able to handle the overall vision, but our COO Erik Church translates it all into business reality.

The Hack: The sooner you accept your shortcomings and let others shine, the faster you’ll grow your business - and the more productive you’ll be.

2

Let Your Creative Mind Wander

Thanks to ADHD, my mind wanders at inopportune times - like during meetings or networking events. I used to feel

distracted by it, but have since learned that embracing these moments of mental wanderlust can lead to new perspectives and creations.

One brainwave came when I was getting my home painted years ago. The crew offered to paint my home in one day! As I watched them hustle around my house, my mind went wild as I realized that this might be another 1-800-GOT-JUNK?: a business idea with the potential to go viral.

From that random thought grew WOW 1 DAY PAINTING, which now has dozens of franchises around North America.

The Hack: Letting your brain have a chance to explore occasionally will lead to surprising moments of inspiration and

The Hack: Evaluate when you are most productive and where you do your best work. Develop productivity hacks that work for you and maximize your time.

Entrepreneurship rewards those who can think outside the box, who see things differently and who look at the status quo as a challenge to be overcome. It’s why my ADHD has made me better at what I do and why I believe that discovering how to tap into your most productive self will help you in business.

Brian Scudamore is the founder and CEO of O2E (Ordinary to Exceptional) Brands, which includes companies like 1-800-GOT-JUNK?, WOW 1 DAY PAINTING,You Move Me and Shack Shine. Brian is passionate about helping others grow small to medium businesses and corporate culture. Tweet Brian at @ brianscudamore

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FR A NCH ISEE I N ACT I O N

Midas

Long Serving Midas Franchis

Excited About Future of Bra Midas celebrates its 60th anniversary this year, but rather than just celebrating what it has accomplished, it’s completely reinventing itself and that has one long-serving franchisee excited for the future.

Franchising USA

Kent Smith splits his time between Albany, NY and Boston, MA, as he owns 21 Midas franchises between those two cities.

Starting as a Midas employee in 1978, Smith purchased his first franchise in 1994 and has been growing his stable of shops since then. So, he’s seen Midas reinvent itself multiple times and the brand’s latest reinvention has him anticipating the company’s new direction.

That new direction is making Midas a tire destination. Known for mufflers, shocks

and other types of automotive service, Midas has now turned its attention to becoming people’s number one choice for tires.

Smith believes this next reinvention of the Midas brand will be extremely successful because the company was purchased by Sumitomo Corporation of America three years ago and now has the backing of Sumitomo and its subsidiary TBC Brands, which specializes in tires.

For every dollar of tire sales, Midas

“I realized along the way that I was making all the money for the franchise owner who was building family vacation homes all over the United States, putting his kids in the best colleges and going on all these lavish vacations while I was working. So I wanted to be part of that.” – Kent Smith the same franchisee until 1993, growing with that franchisee’s network of shops, moving up to assistant manager, then manager of a store for three years and, finally, to supervisor for a group of stores.

But while climbing the corporate ladder was fine for a while, that top step still looked better than what he was experiencing.

see

t and franchisees can expect a dollar fifty in additional sales for higher revenue, higher profit margin services, Smith explained.

This newest reinvention of the brand has him so excited, Smith is anticipating expansion himself, noting that he would add more shops to his network if the deals are right.

Getting Started Smith started as an installer of mufflers and shocks back in 1978 and worked for

“I realized along the way that I was making all the money for the franchise owner who was building family vacation homes all over the United States, putting his kids in the best colleges and going on all these lavish vacations while I was working,” Smith recalled during a recent interview from his apartment in Boston.

“So I wanted to be part of that.”

In 1993, he left that franchisee’s network of shops on amicable terms to buy his own Midas franchise, but the move wasn’t easy.

First, he lived in Boston at the time, but his former employer and a business partner owned all the Midas shops in and around Boston. That meant Smith had to relocate, so he chose Albany.

Then, when he tried to buy three failing Midas franchises in the Albany area, nobody was willing to provide him with the financing to do that.

Smith convinced Midas and the current store owners that he could turn those failing franchises around and make them profitable. So, he signed a management contract for a year and was able to double the sales for all three locations in 12 months and make them profitable.

That was enough for him to secure the financing he needed to buy those three stores. And, because Smith was already used to working in a large network, he

kept looking for stores to buy between Albany and Boston.

By 2000, Smith had nine locations and in 2011 when his old boss retired, he bought another 11 from him and has added some and sold some in the intervening years to make his current total 21.

Smith’s former boss was keen to have Smith take over his stores because he recognized Smith’s knack for taking underperforming stores and turning them into profitable endeavours.

There’s no secret to how to turn a store profitable, Smith noted. It’s people. Get the right managers and service advisors in place and you’ll have a good business.

Outside Help Because Smith approached franchising from inside the company, working his way up, he was already more than familiar with what it took to run a successful store. And while Midas gave him the same training it offers to all new franchisees, Smith routinely looks outside the company for additional help from consultants.

“I’m a firm believer in hiring outside consultants to improve the production in my store and provide inspiration to the employees in my business so it’s not just a job for people,” Smith explained. “It’s more like a career.”

Smith relies on Midas for technical training like teaching employees how to sell tires. And, at the moment, there is a big focus on getting all of Midas’ stores prepared for their transition to a tire destination.

Because of this current transition, Smith noted, he believes it’s a good time for potential franchisees to get involved with

Franchising USA

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FR A NCH ISEE I N ACT I O N

Midas

the company to get in on the ground floor of their rebranding efforts.

Smith has been doing this himself, as helping new franchisees get their start is something else that excites him about being a business owner in the Midas family.

He’s already helped five of his former employees become franchisees and he’s prepping another two for eventual franchise ownership now.

Smith provides in-store training and advice for potential new franchisees and helps them get set up for franchise ownership, even selling them their first shop sometimes.

“That’s what I get excited about now,” he said.

Franchising USA

“I’m a firm believer in hiring outside consultants to improve the production in my store and provide inspiration to the employees in my business so it’s not just a job for people; it’s more like a career.” – Kent Smith The average store sales for the five guys he’s helped groom for business ownership are over a million dollars for each store.

years once he got a foothold established.

Now that those five new franchisees are up and running, they’ll need to go through the same learning process Smith himself went through as a business owner.

With its new direction and fresh focus, at 60 years old, Midas has successfully reinvented itself once again and holds great opportunity for people like Smith who want to be business owners.

That process saw some lean years while getting established, but also many good

“Midas has been very good to me and my family,” he said.

www.midasfranchise.com

A FRESH WAY TO FRANCHISE!

Add The Best Value in America* to your portfolio Multi-unit franchising opportunities available

Visit LittleCaesars.com or call 800.553.5776 *“Highest Rated Chain - Value For The Money� based on a nationwide survey of quick service restaurant consumers conducted by Sandelman & Associates, 2007-2013. 47233

ex per t advice

Ken Hutcheson, President, U.S. Lawns

How to Select the Right Franchise individuals who want to operate their own business and for those who want access to resources that are going to help them grow their business.

Ken Hutcheson

Most people are familiar with the concept of franchising but they often equate it to large fastfood corporations like McDonalds and Subway.

Many people aren’t aware that there are thousands of franchise opportunities available, encompassing a variety of different industries.

But, with so many franchise opportunities out there, how can you be sure you’re choosing the right one? This article will share insight into why franchising is an attractive option, details that potential owners need to think about before joining a franchise, and information about the selection process.

Why Franchising?

Franchising is an attractive option for

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Successful franchises are prosperous for a reason—the franchisors have already done the heavy lifting and have identified a profitable market opportunity. When you choose to join a franchise, you have instant access to a proven business model that is designed to serve a specific market.

Franchisors have also built the necessary systems and processes their franchisees need to accelerate growth and get their businesses off the ground. This allows the franchisees to focus on their customers’ experience, employee recruitment, and ongoing employee—rather than on possible setbacks in their business structure.

Joining a franchise also opens the door to an instant network of business professionals within the same industry.

There’s a strong sense of camaraderie and frequent knowledge-sharing among franchisees.

Is It Right For You? Before selecting a franchise, candidates should ask themselves a few questions to determine whether or not they should continue moving forward in the selection process.

“Do I want to be involved in a franchise, or do I want to do this by myself?”

Often times a candidate is experiencing something in their career that’s pushing them to start their own business, or start on a new track. During this time selfreflection is critical. If a candidate does decide they want to join a franchise, they have to understand that there are certain brand standards and processes they must

abide by. While the franchisor is there to support their franchisees, it’s also their job to enforce the franchise’s rules and regulations. Candidates need to be able to trust the franchisor’s business model and not have the desire to ‘go rogue.’

On the other hand, if the candidate wants to go into business on their own, they have to understand and accept all of the risks involved. Owning a small business is particularly tough on the owner. Important decisions—like how to create a successful business model, which employees should be hired, how should you run the day-today operations, and who will conduct the training—all fall to the owner, which can lead to a higher risk of owner burn out.

This increases the risk of the business either plateauing or failing. By joining a franchise, sole business owners have the ability to continue to carry out their passion while creating infrastructure to support a more profitable business.

“Do I want to be the one running the business, or do I want to be the one performing the work?”

Some people want to be hands on and physically carry out the job, while others prefer to manage and oversee the company’s operations. For instance, tradespeople like craftsmen, mechanics, plumbers, and designers, are typically happy with the hands-on nature of their work. Overseeing the operations of a business wouldn’t satisfy their needs.

“Will the revenue and profit generated by the business allow me to achieve my desired lifestyle?”

There are always costs associated with owning your own business, even in franchising. From a financial standpoint,

candidates must be able to afford the initial fee to join the franchise. In addition, owning your own business requires an extensive amount of time and energy—particularly in the first two years. Candidates need to consider if they’re willing to invest the time it takes to nurture their business. If they’re committed to growing their business, they will have the opportunity to increase their ROI each year—which leads to accomplishing the candidate’s desired lifestyle goals, whether it be spending more time with friends/family, or taking more time off to travel, etc.

Does their level of customer service support the way you feel about treating customers? Feeling proud to be a part of your franchise is an important factor in choosing the right one.

How to Choose the Right Franchise

Even though the process can seem overwhelming, if a candidate takes his or her time to do their homework, they will be able to identify which franchise is right for them.

It’s important to visit the franchisor before your purchase, so you can see if their culture aligns with yours. Candidates should also ask local franchisees about their experience. For instance, do their mission and values match yours?

Likewise, the franchise you buy into must be in an industry that’s sustainable. There has to be a constant need for that product or service in order to achieve sustainable growth. Opportunity for growth is another factor that candidates need to keep in mind. Just like in any business, franchisees constantly need to be thinking about how they’re going to market themselves and attract new customers.

Ken Hutcheson is President of U.S. Lawns, a wholly-owned subsidiary of the ValleyCrest Landscape Companies.

“By joining a franchise, sole business owners have the ability to continue to carry out their passion while creating infrastructure to support a more profitable business.”

Mr. Hutcheson joined U.S. Lawns in 1995 and has been instrumental in growing the landscape management franchise organization from a regional 18-franchise network to a national franchise industry leader with over 250 franchises. U.S. Lawns services customers in all 48 continuous states.

Based in Orlando, Florida, U.S. Lawns is nourished by the values and passion of family-owned and operated franchise businesses and Mr. Hutcheson is a champion of the entrepreneurial spirit and teamwork that defines its culture. uslawns.com/franchise

Franchising USA

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question time

George Bobbitt, Chief Operating Officer, CMIT Solutions, Inc.

with George Bobbitt Our team at Franchising USA had a chance to sit down with George Bobbitt, Chief Operating Officer of CMIT Solutions, to learn more about the growth and success of the company. Our questions are in bold.

Hope you enjoy reading!

What is your professional background?

After graduating from West Point Military Academy in 1989 with degrees in engineering and computer science, I

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subsequently served in the U.S. Army until 1994, leaving as a captain. While serving, I was awarded the Bronze Star for combat action in the First Gulf War. Then, from 1994 to 2006, I worked in the telecommunications industry within in various product line management and business development roles. I also received my MBA from the University of Chicago in 1997. From 2006 to 2015, I was in the Defense and Intelligence industry, working intensively for mergers and acquisitions, and I also ran a joint venture where my team developed an enterprise level software package for certain classified customers. I started at CMIT Solutions in October of 2015.

My background has prepared me for my

How has your background prepared you for your current role with CMIT Solutions?

is focused on leveraging technology for

current role with CMIT Solutions for many reasons. I’ve worked with and supported a diverse group of people over the course of my career. Also, in every position I have

held in the past, I’ve worked to understand and leverage technology to achieve

business success. I’ve also extensively

worked to set and accomplish goals that drive steady improvement.

What attracted you to the CMIT Solutions model?

What makes CMIT Solutions stand out

to me is that it provides franchise owners the opportunity to work in a system that

business customers. The franchise model also has exceptional growth potential.

“It is important to remember that investing in franchising is also investing in an asset. Aspiring franchisees should ensure their system of choice allows them to make the most of that asset’s value.” of collaboration across the board, so a franchisee knows they can reach out to over 700 engineers and over 130

other owners (some have more than one territory) from across the country for assistance with any customer need.

Do you have any advice for our readers who are exploring franchise opportunities?

As aspiring entrepreneurs explore

opportunities, I advise them to ensure they understand the average day-in-the-life of

an existing franchise owner, how that day

evolves as a business grows over time and that they can see themselves in that role.

Also, it is important to remember that

investing in franchising is also investing in an asset. Aspiring franchisees should

ensure their system of choice allows them to make the most of that asset’s value.

George Bobbitt is the Chief Operating Officer of CMIT Solutions, Inc. CMIT Solutions (CMIT) is a leading

What are CMIT Solutions’ expansion plans?

We currently have just over 150 territories in the US and Canada, and we foresee

expanding that number to 500 territories

by 2024. We are already putting a number of tools in place so we can successfully reach this goal.

What type of support does CMIT Solutions provide its franchise partners?

In addition to training, marketing support, product testing, new product development and business coaching, CMIT Solutions provides each franchise partner a wellestablished back office system that is second to none. This system allows franchisees to properly manage their customers’ systems and employees easily and efficiently with a 24/7 help desk service and Network Operation Center.

We also provide discounts and exclusive vendor services to our franchise partners that only the largest of companies can negotiate. There is also a strong culture

provider of information technology (IT) professional services and products to businesses across a range of industries, and is uniquely capable of supporting companies anywhere, coast to coast in the United States. Because of its growing geographic presence and partner programs, CMIT is a very attractive sales and/or support channel for larger firms desiring to reach the millions of small and mid-sized businesses in the United States. www.cmitsolutions.com

Franchising USA

question time

Page 21

ex per t advice

Blase Bisceglia, CEO, Fence Dynamics

Why Should You Invest in a Niche Franchise?

Investing in a franchise is an exciting venture, and can be a very rewarding and profitable experience.

There are a number of benefits to investing in a franchise, but one of the most difficult decisions you have to make is selecting a franchise that is the right fit for you.

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There are countless franchise opportunities and markets an entrepreneur can choose from, and finding the right one can mean the difference between building a strong, long-lasting business or struggling to keep the lights on. One of the areas you’re likely to find a sound investment is within niche businesses, where your competition is comparatively thin.

When you choose a niche franchise like fence contracting, you’re getting involved in something that often times isn’t part of a massive franchise industry like restaurants or retail outlets. In fact, when it comes to fence franchises, you’re looking at only

a few in the entire U.S. That’s despite the fact the fence construction market is a $6 billion industry, employing more than 40,000 workers. The market was greatly impacted by the housing market crash, but since 2011, disposable income has increased and new house starts have grown, bringing success to constructionrelated businesses like fence contracting.

Projecting into the future, analysts project market growth in the fence construction industry through 2020.

Given that scarcity, you might ask yourself why you should commit your hard-earned money to something like that?

The answer: precisely because there aren’t

Blase Bisceglia

“When entering a niche franchise market, your competition typically is scarce in comparison to more popular franchise markets like food and retail.” be mom and pop shops. While these business-owners are often experienced and successful, they won’t have the kind of established policies, procedures and protocols that help a new business be successful right out of the gate – or fence, as it were.

a lot of other franchises. When entering a niche franchise market, your competition typically is scarce in comparison to more popular franchise markets like food and retail. Though it may be a fruitful industry, most entrepreneurs are unaware of the niche market, and thusly are hesitant to get involved in something less ubiquitous than a franchise found on every street corner.

However, investing in something like a fence franchise provides an opportunity to develop a business without combating the efforts of a large number of competitors already established in your area.

particular location, meaning that clients will choose you over companies that offer similar services but are farther away.

For example, operating a fence company closer to your customers (especially in the Orlando area where nearly everyone has a residential pool) means the ability to set competitive prices and offer exclusivity that can help you start establishing a clientele quickly. Embrace a customer-first business model like Fence Dynamics, and you’ll soon have the loyalty you need to turn your franchise investment into a living, breathing small business.

In the best case scenarios, your niche business may be the only one in a

As in the case of fence businesses, if you do have competitors, they will often

Another reason to choose a niche franchise is the opportunity to become a leader within your niche industry.

Investing in a larger business market, like food or retail, means you will always be competing against a large number of business-owners with the same or similar expertise as you. When you choose a niche franchise business, you can easily become the go-to person in your local area for a particular body of knowledge. Fence and construction-based franchise opportunities give you the chance to do just that, while also providing a valuable service to residents of your region.

