Franchising USA October 2016

Franchising USA THE MAGAZINE FOR FRANCHISEES

VOL 04, ISSUE 12, OCT 2016

$5.95 www.franchisingusamagazine.com

AMERICA’S DESSERT DARLING

FRANCHISE RESTAURANT REALITY SPECIAL

FOOD AND FRANCHISING FEATURE

LATEST NEWS

FINANCIAL ADVICE FROM THE BANKS

- PART 1

TOP LAWYERS’ ADVICE

CHECK OUT THE NEW FRANCHISE.org!

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FRANCHISING USA VOLUME 4, ISSUE 12, 2016 president: Colin Bradbury. colin@cgbpublishing.com

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from the publisher & e d i to r

Publisher: Vikki Bradbury. vikki@cgbpublishing.com

advertising: Vikki Bradbury. vikki@cgbpublishing.com

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

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COVER IMAGE: le macaron

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Welcome to the October issue of Franchising USA. The franchising industry recently honored franchise businesses and their charities with the IFA’s second annual Franchising Gives Back Awards. In honor of this, we feature in this issue some innovative and charitable franchises that are working to support local charities, as well as those that share their success with military veterans by helping them reach their own dreams of entrepreneurship.

On the Cover this month is Le Macaron French Pastries, so turn to page 10 to learn the secrets of this pastry shop franchise and how it evolved to become America’s Dessert Darling.

To kick off our 2-part Special Feature, we have sweetFrog on the Cover for our Special Food and Franchising Feature Part 1, a food franchise that is seeking CommunityMinded Entrepreneurs for a Sweet Experience. Learn how sweetFrog recently rolled out its program to support the Girl Scouts of America as part of its large portfolio of programs and events to support local non-profit organizations.

Our popular Veterans Supplement this month features Boulder Designs on the Cover, a franchise that works to support both active military and veterans. We also feature profiles on Bottle & Bottega and AVR Van Rental, where you can read how one Military Veteran Paints a New Future with a Bottle & Bottega studio and learn about AVR Van Rental’s exciting New Franchise Offering.

We also feature our regular industry Experts who continue to share their valuable tips and Expert Advice, including Marketing your QSR Franchise the Right Way by Matthew Jonas and George Knauf on the Franchise Restaurant Reality. Cynthia Price also shares her 3 Secret Ingredients for Email Marketing Success while Hayley Crum Blanton offers advice on how to Minimize Employee Risk and Injury and how to save money while doing it!

Be sure to stay updated on the latest in industry news by turning to pages 6-9 and have a look at our A-Z directory listed at the back of the magazine.

Happy reading!

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

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Contents

october 2016

On the Cover

10 Cover Story: Le Macaron French Pastries:

In Every Issue 06 Franchising News Announcements from the Industry

30 Feature Article

Food Franchising - Part 1 51 Veterans Supplement News and Information for Veterans in Franchising

74

54

44

America’s Dessert Darling

12

23 Special Food Franchising Part 1 Feature

Profile 14 Impact Permitting

Franchisee In Action 62 RNR Tire Express

A-Z Franchise and Services Directoy

Franchisor In Depth 16 Great Clips 68 Jackson Hewitt

48

Focus 48 The Interface Financial Group

12 The One Question Everyone Is Asking Rebecca Monet, Chief Scientist and President, Zoracle Profiles

20 Avoiding Income Gaps Like Pro Athletes Do George Knauf, Senior Franchise Business Advisor, FranChoice

12

Expert Advice

66 What Should Every Prospective Franchisor Ask You? Kyle Zagrodsky, President, OsteoStrong

Have Your Say

66

72 How to Mitigate Your Joint-Employer Risk When Determining Franchisor Liability Jason Leverant, President and COO, AtWork Group

46 Joseph Schumacher, CEO, Goddard Systems, Inc.

Food Franchising - Part 1 On the Cover: 28 sweetFrog: Community-Minded Entrepreneurs Sought for Sweet Experience

FRANCHISOR IN DEPTH 38 Baskin Robbins EXPERT ADVICE 34 The 3 Secret Ingredients for Email Marketing Success Cynthia Price, Vice President of Marketing, Emma

36 More Than Burgers and Fries: Marketing your

QSR Franchise the Right Way Matthew Jonas, President, Top Fire Media

44 Minimizing Employee Risk and Injury: Accomplishing It

and Saving Money Hayley Crum Blanton, CSP, Executive Vice President, FrankCrum

42 Franchise Restaurant Reality George Knauf, Senior Franchise Business Advisor, FranChoice

36

30 Food Franchising Feature Article - Part 1

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what’s new!

UFC GYM Opens New Virginia Beach Location

UFC GYM celebrated the grand opening of its first location in Virginia Beach on Saturday, September 17. UFC lightweight contender Edson Barboza was on hand to lead a free mixed martial arts class with additional free classes and demonstrations offered throughout the day.

The nearly 8,300 square-foot gym is highlighted by a 24-foot Octagon®,

strength training and cardio machines, battle ropes, agility ladders, bag room, a Brazilian jiu-jitsu studio, large group fitness rooms and other functional training equipment for dynamic workouts. The gym’s explosive workout environment uses cutting-edge training techniques inspired

by UFC athletes and provides members with everything needed for the entire family to sweat, move, live and Train Different.

Since debuting in 2009, UFC GYM

has opened more than 135 locations

throughout the United States, Australia, Canada, South America, Vietnam and the United Arab Emirates. The fitness

franchise has continued to grow at a rapid pace with more than 50 locations opening in the past two years and over 50 gyms expected to open in the next year. www.ufcgym.com/franchising

Oxi Fresh of Northwest San Antonio owner, Michael Parker, who has over 20 years of experience in corporate accounting, made the decision to open an Oxi Fresh location to help save for retirement.

The Texas native hopes to successfully grow his new business and eventually leave his corporate career to spend more time with family.

Oxi Fresh to ‘Clean Up’ San Antonio Oxi Fresh of Northwest San Antonio opened on September 15, just in time to help San Antonio residents begin the fall on a fresh note. The new location marks the oxygen-powered carpet cleaning system’s second location in San Antonio, with the first location serving North San Antonio locals.

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Created in 2006, Oxi Fresh has anchored itself at the forefront of the carpet cleaning industry with its environmentally friendly cleaning methods. Using the power of oxygen to provide natural carpet cleaning services, Oxi Fresh’s products create a powerful oxygenated system that leaves no sticky residue and is safe for children and pets. Additionally, Oxi Fresh’s cleaning method only requires two gallons of water per home – compared to the 40-50 gallons that other carpet cleaners use – and enables carpets to dry in one hour, far less than the standard 24 or more hours that other methods require. www.oxifresh.com

Dogtopia Appoints New Vice President of Real Estate Dogtopia— the nation’s leading dog daycare, boarding, training and spa facilities— has appointed Jesse Stiles as Vice President of Real Estate. Stiles brings with him more than 10 years of experience in commercial real estate and franchise development.

Stiles will add depth to Dogtopia’s franchise development system and provide franchisee support. To accelerate the on-boarding process, Stiles will work directly with new franchisees to facilitate store openings and compress opening timelines. In addition, since Dogtopia underwent a major brand reinvention in 2015, all existing locations will be remodeled to reflect the updated store design. Stiles will play a large role in streamlining the rebranding

process for existing locations. Further, Stiles will manage Dogtopia’s existing relationship with Cushman & Wakefield.

Neil Gill, CEO of Dogtopia, stated, “As we continue expanding nationally, the success of new units is crucial to our brand’s development. Jesse has the expertise to get Dogtopia into the right sites and will have an instant impact on helping our franchisees seek out and negotiate the best possible real estate.”

With a focus on building the brand’s presence in every major metropolitan market, the company plans to open more than 100 locations by 2017 and reach 400 stores by 2021. www.dogtopia.com

Big O Tires Opens New Location in Oklahoma Franchisee MFA Petroleum Company opens first store in Oklahoma

Big O Tires® is pleased to announce the re-opening of its Enid, Oklahoma location. This is MFA Petroleum Company’s first location in Oklahoma and sixteenth overall.

“We are extremely excited about this

opportunity,” said Rusty Coats, Director

of Operations, MFA Petroleum Company.

“MFA Petroleum has been very pleased with the Big O Tires franchise and the resulting profitability. In fact, we have

made a commitment to open additional stores in the Missouri, Arkansas and

Oklahoma markets in the next five years.”

The store is located at 4212 W. Owen K Garriott Road, Enid, Oklahoma 73703.

“It’s a pleasure working with MFA

Petroleum Company as they continue

to expand their operations. Their team recognizes the value of the brand and

continues to be a great representation of

our organization,” said Kevin Kormondy, Executive Vice President and Chief Operating Officer of Big O Tires.

“We are thrilled to see our franchisees

grow their store count within Big O Tires.” www.BigOTires.com

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what’s new!

The Learning Experience Named One of the Fastest Growing Private Companies Bailey spent 15 years in public accounting and currently works in the financial services industry. A Pittsburgh native, Bailey is currently working on her PhD in Community Engagement, along with being a dedicated wife and mother of two boys. In addition to her extensive business experience, Bailey is an active community member who volunteers with many charitable organizations, and is an active member of St. Alexis Parish in Wexford.

In addition to being introduced to robotics and science, technology, engineering, arts and mathematics (STEAM) concepts, Snapology students learn skills like patience and teamwork and have a place to engage their creativity.

currently seven locations in Pennsylvania with company plans

With 30 locations throughout the United States and Canada, company plans call for opening 20 new locations per year moving forward. Additionally, the curriculum is designed to also benefit gifted children, as well as those with special needs and autism spectrum disorders.

for two more within the next few years.

www.snapologyfranchising.com

The Snapology of North Pittsburgh opened on October 1, just in time for the school year. The new Pittsburgh location will be serving North Hills, including Sewickley, Hampton, Pine, West View, West Deer, Cranberry, Wexford, and Mars. There are

Snapology of North Pittsburgh is Now Open The Snapology of North Pittsburgh opened on October 1, just in time for the school year. The new Pittsburgh location will be serving North Hills, including Sewickley, Hampton, Pine, West View, West Deer, Cranberry, Wexford, and Mars. There are currently seven locations in Pennsylvania with company plans for two more within the next few years.

Bailey spent 15 years in public accounting and currently works in the financial services industry. A Pittsburgh native, Bailey is currently working on her PhD in Community Engagement, along with being a dedicated wife and mother of two boys. In addition to her extensive business experience, Bailey is an active community

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member who volunteers with many charitable organizations, and is an active member of St. Alexis Parish in Wexford.

With 30 locations throughout the United

In addition to being introduced to robotics and science, technology, engineering, arts and mathematics (STEAM) concepts, Snapology students learn skills like patience and teamwork and have a place to engage their creativity.

forward. Additionally, the curriculum is

States and Canada, company plans call for

opening 20 new locations per year moving designed to also benefit gifted children, as well as those with special needs and autism spectrum disorders.

www.snapologyfranchising.com

Joyal Capital Management Announces Management Buyout of Papa John’s in Greater Miami Marketplace Joyal Capital Management, LLC is pleased to announce that its private equity vehicle, the JCM Opportunity Fund I, LLC, has concluded its investment in a $17,900,000 leveraged management buyout of a thirty-onestore network of Papa John’s in the Greater Miami, FL marketplace.

The transaction utilized a combination of senior and mezzanine debt, which allowed 100% of the equity and operational control to consolidate with the network’s CEO, established reserves to facilitate upgrades to the POS and equipment, and strategically relocated certain stores.

Due to a shorter holding period driven by the operation exceeding its financial projections, the Fund realized a 22.96% Investment IRR which represents a near 10% increase over the originally projected IRR of 13.92%.

Joyal Capital Management, LLC

represents more than 500 clients in over 20 states on mergers and acquisitions,

financing, private equity and family office services. The JCM Opportunity Fund I,

LLC focuses on franchise and real estate

investments. Since its inception, the Fund has made five investments, three of which have been completed and two of which are ongoing. www.joycapmgt.com

Smith, Four Foods Group CEO. “We

provide the requisite recipe for success, including providing resources for

growth, management and all back office functions.”

Four Foods Group Announces Major Funding to Launch New Franchise Brands Four Foods Group (FFG), a restaurant concept accelerator company, announced it has completed the placement of over $35 million of growth capital funding.

The funds will be used to expand FFG’s business operations and relationships across multiple brands by utilizing its

established operating processes, expertise, systems and relationships to accelerate the growth of emerging restaurant brands and concepts.

“We have proven, with the Kneaders Bakery and Café brand, that we can accelerate restaurant concepts profitability through our platform,” said Andrew K.

FFG has built and opened 43 Kneaders Bakery & Café restaurants throughout

the Western United States with five more currently in development. The company

is projected to surpass over $100 million

in revenue in 2016, a number that recently placed them on the Inc. 5000 list for the fifth consecutive year.

FFG has established teams for in-house

real estate, development and construction, facility management, operations, human

resources, recruiting and training, payroll and benefits administration, IT support, marketing, and financial oversight. www.fourfoodsgroup.com.

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COV ER STO RY

Le M aca ron French Pastr ies

America’s Dessert Da Walking through the doors, you’re greeted by a warm Bonjour and the aroma of cappuccino. A macaron and soft French music arouse your senses, and the simple but elegant surroundings invite you to indulge in a simpler way of life.

You’re transported to a quiet reprieve away from the hustle and bustle of the day, instead allowing yourself to linger over a book, immerse yourself in conversation, or simply enjoy the ambiance. From the moment you step into a Le Macaron French Pastries shop, you’re enveloped in the French experience that is sure to bring you back again and again.

While Rosalie Guillem was living in Florida and her daughter Audrey GuillemSaba in France, they had a dream – to share delectable French macarons with the world and to reunite their family.

Hailing originally from France, they were surprised to find that the American take on

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the macaron was often simply sugar spun into a cookie shape. They knew that with a little consumer education, and by treating the American palate to true French macarons, they could bring a taste and texture sensation to the marketplace.

To perfect their macaron, Rosalie, Audrey, and their team worked with a Frenchtrained master pastry chef, selecting the best ingredients to create tasty, sweet morsels of crisp meringue with soft, flavorful fillings. Le Macaron French Pastries shops carry up to 20 sensational flavors that are as easy on the waistline as they are the palate.

In 2009, Rosalie began sharing her delectable macarons with the American consumer market and opened her first Le Macaron French Pastries boutique in Sarasota, Florida. Since then, she has been instrumental in expanding her business model to more than 40 locations across the U.S. through an aggressive franchise expansion program.

Rosalie’s decision to franchise was born of industry desire, as within the expanding U.S. bakery product industry, there is an undeniable increase in demand for gluten-free products. The Le Macaron French Pastries concept operates within

a specialized, yet extremely popular and growing market niche. Beyond the signature macarons, Le Macaron French Pastries’ menu includes gourmet chocolates, creamy French gelato, specialty European style coffees, and other classic French pastries and homemade candies.

Le Macaron Development LLC began franchising in August 2012 and is perfectly positioned for national growth with many premier locations available. Their unique concept, highly suited for area and multiunit development, will bring a truly sweet and welcoming experience to local areas across the U.S. As the brand aims to grow to 100 locations, they invite franchisee prospects to share their skills and passion to help with this delicious mission.

