November 2016 franchising usa 5#1

Franchising usa T he ma g a z ine for franchisees

VOL 05, ISSUE 1, nov 2016

$5.95 www.franchisingusamagazine.com

Remedy Intelligent Staffing

Seeks Entrepreneurs

should you choose

A New or established franchise special

food and franchising feature

LATEST NEWS

FINANCIAL ADVICE FROM THE BANKS

- part 2

TOP LAWYERS’ ADVICE

CHECK OUT THE NEW FRANCHISE.org!

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Better searchability responsive design easier to navigate franchise comparison tool

Franchising usa T he ma g a z ine for franchisees

FRANCHISING USA VOLUME 4, ISSUE 1, 2016 president: Colin Bradbury. colin@cgbpublishing.com

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from the p u blisher & editor

Publisher: Vikki Bradbury. vikki@cgbpublishing.com

advertising: Vikki Bradbury. vikki@cgbpublishing.com

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

Editorial team: Gina Gill Rob Swystun

Production: usaproduction@cgbpublishing.com

DESIGN: Jejak Graphics. jejak@bigpond.com

COVER IMAGE: Remedy Intelligent Staffing

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

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Welcome to the November issue of Franchising USA. Recent franchising news has been buzzing with talk about technological advancements in the food industry. Quick-service operators can no longer ignore the future of food delivery, where drones are slowly creeping in to replace humans. Although it might sound like something out of a sci-fi movie, robotics in food delivery is real and it’s a trend that is revolutionizing the industry whether you’re ready or not to embrace it in your business.

In our Food Franchising Part 2 Special Feature, we take a look at a brand that is ready to embrace both the innovation and evolution of the franchise vending industry. Turn to page 40 to learn how Generation NEXT Franchise Brands continues to move forward in the development of both technology and franchise opportunities with the world’s first robotic frozen yogurt vending machine. On page 34 you can also read about how Golden Krust Caribbean Bakery & Grill capitalizes on industry trends to fuel the rise of authentic Jamaican cuisine in the U.S. On the Cover this month is Remedy Intelligent Staffing, a staffing franchise that is on a mission to expand nationally. Turn to page 10 to read how this franchise Seeks Entrepreneurs with a Cup Full of the Right Attitude to support their ambitious growth strategy.

Our Veterans Supplement this issue features FASTSIGNS on the Cover. Starting on page 54, you can learn how a franchise with a Solid Business Model & Reputation Appeals to U.S. Military Veterans.

Our Industry Experts offer some fantastic tips and advice this month, including Advice from a Franchise Founder on page 38, where Linda Vapp shares 10 Things I Wish I Knew 37 Years Ago. Should You Choose a New or Established Franchise? Kyle Zagrodsky will let you know starting on page 12.

This is just a snapshot of what we’ve gathered to help inform and inspire you this month. I hope you take a moment to learn from our various Expert Advice articles and enjoy the various franchise systems we’ve profiled in this issue.

Happy reading!

“You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.” - R. Buckminster Fuller

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

Franchising USA

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Contents On the Cover

12 Should You Choose a New or

10 Cover Story: Remedy Intelligent Staffing

november 2016

Established Franchise?

Seeks Entrepreneurs

46

32

18

23 Special Food Franchising Part 2 Feature

In Every Issue

28

06 Franchising News Announcements from the Industry

28 Feature Article

Food Franchising - Part 2 51 Veterans Supplement News and Information for Veterans in Franchising

78 A-Z Franchise and Services Directoy

Franchisee In Action 14 Minuteman Press

38

Have Your Say 48 David Blue, Vice President & Co-Founder,

Blue Moon Estate Sales

12 Should You Choose a New or Established Franchise?

Kyle Zagrodsky, President, OsteoStrong

18

Expert Advice

18 How Will the Overtime Ruling Affect Your Employees’

Status and Morale?

Jason Leverant, President and COO, AtWork Group

20 The Right Way to Use Credit Cards for Franchise Funding Jordan Washington, Operations Manager, Sprout Financial

FrankCrum

72 Exploring Your Melt-Rate and Other ‘Confront the Brutal Fact’

Questions - Shane Cragun and Kate Sweetman, Founders, SweetmanCragun

40

46 I Need to Expand My Franchise Operations:

Can’t I Just Hire Someone and Then Just Pay Them?