Blase Bisceglia is the president and CEO of Fence Dynamics, the premier fencing franchise in Southwest Florida. Blase has more than 25 years of experience with the nation’s leading building companies, and is now the owner and operating of both Fence Dynamics and Tarpon Bay General Contracting. www.fencedynamicsfranchise.com

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ex per t advice

Charles S. Birenbaum, Greenberg Traurig LLP

Who’s the Boss

New Joint Employer Rules Make Companies Think Twice About Staffing Arrangements, Independent Contractors, Corporate and Debt Transactions, and Other Business Your company has decided to hire a staffing agency. You sign a contract that states the staffing agency will provide temporary workers to your company. The contract contains legalese reserving your company’s right to exercise limited control like assigning work and setting hours.

You tell the staffing agency that your company is open Monday through Friday from 9:00 a.m. to 5:00 p.m. Aside from that, you leave the details up to the staffing agency. Your company never actually exercises the limited control reserved to it in the contract, and the staffing agency in fact takes control of the temporary

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work force – by hiring, supervising, and disciplining workers and handling day-today employment. Could your company be considered a joint employer of these workers? Could your company face joint liability with the staffing agency for any labor law violations? If these workers attempt to unionize, might you be required to bargain with a union over the terms and conditions of their employment?

According the National Labor Relations Board (NLRB) and the Department of Labor (DOL), the resounding answer is “yes.” The NLRB and DOL have recently

expanded joint employer standards.

Late last year, the NLRB made sweeping changes to its joint employer standard in Browning-Ferris Industries of California, Inc., announcing that a company is a joint employer if it exercises “indirect control” over working conditions or if it has “reserved authority” to do so. This marks a significant departure from the joint employer test that the NLRB has used since 1984, which required that a putative joint employer actually exercise control over essential terms and conditions of employment. Prior NRLB decisions required that the type of control exercised be “direct and immediate.”

The DOL’s Wage and Hour Division followed suit in January 2016, issuing enforcement guidance on joint employment under the Fair Labor Standards Act. The guidance purported to clarify the DOL’s existing regulations addressing joint employer relationships,

predictability of the law, which has been applied uniformly for over 30 years. It is unclear how much “indirect control” or “reserved authority” will cause a jointemployer finding.

which were last amended in 1961. Like the NLRB, the DOL’s guidance sets forth a much broader standard for joint employment findings. Congress has recently obtained evidence that the agencies collaborated to expand employer liability.

Proponents of the new joint employer rules justify them to address the rise in contracting, franchising, flexible work relationships in the new economy, and other similar employment practices. New rules expand enforcement of worker protections like minimum wages, overtime pay, and the right to unionize. Employer groups argue that new rules undermine the

These new standards have troubling impacts. For example, franchisors are uncertain how to proceed under the new standards. While they await further rulings on the subject, franchisors are changing the ways in which they deliver guidance and support, such as avoiding direct contact with employees and instead communicating directly with the franchisees. Franchisors are considering taking other steps such as providing less support and training to franchisees for key functions like sales, marketing, technology, customer service, recruitment, and business advice. This would place considerably higher costs on franchisees, reducing operating margins and risking profitability. Franchise owners are assessing options for addressing these added expenses, including: (i) passing costs on to consumers, (ii) reducing products/services, and (iii) reducing or eliminating jobs. See Crews, A., Zhang, K. and Liuzza, C. “FRANdata Key Findings and Survey Results: 2015 National Labor Relations Board Joint-Employer Ruling.”

Survey. frandata.com. FRANdata, 2015.

According to survey results released by FRANdata, an independent research company that conducted hundreds of telephone surveys with franchisors to determine how they are reacting to the expanded joint employer standard, an estimated 600,000 jobs may be lost, or not created, in the next two years.

The survey results predict that at least 40,000 franchise businesses operating in more than 75,000 locations are at risk of failure because of these recent legal developments.

world. In financing relationships, lenders often reserve the right to approve labor and employment contracts like collective bargaining agreements. Insurers must analyze whether joint employer rules impact coverage in current policies and the need to write policies differently. In mergers and acquisitions, the parties must take care to analyze their indemnifications and other terms. Companies have to plan for practices, like collective bargaining, where they previously had no role.

Entire bodies of law will rotate liability like never before, for example, neutral employer protection from strikes and picketing will be lost for many.

Browning Ferris has appealed the NLRB’s ruling to the D.C. Circuit of the U.S. Court of Appeals. The NLRB, DOL, and courts will churn out application of the new rules over time. Companies cannot afford to “wait and see” before making adjustments. Although joint employment status is a factual inquiry that will vary from employer to employer, companies should review their employment practices, contractual arrangements, and course of dealing in light of the significant changes in the law announced by the NLRB and DOL. Charles S. Birenbaum is a shareholder in Greenberg Traurig LLP’s San Francisco office and serves as the firm’s Chair of Northern California. He focuses his practice on traditional labor and employment law matters, and has wideranging experience litigating in state and federal courts as well as various administrative agencies. He can be reached at birenbaumc@gtlaw.com or (415) 655-1300.

The hidden exposure of new joint employer law is all over the business

“New rules expand enforcement of worker protections like minimum wages, overtime pay, and the right to unionize.”

Charles S. Birenbaum

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have your say

Alejandro Badia, MD, FACS

Why Right Now is the Time to Invest in a

Healthcare Franchise As an orthopedic surgeon, it was not uncommon for me to treat patients who had suffered an orthopedic injury and first sought treatment in an emergency room.

Once there, the patient would experience long wait times only to be treated, released and then referred to a specialist like myself. This methodology increased not only the patient’s healthcare costs and recovery time but also produces less than optimal outcomes.

Six years ago, I thought to myself, there must be a better, cost effective and

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efficient healthcare model that would also sustain a healthy bottom line. It was at that moment when I envisioned a simple strategy combined with a transparent business model. It was a franchised urgent care center specializing in orthopedic when-needed care.

Today, OrthoNOW® is the nation’s only orthopedic urgent care center franchise with 10 franchise locations between South Florida and Georgia. Similarly, Nitelight Pediatric Urgent Care as well as AFC/ Doctors Express Urgent Care, one of the pioneers of urgent care franchising, have disrupted the healthcare ecosystem, presenting investors with a solid, recession proof business opportunity even if they are not a health care professional. Health care exists no matter the economic conditions and the demand for services increases every year.

“You want to invest with a franchise that is always considering new solutions to make your business operate more efficiently.”

• Technology Resistant – There are some services that cannot fully be provided by the Internet nor can it be outsourced overseas. Yes, the newest technology certainly plays a role in our business, but care MUST be provided by expert and compassionate caregivers.

As I have navigated the healthcare franchise world, I have learned some incredibly valuable insights that I refer to as my ‘key healthcare franchising tenets’ and I would like to share those tips with prospective healthcare investors as they embark on their new journey: • Simple Strategy – If it is too complicated to understand, it’s probably not the right solution for you.

Thankfully, our strategy is clean and simple: expert orthopedic care for everyday injuries that’s convenient and affordable.

• Predictable, Reliable, Stable Business Model – When it comes to injuries, they happen every day and never by appointment.

Healthcare urgent care offers that stability.

• Proven Business System – Be sure that the franchise you are considering has developed business operations processes, advertising and marketing strategies and general procedures for launching and managing profitable locations. The operations model needs to be efficient and effective and constantly improving. You want to invest with a franchise that is always considering new solutions to make your business operate more efficiently.

• Experienced Team – Align yourself only with a corporate staff that consists of proven business, medical, and franchise professionals.

It is essential in order to get all of the support you need to thrive as a franchise owner. For instance, we are committed to providing assistance all along the way as you train, choose your site, build out your center, staff it, launch and grow a profitable business.

• Understand Your Competition – Carefully consider your competitive landscape as you will need to uniquely position yourself to dominate in a highly fragmented market. Fortunately, in our case, there is no competition as we are the first and only national expert orthopedic urgent care franchise.

“Ensure that you are partnering with a powerhouse that is targeting multi-unit operators and area developers and who understand the power of scale.”

• Growth Opportunities and Scalability – Ensure that you are partnering with a powerhouse that is targeting multi-unit and Area Developers who understand the power of scale.

• Multiple Income Streams – Look for opportunities that offer multiple ancillary products and services that will drive revenue.

• Optimized Profitability – Evaluate to determine if your managed labor costs make it affordable to scale.

• Residual Income Streams – Look for an offering that features repeat visits, referrals and ongoing care services.

Alejandro Badia, MD, FACS is an internationally renowned hand and upper extremity surgeon at Badia Hand to Shoulder Center in Doral, Florida.

After years of a successful medical career and a prestigious speaking legacy, he saw a need for specialized orthopedic urgent care centers to efficiently assess and treat a range of orthopedic and sports injuries and founded OrthoNOW®, the only network of orthopedic urgent care centers in the country. Each OrthoNOW® has a team of orthopedic specialists on staff that treat broken bones, sprains, torn ligaments and muscles, cuts, sports and workers compensation injuries.

Dr. Badia is a two-time South Florida Business Journal Top 100 Power Leaders in Healthcare and a Top 100 Under 50 Diverse Executive Leader

by Diversity MBA Magazine, has also been honored with Legacy Awards from Today’s Work Comp Professionals and The Doral Business Council.

OrthoNOW® was named a “Top Ten Franchise Opportunity” in healthcare

by Entrepreneur Magazine and featured: Orthopedics This Week, South Florida Business Journal, and The Miami Herald among others. www.OrthoNOWfranchise.com

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have your say

Page 27

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FranchisingFeature spo rts & fi tnesss automotive

june may 2 0 1165

‘Rock Hound’ Becomes Rock-Solid

PIRTEK owner

5 tips

for managing online reviews of your business

the appeal of running an

automotive franchise

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JOIN THE #1 TRANSMISSION AND TOTAL CAR CARE FRANCHISE COME VISIT US AT THE INTERNATIONAL FRANCHISE EXPO, BOOTH #428 AT THE JACOB JAVITS CENTER IN NEW YORK, 6/16-6/18 • No automotive experience necessary • Immediate brand recognition • Strong center financials* • World Class Support

866.379.5649

www.aamcofranchises.com Franchising USA

*Please see item 19 in our 2016 FDD for our financial performance representation

44

Our Special Supplement in Franchising which Features a different industry each month has become a regular of Franchising USA. To share your specific expert industry advice or to feature your franchise in the next issue, please contact: Tuesday Royko National Accounts Manager Phone: 204 414 3303 Email: tuesdayr@cgbpublishing.com

Contents On the Cover 36 PIRTEK

36

38 The Appeal of Running an Automotive Franchise

Expert Advice 44 5 Tips for Managing Online Reviews of Your Business

Brian Sparker, Head of Content Marketing, ReviewTrackers

42

Focus 42 AAMCO 46 Midas

46

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au to m ot i v e FR A NCH ISI NG

what’s new!

AAMCO Launches Platform to Enhance Consumer Financing Options

AAMCO, the world’s largest chain of transmission specialists and leader in total car care, recently selected LoanHero, a disruptive consumerlending platform, to provide enhanced consumer financing options to its franchisees system-wide.

The company is in the initial stages of rolling out the new consumer finance technology platform, which allows customers to submit one credit application to access multiple lenders in order to optimize consumer and merchant terms and maximize loan approval rates.

Through this partnership, customers have the option to apply for a loan for their automotive repair services via their web browser or mobile device.

“This new, robust consumer financing program is part of a broader strategy to significantly improve AAMCO franchisees long-term profitability,” said Jim Gregory, CFO of AAMCO Transmission, Inc. As a result, AAMCO will become more

in line with other industries, having

For over 50 years, the brands locally

process around 50 percent of sales via

service centers have employed the latest

rate of roughly 10 percent.

www.aamcofranchise.com

a comparable average ticket size, that

credit as compared to AAMCO’s current

owned and operated independent technology.

Educational Video Series Offers User-Friendly Car Care Tips Cottman Transmission and Total Auto Care, revered across the nation for the honesty and integrity that defines each and every customer experience, today released an educational video series in conjunction with April’s National Car Care Month.

Featuring the brand’s signature Cottman Man, the videos provide user-friendly tips on topics relating to car care, such how to address annual car service needs, routine maintenance, road trip precautions and many more relevant consumer preventative and proactive car care tips.

“We created this video series as a fun and informative way for our loyal and growing base of customers to learn more about how to avoid car problems, and what to do if they occur,” said

Franchising USA

Derik Beck, vice president of digital marketing for Cottman Transmission and Total Auto Care. “Putting The Cottman Man to work in these short videos helps to demystify car care for our customers by solving common car problems.”

The Cottman Man Educational Video Series can be found on www.cottman.com/videos.

Tint World Expands into Mississippi and Beyond and the fact that we’re a locally owned and operated store coupled with a national presence made it a really good fit for us.

Based on the success stories of other stores and the buying power we have, we’ll be able to bring a lot of great products and services to the Gulfport-Biloxi area.”

Tint World® is currently seeking single and multi-unit operators, as well as potential co-brand and conversion stores in all 50 states, with high customer demand in: New Jersey, Arizona, Connecticut, Oklahoma, Washington, Ohio, South Carolina, North Carolina, California and Tennessee.

Tint World® Automotive Styling

operated by brothers Donnie and Steve

Centers™, a leading auto accessory and

Saucier.

window tinting franchise, opened its

“I loved the concept of Tint World®,” said

first Mississippi location in Gulfport.

The Gulfport store is owned and

Donnie Saucier. “Their marketing plan is second to none based on my experience,

Franchise candidates should have a passion for providing a high level of service and a desire to be on the leading edge of growth and income opportunities.

For more information, call 800-767-6468 or visit www.tintworldfranchise.com to download a Tint World® franchise kit.

Big O Tires Now Has 105 Locations in California Franchisee new to the brand opens first store in El Cajon One of North America’s largest retail tire and automotive service franchisors with 389 franchisee-owned and 2 company-operated locations in 19 states, is pleased to announce the opening of a store in El Cajon, California; this is the fourth Big O Tires location in the San Diego region.

The store was formerly run as Devore Tire. It is owned and operated by franchisee Bill Clark; this is Bill’s first store as a Big O Tires franchisee.

“Making the decision to join a world class organization with buying power, marketing expertise, outstanding support and a knowledgeable team of franchisees was an easy one,” said Clark.

“Transitioning to Big O Tires has been a seamless experience.

All of the teams that I have had the opportunity to work with

have been extremely detail-oriented, knowledgeable and helpful throughout every step of the process. I applaud them for their efforts.”

“Bill’s success in the automotive aftermarket industry speaks to his dedication to his team and to his customers; his operational excellence, commitment to delivering exceptional customer service and knowledge of the industry will continue to benefit him as a member of the Big O Tires family,” said Kevin Kormondy, Executive Vice President and Chief Operating Officer of Big O Tires. www.bigotires.com

Franchising USA

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au to m ot i v e FR A NCH ISI NG

what’s new!

TBC Brands Continues Focus on Commercial Truck Tires Industry veteran Aaron Murphy’s strategy in place Just three months after joining TBC Corporation (TBC), one of North America’s largest marketers of automotive replacement tires, as Vice President of Commercial Truck Tire Sales, Aaron C. Murphy has defined a vision for the team that strategically aligns with the growth initiatives of TBC Brands, one of the largest distributors of private brand tires in North America. His knowledge of the industry, marketing expertise and operational acumen has already had a positive impact on relationships with existing customers.

Sumitomo Tires’ product line for commercial and heavy duty vehicles has been a primary concentration for Murphy since joining the organization. In addition to focusing on specific brands,

Murphy has prioritized building a team of seasoned professionals to support the commercial truck customer with tools that will enhance profitability and reliability.

The team will be strategically located throughout North America to best serve current and potential customers.

“My goal for the team is to constantly improve our product lines for our customers,” recognized Murphy. “As the marketplace changes, it’s imperative that we evolve too; we will capitalize on our strengths to give customers the most options when programming, sourcing and buying commercial truck tires.”

“At TBC Brands, our underlying mission and vision is built on our foundation to provide dealers with high-quality product lines through an effortless process,” said

Alta Mere Offers Protection from Sun with Custom Window Tinting

Marty Krcelic, Executive Vice President of TBC Brands. “Aaron’s multi-faceted approach built on the importance of educating consumers by promoting awareness through marketing initiatives closely aligns with our mission and is exactly what we were looking for in the commercial truck tire line of our organization.” www.tbcbrands.com

The warmer weather of spring and summer is now here, and with that, so too is rising temperatures in the inside of our cars. Luckily there is an easy solution to protecting drivers and their vehicles from the heat and damage of the sun’s rays.

Alta Mere is a national franchise that offers high tech automotive accessories and driver safety products. One of Alta Mere’s signature services is customized automotive window tinting installation. The service is especially popular this time of year as people are mindful of the sun’s effects on their cars.

Window tinting benefits a car and its driver in many different ways. The protective film has been proven to greatly reduce the internal temperatures of vehicle, creating a cooler and more comfortable driving experience. Window film keeps drivers safe by reducing up to 99 percent of harmful UV rays that come from exposure to the sun. The service helps protect areas of a car such as leather seats and dashboards that receive the most exposure from the sun and suffer fading and cracking.

Professionals at Alta Mere can customize the degree of window tint to fit driver’s exact preference. www.altamere.com

Franchising USA

Former Band Director Leverages Leadership Skills to Grow Automotive Service Centers Jiffy Lube franchisee Chris Yoo brings a whole new meaning to transferrable skills. Within the first year of acquiring Jiffy Lube service centers in Kentucky, Yoo generated an approximately 5 percent increase in sales and 10 percent increase in car count across his 7 service centers. Just a year prior, Yoo was serving as a band director, leading high school students to fulfill their musical ambitions.