“We continue to stay true to our core philosophy of providing people a little luxury — and the opportunity to slow down long enough to appreciate the quality of a thing done right. Our business model allows franchisees to experience entrepreneurship with an established approach to operational excellence.” – Rosalie Guillem – Le Macaron French Pastries With no bakery production and minimal

“From the moment you step into a Le Macaron French Pastries shop, you’re enveloped in the French experience that is sure to bring you back again and again.”

arling staffing, franchisees leverage streamlined locations, receive product delivered direct-to-store, and receive comprehensive training and ongoing support to grow their businesses. No baking experience, no problem for Le Macaron French Pastries franchisees as each signature pastry is still handcrafted by their team of chefs at the Le Macaron French Pastries commissary.

Le Macaron French Pastries is looking for like-minded franchisees that desire to engage guests and talk about their passion, the aspiration for excellence in customer service and basic business skills with a willingness to learn.

Typically housed within 800 to 1,000 square feet of thoughtfully designed commercial space, Le Macaron French Pastries shops’ modern, attractive boutiques can easily adapt to outdoor shopping centers, enclosed malls, tourist areas and a variety of different high foot traffic site options. The business offers a variety of products and enjoyment options, creating the opportunity for multiple revenue streams for franchise owners. Along with eat-in and carryout options, franchisees can also provide custom and pre-packaged gift selections for their customers’ special occasions, holiday favorites and catering and delivery

services for special events.

With customized tools and support to help drive their business, the bottom line is that the Le Macaron French Pastries opportunity is now open to a vast and diverse group of prospective franchisees.

The bottom line: Le Macaron French Pastries allows for a vast diversity of people to invest and provides customized tools and support to help drive their business progress.

The pundits agree, as Le Macaron French

Pastries was named one of Entrepreneur’s “Top Best New Franchise Opportunities” in 2016. Additionally, Inc. Magazine recently ranked Le Macaron French Pastries #1476 on its 35th annual Inc. 5000 list, a prestigious ranking of the nation’s fastest-growing private companies.

Interested in serving up America’s dessert darling? To learn more about franchising opportunities at Le Macaron French Pastries, visit the franchising website or email kathemoore@lemacaron-us.com. www.lemacaron-us.com

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ex per t advice

Rebecca Monet, Chief Scientist & President, Zoracle Profiles

The One Question Everyone Is Asking I know you, better than you know yourself.

Underneath that tough exterior, and ever so slightly puffed up ego – there lies a tender underbelly. But no one has seen it.

Not the guys on the basketball court who just like you cover their tender underbellies with full throttle chest slams,

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butt slaps, towel pops and fist pumps.

Not your employees who see you as some kind of wizard who makes things happen from sheer genius and willpower.

Not your children in whose eyes you are a combination of super hero and ATM machine. Not even your devoted wife.

What?! But she’s seen me naked, you exclaim. No she’s clueless too. How do I know? Because she’s sound asleep and quietly snoring while you’re wide awake asking yourself the same question again and again: do I have what it takes?

out loud. Even more rare, is getting an affirmative answer in advance of taking the leap into business ownership. Indeed, many linger for years watching on the sidelines as others with much less ambition or talent crossover from corporate minion to business owner. Oh, I’m not suggesting you are doddling. Besides how would I know that? Nor am I implying you lack confidence, skills or drive. I’m simply suggesting this one question has hindered countless individuals from achieving their dreams.

You’re not alone. Everyone asks themselves that question. But rarely

Granted not everyone has the ‘right stuff’ to be a franchisee but just as often the

“Want to fail? Pretend you know it all, be easily offended and insist on being right. Want to succeed? Serve others, admit your mistakes and ask for help.” issue is in regards to ‘right fit’ instead. Two different things and both are important.

I’ve spent 23 years in the psychometric assessment business specifically in franchising. I research, design and validate tools to determine if someone has what it takes to be a business owner and if so which franchise would be the right fit. I love neuroscience, data and being able to delineate and predict things. Call me a nerd, but franchisors that truly care about the performance of their franchisees like having me around.

In the past 3 years Zoracle Profiles has assessed 79,935 franchisees and prospective franchisees including 1283 top, 5891 mid and 984 low performing franchisees. That being said, maybe I can shed some light on your tender underbelly and provide an unbiased, science-based answer as to what it takes to be a successful franchisee. Then you can decide. Top performing franchisees exhibited these three traits in spades over their low performing counterparts.

Self-Control Pop psychology suggests if we are self-aware - understand our emotions, strengths, weaknesses and drives we will be happier and more successful. I can’t argue the happier part but I can tell you our research shows no such correlation to business success. In fact, low performing franchisees scored higher in self-awareness then top performing franchisees, pointing to negative correlations.

Instead top performers scored higher in self-control. Their ability to manage disruptive emotions and impulses effectively and remaining calm in the face of the unexpected is what lead to success. This in turn confronts another false assumption, that one must understand something to control it. Top performers

control their thoughts, feelings, mouth, time and money. Top performers do not bow to their feelings. They take their thoughts captive. They zip it, because gossip, criticism, whining and complaining are destructive acts of pride. Most importantly they are good at delaying gratification. Want to fail? Speak and spend like there’s no tomorrow. Want to succeed? Exert self-control.

Initiative Low performing franchisees scored higher in self-confidence whereas top performing franchisees scored higher in initiative. Seems odd right? How is it that someone with strong self-confidence would avoid taking initiative? Let’s look at the difference. Confidence by definition is courage that comes from certainty about our capabilities and goals. This doesn’t sound very confident or courageous to me.

If one must be certain about something before taking action what kind of courage does that take?

Initiative on the other hand, is the power at one’s own discretion to do something before others do. In other words, someone with initiative is not waiting until he is confident in his capabilities. Top performing franchisees take initiative.

They cut through the red tape. They mobilize themselves and others even when all the ducks are not in a row. So why does someone with strong self-confidence not take initiative? Because confidence does not mobilize it gloats. Want to fail?

Continue to gather competencies and capabilities, take that seminar, read that book, hire a coach and white board your ideas. Want to succeed? Get up. Get dressed. Go do it.

Humility While we are on the topic of selfconfidence and gloating let’s look at the roll of humility in business success.

Rebecca Monet

Humility is the quality or state of not thinking you are better than other people.

Hmmm, sound like anti-gloating to me.

Top performers outscored low performing franchisees in the trait of humility. Top performers treat people with respect. They are not easily offended. They don’t take credit for what others have done. They do not need to be right or insist on having their way.

Pride is the enemy of success. We’ve heard ‘pride cometh before the fall’ a thousand different ways, yet we are a culture that is easily offended and applauds arrogance.

Want to fail? Pretend you know it all, be easily offended and insist on being right.

Want to succeed? Serve others, admit your mistakes and ask for help.

I trust this quick glimpse into the attributes of successful franchisees answers your question: do I have the right stuff? Want to learn more? Take the Business Builder Profile yourself.

Rebecca Monet is chief scientist and president of Zoracle Profiles. Zoracle is a franchise specific solutions provider offering a suite of customizable psychometric assessments. Zoracle’s SpotOn! meta-analysis provides insight no singular profile, survey, algorithm or assessment can. Our SpotOn! science determines franchisee-franchisor compatibility and predicts performance.

Zoracle reduces recruitment and support costs while increasing franchisee validation and performance. www.zoracleprofiles.com

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prof ile

Impact Per mit ting

Franchise Aims to Take the Pain Out of Dealing with Government Offices for Contractors

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Anyone who has been to a government office for any kind of permit knows it can be a maze of rules and regulations to follow. One Florida franchise wants to help lead contractors through that maze so they can concentrate on what they do best: building.

of government — municipal, state and federal — for the past 10 years with IM Permitting.

Headquartered in West Palm Beach, FL, Impact Permitting has just started the process of signing franchisees.

Austerfield said she is looking for goalminded, organized people who can handle several ongoing tasks at the same time.

Owner of Impact Permitting Nadine Austerfield has been helping contractors through the red tape of all three levels

Running an Impact Permitting franchise is not a difficult job, she noted, but franchisees must be organized and on top

She decided to start Impact Permitting (a branch of IM Permitting) as a franchise this year.

“We handle anything and everything having to do with the government agencies in construction,” she explained in a recent interview. “Contractors provide us with their plans and we act as a liaison between them and the government agency for the building permit.”

The Right People

“We handle anything and everything having to do with the government agencies in construction.

Contractors provide us with their plans and we act as a liaison between them and the government agency for the building permit.”

- Nadine Austerfield and trust to make sure nothing goes wrong with the permitting process,” Austerfield said. “We know how to be that key person of trust, and how to get the job done right the first time. That is what we will be teaching our franchisees. That is what will make them successful in the world of permit expediting.”

With a prospect in the Tampa Bay region, the business owner is on the cusp of signing her first franchisee.

She wants the first couple of franchises to be within Florida to make it easier to travel to them, but she also has her sights set on opening franchises right across the country.

“Ultimately, we want to be nationwide,” she said.

A Helping Hand of all the paperwork they are handling for clients.

Some knowledge of construction would be an asset, she added, but it’s not necessary.

Austerfield herself actually comes from a hospitality management background.

Although that’s what she studied in college and she did work in the field for a while, Austerfield wound up working as a contract administrator for a construction company. Eventually, she began handling the expediting duties for the various permits the company required.

That was the launching pad she needed for starting her own expediting business, IM Permitting, from home in 2006. Ten years later, and the entrepreneur is ready to start franchising the business as Impact Permitting.

“Any construction contractor or builder wants a permit expeditor they can rely on

Most contractors find dealing with the government to be difficult and since most of them are small companies, they don’t always have the time to gather what they need for the multitude of permits they have to get, Austerfield said.

Working with Impact Permitting allows, contractors to continue working on their projects while Impact takes care of all the paperwork with the government … and it can be a lot of paperwork.

What makes Impact different than other expeditors out there, Austerfield said, is its dedication to customer service. Right now, in fact, the company is developing its own computer software that will allow contractors to sign in and check the status of their various permit applications.

The company aims to build long-term relationships with contractors through superior customer service.

Training Austerfield has created a week-long training program that includes classroom work which will teach franchisees how to use Impact’s computer program, plus how to process the mountains of paperwork the company will be handling for contractors.

The training also includes hands-on instruction in the field about dealing with customers and the various building departments the company works with.

Training will be done in West Palm Beach, but Austerfield said she also plans to be present for her franchisees’ grand openings and be involved with their development as businesses.

“We plan to be a very hands-on franchisor,” she stated.

This year’s goals are to finish developing Impact Permitting’s exclusive computer program and get at least one franchisee signed and opened in Florida.

The company’s five-year goal is to have 20 franchisees up and running throughout the country.

One of the main selling points about the franchise is that it’s a home-based business since much of the day is spent traveling to see customers and to various building departments.

Franchisees can have offices if they choose, but it’s not necessary to open an Impact Permitting. The business is also relatively recession proof, as there will always be building going on and that building will always require permits.

For contractors who are slowed down by the maze of government paperwork and for entrepreneurs looking for a solid business to open from home, Impact Permitting is the answer. www.impactpermitting.com

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FR A NCH ISO R I N DEP T H

G reat Clips ®

Great Clips Celebrates Growth with 4,000th Salon ®

World’s largest hair salon brand expands industry lead

Franchisees Christie and Brian Czopek celebrated the grand opening of their fourth Great Clips® hair salon in the Detroit market with an array of festivities typical for a new business, including balloons, customer giveaways, and ribbon cutting.

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Those attending the celebration, however, may have noticed something less typical for an event of this nature, namely, an impressive guest list that included Great Clips executives—President Steve Hockett and Chief Operations Officer Rob Goggins—along with the local mayor, economic development leader, Meijer store representatives and a newspaper reporter.

They were all there to mark the significance of the Aug. 23 opening of the Meijer Flat Rock Great Clips salon: it was the 4,000th salon in the Great Clips franchise network that spans 180 markets across the U.S. and Canada. Each of

those 4,000 salons is owned and operated

by Great Clips’ 1,200 independent franchisees.

The 4,000th-salon milestone is the latest in a string of accomplishments for Great Clips, including 12 straight years of quarterly growth in same-salon sales and 43 consecutive quarters of customer count growth. In 2016 alone, 40,000 licensed stylists who work for the brand’s 1,200 franchisees will deliver more than 100 million haircuts to Great Clips customers.

What puts the “great” in Great Clips?

The success of the brand is due to its laser focus on delivering what customers want—a great haircut at a great price, delivered by professional stylists with the highest level of convenience. Ray Barton, chairman of the Great Clips Board, said the “simple strategy of always putting the customer first” drives innovations that increase customer satisfaction.

“Great Clips provides the support and guidance to expand with confidence. My husband and I keep investing in this brand because Great Clips invests in us and all of its franchisees, to make sure we grow and prosper so we can take care of our stylists and our customers.”

- Christie Czopek

In 2011, Great Clips was the first in the industry to launch Online Check-In, available from a computer or smartphone, which reduces wait times at the salon.

The Great Clips app has an impressive 5 million downloads; system-wide, 30 percent of the haircuts at Great Clips begin with a customer checking in online.

In 2013, Great Clips introduced Clip Notes®, digital record-keeping of customers’ haircut preferences. Clip Notes are securely stored in the cloud so that stylists at any Great Clips salon in North America can retrieve the information and deliver the haircut each customer expects, no matter the location.

“From the day we opened our first salon to the opening of our 4,000th, we’ve always put the customer first,” said Barton. “We

Franchising USA

FR A NCH ISO R I N DEP T H

Page 17

FR A NCH ISO R I N DEP T H

G reat Clips ®

“From the day we opened our first salon to the opening of our 4,000th, we’ve always put the customer first. We also treat the franchisees, their stylists and managers, and our corporate employees like family.” - Ray Barton also treat the franchisees, their stylists and managers and our corporate employees like family. We want them to be successful and they, in turn, have helped us build the great brand Great Clips is today.”

“We are thrilled to celebrate the opening of our 4,000th salon and proud to have built a company that continues to grow with happy franchisees who own multiple salons and loyal customers who keep coming back for quality haircuts,” said Rhoda Olsen, Great Clips CEO. Olsen emphasizes one of the company’s values: “Be kind. Not just because it’s the right thing to do—it’s also good business.”

Steve Lemmon, Ray Barton and David Rubenzer

Business history grounded in teamwork, loyalty David Rubenzer and Steve Lemmon, founders of what would become Great Clips, opened their first salon in September of 1982. Ray Barton joined them as an owner in 1983. The three owners set about expanding the business through franchising. Barton persuaded— some would say “hounded!”—his friends Roger and Marylu Ledebuhr to join his wife, Mary Lou Barton, in opening the first Great Clips franchise salon in Brooklyn Center, Minnesota, in July of 1983. The Ledebuhrs are still franchisees and, in 2011, opened the 3,000th Great Clips salon. Mary Lou continues to own salons, as well.

Olsen, Ray Barton’s sister, was recruited as a part-time Great Clips training consultant in 1984. Three years later, she was hired full-time as vice president of human resources. Barton became president in

Franchising USA

Brookdale Salon

1987 and bought out his partners in 1997.