Cynthia McGathey, PMP, Chief Operating Office and Chief Information Officer,

74 Great Opportunities Abound: Going into 2017 George Knauf, Senior Franchise Business Advisor, FranChoice

76 Right Stuff + Right Fit Success Equation Rebecca Monet, Chief Scientist and President, Zoracle Profiles

Food Franchising - Part 2 28 Food Franchising Part 2 Feature Article FRANCHISOR IN DEPTH 34 Golden Krust Caribbean Bakery & Grill

20

FEATURE ARTICLE

40 Generation NEXT Franchise Brands EXPERT ADVICE 32 The Principles of the Pie Tom Garrett, Founder, GPS Hospitality

38 10 Things I Wish I Knew 37 Years Ago: Advice from

a Franchise Founder Linda Vap, President, HuHot Mongolian Grills LLC

44 The Franchise Website: The Strong Hub in the

Wheel of Marketing Matthew Jonas, President, TopFire Media

58

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what’s new!

Tapout Fitness Opens Flagship Club on Manhattan’s Upper East Side “It was amazing having the opportunity to work out at the new Tapout Fitness flagship location in New York City,” said WWE Superstar Natalya. “The 26,000 square-foot club has everything anybody could possibly need to get in shape.”

“The excitement at our 106th Street grand opening exceeded our expectations!

Guests were completely engaged with the Tapout Fitness martial arts programs.,” said Marc Tascher, Executive Chairman of Tapout Fitness. “That momentum has continued ever since.”

Tapout Fitness, a full service martial arts infused fitness club has opened its first New York City flagship on Manhattan’s Upper East Side.

Tapout Fitness offers a combination of martial arts programming and traditional cardio, weight-training and HIIT, creating a boutique studio experience for all ages.

For its grand opening, Tapout Fitness

hosted an event with WWE Superstars Alicia Fox, Lana, Summer Rae, Natalya, Alexa Bliss and Naomi and E! News host, Maria Menounos in collaboration with Amy Dixon, a celebrity trainer and fitness instructor. The gym takeover included multiple workout sessions, demonstrating what goes into the workout of a WWE Superstar.

Memberships start at $39.99 and specialized programs range from $44.99 to $109.00. The club is located at 1915 3rd Avenue (at 106th Street).

Club locations include Norcross, GA, Woodland Hills, CA and Raleigh, NC and New York, NY. Two new locations are expected to open in New York City in 2017.

TapoutFitness.com

Valpak Names Newest Franchisee in Northeast Ohio Yopko understands the value of Valpak since she has been an award-winning sales representative for Valpak of Cleveland for more than 18 years. She is one of the company’s top salespeople and was recognized as Valpak Sales Rep of the Year in 2011 and a member of the Valpak Sales Team of the Year in 2014. She has worked in Northeast Ohio communities for more than 25 years.

Valpak, a leader in local print and digital coupons, has announced that first-time franchisee Lynn Yopko has purchased the Valpak of Northeast Ohio territory.

She and her partner, Frank Zbiegien, mailed their first Valpak signature Blue Envelope in October to households in Medina, Brunswick, Wadsworth, Fairlawn, Bath and the surrounding area.

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“We are excited to see one of our brightest sales representatives achieve franchise ownership,” said Shak Turner, Valpak’s director of franchise sales. “With her tremendous knowledge of the Valpak portfolio, she will know exactly what her customers need and can advise them on how to reach customers and grow their business.

She has a real passion for Valpak and will be a tremendous asset to businesses throughout Northeast Ohio.”

For more information, visit valpakfranchising.com

Tint World® Expands into Orlando Market Tint World® Automotive Styling Centers™, a leading auto accessory and window tinting franchise, has opened a new location in Longwood, Florida, just minutes north of Orlando.

Owned and operated by Barbra Muller, the new store is the 12th Tint World® location in Florida and will provide residents with a variety of services, including mobile electronics and car stereo upgrades, vehicle customization, automotive, residential and commercial window film, as well as marine audio and styling.