Leveraging his leadership expertise as a band director helped Yoo effectively manage his service center employees.

And, mentoring his team members on a career path for their long-term success has resulted in success for his overall business.

on students beyond the classroom, his

After 9 years as a band director, a job he found particularly rewarding due to the positive impact he was able to make

started to research the industry, I realized

attention turned to his own children. “I

realized that my current career took time

away from my family,” Yoo shared. “As I

associated with the Jiffy Lube franchise.”

Having taken the plunge to change careers a year and a half ago, Yoo hasn’t looked back and is proud to be part of the automotive maintenance industry.

there were attractive profit margins

www.jiffylube.com

place for us to familiarize more people with our brand.”

with people who can benefit from our services,” Duff said.

Greg Duff, PIRTEK West End’s operations manager, has raced for several years in the International Motor Sports Association, winning two championships while managing a racing facility.

PIRTEK, a leader in fluid transfer solutions, provides hydraulic and industrial hose replacement sales and services from its 57 Service & Supply Centers and fleet of Mobile Service Vehicles across the country.

‘PIRTEK Lane’ Now Featured at Richmond Dragway PIRTEK West End in Richmond, VA, has recently become a sponsor of Richmond Dragway. During competition, the announcer now refers to the right lane as the “PIRTEK lane” when drivers enter it. PIRTEK’s logo also appears on the scoreboard and in the online feed.

Richmond Dragway is sanctioned by the International Hot Rod Association and features a quarter-mile track. The racing season began in March and will run through the end of December.

“It’s a good match,” said Suchit Gandhi, owner of PIRTEK West End. “The racing industry makes heavy use of hydraulics and hoses, and the competitors are typically industry owners, so it’s a logical

“We thought it would be a good way to get involved in the community and connect

www.pirtekusa.com

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pirt ek

‘Rock Hound’ Becomes Rock-Solid PIRTEK Owner Virginia Beach Service & Supply Center has strong over-thecounter automotive business

“The biggest reward is having customers tell you how important your business is to them, how good your employees are, and just how much our service means to them.” – David Driskill

Franchising USA

PIRTEK franchise owners come from the widest range of experiences and educational backgrounds imaginable. Case in point: David Driskill, owner of PIRTEK Lake Wright in Virginia Beach, VA, who earned his undergraduate degree in geology from the University of Alabama.

“An education can help you with running a franchise,” said Driskill, who also holds an MBA from Old Dominion University.

“There is no academic degree that can fully prepare a person to manage a small business – you still have to learn as you go.”

The geology background did figure into Driskill’s career path, a path that led ultimately to PIRTEK. After graduation, he started working sales and business management for a company that made earth-moving machinery. “The heavy machinery was related to my background, to geology, with all the digging and dealing with rock quarries in the earlier years,” he said.

Driskill continued in that industry for more than 20 years. But when his employer kept changing owners every few years, he decided to try something else.

The hydraulic hose business seemed a natural fit based on his familiarity with hydraulic machinery. But Driskill realized he’d have to learn more about how to install the hoses.

After doing some internet research, Driskill ran across PIRTEK. “When I realized it was a franchise, I shifted gears and started investigating PIRTEK,” he said. “It was all about

“We’re not just a hose shop, we are a service business. It’s a ‘right now’ business. We don’t just tell them we’ll place an order. We don’t tell them we’ll be there in a couple of days.” – David Driskill equipment uptime, minimizing downtime.

The business model made perfect sense to me.”

There are 57 PIRTEK Service & Supply Centers in the United States. The company has a line of fluid transfer products – oils, lubricants, hoses, fittings – all branded with the PIRTEK logo. Globally, PIRTEK has more than 400 locations and 2,000 Mobile Service Vehicles serving industries that use equipment with hydraulic- or pneumatic-powered machinery. When a company needs a hose replaced in a hurry, PIRTEK technicians do the customization and installation on site.

“We’re not just a hose shop, we are a service business,” Driskill said. “It’s a ‘right now’ business. We don’t just tell them we’ll place an order. We don’t tell them we’ll be there in a couple of days.”

As Driskill was setting up his PIRTEK franchise, the recession was ramping up, making the startup extra challenging. But he stuck with it, did a lot of marketing, and shook many hands. “It was a feet-onthe-street type of thing – belly to belly, face to face with the customer,” he said.

“I realized that if I could save these guys an hour of equipment downtime, that’s big money. A lot of people don’t even know how much time and money they lose from hydraulic hose failure.”

In addition to dispatching vehicles to industrial sites, PIRTEK Lake Wright also has a thriving over-thecounter business for walk-in customers.

Automotive products make up half of such sales there. Customers at the Virginia Beach Service & Supply Center can purchase lines for fuel, air-conditioning, brakes, transmissions, power steering, turbochargers, and more.

PIRTEK Lake Wright also customizes and installs various automotive lines and hosing. Driskill’s team has made automotive lines for all kinds of vehicles: antique cars, race cars, show cars, boat trailers, and large four-wheel drive vehicles.

Driskill’s technicians have a number of interesting projects to their credit. In 2014, they provided service to a vessel just before it departed for the Middle East. The center has repaired popular amusement park rides and a hydraulic pool cover for a homeowner. Vintage car jobs have included a 1935 Ford pickup and a classic 1957 Cadillac.

“The biggest reward is having customers tell you how important your business is to them, how good your employees are,” he said, “and just how much our service means to them.” www.pirtekusa.com

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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

automotive franchising

e r u t a Fe

The idea of running a franchise in the automobile industry is appealing to a lot of different people.

Most car brands are high end and well known to bring in substantial profit while the service side of vehicles could peak a lot of people’s interests.

Cars are a part of American culture and history. Nascar is a highly viewed sport, 90 per cent of Americans drive their car to work and there were roughly 210 million licensed drivers in the U.S. in a 2010

report. Americans not only love their cars, they love understanding them and knowing them. It’s an important piece of iconic America.

A financially beneficial way for people to indulge in their interests for automobiles would be franchising. A franchise in automobiles sales and services would be a great investment for someone who has a lot of passion for cars, their history and make and would like to work directly with vehicles.

Auto Maintenance and Repair Franchise Nowadays, most families have two parents working and therefore two functioning

cars. There are more vehicles on the road and people are commuting for a long time to get to work. These long drives create more and more repairs and the majority of the population is dependent on repair services.

People are not as interested in replacing their cars quickly, but rather keeping them as long as possible. The public is dependent on repair shops to get them back in their car as soon as possible.

It would be beneficial to have a background in car repair services or to have a better understanding of the functionalities of the franchise in order to run a repair shop. However, it would not be necessary.

“Franchising a car dealership is more and more popular today and it boast great profitability with a high price tag and a lot of purchasers. In 2012, 7.2 million motor vehicles were sold to Americans and the number is always on the rise.”

Franchising USA

“A franchise in automobiles sales and services would be a great investment for someone who has a lot of passion for cars, their history and make and would like to work directly with vehicles.�

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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

“People are not as interested in replacing their cars quickly, but rather keeping them as long as possible. The public is dependent on repair shops to get them back in their car as soon as possible.”

A lot of customers depend on word of mouth when it comes to a trustworthy car repair shop and privately own businesses are plenty when it comes to vehicle repair and maintenance. Some shops have established a lengthy commitment

to the community and a well established reputation. This could be difficult to compete with and those interested in a repair franchise, should investigate the surrounding competition.

However, franchises specializing in Automobile repair usually offer a price difference which gains more customers. A well known brand can insure a trustworthy service to most of the population in comparison to a privately owned service.

Automobile Sales People are dependent on their cars, it’s a regular part of most American’s everyday lives. Franchising a car dealership is more and more popular today and it boast great profitability with a high price tag and a lot of purchasers. In 2012, 7.2 million motor vehicles were sold to Americans and the number is always on the rise.

Dealerships took a hit during the recession, but car sales came back strong.

This is a sustainable industry that will always remain in demand. Car franchises come with a strong brand name, various marketing tools and a lot of training for the franchisee. It’s a market that is easy to learn and is widely successful.

Unlike the repair side of the automobile industry, car sales are not competing on a high scale level with independently owned and operated dealerships. Most private businesses in this field function on a much smaller scale and usually in used cars.

A high end franchise has the means and finances to function on a grand scale.

The benefit of most car dealerships is their experience. The industry is well trained and well-versed in the business. They can offer successful guidelines that will lead

Franchising USA

to profit and the recession has lent some information about what to avoid in the future.

Most car dealerships are backed with a large budget for marketing offering high-end advertisement that will bring more people into your store. Franchisees can leave the majority of marketing in the hands of head office, loaded with professionals who will work for your business. It’s a relief for the franchisee, who can then focus on the business at hand.

Automobile Manufacturers The same brands that dealerships are involved with are also a potential market for manufacturing. The Big Three in the States are known as Chrysler, Ford and General Motors. Between 1896 and 1930, there were 1,800 manufacturers as vehicles hit the market, but that number

has significantly dropped and the Big Three dominate the US industry.

There are different types of manufacturing companies: those that make whole cars, ones that specialize in parts and those that create body and trailer parts. Again, they are dominated by the Big Three.

This type of industry has declined after the recession and dealerships changed their tune on opening massive amounts of manufacturers. Owning one would be harder to acquire and segregated to a certain area. The products would be very specific and particular to the dealership.

This type of franchise and business used to dominate the American market, but has taken a giant hit after the recessions.

However, U.S. is the largest producer of vehicles in the world. There are now options to produce vehicles and parts on U.S. soil and export them out of country.

Manufacturers are taking advantage of easily accessible communication and marketing tools, and using technology as a means to upgrade their products and constantly keep the market fresh and competitive.

Though some franchisees may find this industry appealing and a passionate pursuit, it may also be restricted. The automobile industry can be extremely profitable but franchisees may find themselves at the demands of the franchisor.

The automobile is a part of American history and it’s ingrained in the economy.

People are dependent on their cars and they need providers and caretakers to help them with their purchase. It will never be a dying industry and it’s a profitable and sustainable business that is ever growing and constantly evolving.

Look out for our next special feature: pet FRANCHISING

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A A MCO

aamco looking to expand

Already Impressive National Footprint Building trust with customers has allowed AAMCO to expand its range of services over the decades and now the long-serving brand is continuing to build its presence in target regions throughout North America.

Calling it an iconic brand that has evolved with American car culture, director of

“We’re focused on finding candidates who want to build a business by leveraging additional revenue streams through AAMCO’s total car care and national accounts programs.” – Eric Simon Franchising USA

franchise development for AAMCO Eric Simon says AAMCO has transitioned from a single transmission repair shop into the world’s largest chain of transmission specialists and leader in total car care, leveraging the trust it has built with car owners since it began franchising in 1963.

“It’s easier to build customer trust when our brand has a well established reputation for repairing the most complicated part of a vehicle,” Simon said during a recent interview.

No Automotive Experience Necessary Simon said AAMCO is looking for franchise prospects who have a managerial or business background. Potential franchisees are not required to have automotive experience, as AAMCO provides them with comprehensive training at its state-of-the-art training facility, AAMCO University, so that they can hit the ground running. “We’re focused on finding candidates who want to

“It’s easier to build customer trust when our brand has a well established reputation for repairing the most complicated part of a vehicle.” - Eric Simon build a business by leveraging additional revenue streams through AAMCO’s total car care and national accounts programs,” he said.

Acquiring those accounts is made easier

by AAMCO’s solid reputation and national brand footprint, the franchising development director said. Currently, AAMCO has nearly 650 centers across the country including centers throughout Canada.

But while the company has a significant presence throughout North America, there is still room for growth.

Recently, Simon explained, AAMCO has partnered with Buxton, a company that specializes in customer analytics and predictive modelling, to determine where in the U.S. the brand should focus its expansion efforts. The software takes into account the demographics of AAMCO’s current locations and compares them to those of the rest of the country to identify the best areas to open new centers.

Through this partnership, AAMCO has identified several new priority markets across the country.

“There are still many opportunities for growth,” said Simon.

Current Automotive Industry Feeds into AAMCO’s Growth The current state of the automotive industry feeds AAMCO’s growth, continued Simon, as people hold onto their cars longer — average age of vehicles on the road is over 11 years today — and need a quality place for maintenance and repair.

This growing trend has ultimately allowed AAMCO to capture a larger market share.

Along with that is AAMCO’s professionalism and quality of service, which allows the company to maintain a competitive advantage, especially when it comes to transmission repair, the director of franchise development said.

In fact, AAMCO recently opened a state of the art transmission remanufacturing plant near AAMCO University in Newnan, Georgia, just south of Atlanta so any franchisee can order a rebuilt transmission delivered straight to their center within a day or two.

work side by side with the new franchisee for the first five weeks the center is open.

Having the transmission remanufacturing plant provides a faster turnaround time for the customer and increases profitability for franchise owners by allowing them to have more bays open for other total car care services.

“What we’ve been able to do is establish a career path for our franchisees’ employees and take a vested interest in their professional development,” Simon noted.

Training and Ongoing Support Initial training for AAMCO franchisees lasts for a month, with two weeks at AAMCO University, a week at the center and the final week back at the training facility.

AAMCO also provides a personal business coach for each new location where they

In addition, AAMCO’s regional field managers train franchisees’ customer service managers and technicians at AAMCO University so they can progress their skills.

As part of its ongoing support, AAMCO will provide assistance with site selection, as well as construction and design. The company also assists franchisees with recruiting talent needed to operate an efficient business and obtaining access to finance.

As the automotive industry continues to evolve, AAMCO is well positioned for growth in 2016 and beyond. www.aamcofranchises.com

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Brian Sparker, Head of Content Marketing, ReviewTrackers

5 Tips for Managing Online Reviews of Your Business Managing online reviews should be an integral part of your franchise’s marketing strategy.

Sure: the thought of having to tune in regularly to review sites like Yelp, Citysearch, and TripAdvisor may leave you feeling overwhelmed — especially

if you’re running dozens or hundreds of franchise locations. But like it or not,

online reviews matter to your business, and how you handle them is crucial to your success.

• According to market research firm

YouGov, 4 in 5 American consumers read online reviews before making a purchase decision.

• Forrester, meanwhile, found that customer-written online reviews were perceived by consumers as more trustworthy than natural search engine results and branded content on social media sites like Facebook and Twitter.

• According to search marketing news site Search Engine Land, only 13 percent of consumers will consider buying from a business that has a one- or two-star rating on online review sites.

At a time when customers can quickly become online critics, you can’t let reviews crush the credibility and reputation of your entire franchise. Here are five tips for successfully managing your online reviews and building a five-star franchise brand.

Tip 1: Claim and update your business listing on relevant review sites The first step to successfully managing your reviews — and protecting your brand reputation — is to plant your flags on digital properties where customers may be talking about you. These include online review sites, business pages on social networks, customer feedback channels, and online yellow pages and business directories.

While you have little control over what customers post on Yelp or Facebook, you can at least maintain an active presence on these sites and share relevant information about your business. Potential customers, for example, will want to know details like your locations, phone number, or hours of operation; they won’t always end up visiting your website, so it helps to have this information available on your Yelp page, say, or your TripAdvisor listing. The

Franchising USA

“Genuine customer feedback — never mind if it’s mostly negative — serves as a great source of information and insight essential to improving your business.” key is: be easy to find.

Also, by claiming your listing, you give yourself a chance to respond as the businessowner and turn any negative reviews around.

Tip 2: Respond to reviews and say thank you, no matter your star rating Internet messages are a blunt tool, and it hurts to receive a one-star review or a negative social media comment. But you can’t let your initial reaction get in the way of delivering a professional, solutionoriented response. If public feedback from a customer makes your business look bad, don’t do or say anything that will make the situation worse.

Train your franchisees and managers to respond to reviews proactively and with care. According to Atmosphere Research Group, businesses that are highly responsive to and engaged with online reviewers attract customers who have 30 to 40 percent more interaction with revenuedriving products and services.

It’s worth replying to five-star reviews, too, even if this means just saying thank you.

By letting customers know you appreciate their feedback, you can strengthen your digital reputation and reinforce positive customer experiences.

Tip 3: Bad reviews can be good for your business, so embrace them A negative review can sometimes feel like a personal attack. Or it can look like the bad apple that spoils the bunch. But don’t waste time trying to delete it from your profile — you likely won’t be able to anyway.

Instead, embrace the bad review and appreciate all the ways it can benefit your business. The two-star rating that

the angry Yelper posted last week could well add a measure of legitimacy or authenticity to your franchise brand. In fact, a Guardian report indicated that 68 percent of consumers placed more trust in reviews when they saw both good and bad ones; if a business seemed too good to be true, 95 percent would suspect that it faked its own reputation or censored what unhappy customers might have said.

More importantly, genuine customer feedback — never mind if it’s mostly negative — serves as a great source of information and insight essential to improving your business.

Do the staff members in your newest branch need a few more training sessions?

Are diners really happy with the new menu you rolled out recently across your locations? What are the most common complaints about your product, and is your customer service team coming through?

Brian Sparker

their feedback. There is no guarantee

that you will generate five-star reviews

across the board from these efforts, but

the wave of online activity should enhance your online visibility and strengthen your franchise’s reputation.

Tip 5: Address customer experience issues to turn critics into fans A negative review sometimes comes with helpful suggestions or ideas on how the customer experience can be improved.

Look for these suggestions and ideas and bring them up in your next meeting with

As far as getting these types of questions answered, opinions and experiences shared online by your most vocal customers may just enlighten you and help you see growth opportunities in your franchise.

the team.