He stepped down after 28 years as CEO in 2011, promoting Olsen from president—a position she’d held since 1998—to CEO. Steve Hockett was named the company president in 2014, following the retirement of Charlie Simpson.

“We attribute our success to our dedicated corporate staff, enthusiastic franchisees, their management teams and their talented stylists, who work day in and day out to make us the greatest haircare brand in the world,” says Olsen, noting that most of the

brand’s franchisees own multiple salons.

The Czopeks are prime examples. They plan to open their fifth salon later this year.

“Great Clips provides the support and guidance to expand with confidence,” says Christie Czopek. “My husband and I keep investing in this brand because Great Clips invests in us and all of its franchisees, to make sure we grow and prosper so we can take care of our stylists and our customers.” www.greatclips.com

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ex per t advice

George Knauf, Senior Franchise Business Advisor, FranChoice

Avoiding Income Gaps Like Pro Athletes Do The reason that job downsizing is painful to people is often because they did not plan ahead for the income gap! Very few people think about being downsized and most don’t get income protection in place ahead of time.

When did Noah build the ark?

Before the rain…

It isn’t just corporate middle managers that walk up to the edge of the income chasm and look for options. The athletes

Franchising USA

you watch on TV and from the stands as well as the leaders of companies all over America face pay gaps as well. Many of those top figures are leading examples on how to create a portfolio of income streams. For some that may even include a salary from a job. They do this planning because they know they will have pay gaps and they want to avoid the pain.

on multiple cash flows so that if one is experiencing trouble that you have others to provide for your needs. Here are some ideas of acceptable cash flows:

This multiple income stream approach may be how you ought to consider creating a base of income that will support you in up markets, down markets, between jobs and through retirement.

• Income from one or more businesses you own

So, what can you do to follow the example set by those leaders?

First move from an employee mentality to a portfolio mentality. What I mean by this is that successful income stream building will require backup plans in the form

• Salary from a job • Fees for consulting • Rental income • Income on stock or bond portfolios

Notice that I did not include your retirement fund, it is not an income stream until you retire so I don’t count it here. There is a way to use it to fund your business without the tax or penalty so you may be able to use it to your advantage to grow income streams.

In the past we would tell most candidates that if you were going to own a franchise

“Here’s the good news, almost anyone can do this! The key is having the right plan for you and your family.”

The game plan: The most important step in your plan needs to be forming the foundation or launching pad for long term growth. For some this is their job, for others that are not currently working (or soon to be unemployed) this might be their first franchise.

In this foundation step you want to play it safe, gravitate towards things you are already trained to do or where your skill set lies. Using the skills you have built is critically important in this first stage, you have worked to long and hard to walk away from your money maker! The right foundation gives you flexibility to build from and you may swap it out when you have other income streams that replace it.

that you had to be ready to run it every day. Over the years, franchise companies have gotten pretty good at identifying those business models that could be manager run so that the owner could own those businesses and keep their job or run another business at the same time.

Examples of semi-absentee or absentee business options, but not every brand in these spaces offers this ownership model: • Hair Salons • Massage businesses • Fitness concepts • Real Estate property leasing operations • Some Restaurants (get expert advice)

A quick example, I had a candidate that had a great corporate job but wanted to build something bigger than he could as an employee. Since he had a job that formed the foundation of his plan we moved on the add the first income stream, a low cost high margin service franchise that was manager run. His involvement would be about 10 hours per week, but not necessarily all in the operation. He would check in on his team, monitor the cash deposits and financials as well as oversee business growth and all while he worked his corporate job.

While he was initially opening one location he had committed to 5 total so that he has the locations needed for this step in place under his name. The goal was to build out these 5 locations as a stand-alone income stream alongside his job income. Once all were up and settled into mature operations he could then quit his job and leapfrog that first business to start another. The first semi-absentee business would always be semi-absentee; it will never need him full time.

• Educational Franchises

Here’s the good news, almost anyone can do this! The key is having the right plan for you and your family.

• And many more

When we build these plans for our

• Clothing stores

candidates we look at what they have in place now, what we could add as a next step and what the step after that might be.

This is much like a game of chess where you have to be thinking about the steps in the future to make sure the early steps are not putting you in a bad position to grow the portfolio you want.

What do you want to be doing in the future? What does that lifestyle look like?

How do you want to work? Will your family be involved? Do you want to pass the portfolio down to your kids?

With the right planning and advisor, you can be in pursuit of your greater goals now. We build these plans every day they can be wise paths to the portfolio and lifestyle you desire.

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

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

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

George Knauf

Franchising USA

ex per t advice

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FranchisingFeature food franchising - part 1

o c to b e r 2 0 1 6

community-minded

Entrepreneurs Sought for Sweet Experience

the 3 secret ingredients

for email marketing success Franchising USA

food fr anchising fe at u r e - pa rt 1

what’s new!

Arooga’s® Grille House & Sports Bar Set for Long Island Debut

Captain D’s Announces Expansion Across North Carolina Captain D’s, the leading fast casual seafood restaurant, recently announced plans to expand its presence in North Carolina. The company currently has 27 restaurants located throughout the state of North Carolina and is targeting Charlotte, Raleigh, Winston-Salem and Greensboro to further expand its presence in the state.

Captain D’s aggressive growth plans for North Carolina are part of the brand’s overall franchise development plans for this year.

This expansion is part of Captain D’s ongoing success, with the second quarter of 2016 signifying the company’s 19th consecutive quarter of system-wide growth, generating a 3.1 percent systemwide same store sales increase for franchisees.

Fueling the company’s compounding success is its ongoing menu innovation and new restaurant beach design. To date, 50 percent of all restaurants have been reimaged to the brand’s new vibrant, coastal design, with another 50 locations to be remodeled by the end of this year.

Arooga’s and JGJO Development Co. LLC opened their first New York location in the Village of Patchogue on the south shore of Long Island in Suffolk County on August 21st. It is the first of at least 10 locations planned for Long Island (Nassau/ Suffolk Counties) and Queens borough of New York.

The Patchogue Arooga’s offers guests a 7,450-square foot restaurant and features more than 100 TVs offering nearly every sports package available. Arooga’s has a diverse menu featuring fresh, made to order items created with high quality ingredients, which includes many organic and gluten free options.

With 512 restaurants in 21 states, Captain D’s is the fast-casual seafood leader and number one seafood franchise in America ranked by average unit volume. The company is currently seeking single- and multi-unit operators to join in the brand’s rapid expansion.

Since opening its first restaurant in Harrisburg, Pa in 2008, Arooga’s has strived to offer its guests the ultimate sports bar experience by offering the latest trends in technology and service, and has also paved the way for sports bars everywhere to offer guests healthy dining alternatives by sourcing clean ingredients that are free of antibiotics and hormones, and in many cases certified organic. Arooga’s began franchising in 2014, signing their first agreement with the Mohegan Tribe for 15 units, and have since made deals for nearly 100 units across the Northeast U.S.

www.captaindsfranchising.com

www.aroogas.com

Franchising USA

Nature’s Table Opens Three New Locations During Summer 2016 This summer, Nature’s Table, a fast-casual restaurant focused on fresh and healthy dining, opened three new restaurants throughout Florida.

The first, which opened in June, is located in the heart of Downtown Orlando at Regions Bank. Two more followed shortly in August and September, both located in the Tampa Bay area at St. Petersburg College. These new openings add to Nature’s Table’s 65 other nationwide locations in Florida, Oklahoma, Texas, Tennessee, Colorado, Indiana, Ohio, and Georgia.

The growth speaks for Nature’s Table’s flexible blueprint, which is offered to all franchisees and allows for retail spaces between 800 – 2,400 square feet as well as non-traditional retail locations with 20 and 30 feet frontages. Therefore, Nature’s Table locations can be found in office buildings, universities, military bases, airports and hospitals in addition to traditional strip centers and malls. As 2017 approaches, Nature’s Table anticipates continued growth in Central Florida and beyond, especially in colleges, airports and hospitals.

The menu includes a variety of gourmet wraps, Paninis, soups, salads, sandwiches, smoothies and protein bowls. Superfoods such as kale, avocado, almonds, blueberries, spinach, and red organic quinoa are prevalent across the menu. The franchise also announced a partnership with Copper Moon World Coffees to bring fair trade coffees to its customers. www.naturestable.com

Hard Rock Cafe Pursues New Franchising Opportunities in Mexico

Hard Rock International, one of the world’s most recognized restaurant and hospitality brands, recently announced that it is actively seeking new franchising opportunities for the Hard Rock Cafe brand in Mexico.

The announcement marks strategic efforts to continue expansion into priority markets

throughout Mexico, with the goal of opening an additional five cafe locations in the country by the year 2020. Hard Rock International currently franchises celebrated restaurant and hotel properties throughout Mexico, including Hard Rock Hotel Vallarta, Hard Rock Hotel Riviera Maya, Hard Rock Hotel Cancun, Hard Rock Cafe Cancun and Hard Rock Cafe Cozumel.

“With the success of new Hard Rock Cafe franchise partnerships in Cancun and Cozumel, we see tremendous growth opportunities for our iconic brand in Mexico,” said Antonio Bautista, SVP

Franchise Operations at Hard Rock International. “We are committed to developing relationships with franchise partners in regions that can aid in growing our global cafe footprint.”

Hard Rock offers a significant investment opportunity for franchisees looking to bring the Hard Rock Cafe brand to key markets throughout Mexico, and those interested are encouraged to visit Hard Rock’s webpage on franchise & development opportunities for more information. www.hardrock.com/franchiseopportunities

Franchising USA

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what’s new!

Krispy Kreme Sweetens Chicagoland with Long Anticipated Return ground on the location at 17815 S. Halsted St. in Homewood, IL, a Chicago south suburb. Homewood, IL will be the first of eight Chicagoland shops in Cook County through 2020 as part of the franchise development agreement.

The upcoming Chicagoland Krispy Kreme shops will feature the iconic brand’s new design created for an inviting atmosphere for customers to relax and enjoy their treats. The legendary doughnut company will serve up staples, such as Krispy Kreme’s Original Glazed Doughnut, Glazed Chocolate Cake and Chocolate Iced with Sprinkles, and seasonal recipes rotating year-round.

Krispy Kreme Doughnuts’ franchisee,

forward to the return of the beloved

Chicagoland Restaurants LLC, has

doughnut shop.

announced the triumphant return of

For Chicago’s doughnut lovers, the wait

the iconic brand to Chicagoland.

After a seven year absence in Chicagoland, Krispy Kreme Doughnuts has created a buzz amongst Chicagoans as they look

is over; Krispy Kreme’s iconic hot light will glow in Homewood starting in

December 2016. On Monday, August 15,

2016. Chicagoland Restaurants, LLC broke

“With such an active and supportive community, Homewood offers the perfect environment for Krispy Kreme to relaunch in the area,” said Carlos Larcada, President of Chicagoland Restaurants, LLC. “We’re eager to turn the Hot Light™ back on in Chicagoland.” www.krispykreme.com

SUBWAY® Announces Acquisition of Digital Technology Team SUBWAY® restaurants announced the acquisition of a digital technology team and assets from Avanti Commerce, a Vancouver-based online commerce solution provider and SUBWAY® restaurants partner since 2011.

The 20-person team joining SUBWAY® Digital from Avanti Commerce will remain and grow in Vancouver, which is a technology hub for Canada and a centralized location for technology and digital talent. The new team will be dedicated to the expansion and

Franchising USA

customization of unique e-commerce and omni-channel platforms for the sandwich chain.

to partner with Avanti’s Innovation Team

“This reinforces our commitment to attracting top technology and digital marketing talent,” said Carman Wenkoff, SUBWAY® restaurants CIO and Chief Digital Officer. “This will bring our commerce platform of enhancing engagement and building loyalty to the next level and will allow us to deliver value to the market quickly.”

SUBWAY® Digital is building the

SUBWAY® restaurants will also continue

to further extend the capabilities of their digital strategy.

framework for a comprehensive digital strategy around the world. With the

creation of SUBWAY® Digital, the brand is looking to add at least 50 jobs this

year, and up to 150 total over the next few years, including five on the new team in Vancouver.

www.subway.com

Wienerschnitzel Celebrates Oktoberfest with the Return of Grilled Bratwurst

Pieology Pizzeria Opens Newest Central California Location Wienerschnitzel, the world’s largest hot dog chain, is celebrating its “sort of German” roots with the return of Grilled Bratwurst!

Through the end of October, fans can enjoy this authentic grilled sausage topped with mustard and kraut or mustard and grilled onions. To enhance the German favorite even more, Wienerschnitzel has introduced a brand new soft and chewy pretzel bun to complement the savory flavor of these delicious grilled brats.

“We know our fans love any reason to celebrate, and there is no bigger party in the world than Oktoberfest,” said Doug Koegeboehn, Wienerschnitzel’s Chief Marketing Officer.

“Wienerschnitzel is home to America’s favorite hot dogs, so you better believe our grilled brats are ridiculously delicious. We’re looking forward to having some fun and celebrating this historic holiday because nothing says Oktoberfest more than bratwurst… especially in our new pretzel bun.”

Leading Fast Casual Custom Pizza Concept Officially Open in Goleta Pieology Pizzeria, where pizza lovers go to create artisan-style custom pizzas in endless flavor combinations for one affordable price, is excited to announce the opening of its first Goleta location. Pieology Goleta is the fifth location owned and operated

by California-based Cotti Foods, which owns the exclusive franchise rights to open Pieology restaurants throughout Hawaii and Bakersfield.

“We’re excited to further strengthen Pieology’s presence in Central California with our newest location, now open in the beautiful beachside city of Goleta,” said Cotti Foods’ president and CEO, Peter Capriotti II. “Pieology leads in the fast casual custom pizza segment, and with the brand’s signature crusts and sauces, along with our unbeatable customer service, it’s no wonder why Pieology has become a fast favorite among pizza fans all over the country.”

Guests can add a taste of Oktoberfest to any Wienerschnitzel hot dog item with the option to substitute a grilled bratwurst.

Additionally, fans can upgrade any hot dog with the new pretzel bun for an additional charge.

Pieology Goleta will serve beer and wine and features an industrial-chic and friendly environment where inspirational quotes decorate the walls, menus and employee uniforms. The restaurant is open Mondays through Thursdays from 11:00 a.m. to 9:30 p.m., Fridays and Saturdays from 11:00 a.m. to 10:00 p.m. and Sundays 11:00 a.m. to 9:00 p.m.

www.wienerschnitzel.com

www.pieology.com

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C over S tor y - SW EET FROG

Community-Minded Entrepreneurs Sought for

Sweet Experience

While the business offering may be frozen treats, the focus for sweetFrog premium frozen yogurt is community involvement.

Rather than just opening their doors and getting customers to come in and make their own tasty, frozen treat, sweetFrog wants its franchisees to embrace an active role in the cities and towns where they operate, Director of Franchise Marketing and Development Shemar Pucel explained during a recent interview from sweetFrog headquarters in Richmond, VA.

“We have a large portfolio of different events franchisees can host in their stores to support local non-profit organizations like the Girl Scouts of America,” Pucel said. “We actually have a patch program that we rolled out with them this past year.”