A native Central Floridian and business graduate of the University of Central Florida, Muller has spent more than 15 years in

customer service management, dedicating her career to always providing complete customer satisfaction and consistently delivering on that promise. She is excited to transition her skills into managing her new store. Muller’s husband is an automotive aftermarket veteran, and has been in the industry for 20 years.

The new location will be one of the largest Tint World® locations in the nation at more than 6,000 square feet. The shop has a large showroom with beautiful hardwood floors and fully interactive displays that allow customers to touch, see and hear every product before they make their purchasing decision. www.tintworld.com/locations/fl/longwood/

Lapels Dry Cleaning Opens at 201 Middlesex Turnpike, Burlington, MA Lapels Dry Cleaning, an innovative and environmentally friendly dry cleaning company headquartered in Hanover, Massachusetts, recently opened a full-service, environmentally friendly dry cleaning store at 201 Middlesex Turnpike, Burlington, Massachusetts.

“As of October 1, Lapels Dry Cleaning is the only dry cleaner in Burlington using a 100 percent environmentally non-toxic cleaning solution,” said Dr. Sylvie Djousse, owner of Lapels Dry Cleaning of Burlington.

Lapels’ eco-friendly dry cleaning experience features GreenEarth®, the dry cleaning industry’s only non-toxic cleaning alternative. Using this kind of solution and the latest technology in equipment, Lapels employs an environmentally-friendly cleaning

process that has no odor and is gentler on materials, lengthening the life of clothes.

Lapels Dry Cleaning also sets itself apart with its customer service. Lapels customers are greeted to a warm reception area, with friendly customer service representatives, and alteration services.

Lapels offers an Automatic Rewards, Loyalty Programs, a VIP Program, a 24 Hour Drop-Off Service and FREE Home Delivery to all its customers. Same day service is also available with pickup after 5 pm. Lapels’ “car hop” service enables customers to drop off and pick up their clothing without ever leaving their cars.

For complete information on Lapels Dry Cleaning, please visit www.mylapels.com.

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what’s new!

Big O Tires Appoints New Executive VP and General Manager Big O Tires® announced that the organization’s Executive Vice President and Chief Operating Officer, Kevin Kormondy, will retire from Big O Tires at the end of October 2016.

The company also announced that John Kairys, former Carroll Tire Company Executive Vice President and General Manager, will lead Big O Tires as the Executive Vice President and General Manager effective immediately.

“Kevin has made a significant impact on Big O Tires throughout his 20 years,” said Brant Wilson, SVP of Franchise Operations for TBC Corporation, parent company to Big O Tires. “His pride in the organization, dedication to the business

and belief in the franchise model assisted him and the entire organization greatly throughout the years.”

John joined Carroll Tire Company in 2014 after 15 years with Cooper Tire and Rubber Company where he oversaw the development of key accounts and the execution of overall company growth. Prior to Cooper Tire, John held management positions with Pirelli Tire and NAPA Auto Parts.

“John’s industry knowledge, expertise on tires and experience working with dealers will be tremendous assets to the team,” recognized Wilson. www.bigotires.com

Always Best Care Announces New Owner of Franklin, Tennessee Territory Always Best Care Senior Services today announced that its Franklin franchise in Tennessee has been awarded to Steve and Francie Logan.

The Tennessee franchise provides senior care in the Greater Nashville West area and surrounding communities, including Franklin, Clarksville and Chapel Hill. The Logans’ purchased the territory, which was previously owned and operated by Doug Kidd.

“We are very pleased to welcome Steve and Francie Logan as our newest franchise owners,” said Jake Brown, President of Always Best Care. “Steve brings extensive business expertise to the Always Best Care family and a deep passion for helping seniors, veterans and their families. We welcome them aboard and have no doubt they will serve as exemplary ambassadors for Always Best Care.”

Steve has extensive experience as a business consultant and area director. In addition, he has previous business ownership experience which will allow him to transition into the position as owner of the Nashville West region. Francie is a doctor of audiology and works specifically with veterans and their families.