Tip 4: Encourage happy customers to share their feedback

reviews in appreciation of your attempts

By taking customer feedback to heart and addressing genuine concerns, you give

yourself a better chance of turning critics

into fans, who, later on, may even edit their to right the wrong. Even if they don’t, this resolution-driven approach will benefit

It may not seem fair to have your detractors and critics regularly post reviews of your business, while your happiest customers choose to remain quiet. If that’s the case, find creative ways to encourage the latter group to speak up, particularly in post-transactional situations.

you in the long run, because the voice of

Talk to these customers and ask if they would be willing to give you five stars.

Ask for reviews at checkout. Conduct surveys. Mention it on phone calls. Send E-mails. In those E-mails, add a link to your Facebook Page or Yelp profile.

Follow up. Make it easy for people to give

companies efficiently manage online

the customer is one of your organization’s greatest sources of learning.

Brian Sparker is the Head of Content Marketing for ReviewTrackers, a review management and customer feedback software platform designed to help reviews, build brand reputation, and enhance the customer experience in ways that make a positive impact on the bottom line. www.reviewtrackers.com

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Midas

Midas Celebrates

60th Anniversary

by Rebranding, Expanding

Long-standing automotive service leader Midas reached its 60th anniversary in April, and the company wants to celebrate its six decades of success by giving entrepreneurs the gift of opportunity.

Franchising USA

Founded in 1956, Midas has since then reinvented and redefined its service focus multiple times to meet the

changing needs of the market. When it was established, the brand specialized

exclusively on mufflers but subsequently expanded its menu to include more and more car care services.

About 10 years ago, Midas opened up

to total car care, COO Mike Gould said during a recent interview, and now it’s

set to add “tire destination” to its list of services.

And with that new rebranding effort comes expansion plans, as the brand continues its push across North America.

Midas has 1,255 stores in the United States and Canada, most of which are owned and operated by around 600 franchisees, including many who have worked their way up through the Midas system to become business owners.

“We have many folks who came to Midas as technicians and then became store managers and then franchisees,” Gould explained.

But joining Midas and going up through the ranks isn’t necessary to become a franchisee, he added. Other store owners came from different working backgrounds in corporate America and got the necessary training through the Midas franchising system. Others are third-generation Midas franchisees who inherited the business through their family line.

“We’re a franchisee-driven network. A lot of our programs are designed by dealers for dealers. We get their input on almost everything that we do.”

- Mike Gould, COO, MIDAS

One thing Gould stresses is that new franchisees don’t require automotive knowledge to run a Midas store.

“Our system and our training is set up so that we can take someone who has never worked in automotive before — which includes about a hundred of our current franchisees — and train them to run a successful automotive business,” he said.

Plenty of Opportunity While some cities in the U.S. are maxed out with Midas shops, there are still plenty of opportunities in every state and throughout Canada, the COO noted.

Whether it’s a market that has no Midas yet or a market where current franchisees are looking to sell their stores, there is huge growth potential almost everywhere.

The advantage for franchisees is the recognition the brand provides. And now that the company has added tires to its stable of services, folks have another great reason for people to choose Midas for car care, Gould said.

The COO said he considers Midas’ main competition to be new car dealerships.

When people buy their car, it makes sense that they would take advantage of its warranty and gets the maintenance done at the dealership. However, once the warranty expires, he noted, car owners tend to go where they can get the best value rather than staying loyal to their dealership.

“Midas is the perfect fit because we can provide the same high-quality service and care that a dealership could be providing, but with same-day service in most cases, full explanations of the work required delivered by the shop manager at the car -and at a better value,” Gould stated.

In addition to the outstanding service Midas provides at the store level, he added,

the company prides itself on its nationwide warranty on many replacement parts, which the company guarantees for as long as customers own their cars.

Training that’s tailored to the franchisees’ needs All new franchisees receive three weeks of training, with the first two weeks covering business operations and the final week focusing on the software needed to run the business.

Midas also has integration teams that spend two weeks inside new franchisees’ shops providing initial hands-on training and support. In addition, the company’s field team offers franchisees ongoing, long-term assistance.

That team includes Integration Shop Operational Managers that spend most of their time with new franchisees delivering in-shop training; Shop Operational Managers that help run already established franchises; and Franchise Business Managers that do yearly business training sessions for all franchisees and help them throughout the year.

Because many of Midas’ franchisees work their way up through the business from technicians to business owners,

Midas provides customized training. So if someone has already been a technician and store manager, he or she might not need much training in the operation of the business but would need training in the managing and bookkeeping of the business. On the other hand, franchisees may already have management knowledge, but may need training in the technical operation of the store.

“Everyone has skill sets,” Gould said. “We analyze the skill set of the franchisees and arrange our training program so we can improve their strengths and work on areas of improvement.”

The company has regional meetings every six to eight weeks, the COO added, where all the franchisees in a given region assemble and discuss business, and provide the company with input.

“We’re a franchisee-driven network,” Gould explained. “A lot of our programs are designed by dealers for dealers. We get their input on almost everything that we do.”

With six decades of experience, expansion and reinvention, Midas is poised well to offer entrepreneurs amazing opportunities with the brand for decades to come. www.midasfranchise.com

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ex per t advice

Matthew Jonas, President, TopFire Media

Why Wait?

Strengthen Your

To It’s a burning question many franchisors have — how do I get people to invest in my concept?

Not only is it one of the most commonly asked questions in the franchising

industry, it’s also one that could make or

break a franchise’s success and confidence.

There are several-thousand franchise

systems in the United States – and that

number continues to increase. Of those systems, what’s one thing they all have

in common? They’re hunting for quality

leads, some more aggressively than others.

Franchising USA

So, how can franchises fighting to be heard actually rise above the rest? Well, implementing a strategy that uses these four approaches to lead generation is an excellent start. And yes, there is a trend with them all — a strong digital presence.

relations, businesses can help create program awareness and attract prospective franchisees through a massive, yet targeted, outreach effort.

An Integrated Marketing Strategy

From mobile phones and tablets, to computer monitors and laptops, today’s screens come in all shapes and sizes, making it all the more important to develop creative and thoughtful marketing techniques for all of them. One of the most important techniques to embrace is to build an interactive and mobile responsive website composed of elements that resize and reconfigure to the screen on which

The 21st century has brought with it some pretty impressive franchise marketing tools, but with those advancements, companies tend to forget about traditional strategies that have worked for generations. By adopting an integrated marketing strategy that combines savvy digital marketing campaigns with the targeted efforts of conventional public

Modernized Tools and Techniques

“One way for startups to compete with the big franchise players in the digital space is to develop an effective website, built to convert online and mobile visitors into quality leads.”

Targeted social media management and advertising is a great place to start.

The number of worldwide social media users is projected to reach 2.5 billion by 2018 alone, making strategic and targeted social media campaigns some of the most successful lead generation tools available.

The advent of smartphones and tablets has created endless opportunities for industry insiders to increase community engagement, create innovative marketing campaigns and boost brand recognition by leveraging those fast-growing social networks.

oday content is being displayed. A responsive website not only gives the franchisor an opportunity to deliver brand messages through a variety of media platforms, it also allows a friendly and favorable user experience.

Embrace the Millennium The total worldwide population in 2015 was estimated around 7 billion people.

Of those 7 billion people, approximately 3.17 billion were Internet users. If those usage statistics continue to trend up, as most experts say they will, it won’t be long before the majority of the world’s population will be on the Internet. So, how can franchisors capitalize on that?

Optimize Your Website Most companies get approximately 30 seconds in front of a potential prospect before he or she moves on to the next one.

That’s 30 seconds to introduce the brand, promote the offered product and generate enough interest that the prospect wants to stay. A poorly designed website can cut that time in half.

Building an effective lead generating website is a key factor in strengthening a franchise sales system, especially for emerging franchises. One way for startups to compete with the big franchise players in the digital space is to develop an effective website, built to convert online and mobile visitors into quality leads. If the website of a company doesn’t address these questions, it’s time to reconsider the content strategy and design behind it.

It’s helpful to ask yourself the following questions as a diagnostic: • Does it match the look and feel of the brand?

• Does it accurately represent the company?

• Is it easy to navigate?

• Does it appeal to the consumer?

• Is there a specific call to action on the website?

Matthew Jonas

• Are the website’s forms long and cumbersome, or short and sweet?

There are certainly a number of other ways a company can increase its lead generation, but as the franchise industry continues to grow and change, these four techniques are here to stay, and may be the difference in a franchise company’s growth.

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, Matthew established TopFire Media to provide a strategic and synchronized method for digital marketing in the franchise industry.

As a digital marketing strategist with over a decade of in-depth experience in SEO & PPC, social media publishing, conversion based marketing, inbound marketing, sales management, and online lead generation, Matthew 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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in t ernat i o nal franchising

Phil Cordell, Global Head of Focused Service and Hampton Brand Management, Hilton Worldwide

China Remains Unmined Resource for MidScale Hotel Segment China is on the brink of a gold rush for franchising prospectors.

Hilton Worldwide has been in China with full service and luxury brands Hilton Hotels & Resorts, Waldorf Astoria Hotels & Resorts and Conrad Hotels & Resorts,

but the midscale playing field is entirely different.

While the country quickly developed its accommodation product from basic hostels to 5-star luxury during an extended period of rapid growth, the midscale market of 3- to 3.5-star hotels has been largely untapped.

This matters because there is an exponential increase to China’s middle class. The country currently has about 109 million middle class individuals, according to the Global Wealth Report of the Credit Suisse Research Institute. That is already the highest in the world – in front of the United States by about 17 million.

It’s a class of population that has middling tastes, middling values and expects middling price ranges that fall in that wide gap between basic and extravagant. You might recognize the demographic – it’s that upward mobility of wealth that helped drive the U.S.’s growth spurt in a postWorld War II economy during the 1950s and 1960s.

And China’s middle class is only going to continue this explosive expansion, even though the world’s second-largest economy posted its slowest growth rate in seven years, by 6.7% in the first quarter of 2016, when official GDP was published by China’s National Bureau of Statistics on Friday, April 15.

By 2022, more than 75 percent of China’s urban consumers will earn between $9,000 USD and $34,000 USD annually, according to market research firm McKinsey & Company. That places the purchasing power of the new Chinese middle class somewhere between Brazil and Italy; a range that just 4 percent of its

Franchising USA

urban households reached in 2000, but grew to 68 percent in 2012. By that rate, it’s easy to see how the income of these urban-households will at least double by 2022.

The net result is that more Chinese are not only spending more money buying new products, but they’re starting to display the hallmark of a newly wealthy upper middle class – being picky about which brands they prefer and choose to experience.

“It’s a class of population that has middling tastes, middling values and expects middling price ranges that fall in that wide gap between basic and extravagant.”

This is the rich soil in which western brands like Hampton by Hilton can stake their claim.

So we recently introduced Hampton by Hilton in China through a partnership with Plateno Hotels Group to create a model for reaching this midscale market. The master franchise agreement will see about 400 hotels opened over the next decade, including 10 properties by the end of 2016 through a combination of new builds, conversions and adaptive reuse properties.

The partnership is a win-win for both companies, a fusion of two cultures delivering excellent value to a hospitality industry in which each is an expert.

Hampton by Hilton is an established, award-winning leader in the mid-priced hotel segment with more than 2,100 Hampton Inn, Hampton Inn & Suites and Hampton by Hilton properties in 20 countries and territories. Plateno Hotels Group operates five brands and over 3,000 hotels in 300 cities across China. Plateno also operates the largest hotel loyalty program in China reaching 80 million members, which will provide a new source of guests for Hampton by Hilton in China.

Hampton and Plateno share a similar guest philosophy, focusing on providing clean, comfortable, affordable accommodations in a variety of locations. Similarly, each aims to help guests focus on their travel goals not their lodging costs. We share similar brand cultures - Hampton is known for its fun-spirited, thoughtful personality, coined Hamptonality. At Hampton each team member focuses on delivering friendly, authentic, caring and thoughtful service (FACT), and Plateno truly embodies that brand philosophy.

Plateno understands the market inside and

out with a deep knowledge of the many cultural differences throughout China. In return, by affiliating Hampton with Hilton, Plateno is able to approach a developer and customer and say this western brand has 2,000-plus hotels.

At first, we will target large markets like Shanghai, Beijing and Guangzhou.

In 2014, we introduced a new 3- to 3.5-star hotel prototype, compatible with top-tier cities, serving value-conscious, qualitydriven business and leisure travelers.

And in March, Hampton by Hilton Guangzhou Zhujiang New Town opened as the newest Hampton by Hilton and the brand’s flagship property in China. The 223-room hotel signifies a breakthrough for Hilton Worldwide’s development and new franchise opportunities as it’s used as a model to continue growth throughout China.

Outside of China’s major cities, future Hampton hotels based in smaller towns will have to be more localized with more

options in-house, like three-meal-a-day restaurants. That’s where we’ll be tapping into Plateno’s local expertise. Everything down to the hotel bed, which is considered a status symbol in China, will be carefully considered.

Everyone is watching China, and having the right partners in place makes a great difference in getting a piece of it.

Phil Cordell serves as the Global Head of Focused Service and Hampton Brand Management for Hilton Worldwide, the internationally recognized preeminent hospitality company. The company develops, owns, manages or franchises more than 4,600 hotels globally. Its portfolio includes many of the world’s best known and most highly regarded hotel brands. Cordell leads the focused service brand efforts, including Hilton Garden Inn, Hampton by Hilton, and the newest brand, Tru by Hilton. www.hiltonworldwide.com

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in t ernat i o nal franchising

Page 51

ex per t advice

Alex Bingham, SVP Operations, The Little Gym International

True Success Is Measu

by Franchisee Satisfa In the franchise world, having a triple-digit number of locations in over 30 countries is the ideal end goal for many companies. At least, that’s what those outside of franchising seem to think.

Yes, expansion is a definite measure of

accomplishment, but what about the team

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that is responsible for reaching this end goal?

nurtures a positive relationship and

The true measure of success is having a franchise that is filled with business partners who work together in an effort to make meaningful contributions to the company as a whole. A franchise should be built upon franchisees who are passionate about what they are selling within their markets, and who realize that they are an integral part of the entire establishment.

franchisees can grow on their own.

Reaching this goal of global expansion is a definite possibility; however, franchises should first construct a system that

provides a solid foundation upon which

Provide a Toolbox Of the endless articles and blog posts

discussing why franchisees fail, almost

all name “lack of resources” as one of the primary causes. One key responsibility of a franchisor is to provide a sound

infrastructure that makes consulting

services, training programs and other valuable tools readily available for franchisees’ use.

“Each franchisee is a cog in that wheel, and without one, the entire wheel will collapse. In order for a franchise to flourish, a system that encourages teamwork and collaboration should be put in place..” without one, the entire wheel will collapse.

In order for a franchise to flourish, a system that encourages teamwork and collaboration should be put in place.

ured action A particularly useful tool that companies can offer include on-site field consultants assigned to specific markets that conduct regularly occurring “gut checks.” During these visits, corporate representatives can guide the franchisee by using best practices to optimize their procedures and provide necessary resources to continue offering the best service possible. Without this type of support, many partners may feel they are isolated and left to fend for themselves.

Collaboration Is Key Think of a franchise as a wheel. Each franchisee is a cog in that wheel, and

95% of The Little Gym’s best ideas come straight from its franchisees, further proving that there is value in listening to everything and being open to suggestions, whether it be from a local instructor, franchisee or corporate employee. One method of building a team-focused culture is to host an annual company-wide convention at which a substantial amount of time is dedicated to holding an open discussion. Bounce ideas off each other.

These discussions could lead to the next ground-breaking business idea, and one can never predict where that idea can come from.

Open Lines of Communication Be a mentor. Franchisee-franchisor relationships are not at all similar to the often used analogy of the parent-child dynamic. Franchisors aren’t simply telling the franchisee what to do, but are instead actively listening and working together to come up with a business strategy or solution to a problem. Touching base with franchise operators on a regular basis forms a bond and creates a level of comfort that will allow them to feel like they are able reach out if they need support.

Know Their Challenges Being aware of franchisees’ daily trials can lead to formulating better practices from the top, which will then help lead the franchisee down a better track. Similar to keeping an open line of communication, empathizing with a franchisee will create feelings of trust and confidence.

Alex Bingham

Remember that challenges and potential failures happen at any level within a franchise. If there is a conflict, don’t just ignore it and hope that the issue at hand will vanish. Building a relationship off of understanding will let franchisees know that they are cared for, and aren’t being ignored.

Building a culture that fosters collaboration, cultivates mutual respect and provides the right amount of support for your franchisees will ultimately lead to the success of your franchise as a whole.

Alex Bingham oversees TLGI’s Domestic and International Franchise Service, Marketing, Training, and Brand Development departments.

Alex has been with The Little Gym since 2002 and in that time has served in several different roles within the company, including running a corporate owned store as a Gym Director, working with franchise owners in both their pre-opening and ongoing operations as a Business Consultant, managing Franchise Service as a VP of Franchise Services, and several other responsibilities. Alex also co-owned a franchise for almost two years. In addition to the last 13+ years, Alex was also an instructor at The Little Gym of Scottsdale during college breaks in 1996-97 and previously was a student at the original The Little Gym from age 2 to age 5. www.thelittlegymfranchise.com

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ex per t advice

Page 53

FR A NCH ISO R I N DEP T H

Pestmaster Ser v ices

Pest Control Franchise Wants to Bring

Opportunity to Industry, Equity to Entrepreneurs Pestmaster Services brings a great opportunity to veterans and the opportunity to turn their pest control business into the ultimate 401k!