The patch Pucel identified is a sweetFrog Community Patch. Girl Scout leaders can bring their troops into a sweetFrog locations around the country to allow the girls a behind the scenes tour of the store, where they make their own frozen treat and then can work with their troop to achieve their financial literacy badge. sweetFrog even has different levels of proposed exercises to accommodate this achievement.

The company also has a program for local schools where sweetFrog franchises host educational field trips for students from kindergarten through Grade 6. Franchises also host benefit nights and a Deck the Halls choir program every December where they invite local school and church choirs to come in and sing Christmas carols to sweetFrog guests. Each year they feature one particular carol and create the company’s viral Christmas card featuring choirs from across the country singing the tune.

In the beginning Founded in 2009 by former CEO and founder, Derek Shaw, sweetFrog now has about 320 locations spread across 28 states and four different countries.

Shaw and his wife Ana, along with their two children originally from California where there are a lot of frozen yogurt shops, moved out east and decided Richmond could use its own frozen yogurt location.

The entrepreneur opened his first location next to a movie theater and giving customers the ability to create their own custom dessert proved to be a hit, which prompted Shaw to open several more locations over the ensuing years.

Much of the recent growth and prosperity of the brand comes as a result of sweetFrog’s new CEO, Pat Galleher.

In 2015, Pat along with his investment group, Boxwood Partners, LLC became

“We are making a very strong push to get more and more people in the midwest, the west coast as well as the southwest to open up sweetFrog locations.” – Shemar Pucel Franchising USA

“We have a large portfolio of different events franchisees can host in their stores to support local non-profit organizations like the Girl Scouts of America.” – Shemar Pucel the majority owners of the sweetFrog franchise. Under his leadership, the sweetFrog corporate offices have expanded to welcome some of the brightest minds in the industry—focusing on assisting and facilitating the future growth of the franchise system and the sweetFrog brand.

The right fit While the ability to run a successful business is important, it’s the community engagement that is really crucial for potential franchisees.

“We want them to be enthusiastic, business minded individuals with strong management skills and a willingness to learn,” Pucel said. “More so, they have to want to connect with their community.

Owning and operating a sweetFrog isn’t just putting up a sweetFrog sign, opening your doors and allowing customers to come in and make their own frozen treat.

It’s really about how they go out there and network with their community and ultimately their ability to manage multiple locations.” sweetFrog’s largest owner has eight locations, spanning four states she added.

Along with being community minded, potential franchisees must be financially sound, as opening a sweetFrog is not a small investment, Pucel noted.

The company has attracted a lot of family teams, whether they be husband and wife, father and son or siblings. It also seems to be popular among people who already own a franchise with another brand and who want to diversify their franchise portfolio.

Another group that Pucel has a particular interest in bringing on board is veterans.

She has developed a veteran awareness program for sweetFrog that has already paid some nice dividends.

“We’ve been bringing a lot of veterans on board and have actually awarded three veteran franchises this year,” she said.

“In fact, we are gearing up for a big push in November with activities planned in honor of Veteran’s day both our stores and through our franchise development outreach. Our team offers 50% off the initial franchise fee of $30,000 as part of our VetFran discount each May and November.”

Robust support sweetFrog’s full service support team includes 25 people in the corporate office, in addition to five district managers throughout the country who assist new franchisees through every step of the franchising process.

The company has a team of six people dedicated to assisting franchisees with their marketing campaigns as well as an operational team who oversees franchisees’ initial week-long training in Richmond. sweetFrog representatives go through the final walkthrough of franchisees’ locations with them and attend their grand opening. They also conduct periodic visits throughout the year, host monthly support and marketing calls with franchisees and have an annual national conference.

In addition to that, sweetFrog has partnerships with other businesses and vendors to help franchisees with choosing and building a location, as well as offering them technological support.

Heading west and going mobile While sweetFrog is well represented in the east, there are still many opportunities in places like New York, New Jersey, Connecticut, Vermont, Maine and Massachusetts. The company has its sights set on expansion in Minnesota,Wisconsin, Illinois, California, Nevada, Arizona and Texas.

“We are making a very strong push to get more and more people in the midwest, the west coast as well as the southwest to open up sweetFrog locations,” Pucel said.

One of the newest opportunities sweetFrog has developed and launched recently is mobile franchises. Existing franchisees can now get either a sweetFrog truck or trailer to act as a moving billboard while allowing them access to more places like on-site school and corporate events and state fairs.

Potential franchisees can also opt to just get a mobile sweetFrog operation, as well.

The dessert shop has also expanded its location offerings into more nontraditional places like airports, food courts and college campuses.

For entrepreneurs who are looking to open a business that goes beyond just the business, sweetFrog offers a sweet opportunity. www.sweetfrog.com/franchise

Franchising USA

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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

food franc

r u t Fea

Running a restaurant can be a fast paced and exhilarating career choice.

If you have a passion for food and the service industry, it’s a great business investment.

Of course the food industry could be risky, like any other business investment but there is a surefire way to increase your chances of success and that is through franchising.

Restaurants are the franchise industry’s forte, and it’s been nailed down to a science in some fields. There are different areas of interest in the food franchising field, some focusing on a healthy and expensive menu, while others provide fast food for a quick and easy meal.

Nowadays, franchises cater to the many different types of restaurants available and usually provide different services and meal options. People now order ahead of time online, they want takeout and delivery. They want to be served quickly and efficiently, while eating a great, fresh meal at a good price.

The variety of options allows restaurants to cater to the many different patrons and the diversity of palates.

It’s good to consider a restaurant that serves the many needs of its customers and includes alcohol and a few different services, other than a simply sit down restaurant. There are numerous choices, so you can truly cater to your passion. If you’re interested in a family setting or a sleek professional restaurant, all options are definitely available.

Americans love to eat out, whether it’s on a date, in a family setting or for a quick bite to eat. People are busy and grabbing something on the go works well in this fast paced economy.

Investing in a franchise helps protect the owner and it also allows them to hold stake in a well-established brand and reputation. Some restaurants are staples on American’s menus and will always have a stream of customers. The marketing and advertising is already completed by the franchisor, allowing you to open your doors with a giant customer base.

The food and drink industry reached over 745 billion US dollars in 2015 and there are over 600,000 restaurants across the country. While in 2012, there were close to 1,300 franchised food brands operating throughout the states.

Franchising is a safe bet and it will generate profit, as well as success. A franchisee does not have to be well-versed in the industry to run a restaurant, but rather will use guidelines set out by the head office. The restaurant industry is

Either way, when it comes to restaurants, franchising is a great option. In fact, it’s definitely the safest option.

Franchising USA

That’s a lot of waiters.

chising

re

aware of what works and what doesn’t and this knowledge is passed down to its franchisees.

There will be competition with small businesses; a lot of people have their own private restaurants. Once given a tentatively location, a franchisee may want to seek out and consider the direct competition. That being said, a lot of private restaurants fail, while franchises have a proven track record.

Either way, location is the fundamental key to restaurant success. High traffic areas for restaurants allow more and more people to take advantage of the services. A franchisor can usually pinpoint a place of interest and help establish a proper venue in the right place.

“The food and drink industry reached over 745 billion US dollars in 2015 and there are over 600,000 restaurants across the country.�

If you have a passion for cooking and creativity, a restaurant franchise may not suit your personal needs. Since this industry depends on brand and consistency, it is usually expected to follow the menu exactly, ensuring that all product remains the same across the board. Being involved in the process would help for success and being well-knowledge in the restaurant and food industry would provide opportunity within the business but it will not help ignite any creative flames.

The restaurant franchise comes with a large investment fee. Due to all the necessary equipment and the construction of the facility itself, there are a lot of financials to cover before getting the

Franchising USA

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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

“If you have a passion for cooking and creativity, a restaurant franchise may not suit your personal needs.” doors open. However, if you are seeking banking assistance with your financials, a restaurant franchise is considered a low risk investment.

One of the challenges facing restaurants is a high turnover rate. As a franchisee you would like to invest in some quality and dedicated servers and managers to help run the business when you are not on the floor. However, that may not be an opportunity when it comes to restaurants.

The great advantage of owning a franchise is allowing a work life balance that keeps you out of the business’ way. It is difficult to keep a large staff consistent and for long periods of time in this industry, in fact the restaurant business has one of the biggest turnover rates. Some of your time will be

Franchising USA

committed to training and hiring staff, however the franchisor will provide a lot of support in that area.

A huge benefit of the restaurant franchise is the support offered. Not only are a lot of the marketing and advertising materials covered, there is usually someone constantly available to the franchisee.

There are some restaurants that that offer support at opening to generate a successful beginning and allow owners to be wellversed in the protocol while it’s generating customers.

Though a restaurant franchise would likely provide financial success, it would be relatively hard to determine whether or not this lifestyle would suit your life or if you have the right traits to run a business

in the restaurant industry. Reaching out to other franchisees and owners in similar fields can alleviate some concerns and answer a lot of your questions. More franchisors will provide connections to other franchisees if you reach out to them and in some cases you can shadow certain restaurants to experience the challenges and rewards first hand.

If you have the ability to cover the investment and royalty fees, a restaurant will generate profit quickly and allow an investor to enjoy the success of the business with financial freedom. Most franchises in the restaurant food industry are well-established and well received, but given the fast paced and high energy business of a restaurant, it would be wise to try and experience it before investing.

Like any investment, research and consideration is very important.

Look out for our next special feature: FOOD franchising PART 2

JOIN THE

Page 33

FASTEST GROWING

PIZZA CHAIN IN AMERICA! *

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

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

Franchising USA

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Cynthia Price, Vice President of Marketing, Emma

The 3 Secret Ingredients for Email Marketing Success

Franchise marketers have numerous marketing tools at their disposal, but like countless other businesses, franchises use email marketing to reach their national and localized audiences.

Even so, it’s not easy to find the right recipe for email success. For Firehouse Subs, a fast casual restaurant chain serving premium subs, sandwiches and salads in more than 800 restaurants in 41 states

Franchising USA

and Puerto Rico, the email secret sauce includes a careful blend of automation and segmentation with a dash of incentive.

Automated emails deliver big time For busy franchise marketers, automation is the gift that keeps on giving. Time is money, and automated emails not only save significant time and effort, they also deliver big time benefits for brands.

Epsilon found automated email campaigns increase click rates 152 percent, and ChiefMarketer reports automated email boosts long-term engagement 33 percent. When a potential customer is

more engaged, they’re more likely to buy and make repeat purchases, which is why email automation is an important ingredient in the email marketing pie.

Firehouse Subs’ senior manager of digital marketing, Matt Olson, takes full advantage of email automation to deliver messages that provide subscribers with immediate value, gets guests into the restaurant and gets them excited about the brand’s emails. For instance, Olson implemented a welcome autoresponder for every new subscriber to the Firehouse Subs email list. The welcome message includes a special offer with a two-week expiration date to encourage subscribers to visit their local restaurant sooner.

“For busy franchise marketers, automation is the gift that keeps on giving. Time is money, and automated emails not only save significant time and effort, they also deliver big time benefits for brands.”

Segmentation makes it personal One of the most crucial elements of any email marketing strategy is audience segmentation. This process is the basis for creating and sending highly relevant, personalized emails, which drive six times higher transaction rates for brands, according to Experian. Personalized emails also help to create relationships with subscribers, which in turn inspire brand loyalty.

Olson is a master at segmenting Firehouse Subs’ massive email list. He segments by several factors including demographics, response history, purchase history, specific interests and more. Olson considers this ability one of the most powerful in his email toolkit. Given Firehouse Subs’ 800+ locations, segmenting by location is a frequent exercise. When, for example, Olson wants to reach subscribers in a local market to announce a new restaurant opening, he can segment his subscriber list by a specific radius around a location’s zip code. This enables him to geo-target the email message to an audience most likely to be interested in the new restaurant.

Welcome emails are known to drive four times the open rate and five times the click through rate of a standard email. Firehouse has seen this return in spades with a whopping 76 percent open rate.

Olson also implemented an automated birthday email, which sends subscribers a birthday message and an offer for a free medium sub at their local restaurant. And Firehouse Subs’ guest love it! The birthday emails have a 50 percent open rate. The best part is the franchise enjoys consistent promotion to its target audience, and the entire process is hands-off for Olson, which gives him more time to ideate new campaigns and create localized messages.

Add rewards to the mix to keep subscribers fired up Email automation and segmentation keep subscribers engaged on a daily basis, but these tactics work equally well to promote new products or campaigns. And just as an incentive or reward improves the impact of welcome and birthday emails, the same strategy applies to specific marketing campaigns.

When Firehouse Subs launched its under-500 calorie menu, it created the Hearty & Flavorful Challenge, a digital engagement campaign that asked people to register for and complete fitness challenges. Participants then posted photos of themselves completing each challenge

Cynthia Price

to the campaign website. With the email addresses participants used to register, Olson set up an autoresponder to send a special offer or health tip to each person who completed a challenge.

Fine-tuning the campaign to boost engagement was a matter of audience segmentation. Olson could target the audience based on level of participation – repeat challenge participants, for example – in order to tailor email messages and create more personalized experiences.

By combining automated emails with a reward and segmenting the audience based on participation, Firehouse created a winning campaign that drove an astounding 83 percent open rate with a 48 percent click through rate. Overall, more than 2,000 people participated, sharing 5,000 photos on the campaign website.

As Firehouse Subs can attest, email marketing technology puts powerful capabilities at marketers’ disposal. Email automation and audience segmentation have been shown to improve the success of an email campaign and boost brand engagement. These tactics, along with some branded incentives and rewards, are the not-so-secret ingredients for email success.

Cynthia Price is the vice president of marketing at Emma, an emailmarketing company. With an extensive background in sales and marketing, Cynthia represents Emma at conferences across the country, where she can be found geeking out about everything from subject lines to audience segmentation. www.myemma.com

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Matthew Jonas, President, TopFire Media

More Than Burgers & Fries: Marketing your QSR Franchise the Right Way

With 160,000+ brickand-mortar locations across the United States, 50 million guests served daily, and 44 percent of customers headed through the doors at least once per week, the quick service restaurant (QSR) industry is no slouch when it comes to competition for top-quality consumer dollars – or franchisee leads, for that matter.

Intimidating, sure. Impossible, hardly.

For franchisors looking for a piece of

the rather large pie of potential franchise buyers, tried and true ingredients are a good place to start.

Franchising USA

Local hot spot Google noted that “near me” searches doubled in 2015. Optimizing for “near me” and “nearby” search queries is a great opportunity not only to attract customers but, especially for franchise marketers with multiple locations in a single city, to build awareness and credibility among franchisee candidates. Among those visiting your QSR are potential franchisees, both ringing the register and gathering information from existing owner-operators. A huge first step toward making the business “mine” for any potential franchisee is to picture him or herself in the business as an owner.

Granted, Google’s algorithms play a big part in which results appear when a “near me” search is conducted, but a few simple tips can help the local SEO cause: • Be prominent: Make sure that the business name, address and phone number are frequently displayed on your site • Be “open for business” online: Being indexed on Google My Business is the simplest strategy to help your local online visibility

• Count on reviews: Provide quality service, then encourage consumers to tell the world via Google reviews to impact local map rankings

Mouthful of PR An effective public relations program can be the sharpest knife on a QSR franchisor’s lead-delivering countertop. By leveraging traditional and digital tactics including press releases, media outreach and blogger relations, leads delivered from a PR campaign are typically of top quality and carry with them the weight of a thirdparty endorsement that attracts potential franchisees.