Always Best Care is one of the nation’s leading providers of non-medical in-home care, assisted living placement services

Franchising USA

and skilled home health care. The company delivers its services through an international network of more than 200 independently owned and operated franchise territories throughout the United States, Canada and the United Kingdom. www.alwaysbestcare.com

NTY Franchise Company Opens 200th Store in Minnesota National upscale resale franchise NTY (New to You) Franchise Company, headquartered in Minnetonka, Minnesota, will open their 200th store on Thursday, November 10.

Device Pitstop, NTY Franchise Company’s mobile and electronic device resale franchise, will have the honor of achieving the company milestone when they open the doors of their new franchise unit in Newport News, Virginia.

“We’re very excited to open our 200th store in Newport News, Virginia this November,” NTY Franchise Company COO Chad Olson (pictured above) said. “The opening signifies our continued growth and commitment to meeting the modern consumer’s need for high-quality clothing, devices and other items at an affordable price.”

Founded in 2006 by Ron Olson, NTY Franchise Company features five resale brands, all with a different focus: Clothes Mentor, Children’s Orchard, Device Pitstop, New Uses, and NTY Clothing Exchange. Their brands cover everything from women’s designer fashions, children’s apparel and accessories, furniture and household goods, electronic sales and repair, and clothing for teens and young adults. All brands feature cuttingedge technology, support, and lucrative franchising opportunities to help candidates establish resale stores throughout the United States. www.ntyfranchise.com

Midas® Partners with Feeding America® to Launch ‘Imagine’ Campaign to Fight Hunger This past September, also known as Hunger Action Month, Midas®, one of the world’s largest providers of automotive services, launched ‘Imagine’ to support hunger relief efforts across the country, raising donations that will mean thousands of meals for the hungry.

For the first year ever, Midas partnered with Feeding America®, the nation’s largest domestic hunger-relief organization, to bring food, funds and hands-on assistance to local communities in need.

“We are so thrilled to collaborate with Midas on this extremely important cause,” says Nancy Curby, Interim Senior Vice President of Development at Feeding

America. “The company’s efforts to date are truly impressive, and we know that together we can make an even stronger impact for those in need.”

The ‘Imagine’ campaign caps the second year of Midas’ Drive Out Hunger platform—Midas’ long-term commitment to hunger relief.

“We are very excited about this initiative,” says Mike Gould, COO and EVP of Midas. “Hunger relief is a cause we feel very passionate about. Over the years, it has become an effort that is part of who we are as people and as a company as a whole.”

The Midas Drive Out Hunger program started as a grassroots effort led by local

franchisees, and has become a major brand initiative. Across North America, Midas franchisees are working with local food banks to fight hunger in the communities where they live and work, collectively donating over 1 million meals since 2014, raising 240,000 meals and 33.4 tons of food in last Summer’s #1Mile1Meal hunger-fighting road trip. www.midas.com

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Remed y I ntellig ent S taf f ing & Westaf f

Staffing Franchise Seeks Entrepreneurs with

a Cup Full of the Right Attitude As leaders in the staffing industry, Remedy Intelligent Staffing and Westaff are on a mission to expand nationally, and they are looking for the right franchisees to support their ambitious growth strategy.

Remedy Intelligent Staffing and Westaff provide employment solutions to a wide variety of companies, including manufacturing, industrial, clerical, accounting, technical and professional services. With a team of experts in human resources, technology, risk management, and labor and employment law, both businesses work to ensure that they deliver on their commitment to consistently provide dependable and flexible employees to meet their clients’ needs.

Both brands are currently looking to recruit new franchisees to embrace an active role in the cities and towns they plan on expanding into, President Steve Mills explained during a recent interview from corporate headquarters in Atlanta.

A history of mergers brought the two brands together under the umbrella of EmployBridge.

“We are truly national, with franchises currently operating in 28 states, and our plan is to continue to expand aggressively,” said Mills. “Our expansion focus is a controlled growth model focused on quality and support, where our new franchise owners are building businesses not buying a job.”

Franchising USA

How it all began

Remedy Intelligent Staffing was founded in 1965 by Robert E. McDonough. Westaff was founded in 1948 by Robert Stover.