Operating in 15 states and Washington, DC, Pestmaster Services offers a broad variety of pest control services that

emphasize environmentally friendly strategies using non-toxic or low-toxic solutions, company president Jeff Van Diepen outlined during a recent interview from the company’s headquarters in Reno, NV. The company also performs vegetation management services to combat invasive, non-native weeds, and health-related pest management like mosquito control, bird control and site decontamination.

“The menu is pretty broad and the menu

continues to grow and expand just about every year,” Van Diepen said.

Having started franchising in 1992, the company now has 31 franchise locations and three corporate locations spread throughout the country. Plans are underway to add both new company owned operations AND new franchisees this year, but these opportunities won’t last. With nicely crafted 10 year terms and two ten year options, the opportunity likely won’t come back around anytime soon if an area becomes spoken for.

The company began operations in 1979, and operated only company owned or affiliates until formal franchising began in 1992.

Government Contracts Pestmaster is one of the few companies on the federal supply schedule with the General Services Administration (GSA), which means its privy to attractive federal government contracts.

The company has a full-time contracts department that works at their headquarters in Reno that is constantly searching for available opportunities for pest control services. As those opportunities arise, the contracts department alerts franchisees if the opportunities are in or close to their area. Pestmaster also assists franchisees with proposal development, pricing and submission of bids to the government for those opportunities.

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From Boots to Business Owner Van Diepen said Pestmaster wants its veteran employees as well as its franchisee’s veteran employees, to be able to eventually purchase a franchise if they choose. To facilitate this, Pestmaster has a clearly defined career path they offer to the service technicians the company hires for their corporate locations.

When employees are hired, they are invited to consider upward opportunities within Pestmaster. Within two to five years, we anticipate a fork in the road and that fork may lead to a franchise opportunity or a management position within the company. If employees choose to become franchisees, they will also receive a 50% discount on Pestmaster’s franchise fee.

When veterans enter our industry, they can learn everything they need to know from Pestmaster about running a business and receive their appropriate licensing. The licensing is important in the pest control industry, Van Diepen noted, because it is highly regulated industry.

Van Diepen pinpointed veterans as one group that fits Pestmaster’s franchising

“Perhaps the best thing about owning a Pestmaster franchise is that it’s more than just a career, it’s a business that grows equity for owners, which is important to Pestmaster.” profile well, particularly because some of the aforementioned government contracts are specifically “set aside” for small businesses and veteran run businesses.

Service Disabled Veterans are an especially welcome group that Pestmaster is committed to assisting.

Industry Integrity As people become more knowledgeable about pesticides, they are also becoming more concerned about their use. This is why Pestmaster is dedicated to green approaches to pest control, Van Diepen said.

Pestmaster doesn’t just want to “spray” the pests, the company wants to diagnose and resolve the root problem behind pest infestations. Often, the solutions to pest problems don’t involve using any kind of

pesticide, Van Diepen said. They can be as simple as making adjustments to sanitation on the premises.

The Pestmaster president cites a lack of integrity among some pest control companies that can lead to what he described as “silly” attempts at solving pest problems.

As an example, he relayed the anecdote of a school that had a problem with rats in its boiler room. Oddly, while the room had a lot of rat droppings in it, it also had a lot of apples in it, which were an apparent food source for the rodents.

Unfortunately, the school had planted apple trees directly outside of the boiler room. On top of that, the door to the boiler room had a two-inch gap along the bottom.

The rats would go under the door and collect the apples and bring them into the

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FR A NCH ISO R I N DEP T H

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FR A NCH ISO R I N DEP T H

Pestmaster Ser v ices

“It’s a nice little nest egg that they’re creating for themselves and one of the things we are definitely interested in is developing equity in these businesses.” - Jeff Van Diepen, President, Pestmaster boiler room where they could eat them in a relatively cozy environment.

While the previous pest control company the school had hired thought it best to put bait stations on either side of the door, this proved completely futile because the rats already had a food source and weren’t interested in the poisonous bait.

Pestmaster technicians came along and immediately spotted a much more obvious solution.

“The cure was simply to put some weather stripping on the door,” Van Diepen explained.

It’s this kind of common sense approach to pest control the company aims to instill in its technicians and franchisees. To do that, the company runs comprehensive training programs.

It has three two-day training meetings per

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year and brings in guest speakers who talk about what’s going on in the industry and go over new approaches to pest control.

That training also includes business training and the latest computer education.

Pestmaster also trains franchisees about the various pitfalls of operating a pest control business and the risks they have to be aware of to avoid potential litigation.

Creating Equity Perhaps the best thing about owning a Pestmaster franchise is that it’s more than just a career, it’s a business that grows equity for owners, which is important to Pestmaster. Van Diepen himself built up and sold a handful of Pestmaster locations in a multi-million dollar deal several years ago and he wants franchisees to have the same opportunity.

“It’s a nice little nest egg that they’re

creating for themselves and one of the

things we are definitely interested in is

developing equity in these businesses,” Van Diepen said. “And when it comes

time for a person to exit, we also offer assistance on the sales process.”

The company would prefer franchisees to sell their businesses as a Pestmaster franchise, but they also have a process to allow the franchises to be sold to a competitor, if necessary.

Between building integrity within the

industry and building equity for veteran

employees-turned-franchisees, or vets who

begin as franchisees, Pestmaster presents a superb opportunity.

For more details, visit our website at pestmaster.com or call us at 800525-8866. We’re celebrating 37 years of excellence and have been in the industries “Top 100” for over 15 years. www.pestmaster.com

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Page 59

Veterans in Franchising may 2016

www.franchisingusamagazine.com

Clayton Kendall

Helps Military Branches with Branding Efforts

receiving and using

award recognition Franchising USA

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

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

Page 61

V eterans in F ranchisin g S upplement may 2 0 1 6 Our Veterans in Franchising special supplement has become a regular feature of Franchising USA. To share your story in the next issue, please contact Vikki Bradbury, Publisher Phone: 778 426 2446 Email: vikki@cgbpublishing.com

Contents On the Cover

News & Expert Advice

Clayton Kendall Inc.

68 Receiving and Using Award Recognition Darcella K. Craven, Veterans Business Resource

Cover Story 62 Clayton Kendall Inc. Helps Military

Branches with Branding Efforts

Profiles

Center

Franchisor in Depth 70 Papa John’s Pizza 72 Sport Clips

64 The UPS Store 66 JDOG Junk

Franchising USA

V e t erans in Franchising

C over S tor y - Clay ton Kendall Inc.

Clayton Kendal

Helps Military Bran with Branding Effor Not only does Clayton Kendall Inc. enjoy supporting and working with veterans, the company has also worked with branches of the military to help them with their branding efforts.

Clayton Kendall has teamed up with both the United States Navy and the Naval Criminal Investigative Service, assisting them with their print and branding programs.

Broudy said, “Clayton Kendall appreciates its military clients and employees alike. We have a lot of veterans working here,” he said. “It’s nice when you can help somebody out who has a military background.

Typically, they’re proficient, and

Franchising USA

ll Inc.

nches rts

disciplined. They come to work on time and they have great work ethic and a great attitude.” Although the company doesn’t target veterans when hiring, military experience is seen as a plus for employees to have.

The business has been helping its military, franchise and corporate clients since 1999, making life easier for them, as dealing with Clayton Kendall means not having to go to several different places to get their print and other marketing materials. Businesses often have to go to a signage vendor for signage and to a screen printing shop for branded clothing, Broudy explained. A Clayton Kendall store allows clients to utilize a single source for all their branding needs. “It’s far easier to manage one vendor than it is to manage eight or nine,” Broudy pointed out.

Clayton Kendall uses its own proprietary online store technology, to create a customized environment for each of its client communities, so everyone in those communities can order all their printed material, signage, uniforms, marketing collateral, with consistent branding.

“Locations all over the country can log in and see specifically what they’re supposed to see based on their permission group,” Co-founder and CEO Daniel Broudy

said in a recent interview. For example, a franchisee in San Diego, CA and one in Jacksonville, FL can both sign into the customized online Clayton Kendall store and they’ll each see the branded products they need tailored to their own regions, price points, and permission groups.

The online store will show them all the products, pricing, and artwork/disclaimers that are available to them in that region.

Keeping Things Consistent With Clayton Kendall’s help, clients can ensure branding stays consistent across an entire brand platform. Clayton Kendall provides clients with brand consistency, because they don’t have so many different places printing their branded materials, the CEO said. All artwork is managed by the same graphic design team, and the substrates are consistent as well.

In addition to that, dealing with Clayton Kendall makes it easier to leverage their spend and stay within budget. Clients have one login, one place to find everything they need and they know that everything they order is going to be of the same high quality.

Clients of Clayton Kendall can download a variety of reports about what their individual locations are ordering from their online store. This enables clients to

easily keep track of marketing trends and what works best in any given region of the country. Clients can proofread the artwork for all their branded items online, track orders and manage budgets, all through their Clayton Kendall online store.

Clayton Kendall Inc., a family business, has 120 employees at its Pittsburgh headquarters as well as 25 employees internationally. The company also has distribution centers in Phoenix, AZ; Honolulu, HI; Toronto, ON and Melbourne, Australia. Clayton Kendall does embroidery, screen printing, paper printing, laser engraving, signage, graphic design, merchandising, web development and logistics in house.

All web stores are custom built based on each individual client’s needs. “Our websites are constantly evolving to improve the user experience. It’s this attention to client needs coupled with proprietary technology that sets Clayton Kendall apart from its competition,” Broudy opined.

Whether serving branches of the military, major franchises or multi-location corporate clients, Clayton Kendall Inc. makes brand cohesion easy, affordable and adaptable. www.claytonkendall.com

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V e t erans in Franchising

Page 63

V e t erans in Franchising

T he U PS S tore

Veterans Show Strong Propensity for Small Business Ownership as a Second Career 63 Percent of Service Members Looking to Start a Small Business Consider Franchising Nearly nine in 10 veterans and active duty service members expect to have a second career after they separate from the military, according to a recent survey* conducted by The UPS Store®.

With a strong desire to be their own boss, service members are interested in applying the skills they learned in the military toward owning a business. In fact, of those surveyed, 63 percent who envisioned a second career as a small business owner considered owning a franchise. Some other notable survey results: • 54 percent of service members feel confident that the skills they gained while in the military will help them be successful in the civilian world.

• 68 percent of service members feel that training would help them overcome their concerns about transitioning to the civilian workforce.

• When choosing a second career, service members are looking for companies that are supportive of veterans and help them achieve work-life balance.

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• Top qualities service members believe they can bring to the workforce include leadership (80 percent), hard work ethic (73 percent), the ability to work under pressure (73 percent) and the ability to work as part of a team (70 percent.)

“The skills veterans develop through their military experience, such as leadership, work ethic and discipline, are integral to pursuing a second career,” said Tim Davis, president of The UPS Store, Inc. and former U.S. Marine Corps captain and Gulf War Veteran. “The UPS Store franchise allows veterans to apply these skills to manage and run their own business. We are proud to support veterans and help fulfill their aspirations to be successful business owners.”

More than 200 veterans have already chosen to become their own boss with The UPS Store, applying the leadership and teamwork skills they learned in the

“More than 200 veterans have already chosen to become their own boss with The UPS Store, applying the leadership and teamwork skills they learned in the military to open and run their own UPS Store franchise.” military to open and run their own UPS Store franchise.

UPS Store location and 50 percent off the initial application fee.

As participants in the Veterans Transition Franchise Initiative (VetFran), a cooperation of the U.S. Department of Veterans Affairs, the Veterans Corporation and the U.S. Small Business Administration, The UPS Store’s franchising opportunities allow veterans the opportunity to fulfil their desire for a second career.

theupsstorefranchise.com

Qualifying veterans receive $10,000 off the franchise fee for opening a new The

*The results of the survey are based on an online survey conducted October 6-9, 2015 by The UPS

Store, Inc., franchisor of The UPS Store network, with members of the military. The online survey

was conducted with 500 members of the military,

including 250 active duty service men and women, and 250 veterans. The UPS Store, Inc. strives to

include accurate and up-to-date Information but makes no claims, promises or guarantees about the accuracy, completeness, or adequacy of the

information or survey results provided herein; the information is provided on an “as is” basis.

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V e t erans in Franchising

Page 65

JDog Junk RESPECT

INTEGRITY

Why JDog? Welcome to JDog Junk Removal and Hauling! You are currently transitioning to a new career path and also a new life style. If you are interested in more than just a corporate 9 to 5 and the typical civilian work life, JDog has another option for you. When you join JDog you are once again part of an organization that shares the ethos of brotherhood that you lived for years. From the staff at Headquarters to your fellow JDog team members, you will be interacting with others that were once your brothers and sisters in arms.

Respect, Integrity and Trust is the motto we do business by and we ensure you receive the best training and support through our experienced team of staff, advisors and JDog team members.

Throughout this pocess, JDog will be here to guide you through the steps of starting your own business. Contact us now at WWW. JDOG.COM or give us a call at 844-GET-JDOG to learn more! We look forward to you joining the JDog Family, giving you the oportunity to be your own boss and continue to be part of the community you have thrived in.

Over 54 Locations Nationwide

TRUST

High Income Opportunity Low Startup Cost Simple to Operate Unlimited Demand

• AMERICAN OWNED • VETERAN OPERATED • Franchising USA

Page 67

Removal & Hauling Business

Opportunities

Who is JDog for? JDog is for those with an outgoing personality who enjoy marketing and interacting with people. We are firm believers that our JDog team members will spend more time guerilla marketing, compiling leads, networking and promoting the business than they will hauling junk.

What is JDog? The JDog brand is about feeling great! When you see our camo wrapped trucks and our uniformed service teams you can honk your horn or flash your lights - you’re happy to see our military veterans and family members servicing your community. When our teams enter your home you have the piece of mind that your home and belongings will be respected and you can trust that the price you are quoted is what you’ll pay.

Where is JDog? JDog currently has 54 awarded locations and operating in 24 states throughout the United States. JDog is the only U.S. military veteran brand and our business thesis is based on the notion that when the American consumer is given the choice they will choose to support a Military Veteran owned and operated company.

When is a good opportunity for JDog? Right now! JDog is growing at a rapid rate and expanding into new territories monthly. We have been partnering with Veterans and Veteran family members for over two years and it is a great time to become a part of the JDog Family and start your empire.

locations

FOR VETERANS

BY VETERANS

Why was JDog started? JDog was started to create a highly profitable business model that is easy to operate, has unlimited demand, and a low cost investment. The ability to teach veterans and veteran family members the JDog system allows us to expand strategically and nationally so in turn, more veterans are hired. Our ultimate goal at JDog is to reduce the veteran unemployment rate to under 1%.

WWW.JDOG.COM • 844-GET-JDOG •

Franchising USA

V e t erans in Franchising

Darcella K. Craven, Veterans Business Resource Center

Receiving and Using Awar Ever wonder how your competitors win all those industry awards and what use they are after the chicken dinner ceremony?

Here is a little secret. Many companies seek out these awards and nominate themselves.

Yes, that is correct.

Outside of an independent agency finding through surveys that the company actually has “high customer satisfaction”, the “best quality item” or the “number one sales team”, companies often have a designated if unofficial “awards seeker” on staff. This person’s job is to identify opportunities for a company to be recognized in a positive light.

Despite the initial reaction, doing this is a good use of company time. Receiving accolades as the “Veteran Small Business of the Year” or “Best Place to Hold a Meeting” can bring a wonderful boost to employee morale, create free, positive public relations and make for great visuals during customer interaction. However, as with all things business, it does depend on what you do with the recognition that determines its value to your business. Here are a few pointers on locating the right honors and extending the value to your company after the pomp and circumstance.

First, dedicate someone in your company (maybe that is you) to spend around 10 – 15 percent of time finding ways to be recognized in the community or industry in which you work. Review competitor’s websites, industry papers and community periodicals to understand what awards are being promoted.

Next, make a table which includes award type, date due, the geographic reach and expectations. Do not limit the awards to the company as an entity alone. Perhaps you wish to recognize individuals inside of the company as well.

Franchising USA

rd Recognition Award Title/Type Small Business of the Year

Date Due January 3

Geographic Influence

Collateral Received

Requirements to Apply

Winner Expectations

Local & Regional (MO, IA, KC)

Comes with plaque, website logo

In business 3 yrs, $50k revenue

Attend dinner in Chicago

There may be other categories depending on your industry

Finally, meet with your team and determine if these requirements are feasible within the timeline required and if they align with your company goals. This may take a few meetings to do. I always suggest stopping after the third meeting if you are unable to come to a consensus to move forward. Perhaps another conversation about company alignment is in order.

If you decide to move forward with the nomination, a good packet is key to landing the recognition. A few tips to grabbing the win: • Re-Read and make sure you understand the criteria for evaluating the recipient.

• Try to identify something that can serve as a theme in the letter that sums up the nominees qualifications. i.e. “strong community ties”.

• Use specific details—numbers, facts, strong examples, anecdotes—to illustrate generalizations.

• Ask another company to nominate your agency or employee. Perhaps that vendor does not realize the importance of a win for you. Just ask. They can only say no.

• If at first you don’t succeed, revise the letter as needed and nominate again at the next opportunity.