Because today’s news lives and breathes on the web, a quality placement is much more than a nice article to frame on your wall. Digital PR placements contribute to SEO efforts through the backlinks within the text, driving potential franchisees to your site early and often. Additionally, a well-calculated placement in a local daily serves as a recruitment tool within desired growth markets.

“Digital PR placements contribute to SEO efforts through the backlinks within the text, driving potential franchisees to your site early and often.” customers and other franchise owners.

By identifying relevant keywords, building connections, and creating content designed to engage specific target audiences, LinkedIn is like the front window of an ice cream shop, showcasing your brand and providing you the opportunity to engage in discussions with like-minded individuals and companies through targeted custom audience campaigns. Additionally, by establishing conversion goals in Google Analytics, you can track web leads you receive that originate from LinkedIn (and any other social platforms or websites) to support your franchise development efforts.

PPC for pizza

Moreover, leveraging trade publications both in the restaurant and franchise space help you a hit a target audience engaged and positioned to hear your franchise pitch. A good portion of the people who read publications like this one are the kinds of people you may like to have join your franchise system as its next owner.

Salivating over social In the second quarter of 2016, 1.13 billion active users visited Facebook daily, and there are now 433 million registered LinkedIn users. Social marketing for brands is no longer optional.

Arguably the most important component of creating and nurturing your brand persona, an active social presence not only has the potential to drive customers through the door, but is a hot platform where you can target new franchise recruits. A strategic social presence enables your brand to articulate core media marketing values, share updates and boast powerful testimonials from both

Leads in less than an hour with no more than a credit card number? Sign me up! Sure, it’s not quite that easy, but an effective PPC campaign should be at the top of the Internet spend budget for any QSR franchisor. PPC advertising for your QSR brand and franchise: • Allows you to conduct hyper-local targeting: Platforms like Google Adwords enable franchisors to target as deep as the zip code level, essential if they’re looking to award franchises in specific geographic regions.

• Is highly affordable and customizable: While it may be tough to maintain the top search results as your competitors bid on the same keywords, optimizing your ads consistently throughout the life of the campaign gives you the fighting chance to stay on page one.

Keep the site ingredients fresh When it comes to website viewability, you have about 30 seconds to impress potential franchisees before they turn foot and head out to your competitor.

In developing your franchise website, make it simple for prospects to get a feel

of your brand and messaging in an easy to navigate format, especially on mobile.

Remember to keep them interested with a compelling call to action that gets potential franchisees excited about the opportunity, but stop short of providing too much information that may disqualify your franchise from consideration.

Opportunity is hot on the grill Given that the growing QSR segment accounts for more than 50 percent of sales in the entire restaurant sector, marketing to franchise prospects in the QSR industry is always going to be highly competitive.

With a number of new brands opening annually, adding to the mix of already established QSR franchise concepts, leveraging these tried and true principals of digital marketing can give your brand a fighting chance. The bottom line: marketing done right yields predictable results in the franchise industry. Now go generate those leads and award some QSR franchises.

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

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Bask in-Robbins

The “Next G

of Baskin-Robbins in t One thing we know is that Baskin-Robbins’ franchise model attracts a diverse range of entreprenuers – from millennials interested in first-time business ownership to retirees looking to leave a legacy for their children.

Franchising USA

Our simple operations model and relatively low minimum financial requirements make it an easy investment for people looking to become their own bosses.

and ideas that lead to stronger community

In the Pacific Northwest part of the country many of our franchisees fall into these categories, among others. They have been pivotal players in our effort to bring the “Next Generation of Baskin-Robbins” to life as we remodel existing locations and refresh the brand’s image throughout Oregon, Washington, Idaho and Montana.

Our diverse network of new and existing franchisees comes with progessive skills

franchisees who are transforming their

involvement, improved momentum for the brand and smiling regular customers.

In this article, you’ll hear from real

own lives and families, as well as the Baskin-Robbins brand in the Pacific

Northwest every day. It’s a true privilege to work with these energetic and driven franchisees, and we value their passion and commitment to our iconic brand.

- Brett Freilinger, Director of Business Development at Baskin-Robbins

Generation”

the Pacific Northwest Ashley’s Story: When I was a kid, my mother owned and operated a Baskin-Robbins shop in our town of Great Falls, Montana. I grew up in that store and I’ll never forget what it was like to try all the new flavors. When I was old enough, my mom asked me to work in the store as a crew member. Not only was it my first job, but it was my first experience with guest service and I loved it.

My mom eventually sold the store and I moved away from Great Falls, but as history usually repeats itself, I moved back to my home town just as the new owner was looking to hire a manager. I took the job and when the owner became interested in selling his store, I was thrilled, and jumped at the opportunity. In 2016, I signed the Franchise Agreement and started my plan to remodel.

The whole experience has been wonderful.

I loved unveiling the beautiful, newly designed shop to loyal guests, many of which have been visiting the shop for as long as I have. The response from the community has been so overwhelmingly positive that I’m already making plans to open a second location.

My son, 11, and daughter, eight, love that we own an ice cream shop and similar to the days of my youth, take advantage of trying new flavors and enjoying ice cream whenever they want. They are both interested in working at the store when they turn 14, just as I did.

- Ashley Davidson, Great Falls, MT

Steve’s Story Before I became a franchisee with Baskin-Robbins in 2011, I was a flight attendant and a florist, with no experience in foodservice or franchising. Today, I

“When I think about what I did differently to help gain traction and drive sales, I can point to one thing in particular: I have invested time and money into local marketing and established partnerships with community charities and organizations. – Steve Leitz own three stores in Oregon, two of which were remodeled earlier this year to reflect the brand’s newest store design. I am pleased to say that under my ownership, all three of my shops have increased sales.

Now I’m in the midst of making plans to remodel my Portland location and hope to buy a fourth store in the near future.

When I first joined Baskin-Robbins as a first-time business owner, I had no intentions of purchasing more than one shop. But when I saw my sales going up at my first location in Gladstone, I felt I could replicate that growth at a second shop in Portland and eventually a third in Aloha.

When I think about what I did differently to help gain traction and drive sales, I can point to one thing in particular: I have invested time and money into local marketing and established partnerships with community charities and organizations. These small investments have paid dividends for me by exposing the brand to my local communities and even more consumers throughout Oregon.

This strategy definitely exceeded my expectations.

I look forward to seeing where BaskinRobbins can take me.

- Steve Leitz, Portland OR

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Bask in-Robbins

“A year or so ago – at 24 and 26 years old – my brother, Mike, and I were uncertain what our futures would hold. We were looking for a fun, rewarding opportunity that would let us work as a team, while giving us the chance to influence our own future.”

Will and Mike’s Story A year or so ago – at 24 and 26 years old – my brother, Mike, and I were uncertain what our futures would hold. We were looking for a fun, rewarding opportunity that would let us work as a team, while giving us the chance to influence our own future. We knew that, given the chance, we could set the bar as high as it can go – maybe even higher.

We started thinking about Baskin-Robbins when our friend, Albert, a 24-year old, multi-unit franchisee from Kent, WA, started sharing his new products and promotions for his Baskin-Robbins shops.

We could tell that he liked what he was doing and asked him about his experience.

Franchising USA

Albert told us what it was like to own a business from a franchised brand like Baskin-Robbins – the one-on-one support, simpleoperations and easyto-use store planning tools, and strong brand recognition, among many other benefits. We knew there was something special there that we needed to pursue.

In just two years, Albert went from owning one Baskin-Robbins to owning three. Watching a friend own and operate three Baskin-Robbins shops was a huge motivating factor for us. We thought if he can grow from one to three locations, we could start out with one and grow from there as well.

With support from our family, we bought

a Baskin-Robbins store in Bonney Lake, Washington earlier this year and plan to remodel the store. In the meantime, we are working to re-engage guests by spreading the word about new ownership, as well as making smaller but impactful changes to the exterior of the store.

We are grateful that Baskin-Robbins took a chance on us, and promise to make the brand, and its guests, proud.

- Will Hundven, Bonney Lake, WA For more information about BaskinRobbins franchise opportunities, visit www.baskinrobbinsfranchising.com.

For a list of stores for sale in PNW, text “DISCOVER” to 313131.

Data and message rates may apply.

DISCOVER HOW

S�ee�

BUSINESS OWNERSHIP CAN BE!

Franchise opportunities are now available in Atlanta, Phoenix, Los Angeles as well as other parts of the country.

Don’t want to start from the ground up? Existing stores are also for sale.

APPLY NOW FOR OWNERSHIP

Reasons to FRANCHISE WITH BASKIN-ROBBINS Multi-million dollar national advertising program Convenient operating hours Leader in product innovation World-class training and support

“I decided to purchase an existing Baskin-Robbins franchise because I noticed their customers always leave happy and I wanted to be a part of that. I’m now a multi-unit franchisee with four locations open, two of which I purchased as existing stores from the company’s corporate team. By doing this, I purchased existing sales and loyal guests, which made the transition seamless.”

- Gary Yarbrough from San Diego, CA

Phone: 781-737-5530 Email: franchiseinfo@baskinrobbins.com Visit www.BaskinRobbinsFranchising.com ©2016 BR IP Holder LLC.

food fr anchising fe at u r e - pa rt 1

George Knauf, Senior Franchise Business Advisor, FranChoice

Franchise Restaurant Reality So, you want to move from your corner office and wearing a suit every day to owning a restaurant and managing high school kids. Here is what you need to consider so that you maximize your odds for success.

Franchising USA

The restaurant business looks like an easy business where you make sandwiches, burgers or some other awesome menu item and everyone is happy and lined up out the door. Where that impression tends to come from are the consumer experiences we have in those restaurants and the idea that if we open a restaurant all our friends will show up like they do for the neighborhood BBQ’s. We love the food so it must be the perfect business, right?

Well it could be but there is a catch, it isn’t for everyone. Food franchises are somewhat complicated business models, are open long hours seven days a week,

have coolers full of perishable inventory and a staff made up of hourly employees.

To succeed they need the right owners opening units and growing their brand.

As with any franchise selection getting the “model” right between the candidate and the brand is critical. Figuring out you like (or don’t like) their product is a quick process. Figuring out if you are the kind of person that can be successful in their system, and that you want the lifestyle seen in their owners, is a longer process.

The role of a restaurant franchise owner can vary a bit brand to brand.

“If you are looking at a particular opportunity and you get the offer to go into an operation and shadow a successful owner, don’t hesitate to take it. Spending a day, week or month in the shoes of an owner could be very valuable to making your decision..”

Some brands are looking for owner operators that will be in the restaurants and greeting customers day to day.

Owner operators will want to be capable in every role of running that restaurant from management to food prep and even mopping the floors from time to time.

This owner operator role lets you be present in your business and a pillar of the community. If the business thrives by building loyal customer bases through neighborhood involvement the owner operator can build a stronger business than a hands off operator.

Another approach to ownership that other brands may look for is the small multi-unit operator. These systems seek owners that can open 3-5 locations pretty consistently. This allows for operators that may be seeking higher incomes as they come to the brand from a high salary level or another business where they did well. These owners tend to be very involved in opening the first unit and getting their team in place then turning a good percentage of their focus on getting the second unit open getting that team in place, and so on.

To be successful in this role the franchisee will have to come to the table with the financial ability to open multiple units via cash reserves or financing. The owner will also have to be comfortable managing teams in each location without being there every day. This is typically not a role for micro managers.

If you are looking for an opportunity that can be your launching pad to that next investor level, then this 3-5 unit approach could be the beginning of that foundation.

At 3-5 units you would have unit level managers, multi-unit managers and in all likelihood a corporate office. From there the restaurant world may be your oyster!

As we see bigger players and investment funds approaching franchising for growth options the idea of large multi-unit portfolios is gaining ground. This is a tempting option for franchisors, especially in the early days of their growth, but it has a number of potential drawbacks for the brand. In one contract they could have tens or hundreds of locations in the control of one entity. If they grow slow, don’t open units or run into financial/funding problems then the growth of the brand could be severely impacted.

That said brands like Burger King, Pizza Hut, Taco Bell and others have used it to their advantage over the years. Even McDonalds, which historically seemed to prefer owner operators or small multiunit owners, seems to be allowing for larger ownership groups that have the financial resources to absorb some of the technology updates and unit renovations that can run upwards of $2M per location in some cases.

There are restaurant brands that are representing their opportunities as “semiabsentee”, meaning that you can own it and have it run by a manager so that you can keep your job or focus on another business. While I feel that there are a few semi-absentee food operations I can’t agree that all fit into that category.

Go back to what kind of operation this is with countless moving pieces, cash handling, hourly employees, perishable inventory and hundreds of customer interactions per day. You will have invested a lot of money into this business and you will either want to be very involved or circumstances could demand that you become involved for the benefit of your investment.

If you are looking at a particular opportunity and you get the offer to go

George Knauf

into an operation and shadow a successful owner, don’t hesitate to take it. Spending a day, week or month in the shoes of an owner could be very valuable to making your decision. Not all systems can get their franchisees to volunteer to do this but a few do see their owners wanting to get involved in the candidate selection process in an effort to build a better brand for all.

And about those friends… You may find people coming in the door looking for free meals or fund raising donations. Proceed wisely! Sometimes giving away food is smart business and sometimes it is just giving away your income. Successful owners learn which is which fast.

Yes, the food is important but don’t take your eye off of the role of the owner. We help candidates find their perfect franchise every day and know that the years we have put into understanding ownership roles in individual brands is incredibly valuable to our candidates.

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

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

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

Franchising USA

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Haley Crum Blanton, CSP, Executive Vice President, FrankCrum

Minimizing Employee Risk and Injury:

Accomplishing It and Saving Money One area that keeps many restaurant franchisees awake at night is that of on-the-job injuries and their attendant expense. In addition to the injury to the employee, there’s the specter of lost productivity and increased workers’ compensation rates, among other costs.

Increased workers’ comp rates are a valid concern, but there’s more to an effective risk management program than an insurance policy. An integrated program of affordable workers’ compensation insurance and an ongoing risk management program will stabilize, and perhaps even lower, rates and protect workers.

Workplace safety and risk management The stakes are high, both in terms of worker safety and cost to employers.

“A combination of safety training and audits, creation of a safe work environment and enforcement of safety rules, along with a wise selection of carriers, can make a difference in premium costs.”

Franchising USA

The national Occupational Safety and Health Administration (OSHA) says: “It has been estimated that employers pay almost $1 billion per week for direct workers’ compensation costs alone. The costs of workplace injuries and illnesses include direct and indirect costs. Direct costs include workers’ compensation payments, medical expenses and costs for legal services. Examples of indirect costs include training replacement employees, accident investigation and implementation of corrective measures, lost productivity, repairs of damaged equipment and property, and costs associated with lower employee morale and absenteeism.”