Both companies were acquired by the Select Family of Staffing Companies which in 2014 merged with EmployBridge to form one of the largest industrial staffing firms in the United States.

The parent company of Remedy and Westaff, EmployBridge Holding Company with regional headquarters in Atlanta,

Georgia, operates more than 490 offices nationwide and is one of the fastest growing national providers of staffing and workforce solutions.

With annual sales over $3.2 billion, EmployBridge will employ over 460,000 employees in 2016, on assignment at more than 20,000 companies throughout the United States.

“Last week alone we employed just over 100,000 temporary workers,” Mills stated.

National back up and support Remedy and Westaff are supported by EmployBridge in areas of funding for accounts receivable, as well as support for back-office functions. This back up and support is key to the success of their franchise model, since the franchise offices are left free to focus on their local markets and on what really matters: building relationships with their clients.

This is a competitive advantage that also carries benefits for their clients.

“Our success comes down to how the business is run at the local level,” said Mills. “Clients can buy from the locally owned business that understands the

local market, but at the same time has the stability and reliability of national back up and support. Our goal is to allow our franchise markets leverage a local business relationship with the support of a national organization.”

Going the extra mile EmployBridge’s experience and technology allows them to bring the highest levels of efficiency and productivity to the services they deliver to their franchise offices.

It’s this kind of commitment to extra-mile service that has ranked EmployBridge as one of the largest staffing firms in both the US by Staffing Industry Analyst. They have also been awarded Best of Staffing for both Talent and Client Satisfaction for the 4th year running.

Franchisee training and support EmployBridge also goes the extra mile to support its franchisees and provides access to a comprehensive franchisee training and support program that combines both theoretical and practical learning.

Training starts with a variety of web-based and conference call training with other new franchisees to prepare them for the 2 week on-site New Franchise Training Course that takes place at the Learning Center in Atlanta. It is an intensive program that guides new franchisees through all aspects of the applicant process, operations and client sales.

There is also a mentoring program in place, where new franchisees receive inperson training at an existing franchisee’s office so they can see first-hand what is involved in running the business.

Once their business is up and running, franchisees are visited by their mentor for in-person training and support at their location. They also have ongoing, 24/7 access to a robust online Learning Center.

The company is committed to supporting its franchisees and provides training at the franchisee’s pace to ensure they are prepared to run their business successfully.

“The initial training takes as long or as short as you need it,” said Mills. “We run at your speed.”

A cup full of the right attitude

The right background

While there is a comprehensive training and support program in place to help franchisees get their businesses up and running, it’s the right attitude that is the real key to success in this industry.

While the right attitude lays the foundation for success in the Remedy and Westaff system, experience in the following areas is also a key asset for franchisees:

“It all comes down to attitude,” Mills explained. “This is a sales business, so we look for a ‘cup half full’ mentality and a ‘can do’ attitude.”

• Sales management with experience running sales teams.

• Professional services in areas related to finance, accounting, legal or business administration

He went on to identify the 3 key qualities needed to succeed in the Remedy and Westaff franchise systems:

• Individuals with previous Staffing industry experience also have an advantage.

1) A people oriented personality that is comfortable interacting with others and face-to-face.

While experience is an asset to prospective franchisees, it’s the right attitude and a willingness to be a great partner that can make or break a franchisee’s chances of success and can be just as valuable as the right business experience.

2) A high level of ambition and track record of success. This does not necessarily mean having the perfect resume, Mills explained, but franchisees that are driven to succeed and have already achieved some level of professional success are part of their ideal franchisee profile.

3) The ability and desire to follow a structured process.

While Remedy and Westaff have a tight, robust system in place that franchisees are required to follow, particularly in the areas of compliance with employment and payroll law, there is flexibility in areas of marketing and client management.

“We have a proven system that works,” said Mills. “We provide you the fundamentals, then teach you to run that system our way. You apply your entrepreneurial flair to market your business and interact with the client and associates.”

Locations and territories Territories across the United States are available for franchise opportunities under the Remedy Intelligent Staffing or Westaff brand name.