The most overlooked tip however, is to nominate others…a lot. One of the best things your company can do to improve your reputation is to be seen as an involved, caring entity in your community. One way to do this, is to

spread the love. If a vendor that you deal with has outstanding customer service, nominate them or the individual. Do this for as many of your vendors or other small businesses that you can afford to spend time doing. When the judges on the review panel handing out the “Best Work Environment” award sees your company name consistently on nomination packets, it will stand out. When they see your name coming in from others, your likelihood of landing that award increases. Every judge I have ever met likes to see a company that is not only “outstanding” but is a good neighbor as well.

Award After Action After you have nailed the award, the real work begins. You should incorporate the win into everything you do.

• Ask the presenting agency for a graphic that can be placed on your company website or letterhead. If they do not have one, create one of your own if you have the capabilities. If not, a simple “Voted Best Place To Work” text will do.

• Hold a company rally, even if that is just around the two desks in the office, and congratulate everyone for their part in making this award happen. Ensure that every employee understands how the win impacts the company’s image.

• Send out a public release to your vendors, customers and media outlets announcing how excited you are about the recognition. Thank the appropriate people and express how you plan on

Darcella K. Craven

continuing to be “the best”. Three quick bullets should do.

• Incorporate the “2016 Best Work Environment” line into every speech of the sales people, executives and receptionist. For the remainder of the year answer the phones “Thank you for calling Space Savers voted Best Work Environment by Carpenter Magazine how may I help you.” Be proud of your accomplishment.

After the year is over, simply add on the year. You can do this for at least two years. I would not suggest more than that besides you will have other accolades to be proud.

To recap. Spend no more than 15 percent of your time going after a specific group of awards. Nominate others and be a good neighbor. Thank the appropriate people after the win. Incorporate the win into your company message. Good luck.

Darcella K Craven is currently the Executive Director of the Veterans Business Resource Center, a non-profit organization dedicated to assisting Honorably Discharged Veterans, National Guard and Reservist and Active Duty personnel and their families with transitioning back into civilian life with starting and expanding businesses. Darcella has been featured in numerous articles for her transition from the military and the welfare system to an accomplished business woman and is actively involved in many civic organizations. www.vetbiz.com

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V e t erans in Franchising

Papa John’s Piz z a

“The Colonel”

Franchising USA

“The Colonel not only put his heart and soul into his first store, but every penny he had. His goal: To make his one store the best run Papa John’s in the country.”

How does a man go from briefing the Secretary of Defense to flipping Papa John’s Pizzas, to Winning “National Franchisee of the Year”?

Here’s how…

When people walked into the first Papa John’s Pizza in the Washington Metropolitan Area in Sterling, Virginia in 1993, they saw a smiling man standing out of the way, but clearly overseeing the operation. Many wondered, and sometimes even asked, “Is that Papa John?” It wasn’t Papa John, it was Colonel William Freitas and here is his story…

Colonel Freitas, a highly decorated Vietnam Veteran, rose through the officer

ranks of the United States Army after graduating from Colorado State University as a distinguished military graduate. “The Colonel” (as everyone calls him) accepted his commission and was stationed at Fort Knox, Kentucky. He was a Bird Dog pilot in Vietnam in 1967 where he flew Cessna spotters. He returned to Vietnam in 1971 as a Cobra helicopter pilot. He then was selected to command an air cavalry troop in Fort Hood, Texas in 1976, and then a tank battalion in Fort Polk, Louisiana in 1983. A stint at the National War College brought him and his family (his wife Frances and sons Andy and Patrick) to the Washington, DC area in 1985. While in DC, he worked with the Joint Chiefs of Staff as Chief of Conventional War Plans during the Gulf War. Upon retirement from active duty, The Colonel and his eldest son, Andy went to Louisville, Kentucky to research this new franchise opportunity called “Papa John’s”. They found such synergy with their business ethics, practices, food quality, and customer service standards, that their choice became clear. But what really won them over was the great taste of Papa John’s Pizza! They knew they had to be part of this great team and that their lives were changing right then and there.

reinvested every penny made into building more stores, not even taking a pay check for over 5 years.

The Colonel and Andy ran the business with Andy as the company’s first general manager (he now serves as the Chief Operating Officer). His youngest son, Patrick, joined the team as a delivery driver and now serves as Senior Vice President of Operations supervising Papa John’s stores in Montgomery and Prince George’s Counties in Maryland.

By 2015, The Colonel was operating 63 Papa John’s locations throughout Maryland and Virginia.

In 2009, Colonel’s Limited was recognized

by Papa John’s International as “National Franchisee of the Year” – Best of the Best in the USA! For information about Military Veteran Incentives, please visit our website at www.PapaJohns.com or www.VeteransBusinessServices.us.

The Colonel not only put his heart and soul into his first store, but every penny he had. His goal: To make his one store the best run Papa John’s in the country.

He believed in the brand so much that he

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V e t erans in Franchising

Spor t Clips

Sport Clips Haircuts A Franchise That Supports Our Nation’s Military Veterans

Sport Clips Haircuts is dedicated to supporting our nation’s veterans, and it has been a franchise focus since its founding

by Air Force veteran Gordon Logan. In its 22year history, Logan has been the driving force behind the company’s culture of giving back and supporting those who serve.

Sport Clips is the “Official Haircutter” of the Veterans of Foreign Wars (VFW), offering veterans preferential pricing on haircuts and franchises; and the company has been named as one of the “Best for Vets: Franchises” by Military Times. Sport Clips team members, product partners and clients have contributed almost $4 million to support the VFW Foundation through its “Help A Hero” program to help deployed and hospitalized U.S. service members call home through the VFW’s Operation Uplink™ and to provide scholarships for veterans transitioning to civilian careers.

Sport Clips has supported, and currently supports, numerous veteran services organizations, including the Aleethia

Foundation, which provides nights out at premier restaurants in the Washington, D.C. area for soldiers undergoing treatment/rehab at Bethesda and their families; Honor Flight Network, which provides WWII veterans the opportunity to see the memorials dedicated to their service in our nation’s capital, Arlington National Cemetery and other D.C. sites; Ageless Aviation Dreams Foundation, giving WWII Veterans, who reside in assisted living settings, and their spouses, rides in Stearman biplanes, which many of them trained in during their military careers; and equestrian therapy programs, among other worthwhile programs.

Sport Clips has worked with Wounded Warrior Family Support, building smart

“Sport Clips w has welcome the system as

Franchising USA

“Sport Clips supports, honors and thanks those who have served… truly a win-win for this franchise and our nation’s military veterans.” homes for disabled vets, and the Patriot Foundation, supporting families of Special Forces soldiers killed in action, among other worthwhile programs. The franchise has honored “The Lone Survivor” Marcus Lattrell at its national convention, as well as Medal of Honor recipient Dakota Meyer. Sport Clips is also actively engaged in the International Franchise Association’s VetFran program, and Logan has served as the VetFran program chairman and veteran mentor.

In addition to offering a 20 percent discount off its franchise fee through the VetFran program, Sport Clips’ support structure for veterans is intensive, beginning with orientation in their local area, including one-on-one meetings, telephone support and on-line learning modules to provide a foundation for success. Sport Clips works closely with them to select the best possible location for their store, using an extensive data base of Client Behavior Profiles and connections with national and local real estate developers. And, dedicated care is offered in helping younger veterans at start-up, a critical phase of their franchise career, to help them achieve their goals.

was founded by a veteran and ed more than 50 veterans into s Team Leaders over the past 20 years.”

The three business skills that many veterans need to develop when starting a franchise are accounting/finance skills, team recruitment/development skills, and local marketing skills. Beginning six months before their scheduled store opening, Sport Clips holds weekly phone calls to review its “Store Opening Playbook,” ensuring that all tasks are completed in a timely manner and to answer any questions. The playbook has numerous checklists, which makes it very familiar for veterans.

Closer to the date of their first Sport Clips store opening, an intensive, week-long training program is held at Sport Clips’ headquarters that prepares them for the opening and operation of their first store.

The week prior to and the week after their store opens, Sport Clips has two or more support team members on-site.

After opening, regularly scheduled site visits and telephone “check-ups” are held to ensure everything is operating smoothly. They are then enrolled into the POST Program, which picks up where the Grand Opening programs start to phase out, continuing Sport Clips’ intensive support structure for the next six months.

For any stores not meeting standards of performance and profitability after the first year, Sport Clips provides additional resources to help Team Leaders

(franchisees) get on track. The success of these systems is reflected in Sport Clips’ Continuity Rate: Over the past five years 705 stores opened, of which only five stores have closed… a continuity rate of 98 percent. Currently, Sport Clips has more than 1,500 locations operating across the U.S. and Canada.

Sport Clips was founded by a veteran and has welcomed more than 50 veterans into the system as Team Leaders over the past 20 years. Sport Clips’ support and training systems prove successful over and over, especially for veterans who are uniquely well-suited for a highlystructured franchise environment due to their ability and willingness to adhere to a well-documented system with proven success – exactly what is trained over and over again in the military; understanding and appreciation of the value of teamwork -- in the military the success of the unit depends on the success of each individual, and in many cases trusting your teammate with your life; and overall military training with missions that must be accomplished – failure is not an option.

Sport Clips supports, honors and thanks those who have served…truly a win-win for this franchise and our nation’s military veterans. www.sportclipsfranchise.com

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George Knauf, Senior Franchise Business Advisor, FranChoice

5 Reasons to AVOID

Buying a Franchise I know, this magazine is a key resource for anyone seriously interested in buying a franchise and we all know that franchise magazines are stocked with stories and columns that motivate interested parties and help them learn how to become an owner. I have written many of them myself!

Well, believe it or not the franchise professionals I know and respect tend to be more interested in telling you why you should not own a franchise

Franchising USA

(or what you need to do to be ready to eventually be an owner) than in trying to talk you into buying one.

Here are some of the reasons franchise investigations files should get closed.

Reason Number 1 – You are TOO entrepreneurial Success in franchising with a proven brand, almost without fail, depends on the new franchisee following the proven system they just bought into. Franchisors often spend a substantial putting their systems together, building technology, testing training and marketing programs.

I can think of nothing more senseless than buying into a system you won’t feel comfortable following.

Do you see yourself as a “team” player, someone that will look to get and give input or support? Are you willing and able to follow a system created by someone else, holding back suggesting ways to change the system until you understand the one you started with?

If you are unable to follow someone else’s proven system for success, then you may not be a good match for franchising.

Reason Number 2 – You can’t identify what you are really passionate about The topic of turning your passion into your business is an interesting one. All too often people focus on a product they like, not the activities that will require their

“Are you comfortable making key decision on how money is spent, hiring, firing and other important areas of business operations? As a franchise owner you will be making key decisions on a daily basis.” focus for the next 10+ years. When we begin working with a new candidate this conversation about their passions can be short, if they can express what makes them happy with work, or long if we need to go map out real work based passions.

Keep in mind that the product you work with may get to be pretty routine, the tasks you do and the people you talk to will be ever changing in nature. Don’t put yourself in the position of selling a product you like if you hate the activity of selling, or managing a big team if you don’t like managing people.

Reason Number 3 – You are under funded Your total start-up costs will be whatever the business expenses to get your business spun up plus your personal household expenses. When we work with our franchise candidates we walk them through this thought process and have them add their personal expenses to the startup costs provided by the franchisor.

Better to overestimate than to come up short.

Put together a complete picture of all projected costs and how you will fund them. Cash is great but most candidates use some sort of funding solution to conserve cash and make sure they have a reserve.

Reason Number 4 – You prefer that someone else makes all the important decisions While the system in the franchise you are looking at may be pretty developed there are still a very identifiable set of skills that a franchisor will look for. They want to see some level of management and sales

acumen, but along with that they will be looking to see if you are going to be comfortable making the level of business decision that will be required of any owner in their business.

Think about how you operate in business.

Are you comfortable making key decision on how money is spent, hiring, firing and other important areas of business operations? As a franchise owner you will be making key decisions on a daily basis.

Reason Number 5 – You don’t have management or sales skills Nearly all franchises will require some level of management skill, some also require that the franchisee can sell. If you have been in a professional role where you have not developed either of these skill sets then you may want to consider finding a role as an employee where you can develop them and transition to business ownership when you feel you are ready to put those newly developed skills to work.

Corporate America has a great place in franchise and business ownership, jobs can be apprenticeship programs of sorts for becoming an owner. As an employee you do the work and get a paycheck, but the employer keeps the valuable business you just built in trade for taking the risk. Once you have the skill set you need there is inherently less risk than before you built it.

In Closing There are 5 key areas any candidate should give some thought to before buying a franchise. The process of finding and evaluating franchises is not a race you should take enough time to make sure the match is good. If territory is limited and you may lose the area or location you want don’t get in a rush and skip verifying

George Knauf

things that you need to make sure are in place. There is always more territory elsewhere, and if not there is always another brand.

The franchise search performed by any candidate is unique to them, we customize searches for our candidates just as you should for yourself. Pay close attention to what the franchisor says is required to be successful in their business, write it down so you don’t forget. When you talk to their most successful franchisees compare that list to the people you talk to and see if it holds true. Then, make sure you match the list too.

Are there reasons to forego or delay your dream of owning a franchise? Sure, but many of the candidates we get calls from have all the pieces already. We just show them how to arrange what they bring to the table and get them in front of companies that are a perfect match for their skills, strengths, likes, goals and how they prefer to work.

What will your success story be?

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.FranGuide.com

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FR A NCH ISEE I N ACT I O N

FASTSIG NS

Entrepreneurial Power Couple Shares Signs of Success One of FASTSIGNS® franchisee Mark Glenn’s favorite quotes is from Steve Jobs, who said “Great things in business are not done by one person; they are done by a team of people.”

Franchising USA

That is certainly true for FASTSIGNS International, which has grown to more than 600 locations around the world because of its outstanding franchisees and corporate employees. Two of the contributing franchisees are Mark and his wife Shawn, who have proven to be impressive leaders within the FASTSIGNS network and in the franchising industry as a whole.

The Glenns started out on the corporate side at FASTSIGNS International, with

Mark serving as director of compliance and business consultant for over 14 years and Shawn working as a creative services manager for three years. They made the decision to become franchisees five years ago, and the entrepreneurial couple has excelled in every facet of the business.

In 2011, the Glenns acquired their first resale FASTSIGNS center in Carrollton, Texas, reaching their goal of $1 million in annual sales after just two years of owning the location. In 2014, they expanded the

center by 1,500 square feet for more production and office space. Then, after much success in Carrollton, the couple announced expansion of their business in October 2015 by acquiring three existing Dallas-based FASTSIGNS locations, including the downtown Dallas center, the Oak Lawn center and the Market Center locations. As true innovators, the Glenns are always finding ways to provide their customers with a variety of comprehensive visual communications solutions and marketing services at all four of their locations.

Mark and Shawn Glenn attribute much of their aggressive business growth and noteworthy success in such a short period of time to three main factors: a dedicated team of employees, a passion for running their own business and a commitment to exceeding customer expectations.

Teamwork Among their four locations, the Glenns employ a dedicated team of 25 employees.

Mark says, “It’s our responsibility to communicate business goals, from having the right staff in place to empowering them to do their jobs with thorough training and the proper resources.”

Their robust staff includes sales managers, a field operations manager, production manager, and outside sales representatives.

Mark supports the sales staff with strategy, pricing and sourcing vendors, as well as attending outside sales visits. “Mornings are a time in the center to meet with the team and talk about projects in progress, update sales forecasts and prioritize our work. My afternoons are spent mostly on the go, networking and attending meetings or conference calls,” he says.

Shawn adds, “We are fortunate to have such a capable group of professionals we can trust to go above and beyond for our customers. Mark and I both believe in the importance of holding people accountable, but staying out of their way and letting them do their jobs.”

The Glenns and their team definitely get the job done. They recently celebrated a

“It’s our responsibility to communicate business goals, from having the right staff in place to empowering them to do their jobs with thorough training and the proper resources.” - Mark Glenn big accomplishment when their customers nominated them for Business of the Year through their local Chamber of Commerce. For a relatively new business, winning the award was a major honor.

Passion “Owning FASTSIGNS centers gives me the time and the financial opportunity to act as an entrepreneur. It is hard work, but the sense of ownership is very rewarding,” Mark says. “We are helping other businesses grow, and most companies need our services.”

The business is about solving business challenges and helping companies accomplish their visual communications goals. Using a highly skilled team of marketing and graphics experts, the Glenns and their store teams have the vision, experience and insight to create signs and graphic solutions that help businesses, organizations and events realize their full potential.

“We get to make our customers the hero,” says Shawn. “And with the brand awareness, operational support and training resources we receive from FASTSIGNS International, we are positioned to be the predominant visual communications leader in the market.”

Mark and Shawn Glenn have proven to be great for the brand and great to current and potential franchisees in the organization.

In addition to attending all conventions and sales conferences and participating in marketing programs, the Glenns are always open to testing or early adoption of new programs, like décor upgrades or new POS systems. Mark also serves on the FASTSIGNS Franchise Advisory Council and helps as a mentor for other franchisees. Their love of what they do inspires others around them.

Their other love is their two young daughters and spending time together as a family. Mark and Shawn both place importance on fostering a work-life

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FR A NCH ISEE I N ACT I O N

FASTSIG NS

balance – a motivating factor for the couple’s outstanding performance over the past five years.

Above and Beyond Gary Salomon, founder of FASTSIGNS International, famously said, “The universe rewards action.” The Glenns whole-heartedly agree. In addition to giving back to the Dallas community, they spend time fostering meaningful relationships with other business owners in Dallas and see it as a prime opportunity to increase the company’s brand awareness on a local level. Both are active in local organizations, such as their Chamber of Commerce and community business association, as well as a women’s business forum and the PTA. Mark points out that business is about building relationships. He says, “We’re providing a product, but what we’re really delivering is an experience.