Particularly in a high incidence industry like restaurants, these issues cannot be ignored. The first steps to lower injury rates – and, by extension, lower workers’ compensation insurance rates – include identification and resolution of the immediate causes of frequently experienced injuries: • Cuts: Whether caused by hand chopping, machine slicing or broken dishware, these are a major cause of injury in restaurants. To avoid cuts and lacerations, knives must be kept sharp, with kitchen staff wearing cut gloves.

Guards on slicing and baking machines must be on and functioning.

• Burns: Hot grease and hot surfaces are a constant hazard. To reduce their incidence train staff in wearing proper clothing in the kitchen, the best placement of utensils on burners, how to avoid steam and many other guidelines.

• Longer term and repetitive motion injuries: Including carpal tunnel syndrome and lower back pain, these develop over time and are often caused by poorly designed equipment and/or work areas, according to OSHA. Minimizing them can be accomplished through proper techniques and equipment as well as providing ways to cushion hard floors for employees who stand for long periods of time.

• Slips and falls: These may be caused by wet and slippery floors, made more dangerous by poor lighting

or rushing. Solutions include slipresistant footwear, better housekeeping, immediate cleaning of floors after spills and posting warning signs, removal of clutter and improvement of lighting.

• Improper lifting: Carrying heavy supplies or reaching for them on high shelves may lead to painful injuries, which can be avoided by training staff in proper lifting techniques.

These should all be part of a comprehensive safety program that is constantly communicated, trained, coached and reinforced, beginning with new employee orientation. Conduct periodic safety refresher sessions for all employees and encourage employees to discuss how to manage near misses and hazardous conditions.

Workers’ compensation insurance Although restaurant owners may consider workers’ compensation insurance primarily as an expense, it’s the sole remedy for staff injuries or incidents that occur in a restaurant. Even a small restaurant owner can be liable for medical bills and lost wages if an employee is injured while working. Without the safety net provided by workers’ comp insurance, the cost of paying for an employee’s workplace injury can be devastating.

Here are a few ways to get more costeffective coverage: • Who should be covered: Everyone, including the owner, should be covered, or else owners won’t receive the medical and indemnity benefits the policy provides. If the restaurant had to run without the owner, it might incur significant losses.

• Level of coverage on each employee: Employees may wear a number of hats, so coverage should be specified for each applicable class code, along with the percentage of time the employee spends in each role. Misclassification can result in an unexpected audit bill.

• How rates are determined: Rates are based on such factors as the

Haley Crum Blanton

size of the operation and eligibility for discounts based on a documented safety program or drug free workplace. The most important factor, though, is the loss history and ability to qualify for an experience modifier.

• Ways to save on premiums: A combination of safety training and audits, creation of a safe work environment and enforcement of safety rules, along with a wise selection of carriers, can make a difference in premium costs.

Studies by insurance carriers indicate that an investment in proactive workplace safety processes can yield a return on investment of $6.15 for every $1 spent.

Add that to lower workers’ compensation rates based on a better safety record, and that’s an investment most restaurant owners would gladly make.

Haley Crum Blanton, CSP, is Executive Vice President of FrankCrum, a national professional employer organization (PEO) and President, FrankCrum Staffing. A certified staffing professional, she earned a bachelor’s degree in Business Management at Eckerd College and is working toward a law degree at Stetson University College of Law. She is a member of the National Association of Professional Women. She can be reached at haleyc@frankcrum.com www.frankcrum.com

Franchising USA

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H AV E YOU R SAY

Joseph Schumacher, CEO, Goddard Systems, Inc.

Early Childhood Education Franchising:

An Opportunity to Impact Your Bottom Line and Your Community When considering options for starting a business, two strong forces often drive entrepreneurs – a passion to make a positive impact on their communities and the desire to invest in an industry with a promising return.

Franchising USA

For those entrepreneurs looking to satisfy both of these urges, becoming a franchisee in an early childhood education business is an opportunity to have the best of both worlds. After all, early childhood education has a tremendous impact on the lives of children, their families and the community at large, and an evergrowing number of parents who work full-time understand the value of a highquality early education. By investing in early childhood education, enterprising individuals have an excellent opportunity to own and operate an economically stable business that has a positive, lasting effect on children and families.

Studies have shown that children who participate in high-quality prekindergarten education programs are better behaved, score higher on IQ tests and learn quicker upon entering the primary education system than their peers without formal pre-kindergarten education. A study published in 2000 showed that the human brain demonstrates its highest capacity for learning between birth and three years of age. Children taught at an early age also exhibit better social skills and increased attention spans. Dating back to the 1980s, several studies have concluded that children who participate in pre-kindergarten education

are more likely to graduate high school and enroll in college and less likely to have behavioral problems or become involved in crime as adolescents and young adults.

“By investing in early childhood education, enterprising individuals have an excellent opportunity to own and operate an economically stable business that has a positive, lasting effect on children and families.”

Seeing that both parents are employed in the majority of U.S. families, the demand for high-quality childcare is high and continues to grow. Even in challenging economic times, working parents recognize high-quality care and education for their children as necessities and are willing to invest in schools with good reputations. It is this need for highquality education that allows an early childhood education franchisee to sustain a financially rewarding business while achieving a fulfilling work-life balance.

The Goddard School preschool system embodies this best-of-both-worlds approach, providing a well-rounded experience by building each child’s emotional, academic, social, creative and physical skills through a method of teaching that is grounded in research on how children learn best while exploring the world around them. With more than 450 locations across 36 states and a focus on responsible growth, Goddard Systems, Inc. provides a strong and financially rewarding business opportunity for its franchisees and has been ranked the #1 Childcare Franchise in the United States

by Entrepreneur magazine since 2002.

With nearly 40 years of franchise

franchisor of The Goddard School®,

continued growth and development for the leading early education franchise system with more than 430 locations nationwide.

and is responsible for overseeing the

www.goddardschoolfranchise.com

industry experience, Joseph Schumacher is the CEO of Goddard Systems, Inc.,

Franchising USA

H AV E YOU R SAY

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focus

T he I nter face Fina ncial G roup

Exploding

We are The Interface Financial Group, and we have been in business for over 44 years. We have also been franchising our concept for about a quarter of a century.

type of individuals that are attracted as franchisees.

Over that time span our franchise organization has grown into an international operation, operating in eight countries around the world. As we have grown over the years, we have also “acquired” certain myths concerning our franchise and what it does, and the

For you to be a successful Interface franchisee, you need to have a banking or accounting background. WRONG.

Franchising USA

The Interface Franchise Group has a very wide appeal, however, the myths that surround us sometimes limit the interest of individuals, so we take this opportunity now to explode three of the most common myths that surround the IFG franchise.

Myth number one

While this is a myth, there may be some acceptable reasoning for the belief that it benefits those who have such backgrounds, and who are considering a career change.

The service that our franchisees provide

to their business clients is that of invoice discounting. This means we work to accelerate the cash flow of our client

companies. We do this very simply and

very quickly by buying specific invoices

that they have rendered. By turning those invoices into instant cash, we accelerate

the cash flow for clients and take away the waiting period for payment.

Maybe this is how the myth occurred -

people assume that because we work in a

“money” environment, you need a banking or accounting type background.

While a ‘numbers’ background is good, it is not crucial.

the Myths “Franchisees work with people to get things done, and they have comfort in knowing that there is a solid, proven 44-year-old system to take care of the day-to-day paper trail.”

What is crucial, however, is a solid business background that embraces the ability to communicate effectively, gather information and make a timely decision based on that information, and exhibit excellent ‘people skills’.

The ability to interact with people is of paramount importance for a successful franchisee. The numbers part and the paperwork part can be taught - the people skills, however, cannot be taught, and therefore a successful Interface candidate needs to have already acquired those skills when they start talking with us.

Myth number two you will need unlimited funding for this type of business. WRONG. Yes, we are in the financial services arena and yes, some working capital is needed as in any business. We work with our franchisees on every transaction and act as a co-funder alongside our franchisees. In addition, we have built a leverage aspect into the financing to give all franchisees a boost in their income and, therefore, enable them to start with a modest capital and grow over a period of time.

Because of this unique ‘leverage’ feature, franchisees earn an income which is proportionally greater than their capital involvement. Franchisees, therefore with Interface, enjoy a win–win situation, and they can get started with a modest capital involvement.

Myth number three You need to work very hard to be successful as an IFG franchise. WRONG. Hard work and smart work are definitely two different things. Successful Interface franchisees definitely fall into the ‘smart’ category.

If you are looking for a great franchise opportunity that gives you control over your time, your capital and your life style with a lot of hard work to make it happen, then read no further as The Interface Financial Group is not going to meet those requirements, or not at least as far as the hard work aspect is concerned.

We have divided the franchise into two sections. The first one being the “people” part of the business, and the second being the “paper” part. Our franchisees are only engaged in the “people” part of the franchise while we, as the franchisor, are involved in the paper part and the day-today management of transactions.

This leaves franchisees free to concentrate on the area where they excel - the people part of the business. Franchisees work with people to get things done, and they have comfort in knowing that there is a solid, proven 44-year-old system to take care of the day-to-day paper trail. With a transaction platform that is state of the art in delivery and performance, working smart is the ticket to success.

David Banfield

Sometimes things are just not what they seem Three very simple myths, all of which are

just that - myths. You don’t need a specific background in order to enjoy the benefits of an Interface franchise. You certainly

don’t need “millions” of dollars to operate such a franchise, and you will not be

engaged in extensive travel, endless staff meetings and long hours.

If you are looking for that all-important

career change and making a transition into self-employment and entrepreneurship,

and if you are looking for a professional white-collar opportunity, then The

Interface Financial Group is certainly

an opportunity that you should explore.

Dispel the myths and take a look at a

unique opportunity built on over four decades of experience.

www.interfacefinancial.com

Franchising USA

focus

Page 49

The Ultimate Professional Franchise Opportunity

Change your life Change your life

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

equipment • or No Inventory

or Equipment

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

www.interfacefinancial.com/franchise

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Veterans in Franchising october 2016

www.franchisingusamagazine.com

Boulder ÂŽ Designs Inspired to Support Active

Military and Veterans

technology strategy as a competitive advantage

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 53

Veterans in Franchising Supplement o c to b e r 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

Profiles

Border Magic / Boulder Designs

56 Bottle & Bottega

Cover Story

60 AVR Van Rental

54 Boulder Designs Inspired to Support

Active Military and Veterans

News and Expert Advice 58 Technology Strategy as a Competitive Advantage

Donovan Foster, CIO & Principal Consultant, Brinex Franchising USA

V e t er ans in Fr anchising

C over S tor y - Boulder Desig ns

Boulder Designs In A Boulder Designs donation, total weight including the legs is 7,500 lbs

Mogavero standing next to on

®

to Support Active Military and While growing up in Lake County, Florida, Butch Mogavero liked it when Uncle Claude came around because he was a positive influence.

“He would tell me stories about his experiences in the Navy and Sheriff’s department, which, to me, seemed filled with adventure and good deeds. Maybe that’s why I liked being around him.”

Uncle Claude, known around Lake County as Major Claude Alenn Gnann, served as a flight navigator aboard the USS Independence in Vietnam. After a successful Navy career, he came back to Florida where he made a name for himself.

In his obituary, published July 31, 2005 in the Orlando Sentinel, his friends described him as a homespun boy done good.

During his 27 years at the Lake County Sheriff’s Department, Gnann rose from jail administrator to second-in-command.

He ran the first SWAT team in the county and would sleep in his truck to be closer to

Franchising USA

the action. He listened to his scanner and would show up at emergencies unexpected.

He would even change light bulbs for the elderly.

much respect for both Uncle Claude and Aunt Lyndia that when they came to visit, I did not want them to know about anything bad I’d been doing.”

Gnann’s younger sister and Mogavero’s aunt, Candy Noblin, recalls him being bigger than life. “Everyone who knew Claude loved him. He was the calm when things got nasty and mean.”

It was during his years at the Sheriff’s department that Mogavero would see Uncle Claude and his wife, Aunt Lyndia, four or five times a year. “When I picture him, he is wearing his flight jacket. I remember that jacket being very important to him,” says Mogavero. Gnann died in 2005 at the age of 55. He was buried with his beloved flight jacket.

Mogavero wishes his uncle were alive today to see how the good things he’s doing. Mogavero owns Boulder Designs® and Border Magic® franchise companies.

He purchased the companies in 2015 and relocated corporate headquarters to Waco, Texas from Rantoul, Illinois. In a year’s time, Mogavero built a team of experienced, franchise professionals who helped him transition the business from Illinois to Texas. The team also negotiated licensing and partnership deals, began overhauling marketing and grew the Waco corporate team. Most importantly, they supported existing owners including planning and executing the first annual Boulder Designs / Border Magic Franchise Reunion in Waco. Remarkably, during that same timeframe, 50 new franchises were sold.

Before his death, he once came to visit Mogavero with a football in hand, and during another visit, he taught Mogavero to shoot a double barrel gun. “I had so

As the name implies, Border Magic franchisees provide property owners concrete edging to landscapes in a variety of shapes, patterns and colors.

Noblin remembers once when her brother was called to get a possum out of a home.

“Claude caught it by the tail, got it out of the house, then let it go because he did not want to kill it.”

nspired

ne of four 15,900-pound gateway signs

d Veterans

Boulder Designs franchise owners build customized, concrete boulders for commercial signage, in landscapes, pet memorials, fire pits and other applications.

Veterans who are artistic, creative and enjoy working with their hands are especially attracted to the two franchise companies because of the originality of each project and because of the customer service opportunities the businesses provide. Veterans receive discounts off ongoing royalties as well as the franchise fee.

With his uncle’s influence etched in memory, Mogavero made a concerted commitment to active military and veterans since becoming a franchisor.

Franchisors Butch and Robin Mogavero, Boulder Designs and Border Magic

“With his uncle’s influence etched in memory, Mogavero made a concerted commitment to active military and veterans since becoming a franchisor.” built and donated a 6,000-pound boulder anchored by two flag poles for the grand reopening of the Heart of Texas Veterans One Stop’s new location in Waco, Texas.

A first of its kind in the United States, the nonprofit organization provides veterans and their families a facility where a variety of fundamental services — legal, employment, counseling, for example — can be accessed at one location.

In February 2016, as part of the International Franchise Association’s Franchising Gives Back, Boulder Designs designed, built and donated a 3,500-pound boulder that is used as the primary sign at the Warrior and Family Support Center at the Brooke Army Medical Center in San Antonio.

Mogavero was so impressed with Kevin Zimmerman, a veteran and inspirational speaker who delivered the keynote at the Veterans One Stop re-grand opening, Mogavero booked him for Border Magic and Boulder Designs’ Annual Franchise Reunion, which is slated for November 10-12. Since Veterans Day is smack in the middle of the Reunion, it’s appropriate that Zimmerman will speak on November 11, which happens to be the day Gnann was born.

Then in July 2016 to kick-off the 4th of July weekend, Boulder Designs designed,

“It was not until recently that I learned Uncle Claude’s birthday was on Veterans

Major Claude Allen Gnann

Day,” said Mogavero. “The man keeps surprising me even in his death.”

Mogavero says his uncle made a positive impact on many, many people. Three years after Gnann’s death, the Florida Legislature designated the section of State Highway 44 from County Road 46A east to the Volisia County line the “Major Claude A. Gnann Hwy” during the 2008 Legislative Session.

The influence Gnann had on Mogavero is stronger today than ever, says Mogavero.

“It was a crap-shoot as to what kind of person I’d be — a hell-raiser or a successful entrepreneur. Uncle Claude showed me that I could not go wrong by doing what’s right. I give him a lot of credit for who I am today.” www.boulderdesigns.net

Franchising USA

V e t er ans in Fr anchising

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V e t er ans in Fr anchising

B ot tle & B ot tega

Military Veteran Paints a New Future with

Bottle & Bottega

During his five years of active service, Air Force veteran Jason Prete solidified the foundation for a long-term career in the aviation industry.

He learned the importance of a strong team dynamic and how success is best defined by working towards shared goals.

Nineteen years later, this same notion is setting the foundation for success in his newest mission: franchising.

Franchising USA

“Much like the camaraderie of a platoon, Jason and Vicki have experienced first-hand the familylike, team effort approach that Bottle & Bottega instills within its franchisee network.�

A Military Beginning When Jason was just seventeen years

old, the senior in high school pledged a

commitment to himself and his country to serve in the United States Air Force.

Jason served in the Air Force as an aircraft mechanic from 1992-1997, during which he spent time in Arkansas and three

years working with transient aircraft at the Ramstein Air Base in southwestern Germany.

Piloting a New Business After serving in the military and pursuing various roles within the aviation industry in Cleveland, including his current role with United Airlines, Jason and his wife,

“After doing their research, Vicki and Jason learned that the Bottle & Bottega franchise was a proud member of VetFran, an initiative through the International Franchise Association that connects qualified veterans with franchising opportunities that play to their strengths.”

Bottega offered a discounted franchise fee for all veteran franchisees. Upon their findings, Jason and Vicki knew it was the perfect business opportunity for them to pursue.

Navigating Success

Vicki, have now decided to add another destination to their business itinerary – by opening up an innovative art and wine concept in the western suburbs of Cleveland.

For the Pretes, one intersect they’ve noticed between the military and establishing a franchise has been the team support. Much like the camaraderie of a

platoon, Jason and Vicki have experienced first-hand the family-like, team effort approach that Bottle & Bottega instills within its franchisee network. Each extension of the franchise network wants the others to succeed.

Together, Vicki and Jason are experiencing the amount of time, work and passion that small business owners must put into establishing and running their own businesses.

With an enlightened sense of appreciation for the entrepreneurial spirit and the dedication and devotion of local commerce, Jason and Vicki have big plans ahead for their Bottle & Bottega studio, including the launch of mobile events this month and hosting military appreciation events in the future. www.bottleandbottega.com

Jason and Vicki had been looking for a business opportunity that would allow them to have a little bit more control over their future and how they spend their time.

Vicki, an application developer and an owner of a number of network marketing companies, already knew the formula for managing an independent business. It was just a matter of time until the right opportunity presented itself.

After Vicki and Jason attended a paintand-sip class, the positive and relaxing experience piqued her curiosity about the business aspect of the concept – and whether it was worth an investment.

After doing their research, Vicki and Jason learned that the Bottle & Bottega franchise was a proud member of VetFran, an initiative through the International Franchise Association that connects qualified veterans with franchising opportunities that play to their strengths.

They also soon discovered that to show gratitude for their service, Bottle &

Franchising USA

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V e t er ans in Fr anchising

Donovan Foster, CIO, Principal Consultant, Brinex

Technology Strategy

as a Competitive Advantage

Many entrepreneurs rarely think of the possibilities of aligning the IT strategy with the organizations main objectives.

Information technology is changing the way companies operate. Many CEO’s think the “IT guy/vendors” role is to keep the lights on and simply make it work. However, one of the best ways to strengthen organizational strategy and thereby create a measurable competitive edge is to consider how technology permeates each aspect of the business and how best to utilize it.

Start from the Top… Bring IT to the Table All strategy must start from the Board and CEO and cascade on down. This means bringing IT to the table (the board or the

Franchising USA

executive table) as part of those strategic sessions and tactical decisions. As changes occur in a company’s strategic direction, so should the technology impact be considered by bringing senior IT personnel or vendors into the discussion.

Understandably, in today’s market with outsourced Managed Service Providers (MSP), most small businesses don’t have an “IT Department”, but they have vendors that provide or manage the technology book of business. For the small and medium sized businesses with a constrained budget, hiring a Virtual CIO (Chief Information Officer) can offer that senior level strategic mindset.

Yearly, or as the strategic landscape changes, start by requesting a meeting with your senior most IT vendor or personnel.

Discuss your company’s strategy and work to help them understand how the plans for the next 6 to 18 months will affect the organization. Their goal will be to

help you understand how technologies, processes, or personnel/products/vendors can help achieve those goals in a cost effective and efficient manner.

Keep IT Simple – Protect, Enhance, and Innovate!

No matter the industry or business size, technology can benefit and strengthen an organization in three areas; protecting the organization, enhancing the organizations capabilities, and facilitating innovation.

Each areas projects come with priorities that need to be addressed, funded, and enabled to propel the organization.

Splitting them out into these categories will help CEO’s measure where time is spent and efforts for return on investment can be realized.

Business Continuity and Disaster Recovery In recent years, there is one fact that has

“Alone Information Technology does not provide the competitive advantage; it’s the way the organization utilizes technologies throughout the organization that makes the difference.” customers. CEO’s should seek out effective Cyber Security firms or a Virtual CISCO (Chief Information Security Officer) to deploy Security Awareness Training at least bi-annually and during the onboarding process. Setting the priority of security in the organization from the CEO on down will keep it at the forefront of vendor conversations and employees day to day operations thereby protecting the organization.

Training, Cost, and Efficiency Gains – Enhance The Organization

been realized fortunately for many and unfortunately for others: The strength of an organization can be crippled by a single event, whether a cyber-attack or natural disaster.

Focusing the IT department solely on protecting the organization will not suffice in elevating your competitive advantage. However, this is the primary focus of over 70% of the IT personnel and vendors. Developing a Business Continuity and Disaster Recovery (BCDR) plan is paramount to sustaining business in a crisis. The outcome from the exercise should be revised and tested at least once a year. In the middle of a crisis, having this plan can mean the continuation of your business and beating out the competition when they are struggling to come out of the crisis.

Security Awareness Training Even small to midsized organizations need to address security. Every employee and vendor needs to understand the impact, importance of security to the enterprise, and their own role in helping to protect the employees, owners and board, and

One constant remains in all companies.

Employees will find a way to complete their duties with whatever tools they have at their disposal… even if the tools are inadequate or outdated.

Letting IT personnel/vendors bridge the gap with modern solutions and training can provide multiple efficiency gains and a return on investment for each employee and cost center. First, the IT personnel/ vendor will gain in-depth understanding of your businesses processes at a whole new level. Second, there will be an increase in communication between those who need the efficiency and training gains with those that can provide multiple alternatives in areas that may not have been considered previously using technology. And finally, conversely business people will understand the use of information technology to gain a competitive advantage as they become aware of tools, processes, and products to address business problems.

Innovation Time Some of the best organizations have leapt forward by providing “innovation time”. Small and medium sized business find it hard to carve out this time yet, the importance can be seen in some of the most innovative companies in a wide array of industries. With technology advances

Donovan Foster

coming into the market, the overwhelming challenge of keeping up to date can cripple an organization into doing nothing to upgrade or enhance their products, processes, or training thereby losing any competitive advantage that started the company.

Defining specific innovation time periods (Weekly, Monthly, or Quarterly), coupled with partnering the business with your technology personnel or vendors during these times, will yield a competitive edge that may be realized from within the organization or an outside resource. Without this focused time, the organization can start lagging behind the competition in lieu of doing what small businesses do…. Lead the competition.

Understand the Integration The rapid change in technology innovation provides multiple avenues for protecting the organization, achieving efficiency gains, and providing the organization with a competitive edge. However, alone Information Technology does not provide the competitive advantage; it’s the way the organization utilizes technologies throughout the organization that makes the difference.

Donovan Foster is CIO, Principal Consultant, at Brinex an Information Technology and CIO Services company in St. Louis, Missouri. He serves as the Member At Large on the Board of Director for the Veterans Business Resource Center. He can be reached at Donovan.foster@brinex.com

Franchising USA

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V e t er ans in Fr anchising

AV R Va n Rental

avr van rental announces

New Franchise Offering AVR Van Rental is thrilled to announce that starting today, there will be franchises available for purchase.

AVR is expanding throughout the United States and we are actively looking for entrepreneurs who share our passion, vision and leadership. Our expansion plans include new corporate locations as well as new franchise stores.

AVR is proud to be a progressive company, we are dedicated to providing the best customer experience possible. To put it simply, we listen to what our customers’ say. We use this feedback to guide our approach and strategic decisions. This fundamental principle has contributed to our rapid growth and culture. We have now expanded to 14 Corporate locations in 7 states. We were the first van rental company who expanded from Los Angeles to San Francisco, San Jose, Ontario, Orange County, Las Vegas, Sacramento and San Diego. Gradually we opened other locations at Denver, Portland, Houston, Indianapolis and Chicago.

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Our focus on renting vans to seat 7 to 15 passengers as well as Cargo and Wheelchair Accessible vans makes us unique. We look forward to the new franchise expansion efforts, while maintaining our core values of Providing Affordable Rates, Quality Vans, and Great Service!

Company founder and CEO, Yaz Irani, commented, “We look forward to adding our new franchisees into our growing business. We are proud to bring years of experience that will help our franchisees launch and successfully operate their AVR Van Rental Franchise. We believe this is a

rare opportunity and it will pass you by if you are not paying attention.”

We provide each franchisee the valuable support and training needed to succeed.

Our training will instill our core values and emphasize our mission. Our mission each and every day is to provide excellent customer service. We are the nationally recognized Van Rental Industry leader.

We’re fulfilling a major need by providing affordable rates, quality vans, and great service. And our customers nationwide agree! www.airportvanrental.com/franchise

FRANGUIDE.COM 703-424-2980 FIND YOUR FRANCHISE WITH FREE GUIDANCE FROM INDUSTRY EXPERTS

FR A NCH ISEE I N ACT I O N

R N R T ire E x p ress

Tire and Wheel Franc Aims to Go 10 for Opening 10 stores in 10 years is the lofty goal of one Kansas City tire and wheel franchisee, and with the stellar support he gets from the franchise, he’s confident he’ll get there.

hit him when he heard a radio ad for the

an appreciation for how they ran their franchise.

“It just clicked in my head that it was a

Coming from the construction management business, where he worked from 2006 until 2014, Barton knew changing careers would be difficult, but it was a challenge he was ready to meet.

Jason Barton, who currently owns two

Before joining the franchise, Barton did

RNR Tire Express stores in Raytown and Gladstone, MO, bought his first franchise in September of 2014 and opened it the next year.

Inspiration to become an RNR owner

Franchising USA

franchise.

great business model and it was something that could be very successful in the

Kansas City area,” he said during a recent interview.

RNR is a tire and custom wheel company that offers brand name quality tires and wheels on payment programs to make them more affordable for people.

his homework and decided it was the

business opportunity he was looking for.

He met the owners in Tampa Bay, FL

and visited a bunch of stores throughout the United States where he developed

“It was kind of a different career path, but it was something fun and exciting that I wanted to venture into,” he said.

The turning point for him to switch careers was when he and his wife found out they were having their first child. Traveling a lot with his former job, he decided he didn’t want to be away from home as often.

“I wanted to be home for my wife and spend a lot of time with my children,” he noted.

“It just clicked in my head that it was a great business model and it was something that could be very successful in the Kansas City area.”

– Jason Barton

chisee 10 Getting Started For Barton’s training, he visited some successful stores near his Missouri location. Barton went down to Arkansas and trained at a few different stores owned by David Harrison, an especially successful RNR franchisee.

Barton did a couple of weeks of training in Arkansas at the end of 2014 and then came back to Kansas City to put his team together.

He then went back to Arkansas with his entire team and did two more weeks of training before launching a soft opening of the Raytown store.

Shortly after, they had their grand opening and the business took off from there.

long before the grand opening. During the site selection process, corporate representatives flew out to Kansas City and looked at sites with him around the Kansas City area.

But the support from RNR started

“We spent a solid week looking at different

locations and looking at demographics to help us decide where we wanted to open our first one,” Barton recalled.

And now that he’s up and running, the ongoing support from the franchise has been invaluable, from back office support

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FR A NCH ISEE I N ACT I O N

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FR A NCH ISEE I N ACT I O N

R N R T ire E x p ress

“I’m home every night and I get to see my wife and kids. But we’re working hard right now.”

– Jason Barton

baby get a little more established.

“I’m home every night and I get to see my wife and kids. But we’re working hard right now,” he said.

If someone else was interested in joining RNR, Barton said he would tell them to do their due diligence and research the company to see if it’s a good fit.

He suggested talking to people in the corporate office and other RNR franchise owners. to operational support and ongoing

Finding Balance

In fact, Barton and his team recently had

Although work satisfaction is much higher when you own your own business, Barton said, finding a balance between work and personal life has recently been a challenge.

training.

some members from Harrison’s team

come in to provide some more account management and sales training.

“All you need to do is ask and they’ll do everything in their power to help you be successful,” he stated.

Franchising USA

The RNR franchisee and his wife have just had a second child and he’s just opened his second store, so his work life balance isn’t great at the moment, but he knows it will get better once the new store and the new

Everyone in the company is incredibly helpful, he explained, and the support system is amazing.

“It’s a great company to be a part of,” Barton said.

Whether a franchisee’s goal is a single store or they’re aiming high like Barton and going for 10 stores in 10 years, RNR’s support system can help them reach those goals. www.rnrfranchise.com

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ex per t advice

Kyle Zagrodzky, President, OsteoStrong

What Should Every Prospective Franchisor Ask You?

When shopping for a franchise to become part of, most potential franchisees have a lot of questions ready to ask their top picks.

It’s great to have a long list of detailed inquiries about everything from territories to support and profitability, but one of the most important elements of the final interview process often goes overlooked: Which questions are the franchise leadership asking you?

People looking to join a franchise tend to focus on their own quest for information, but they don’t often pay attention to what kinds of questions the franchises are asking them. A great franchise will be

Franchising USA

choosy about who they work with, so pay attention to what they want to know about you. If you encounter brands that are ready to let you sign after little more than a Q&A that’s mostly based on your financials, keep looking.

Every franchisee represents the brand and will be a fundamental part of its growth, identity, and success, so a solid brand will be picky about who they want to partner with. When you interview franchises, these are the kinds of questions leading brands will want to ask you.

What is your background?

A grounded brand will take a close look at your resume. Previous franchise experience shouldn’t be a requirement, but the franchise leadership will want to see evidence of past business experience, particularly if you have managed or owned a business before. The amount

of experience a brand looks for may be somewhat based on the training tools they have available. It’s important that your experience pairs well with the training and support tools a franchise has in place; otherwise, you could both feel frustrated later on if you need more help than they are willing to provide.

Why are you interested in franchising?

This is a question many franchises don’t ask because if you reached out to them, on some level you want to be a franchisee (or you think you do). However, this is a question you should have an answer to, and that’s largely for your own benefit.