Other companies may provide the same

Franchising USA

“Shawn and I work hard to create awareness in the community and attract business, but then we put it in the very capable hands of our team.

They are the pillars in our organization.”

- Mark Glenn transaction, so where we can stand out is to deliver it with unmatched professionalism.”

Sometimes that means arriving at 4:30 a.m. for an install, or hand-delivering signs and going above and beyond to make a deadline. The Glenns believe in doing whatever it takes to meet and exceed expectations, and that’s a mentality they foster in their employees.

“I haven’t placed a single order since we bought the franchise,” Mark says. “Shawn and I work hard to create awareness in the community and attract business, but then we put it in the very capable hands of our team. They are the pillars in our organization.”

The Glenns have found success in goalsetting and incentives. When annual sales goals are reached, there have been cruises

or trips to Las Vegas to reward their highest performer. “We set the goal high, but the key is to also make it attainable,” says Shawn. “We want to provide a challenge that is within reach.”

The Glenns agree that any challenge is within reach with the power of FASTSIGNS brand behind them.

The FASTSIGNS franchise offers the opportunity to be the industry leader from day one with established operating systems and a highly successful franchise model. Strong strategic direction, proven processes and a leadership team dedicated to helping franchisees increase their sales and profitability is all part of the FASTSIGNS experience. Mark and Shawn Glenn are shining examples of this franchise promise in action. www.FASTSIGNS.com

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ex per t advice

Rick Bisio, A Franchise Coach

Get Coached, Not Consulted Describing the Key Differences Between a Franchise Coach and a Franchise Consultant Owning and running a franchise can seem like an overwhelming endeavor, so it’s no surprise that prospective franchisees often seek outside help in the form of a franchise coach or a franchise consultant.

Coaches and consultants may seem similar; however, they actually play very different roles. By definition, choosing a

Franchising USA

consultant is the right move if a specific project is giving you trouble, but choosing a coach is the preferred approach if you’re looking to find, own and operate a franchise business that’s poised for long term success.

When is a coach or consultant most valuable?

The beauty of a franchise coach is that he or she can function as an incredibly valuable asset to your franchise location at any time – not just when you’re seeking out opportunities. Working with a franchise coach is the start of a long term relationship. If you’re exploring franchise opportunities, a franchise coach can help

you conduct an effective due diligence that will help you make a smart decision. Once you start your franchise, a franchise coach should still be there for you providing a sounding board for your business ideas and a stable platform to keep you focused on your long term goals.

A consultant, on the other hand, is typically brought in only when an expert is needed. Consultants of any kind are most used as a resource for a specific business operation or event. Therefore, while consultants can be helpful in the short term, franchise coaches help franchise owners make smart decisions and navigate tough issues over the long haul.

What do they do?

A franchise coach is brought on to provide guidance and strategic thinking.

Franchise coaches work in a similar manner as athletic coaches. Coaches won’t do the work for you; instead they act as a supportive resource. They recognize that you are the player and that coaches are just there to help you succeed. A coach will cheer you on from the sidelines, offer tips on how to perform better and suggest strategies you can use for future events.

Franchise coaches also work on a very personal level. While a coach may work with more than one team member, well… franchisee, at a time, he or she will focus on each person’s unique goals and aspirations. A franchise coach is someone who will take an invested interest in your future and will help you find, purchase and launch a franchise business built for your personal and professional goals.

A consultant is similar to a pinch hitter.

Consultants will step in and complete a

project for you that you can’t do yourself.

Consultants often come to the table with a set vision regarding how the job should be done (or the handful of franchise opportunities from which prospects should select) and work quickly to make decisions.

So, in this respect, a franchise coach is different than a consultant because they are truly invested in the long term success of their clients and enter each client relationship with an open mind – helping those clients find franchise opportunities that meet their personal and professional needs.

How long will they stay?

Hiring a franchise coach is an investment in yourself and your future. It’s common practice for a coach to provide advice and guidance for years at a time. By investing his or her time, a coach can get to know you and your specific needs before helping you develop a big picture plan that suits your needs. A coach always strives to help you maximize your business potential and uncover business ownership opportunities that fit your skills.

Consulting is a temporary position within a finite period of time. A franchise consultant is brought on to help complete a specific project or business goal (like finding a franchise opportunity). A consultant’s main objective is to complete the job at hand and then they will move on to the next project or company. And thus, most relationships with franchise consultants end at the time of purchase while franchise coaches remain available for the long haul.

Why choose a coach over a consultant?

A quality franchise coach wants what’s best for you. They don’t see you as a quick paycheck; instead they see you as an investment. The better your company does in the long run, the better the situation is for everyone. A franchise coach may be on hand to provide guidance and support, but ultimately you create your own success.

A coach will teach you to fish, so to speak, while a franchise consultant will catch a fish for you. A consultant may get the job at hand done, but the next time a problem arises you will be less prepared to solve it. Franchise coaches give you the tools to solve problems yourself. They guide you to become a better businessperson.

Don’t choose a short term solution to achieve your long term objectives. Trust a franchise coach and watch your company excel.

Rick Bisio is the Amazon-bestselling author of The Educated Franchisee, a leading franchise coach with FranChoice, the co-host of Rick Bisio’s Franchise Focus, and the creator of the FDD Exchange and the Franchise Glossary. Since becoming a franchise coach in 2002, Bisio has assisted thousands of aspiring entrepreneurs nationwide explore the dream of business ownership. Prior to joining FranChoice, he was the director of international development at AFC Enterprises, the parent company of Popeye’s Chicken, Church’s Chicken, Seattle’s Best Coffee and Cinnabon, establishing locations in more than 30 countries www.afranchisecoach.com

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Graham Chapman, Senior PR Catalyst, 919 Marketing

Turning Franchisees into Brand Ambassadors:

20 Tips to Help Franchisees Promote Themselves Effectively in the Digital Age As our company, 919 Marketing, a leading content marketing agency specializing in executing game-changing PR campaigns and social media strategies (including brand ambassador programs!) for dozens of franchise brands, celebrates its 20th anniversary, we’d like to share 20 key tips that will help YOU turn your franchisees into effective brand ambassadors.

Graham Chapman

Brand ambassadors can be a powerful catalyst to propel your franchise forward, but how do you help your franchisees understand the benefits of engaging online and positioning themselves for success as ambassadors in the digital age?

A successful ambassador program should be viewed as an extension of the sales force. Afterall, ambassadors are enthusiastic about the brand and able to speak to it in a professional and informative manner. These are people who enjoy getting to know others and who appreciate sharing ideas and information online. They are able drive new business by cultivating relationships and keeping the brand top-of-mind.

Franchising USA

Here are 20 tips that will help franchisors build and lead a brand ambassador program that will help franchisees effectively promote themselves (and the brand) in the digital age:

Establish Goals While the ultimate goal is to attract leads and make sales, doing so as a brand ambassador requires time and a systematic approach. Examine existing sales processes to determine: • How many people in your target market do you typically connect with before making a sale?

• How many times do you typically interact with someone before they use your product or service? As a general rule, expect this number to increase a bit online.

Research Successful brand ambassadors are those who are enthusiastic about meeting and helping others. Be sure to consider the following before launching an ambassador program: • Who has the information people need? Will the ambassadors be able to

effectively speak to their connections’ needs?

• Where are your customers are online? Often, those targeting B2B connections have greater success on LinkedIn, whereas those targeting B2C connections may have more success on Facebook.

• What type of information do people need in each stage of the sales funnel?

What do they need as they identify a potential problem, seek solutions and evaluate their options?

Build a Digital Toolkit Just as the sales team needs flyers and banners to attend a tradeshow, brand ambassadors must have digital tools to facilitate the sales process online.

• Optimize digital profiles. Work with a marketing professional to ensure that the franchisee’s profiles are up-to-date, professional and incorporate brand messaging.

• Establish brand guidelines and social media policies. Be sure that the ambassadors understand what is allowed and required before they begin.

• Provide training. Ambassadors may already be familiar with how Facebook or LinkedIn work on a technical level, but do they understand how to use them as a sales tool?

• Plan time/daily activity. An ambassador program is a sales effort, not advertising.

As such, expect that ambassadors will need time to build online relationships.

• Offer graphics and multimedia support.

On most social forums, images, videos and other long-form content help to capture a connection’s attention, yet many franchisees don’t know how to create this type of content on their own.

Provide a support team or program that can create this type of rich content for them.

Develop Relationships Armed with information and a digital toolkit, encourage ambassadors to build relationships with potential vendors, customers, and prospects. Remind them to: • Personalize invitations or connection requests. People want to feel that ambassadors are interested in them personally, not just trying to close a sale.

• Share useful information. What type of information do your clients need? What questions do they have? Create or find content that will help to address their needs.

• Comment on other people’s information.

This shows your interest in them and keeps you top-of-mind.

• Reply to comments that are made on your posts to extend the conversation.

• Use direct messaging capabilities to share specialized information and

thoughts that may be of value to a single contact to deepen the relationship.

• Be patient. Cultivating business relationships takes time.

Track, Measure, Adjust As with any sales program, brand ambassador efforts must be routinely evaluated and adjusted to have the greatest impact. Once the program has begun, review: • Who have they talked to? Are they making the right type of contacts?

• When they last reach out to each contact? It usually takes five or more touch points to make a sale, so consider recording this in your CRM system.

• Is the content that they are providing useful? Are people liking, commenting on and sharing it?

• How much time has been committed to the ambassador program?

In order for a brand ambassador program to succeed, a “top-down” shift is required.

Those involved with the program, specifically those at the franchisor level who must set a strong example, must move away from thinking about social media as advertising and only sharing

comments/posts about their brand. Instead, franchisors must dedicate time and resources to arm ambassadors with the tools they need to share compelling and educational content/posts and help them develop meaningful business relationships online that convert to sales offline.

Graham Chapman is a Senior PR Catalyst for 919 Marketing, a national marketing, PR and social media agency that creates and executes hard-hitting Social Relations™ programs on behalf of emerging and established franchise companies. Chapman is a passionate, driven and energetic account executive who has helped dozens of franchise clients share national and local stories that increase franchise sales lead flow and in-store traffic for franchisees.

As a member of the 919 Marketing team, Chapman is part of a powerful collection of Emmy award winning journalists, nationally recognized marketing strategists, creative content marketing gurus and savvy digital marketing analysts who have proven experience delivering powerful, revenue generating results for emerging and established franchise brands. www.919marketing.com

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franchise & serv ices dir ecto ry

franchising usa A-Z Listings are a great way to promote your business, giving you a presence within our publication and also the Franchising USA website.

Each detailed, full colour A-Z listing comes with a 150 word write up and your logo.

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In addition to automatic brand recognition, AAMCO franchisees benefit from an Executive Leadership Team who established themselves

Big O Tires® BIG O Is Your BIG Opportunity.

With more than 50 years in the tire and automotive maintenance industry, Big O Tires® is proud to be a worldclass leader. As we continue to thrive in an ever-expanding market, we invite you to be a part of the exciting opportunities as a member of the Big O Tires® family.

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

Camp Bow Wow Camp Bow Wow® is the largest dog day care and boarding franchise in North America!

Established in 2000, we have grown to become an $86 million business with more than 150 franchises in forty states and a location in Canada.

The Camp concept provides the highest levels of fun, safety and service for its Campers, and peace of mind for their parents. Dogs romp together in an open-play environment and pricing is all-inclusive. As the company

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

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Choose a 12 or 6 month package or simply add the A-Z directory onto your Focus, Profile or Ad! To learn about the A-Z directory or any other products please contact Vikki Bradbury: advertising@cgbpublishing.com or 778-426-2446

by servicing the automotive aftermarket as franchisees.

With this franchisee focus in mind, AAMCO provides the brand, tools, guidance and education necessary for new franchisees. This includes financing support, real estate support and training through the entire opening process.

Contact: Eric Simon Phone: 1-800-292-8500 Email: esimon@aamco.com Website: www.aamcofranchises.com

• Leading name-brand recognition.

• Experienced franchise system.

• Competitive marketing strategies.

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

• Sales guidance from a network of retail experts.

• Multiple warehouses stocked to meet inventory demands.

• National and regional meetings/conventions.

• Access to exclusive marketing resources.

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

Contact us today! www.bigofranchise.com

grows, its simple philosophy remains the same — it’s all about the dogs! Camp Bow Wow is focused on the well-being of its furry clients and the success of its franchise owners. Join the Pack and fetch your share of the rapidly growing $60 billion pet industry!

Phone: 1-877-700-BARK Website: www.campbowwow.com Email: ppounders@cbwcorp.com Contact: Patrick Pounders, ppounders@cbwcorp.com, 720-259-0835

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

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

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

Those independently owned and operated franchised

Donatos Donatos is a network of 100-franchise partner owned and 53 company owned restaurants in seven states clustered around Ohio. Founded in 1963, Donatos is the original fast casual pizza restaurant model that also delivers.

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

financial performers in the pizza segment. In its home market of Columbus, Ohio Donatos commands a 40 percent market share in the pizza segment.

We are on the cutting edge of customer knowledge, market intelligence and digital service.

With average restaurant sales over $1M per year, Donatos is one of the strongest

Please see www.donatospizzafranchise.com for more information.

Dunkin’ Brands

6,000 retail shops in 33 countries. BaskinRobbins was founded by two ice cream enthusiasts whose passion led to the creation of more than 1,200 ice cream flavors and a wide variety of delicious treats.

Named the top ice cream and frozen dessert franchise in the United States by Entrepreneur magazine’s 31st annual Franchise 500® ranking, Baskin-Robbins is the world’s largest chain of ice cream specialty shops.

Baskin-Robbins creates and markets innovative, premium ice cream, specialty frozen desserts and beverages, providing quality and value to consumers at more than

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 ®

Contact: Laurel White Phone: 781-737-5286 Email: laurel.white@dunkinbrands.com Website: www.baskinrobbinsfranchising.com

• Franchise Research Institute #1 Rated Sign & Graphics Franchise 2014-2015 • CFA Franchisees’ Choice Designation 2004-2015 • FASTSIGNS is one of only a handful of franchises approved for $21 million in SBA financing for approved franchise candidates FASTSIGNS has over 400 markets approved for development in the US and Canada and is also seeking Master or Area Developer expansion in markets worldwide.

For more information: Phone: 1-214-346-5679 Email: mark.jameson@fastsigns.com Or visit our Website: www.fastsigns.com

fingernails2go

• Fast return on investment

Finernails2Go have built the nail art kiosk that is going to revolutionise the cosmetic world.

If you want a single kiosk for your business premises or to distribute multiple kiosks in an agreed area, we are open for business.

• The only Nail Art Kiosk with bespoke HP printing • The only Nail Art Kiosk with Tritron Speciality Ink – compliant with all major health regulatory bodies.

The Fingernails2Go Kiosk delivers:

Fingernails2Go Kiosks will not only create excitement they will increase the time people spend at the location. You or your customers will be able to sell both nail art, and other products as more people come in to discover Fingernails2Go

• Unlimited design opportunities – • High res HP printing • On screen advertising opportunities

Go to http://fingernails2go.com/business/contact/ to get started with this fantastic new business opportunity.

• The only Nail Art Kiosk built by Tensator.

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Foot Solutions

• Satisfaction of Helping Others

What Are You Looking For In A Business?

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

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

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

Fresh Coat With Fresh Coat, you bring scaling and professionalism to a fragmented industry. The quality, expertise, technology, and customer service that you offer as a Fresh Coat owner will set you apart and bring in recurring revenue through loyal customers and referral programs.

You Don’t Paint! As a Fresh Coat owner you work on your business, not in your business. Our operations system helps you hire and retain quality painters who fulfill the jobs that you sell.

Multiple Profit Centers • Residential (interior, exterior).

• Commercial (businesses, office buildings).

honkamp krueger Honkamp Krueger & Co., P.C. is a Top 100 CPA and business consulting firm and the eight-fastestgrowing CPA firm in the U.S. (Accounting Today, 2015) Specializing in franchise services, HK offers 40-plus forward-thinking, innovative solutions to franchise organizations in all 50 states.

In addition to our tax, accounting and consulting services, HK offers total hire-to-retire solutions through our human capital management affiliate, HKP. Through our HK Financial Services affiliate, HK offers world-class wealth management solutions.

HuHot Mongolian Grills

MONGOLIAN GRILL

Hot is a national create-your-own stir fry concept offering a wide variety of meats, seafood, noodles, fresh veggies, and signature sauces to suit your tastes. Select your favorite ingredients then be entertained as your meal is cooked to perfection by our grill warriors on a 6-foot, scorching hot grill. It’s always all-you-can-eat, so you can create a different meal every time.

HuHot Mongolian Grills, LLC opened its first restaurant in Missoula, Montana in 1999 focusing on fresh food, signature sauces and great service.

Over the past 15 years, the concept has grown to 58

Franchising USA

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

• National Accounts.

• Government Contracts.

• Real Estate-Based Programs.

Be in business for yourself, not by yourself. We provide up front and ongoing training and support to help you succeed. We also leverage the size of Fresh Coat as a whole to develop relationships with well-known brands like Sherwin-Williams®, getting you the best price on the quality materials that meet customer expectations.

Contact: Beth Boecker Phone: 855-832-8284 Email: bbboecker@strategicfranchising.com Website: www.freshcoatfranchise.com

Our depth and level of franchising expertise along with our track record for providing independent and objective franchise advisory/consulting services clearly differentiates HK from all other franchise advisors across the country.