Too often, people think franchising is a guaranteed way to turn their money into a profitable venture, but a franchise is still a business, and every business has inherent risks. Working with a franchise means

“Wanting to know more about you shouldn’t be seen as prying, but as a good sign that the franchise is focused on working with the right people.”

Kyle Zagrodzky

following the operations and marketing systems laid out for you, supervising and managing others, and being a team player.

If you’re more interested in doing things your way, startup entrepreneurship may be a better fit. Ask yourself why you want to franchise, and make sure those dreams will coexist with the reality of being a franchisee.

Why are you interested in our franchise?

Quality franchises are interested in making money, but they’re also interested in working with franchisees who will be a great match for the brand’s product or service, culture, goals, and ideals. If you haven’t exercised in 15 years but you want to open a gym, the franchisor should want to know why—not just take your money and let you sign your life savings away.

Different franchise concepts work well with different types of people, and the franchise should want to make sure you blend with their culture, values, and ideals.

They will want to see that you blend well with the team and are passionate about the product or service, but also that your goals and needs mesh with the profile for their ideal franchisee.

What are your goals?

This question goes hand in hand with why you’re interested in franchising.

Every business has goals, and so does every individual. For a compatible partnership, those two goals need to line up. Everyone has a different reason for franchise interest, from wanting to run their own business to hoping to hire family members, acquiring more units over the years, or trying to find greater stability in their career. A franchise should want to discuss those goals so you both understand whether they’re compatible with what you can expect from the franchise experience.

the time to get to know you. Wanting to know more about you shouldn’t be seen as prying, but as a good sign that the franchise is focused on working with the right people. A poor fit can ruin a franchisee’s experience and lead to a lot of frustration and even lost funds, so smart franchises want to do as much as possible to ensure a perfect match. The more involved the interview process is, the better.

Understanding and managing expectations is a key component in any healthy relationship. If you go into a franchise agreement expecting profitability in 30 days and the franchise believes most units require a year to be profitable, you’ll be unhappy later. Rather than rushing you to sign the dotted line, a quality franchise will take the time to talk to you about your expectations of life as a franchisee.

It’s important that a franchise care about being on the same page when it comes to training, communication, sales, and financial expectations.

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

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

Only work with a franchise that takes

www.osteostrong.com

What are your expectations?

Franchising USA

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FR A NCH ISO R I N DEP T H

Jackson H ew it t Ta x Ser v ice

Tax Franchise Aims to Work Hard for the Hard Working franchising back in 1986. It currently has just over 6,000 franchises, half of which are located in Walmart stores throughout the United States.

Although the company has a presence in all 50 states, including major metropolitan and rural areas, it still has room for more franchisees right across the country, as long as they are the right fit for the company.

Rick Peroe

Jackson Hewitt Tax Service is looking for the right franchisees to help serve an extremely special customer base.

“We cater to the hardcore working American,” Rick Peroe, Vice-President of Franchise Development at Jackson Hewitt said during a recent interview.

Headquartered in Jersey City, NJ, Jackson Hewitt is a 33-year-old retail tax preparation company that started

Some of these areas are brand new and others are opening up because some of Jackson Hewitt’s long-serving franchisees are ready for retirement and are looking to sell their businesses.

With Jackson Hewitt being such a longstanding company, Peroe has seen many franchisees join the family, and most of them end up sticking around for a long time.

“My average franchisee right now operates seven locations throughout their ownership,” he explained. “My average franchisee has also been with us for 10 years.”

Some franchisees just want one store to keep them busy for a few months out of the year while others want to have 15 or 20 stores to run. Regardless of what a franchisee is looking for in a business, though, Jackson Hewitt can accommodate

them, the Vice President of Franchise Development noted.

A People Business Although the company does have a lot of certified public accountants among its franchisees, a background in accounting is not necessary to open one.

In fact, Jackson Hewitt has franchisees from all walks of life, Peroe said. The franchise seems to appeal to people who come from middle management and who have been in an executive position for several years.

People who have management experience are especially suited to running a Jackson Hewitt franchise because they come with developed people skills.

“The majority of this work, even though it appears to be a numbers business, is actually a people business,” the vice president of franchise development said.

Whether it’s the tax preparers dealing with customers or the franchisee building a team of people during the hectic tax season, having people skills is a must for potential franchisees.

Support and Training Peroe said what makes Jackson Hewitt different from its competitors is the

jackson hewitt, where taxes are less taxing.

Franchising USA

franchise’s tremendous training program that starts off with a week-long session in Sarasota, FL at Jackson Hewitt’s technology center.

“The majority of this work, even though it appears to be a numbers business, is actually a people business.” – Rick Peroe

The training doesn’t teach franchisees how to prepare taxes, though. Rather, it teaches them how to run the business. It covers putting together an operating budget, preparing a profit and loss statement, setting up the office and training tax preparers.

After this initial training, Jackson Hewitt stays connected to franchisees via the company’s network of regional directors throughout the country who offer additional training programs on a local basis.

jackson hewitt, where taxes are less taxing.

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Jackson H ew it t Ta x Ser v ice

“My average franchisee right now operates seven locations throughout their ownership. My average franchisee has also been with us for 10 years.”

– Rick Peroe

The franchise also integrates online

learning into its training so if Jackson

Hewitt comes out with a new product, the company can have a complete training

program posted online for all franchisees to follow, ensuring the entire company is kept up to date.

The company focuses on training, Peroe

New franchisees get extra attention during their first two years with the company.

One of the best things about becoming a Jackson Hewitt franchisee is the steadiness of the business, Peroe noted. It’s not a business that is based on the latest food trend, it’s a business that is based on an important task that 150 million Americans do each year and will continue to have to do every year.

Hewitt customers even better, the company has partnered with various banks to help customers get their hands on their tax return money quicker. The company will advance a customer up to $750 and take that money out of their return when it is processed.

have all the industry training, they can

“I think this business is wonderful because it stands the test of time,” he said.

Serving the hard working American taxpaying public is what Jackson Hewitt does and entrepreneurs who have the requisite people skills are invited to keep that long history of service going.

thorough their instruction is.

And to help franchisees serve Jackson

www.jacksonhewitt.com

said, because if they have a franchisee who has good people skills and team

development skills, but who might not

still welcome them aboard because of how

jackson hewitt, where taxes are less taxing.

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

To subscribe visit: www.franchisingusamagazine.com

ex per t advice

Jason Leverant, President & COO, AtWork Group

How to Mitigate Your Joint-Employer Risk When Determining Franchisor Liability If you are a franchisor, a franchisee or a firm that uses a third-party staffing vendor, there are many concerns swirling in regards to who is a joint employer and who holds the responsibility and liability to their employees.

The real worry is that a franchisor may find itself liable for its franchisees’ employees and the franchisees’ actions when there is litigation concerning franchisee employees and certain working conditions.

As I mentioned in my September byline, “Understanding the challenges of the recent joint employer rulings,” the National Labor Relations Board (NLRB) decided to hold McDonald’s liable as a “joint employer,” and as a result caused controversy among those in the franchise sector. The ruling was in response to an allegation by employees of nearly 30 McDonald’s franchises who claimed McDonald’s was conducting unfair wage practices against employees who were protesting for a higher minimum wage.

The fear for many in the franchise

Franchising USA

“While franchisors do not necessarily want to put undue control over their franchisees, having a system can help ensure compliance.” industry is that it may lead to more litigation by employees and more liability for franchisors. The McDonald’s case is one of many that will likely be pursued in the coming months if there is a final determination in regards to responsibility. It is clear, however, that the climate is shifting from more of a hands-off approach by the NLRB to a more contentious one. Holding franchisors and companies who use staffing agencies further liable for a host of workplace changes could be a repercussion of this type of ruling, which could include the following areas: • Providing a safe work environment, and making sure safety protocols are followed • Providing a harassment-free workplace (sexual preference, gender, race, age etc.)

• Providing a fair working wage • Providing a drug-free workplace If more cases are brought before the NLRB, it may not be surprising if more and more franchisors will be held accountable for making sure the above working conditions are practiced at ALL of their franchisee locations.

In the staffing industry, this has been an ongoing concern and one that has been dealt with on a case-by-case basis for many years. Although staffing businesses have often been involved with workplace issues between the hiring company and the employees the staffing agency provides, it has largely been worked out directly by the concerned parties. Without government intervention, the staffing industry has implemented many standards of employment to help avoid many of the concerns franchisors could face going forward. Similarly, many franchise businesses have adopted comparable

employee workplace guidelines for their franchisees, while allowing them the freedom to make certain decisions themselves.

Can franchisors do anything now to avoid being held liable, as joint employers, for their franchisee’s employees in the future? It largely depends on how much control a franchisor wants to have over their franchisees and their locations. Signs indicate the more control a franchisor has over its franchisee, the more likely it’s going to be held to a higher standard of responsibility, and consequently liability, in employee disputes.

The best plan would include creating a system where a franchisor works with a franchise business to do everything possible to prevent a liability issue in the future. While franchisors do not necessarily want to put undue control over their franchisees, having a system can help ensure compliance. Another tact is to strictly limit your involvement in your franchisees’ business. Practices that could find you responsible as a joint employer: • You supply your franchisees with company developed and installed employee management software • You have any input into the hiring, disciplinary action or firing of franchisee employees • You pay the employees, or you have any say in the wages they are paid This is not a comprehensive list or legal advice; that is best left to the lawyers and litigation specialists. If you are concerned about what this means for you as a franchisor, there are many online resources and articles about this subject.

Digging deeper into the law is something every franchisor needs to do right away to

Jason Leverant

help protect themselves or contact a lawyer specializing in franchise law.

The concern, too, is where the line is going to be drawn by these rulings. For instance, as a brand, a franchisor could be negligent to the survival of a franchisee if guidelines are not in place. Examples include the design of the building façade, the colors used, the types of furnishings and signage to promote the franchise business. These elements help build a brand with staying power and are part of an overall marketing plan for the business. Even software for employee scheduling could be considered an important part of the branding process but, depending on the situation, providing that to your franchisees could set in motion the idea that you are involving your franchise in an area that should be decided by the franchisee.

The joint employer question also has our Canadian neighbors concerned too, even though their regulations and laws are quite different. A recent article posted by a Canadian legal firm, Gowling WLG, offers some interesting insight into the franchisee-franchisor legal responsibility issue. From a U.S. perspective, it has yet to be seen if the rulings are going to hinder franchisors from continuing as usual or putting a damper of the ever-strengthening franchise business growth here.

Jason Leverant is president and COO of AtWork Group, a national staffing franchisor with more than 93 franchise and company-owned locations. www.atwork.com

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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.

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.

Boulder designs If you are looking to own your own business, or add a new product line to your existing business; then Border Magic® may be what you’re looking for.

Border Magic® provides durable continuous concrete landscape edging, walkways, and decorative stepping stones that have the look and feel of real brick or stone. If you are looking for a rewarding career, Border Magic® may be what you’re looking for.

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

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

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

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

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

Franchising USA

Excellent for branding and recognition.

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

• Leading name-brand recognition.

• Experienced franchise system.

• Competitive marketing strategies.

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

• Sales guidance from a network of retail experts.

• Multiple warehouses stocked to meet inventory demands.

• National and regional meetings/conventions.

• Access to exclusive marketing resources.

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

Contact us today! www.bigofranchise.com

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

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

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

simple click of a mouse.

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

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

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

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

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

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

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

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

• 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

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.

International Franchise Professionals Group

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

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.

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

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

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

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

Impact Permitting helps companies and individuals

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

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

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

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

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

Little Caesars

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

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

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

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

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

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

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

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”

Franchising USA

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

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

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

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

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

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.

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

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

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

Paul Davis For 50 years, Paul Davis has restored residential and commercial properties damaged by fire, water, mold, storms and disasters.

The experts at Paul Davis understand the complex process of recovering from property damage and provide complete services; there is no need for the expense and confusion of hiring multiple contractors.

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

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

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

damage and restoration and has over 365 independently owned franchises in the USA and Canada.

The professionals at Paul Davis are certified in emergency restoration, reconstruction and remodeling. The company is consistently featured on Entrepreneur Magazine’s Top 500 Franchises list.

Go to www.pauldavis.com/ for services.

Paul Davis is a one stop shop for disaster

For franchise info go to: www.pauldavisbusiness. com or email Ddavies@pauldavis.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.

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

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

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

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

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

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

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

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

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

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

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

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

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Restoration 1 Restoration1 is a recognized national leader in the emergency restoration industry for mold, water, fire and smoke damage, handling jobs of all sizes across the nation for residential and commercial property’s. ®

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

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

Our model is a powerful opportunity for the right candidates, as it involves no inventory, no brick-

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

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

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

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

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

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

For more information, contact Karen Young:

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

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

Sprout Financial

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

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

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

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

NO collateral required, NO financials submitted

Website: www.sproutfin.com

sweetFrog Premium Frozen Yogurt

Voted the #1 frozen yogurt shop in the US in 2016 by The Daily Meal, sweetFrog continues to offer amazing franchise opportunities for all entrepreneurs.

sweetFrog Premium Frozen Yogurt is not only one of the most rapidly-expanding frozen yogurt concepts; we are one of the fastest growing franchises of any category in the nation!

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

and-mortar location and high-volume growth that continues through almost any economic climate.

Contact: Shemar Pucel Phone: 804-835-6761 Email: shemar.pucel@sweetfrog.net Website: www.sweetfrog.com/franchise

• 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

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.

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

YamChops – Plant-Based Butcher & Market Welcome to one of the hottest food concepts to hit the market in, dare we say, decades!

YamChops is North America’s first and Canada’s only plant-based butcher shop. Some might say that’s an oxymoron, but we believe plant-based proteins can (and should) be a staple of every kitchen or diet. YamChops’ goodies appeal to all types of eaters: vegans, vegetarians and flexitarians – those who are choosing to reduce their meat, fish and dairy consumption.

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

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

categories (plant-based foods) and serves three of the fastest growing market segments (flexitarians, vegan, vegetarian). With acclaim from around the world, YamChops is now offering select franchise locations in key North American markets including Toronto, Vancouver, Los Angeles, Portland, Seattle, Denver, New York and Miami. Please contact us for these or other locations not listed. We look forward to welcoming you to the Yamily!

YamChops is firmly rooted in one of the fastest growing

Phone: 778-545-0233 | 416-645-0117 Website: www.YamChops.com Email: TalkToUs@YamChops.com Contact: Toni Abramson / Lawrence Eade

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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.

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

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fr anchise & services di r ecto ry

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JEJAK GRAPHICS

a lasting impression

creative design solutions

leaving a lasting impression Jejak Graphics is a freelance graphic design business based in Melbourne, Australia working with clients worldwide. With over 20 years experience in the design and print industry specialising in magazine layout and advert design as well as offering a number of other graphic design services and print solutions including: • Advert Design • Corporate stationery • Brochures and flyers • Poster and banner design • Educational manuals • Sports programs • Monthly newsletters • Product labels and packaging Artwork is tailored to your brand and focused on your message and target audience. No job is too big or small.

Contact me today to discuss how Jejak Graphics can make your company or organisation leave ‘a lasting impression’.

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P: 03 5977 8804 M: 04222 676 39 E: jejak@bigpond.com www.jejakgraphics.com.au