When you partner with HK for your franchising needs, you will always have easy access to one of our owners who will walk in your shoes with you and who has a unique perspective on being an entrepreneur and business grower.

Phone: 888.556.0123 www.honkamp.com

locations in 16 states and that focus has remained unchanged.

In 2015 HuHot was ranked for the fourth consecutive year in Franchise 500 by Entrepreneur and on Technomic’s Top 500 Chain Restaurant Report.

HuHot has been ranked as one of Franchise Times Next 300 Franchise Chains 3 years in a row, and named as one of Nation Restaurant News’ Next 20 Chains of 2014.

Contact: Laura Sporrer Phone: (303) 297-1200 Email: franchise_info@huhot.com Website: www.huhotfranchising.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

Liberty tax service Founded in 1997 by CEO John T. Hewitt, Liberty Tax Service is the fastest-growing tax preparation franchise in the industry and has prepared almost 18 million income tax returns in more than 4,400 offices and online.

Liberty balances strong growth, best business practices, social responsibility, and a fulfilling life experience for our franchisees. We’re committed to creating a business system and environment that will be held up as the model for all other tax preparation franchises to emulate.

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.

Liberty Tax is a company to watch, not just in tax preparation franchise terms, but in the business world as a whole. Our corporate team, Area Developers, and franchisees are accessible and down-to-earth. We provide a supportive network and a culture that is progressive and fun.

You can join one of the top franchise opportunities in the world. Just fill out our request franchise information form to find out more about Liberty Tax. www.libertytaxfranchise.com/request-franchiseinformation.html

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

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

LivePOS

franchisors with the ability to run a successful and very profitable business, with ZERO upfront cost.

Technology is changing the way we shop. Social Media, targeted advertising and repeat customers can make the difference between a successful business and failure. If you are still using outdated, dinosaur like point of sale system, you are leaving money on the table.

Real-Time sales and inventory reports, employee time and attendance, commissions, payroll, promotions and over 1,000 other features makes LivePOS the market leader in this space. The LivePOS FMS Dashboard provides direct access to store sales, royalty remittance, franchise wide SKU control and many other tools to ensure consistency throughout the brand, regardless of state or location

Enters LivePOS, a Cloud Point of Sale Solution designing exclusively for multi-location, chains and franchises owners. With over 20,000 customers worldwide, LivePOS provides both franchisees and

Website: www.livepos.com Email: info@livepos.com

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Massage Green Spa International Massage Green Spa is positioned to outpace the competition with our membership-based business model, easy cost of entry, value positioned concept, easy real estate, low overhead, beautiful distinctive retreat design and multiple revenue streams.

Owning a Massage Green Spa franchise has an amazing opportunity for professional and personal growth. It most importantly focuses on the ever changing wellness revolution. By combining massage therapy with an ecofriendly environment, we have addressed the need for improving both our internal and external health.

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”

Naturalawn of america NaturaLawn of America offers organic-based lawn care services to customers across the United States seeking safer alternatives to traditional chemical lawn care.

Contact: Jim Belanger Phone: 248-849-9600 Email: jbelanger@massagegreenspa.com Website: www.massagegreenspa.com

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

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

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

By creating natural lawn care programs specific to the needs of each individual lawn and through its use of organic-based lawn care products, NaturaLawn of America continues to give customers nationwide, the healthier, greener lawns they desire while protecting people, pets and the environment.

They pioneered the breakthrough into environmentally responsible lawn care back in 1987 (before “going green” was the norm). While chemicalbased companies continued to randomly spray unnecessary pesticides, NaturaLawn of America developed an Integrated Pest Management System (IPM), which was unprecedented in lawn care.

Headquartered in Frederick, Maryland, NaturaLawn of America provides business opportunities to individuals wishing to own their own franchise.

Our Town America

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.

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

Pestmaster Franchise Network, Inc. Pestmaster Franchise Network offers franchises throughout the USA that specialize in pest, weed, termite, rodent, bird and other services related to the pest control industry.

We specialize in Small Business participation on federal contracts and successful franchise applicants are trained to utilize the GSA

Franchising USA

We make you eligible to take advantage of all corporate services: site selection, design and construction, marketing, financing, training and grand opening program. We continue to offer support with the following (not limited to): training, national and regional advertising, operations procedures and assistance, ongoing supervision and management support, increased spending power, access to bulk purchasing and a community of like-minded individuals that are as passionate about your success as you!

For more information Phone: (800) 989-5444, Email: info@naturalawnfranchise.com Or go to Website: http://naturalawnfranchise.com/

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

schedule for opportunities in their territories.

Services are provided with an emphasis on sustainable “green” technologies to residential, commercial and government clientele.

Contacts: Jeffrey M. Van Diepen, President/ CEO and Jacque Lechler, Franchise Administrative and Sales Manager Phone: 775-858-7378 Email: pfn@pestmaster.com Website: www.pestmaster.com

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

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

Primero Systems An outgrowth of Primero’s custom software business, our Webtreepro franchise marketing platform addresses the needs of growing franchises.

Built by a company that understands franchising, Webtreepro makes it easy for your franchise to thrive in the digital age. It’s a proven, simple-to-use solution for marketers seeking to maximize their assets in content and brand recognition.

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

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

add an educational portal, set permissions for publishing and editing corporate content or websites. Integrate your email or CRM strategy into a superior lead generation customer experience.

With a few clicks, launch your newly awarded franchisee responsive website, utilizing the franchisee’s own localized branding, while allowing the franchisor to set the criteria for one or thousands of franchisees.

The possibilities are endless.

Create responsive franchisor, franchise development or franchisee sites, manage your digital assets and automate promotions. Protect your brand with SEO and social media controls, create roles for content workflow,

Contact: Rick Diviesti Email: explore@primerosystems.com Phone: (866) 426-0779 Website: www.primerosystems.com

PrimoHoagies

quality of our products, our brand has become iconic in all of its markets. We experience a level of brand loyalty that in rarely seen in the sandwich franchise marketplace. Our neighborhood Deli feel has made us welcome in communities up and down the East Coast. This is why our products have won hundreds of awards.

PrimoHoagies specializes in gourmet, Italian Specialty Sandwiches. Their entire menu is built around quality. PrimoHoagies uses only the finest Thumanns meats and cheeses on the market to its signature Italian bread baked in the stores throughout the day. Quality will never be compromised in a PrimoHoagies restaurant. This one of the reason we have become ranked in the Franchise 500 by Entrepreneur magazine.

Because we have built our reputation on the

Visit our website at www.PrimoHoagies.com or Contact Mike Aruanno at mike@primohoagies. com to learn how this brand has created such a stir in the sandwich marketplace.

SH Franchising, LLC.

c) Very experienced corporate support team

Senior Helpers® is the growing global brand that provides on-medical home care for seniors with mobility, cognitive, and other age-related health issues.

d) Mature brand positioned for growth

With the U.S. population over 65 years old expected to grow 56% over the next 20 years and senior care options becoming limited, the time has never been better to invest to help an important segment of our communities.

e) Opportunity to combine helping others in your local community while making a living f) Senior Helpers unique brand offerings, such as their Senior Gems Alzheimer’s and Dementia program (seniorhelpers.com/seniorgems).

Advantage over the Competition: Key Advantages:

Contact: Amy Petersen-Smith

a) Low initial investment (100K) – Total Investment includes working capital

Phone: 866 – 353 – 3743

b) Strong income potential

Website: www.seniorhelpers.com/

Email: asmith@seniorhelperscorp.com

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Signal 88 Security Signal 88 Security was founded to revolutionize and establish a higher standard of professionalism in the security industry. Signal 88 Security was founded in 2003, in Omaha, Nebraska, by law enforcement professionals. In Nebraska police code, Signal 88 means “situation secure.” We offer law enforcement* and community-based security personnel, incorporating state-of-the-art technology to provide customized security services to the business community.

From its Omaha roots, Signal 88 Security has quickly grown to providing services in over 37 states with more than 160 Franchises serving nearly 300 territories across the country – with more offices opening every month. We are equipped to handle any size property, event or business with a customized security solution.

SOLDIERFIT SOLDIERFIT is a military inspired fitness franchise with centers and gyms specializing in large group boot camp training, personal training and kids’ fitness programs. It offers a functional fitness gym set in a family environment for all fitness levels.

SOLDIERFIT is different from other fitness companies in that character building is the number one priority, not aesthetics. By focusing

Texas Laundry Service Company From our corporate facility in Pasadena, Texas, as well as our satellite offices in San Antonio, Corpus Christi and LaFeria we sell, service and install Speed Queen washers Extractors, commercial dryers, flatwork ironers and small commercial home-style laundry equipment for vended and on-premises laundries.

The Growth Coach You Can Create the Life – and Business – You’ve Always Wanted Growth Coach, a low-overhead, home-based business, can be that vehicle you seek to give you MORE LIFE, freedom, fulfillment and financial success. If you are ready to invest in yourself and your own business, and take control of your own destiny and schedule, here’s a way for you to feel good about both making a substantial difference AND making substantial money.

Becoming a franchisee with The Growth Coach allows you to build a coaching business with the

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

Franchising USA

Our security programs are successful because we fully understand the nature of the businesses we secure, the properties and personnel we protect, and the deterrent effect we promote.

We have developed a business model designed with our Franchise Partners’ success in mind. Our model tackles all phases of business from start-up to maturity, admin to operations, and marketing to sales to offer our Franchise Partners’ the best opportunity to successfully run a Signal 88 Security franchise, creating peace of mind to pursue passion in life.

Phone: 254-870-2767 Website: www.signal88.com/home.aspx Email: jhinnen@signal88.com Contact: Jessica Hinnen

on personal service, member connections and teamwork, members are made to feel like they belong to something bigger than themselves.

The business is founded on community, patriotism, and the American dream. Since launching in 2007, SOLDIERFIT has expanded across Maryland with locations in Gaithersburg, Frederick and Columbia and will be opening a franchise location in Virginia in fall 2015.

Website: soldierfitfranchise.com

Our clients range from investors seeking maximum return on investment in the coin laundry business to laundry managers at hotels, schools, prisons, restaurants, hospitals and long term health facilities in search of greater efficiency.

Contact: Diane Klingman Phone: 713-472-4083 Email: laundrylady2015@gmail.com Website: www.telscoequipment.com

potential to give you the wealth, freedom, and fun you have always wanted. By combining your previous business experience with our proven systems and world class training services, you’ll be able to serve your local area businesses with expert advisory services. No travel is required, and the business structure is flexible. Because of that flexibility, coaching franchise investment requirements are low and profit margins are robust.

Contact: Beth Boecker Phone: 855-832-8284 Email: bbboecker@strategicfranchising.com Website: www.growthcoachfranchise.com

• 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. www.interfacefinancial.com

The UPS Store The UPS Store, Inc. is the world’s largest franchisor of retail shipping, postal, printing and business service centers. The UPS Store comprises nearly 4,500 independently owned locations in the U.S., providing convenient and value-added business services to the smalloffice/home-office (SOHO) market, corporate “road warriors,” and consumers.

With more than 30 years of franchising experience, The UPS Store has provided thousands of people with franchise opportunities

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

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

uBreakiFix Founded in 2009, uBreakiFix specializes in the repair of small electronics, ranging from smartphones, game consoles, tablets, computers and everything in between.

Cracked screens, water damage, software issues, camera issues, and most any

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

that enable them to become their own boss. In our network, you’ll find franchise owners from all walks of life, everyone from entrepreneurs to white collar professionals to corporate leaders have chosen The UPS Store Franchise to advance their financial and personal success. Take a look at the currently available franchise opportunities and contact us for more details.

Contact: https://theupsstorefranchise.com/ contact-ups-franchise Phone: (877) 623-7253

Web: https://www.theupsstorefranchise.com/

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

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

other problem can be repaired by visiting a uBreakiFix store across the U.S. and in Canada.

For more information, visit ubreakifix.com.

Contact: Brynson Smith Phone: (877) 320-2237 Email: b.smith@ubreakifix.com Website: ubreakifix.com

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

Franchising USA

franchise & serv ices dir ecto ry

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franchise & serv ices dir ecto ry

WELLBIZ BRANDS, INC WellBiz Brands, Inc. is headquartered in Highlands Ranch, Colo. and is one of the largest health and wellness companies in the United States. The company owns three separate franchise entities: Elements Therapeutic Massage, Inc., which franchises massage studios, providing custom therapeutic massage to meet clients’ individual needs, Fitness Together Franchise Corporation, which franchises one-on-one and semi-private personal training studios, and Fit 36, Inc., which franchises high intensity interval training studios, with workouts done as a group.

WineStyles Tasting Station More than a wine shop, WineStyles® Tasting Station® offers guests a one-of-a-kind retail experience with the opportunity to Taste, Learn, and Enjoy® the best in wine, craft beer, fine chocolates, artisanal cheeses, and gourmet items.

In addition, customers can enjoy a full menu of small plates featuring a variety of pizzettes, cheese and charcuterie boards, paired with draft beer and wine on tap or by the glass.

For more information Websites: wellbizbrands.com, elementsmassage.com, fitnesstogether.com, fit36fitness.com

accessories and gift baskets. Furthermore, WineStyles Tasting Station hosts weekly tastings and in-store events, as well as private parties.

As the nation’s largest wine and craft beer specialty chain of its kind, WineStyles Tasting Station is committed to delivering unmatched quality and customer service while building a community gathering place where food, drinks and friendship are celebrated in a clubhouse atmosphere.

Franchisees benefit from multiple revenue streams, including monthly wine and beer club memberships, a customer loyalty program, plus an assortment of wine

Contact: Andrea McGinness Phone: 866-WINECLUB Email: uncorked@winestyles.net Website: www.winefranchise.com

Xpresso Delight

businesses who want our incredible service.

Xpresso Delight is a simple business concept that virtually anyone can be successful at.

Franchisees service the coffee systems weekly and provide all the consumables, everything from the coffee to the cappuccino sprinkle and then simply charge their clients a per cup rate. A pay for what you use policy.

Specifically, we transplant a cafe experience into the workplace. You own a number of fully automated gourmet espresso coffee systems that provide a coffee experience equal to any café, but are located directly in the workplace.

These coffee systems are given away FREE to

ZIPS Dry Cleaners Founded in 1996 and franchising since 2006, ZIPS Dry Cleaners is an aggressively expanding dry cleaning franchise known for its same-day, one-price business model.

A customer can have any item of clothing dry cleaned for $2.29. It doesn’t matter if the item is a necktie, a wedding dress or a pair of pants, the price is $2.29, almost half the industry average. Garments are cleaned on-site, allowing for same-day service.

Contact: Nigell Lee Phone: 347-421-4196 Email: nigell.lee@xpressodelight.com Website: www.xpressodelight.com

sentiments in regards to eco-friendliness, ZIPS uses a filter system to avoid the need to cook solvents, and uses approximately 75 percent less solvent than other dry cleaning companies, creating 90 percent less waste than most operations in the process.

Headquartered in Greenbelt, MD, ZIPS currently operates more than 40 stores throughout the MidAtlantic region of the United States.

Also, in an industry that often coincides with negative

Contact: Aaron Goldberg Phone: (240) 437-4747 Email: agoldberg@321zips.com Website: www.321zips.com

franchising usa

Excellent for branding and recognition.

A-Z Listings are a great way to promote your business, giving you a presence within our publication and also the Franchising USA website.

Each detailed, full colour A-Z listing comes with a 150 word write up and your logo.

Franchising USA

Elements Therapeutic Massage, Inc. began franchising in 2006 and has approximately 210 Elements Massage™ locations. Fitness Together Franchise Corporation began franchising in 1996 and has approximately 175 Fitness Together® locations across the United States. Fit 36, Inc. began franchising in 2014 and has a single FIT36™ location in downtown Denver.

Choose a 12 or 6 month package or simply add the A-Z directory onto your Focus, Profile or Ad! To learn about the A-Z directory or any other products please contact Vikki Bradbury: advertising@cgbpublishing.com or 778-426-2446

The Interface Financial Group The Interface Financial Group The Interface Financial Group

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The interface financial group

An ‘inͲdemand’ Financial Service

‘inͲdemand’ Financial Service

Ͳdemand’ Financial Service

Low Capital StartͲup w Capital StartͲup

apital StartͲup

40+ yearͲold Organization + yearͲold Organization

earͲold Organization

We work with you on every transaction work with you on every transaction

ork with you on every transaction

GREAT GREAT GREAT REASONS REASONS

HomeͲbased meͲbased

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You set the timetable (think Bankers’ hours)

u set the timetable (think Bankers’ hours)

TO JOIN IFG REASONS TO JOIN IFG

et the timetable (think Bankers’ hours)

No cold calling/telemarketing/advertising cold calling/telemarketing/advertising

TO JOIN IFG

ld calling/telemarketing/advertising

EVEN MORE REASONS… EVEN MORE REASONS…

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R.O.I. Training Support Support Experience R.O.I. Training Experience

Training

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Experience

R.O.I.

1-800-387-0860, 1-800-387-0860, ext. 2ext. 2

ifg@interfacefinancial.com ifg@interfacefinancial.com 1-800-387-0860, ext 2 www.interfacefinancial.com www.interfacefinancial.com 2 1-800-387-0860, ext. ifg@interfACEFINANCIAL.COM

ifg@interfacefinancial.com WWW.INTERFACEFINANCIAL.COM

www.interfacefinancial.com

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