“Our plan is to continue to expand aggressively,” said Mills. “There are over 200 markets that we’d like to fill and I would expect to add at least 100 new franchisees over the next 5 years. Some of our primary target markets include Nevada (specifically, Clark County – Las Vegas), Idaho, South Dakota, West Texas, Western Pennsylvania, many Mid-Western markets & Southern States.”

To learn more about franchising opportunities with Remedy Intelligent Staffing or Westaff, visit: www.remedyfranchise.com.

By Diana Cikes, Franchising USA

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ex per t advice

Kyle Zagrodzky, President, OsteoStrong

Should You Choose a New or Established Franchise?

When looking at franchises you might want to join, every option can be divided into two categories: new and established brands.

level, or else you can add a lot of stress to the true cost column. You also have to try to foresee unexpected costs that may arise in the future. For example, if a new franchise doesn’t have an operations system in place and later they change tracks, adjusting to a new system could add up to a big spend.

Established brands are the ones lots of people have heard of, the ones that benefit from instant name recognition coupled with a clear understanding of what a brand sells and what you can expect from them. New brands, on the other hand, might have a great idea, but they haven’t established market share or total proof of concept yet.

Triple check territories.

One type isn’t necessarily better than the other, but one type will probably be better for you. Each can have perks and potential setbacks depending on how the brand is set up and managed. Business ownership is never one-size-fits-all, so it’s all about finding the right partner for the kind of business you want to be part of.

Consider the (true) cost.

When weighing the cost of joining a franchise, don’t forget to factor in any additional hidden items that add up to the “true cost.” Every franchise will offer a different tier of support to franchisees, and you want to work with one that matches your experience and comfort

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Before signing with any franchise, it’s crucial to understand all rules about territories. An established franchise will have a highly developed, extremely clear set of territory rules, but a brand-new startup might not have developed a solid system yet. Though this may not seem like a big deal when few or no locations have opened their doors, if the franchise grows, this could become a point of contention.

Even if a franchise is new, they should have a clear territory agreement to protect the business and investors at all levels. If you ask about territories and the franchisor shrugs and says they’ll figure it out later, you’re taking more of a risk.

What is the background of the people running the franchise?

Just because a franchise is new doesn’t mean it’s destined for a rocky road.

Every major franchise has to start somewhere, and those who get in early stand to make some major money. If a franchise is new, find out everything you

can about the owner and key leadership.

What is their background, business philosophy, and reputation? Many new franchises are launched by people with past experience creating successful businesses or franchises, or those leaders have excellent past experience that applies well. If the franchisor is completely new to franchising, find out who their advisors are. Or, if they have previous franchise experience, what was it, how did it go, and what did they learn that will make this venture even better?

The biggest question: Does this franchise have a place in the market where you want to open?

A mom-and-pop selling farm implements has no place in the heart of Manhattan, and a sleek cocktail bar probably won’t have enough demand in a town with two stop signs. Regardless of whether a business is a “great buy” or not, and regardless of how new or vetted a concept is, the most important question to ask before opening a franchise unit is, “Does this business have an eager market where I want to open a unit?” Ask yourself about the culture of your desired location, then choose a franchise to fit. Some towns will have a great response to major franchises, and others will want to support something new that doesn’t feel as corporate.

“One type isn’t necessarily better than the other, but one type will probably be better for you. Each can have perks and potential setbacks depending on how the brand is set up and managed.”

This is the main reason it’s so important to examine every franchise’s processes, whether the company is small or large. If the operations manual and branding isn’t thorough and duplicable, franchisees will struggle. This can happen in every size franchise, so be sure you take a good look at the operations plans before you sign up.

What’s the marketing plan?

Imagine you are walking through a shopping center and you see two businesses. One is a McDonald’s under the signature golden arch, and the other is a business called Fern. You already know what McDonald’s sells, how much the food costs, and whether you like what’s on the menu. Fern, on the other hand, could be a soap store, salad café, clothing store… Who knows. Of those two businesses, Fern is going to have a heavier marketing burden. That doesn’t mean Fern isn’t outstanding, it means the business needs a robust game plan to attract new customers. Many new franchise concepts are incredible, but desperately need better

marketing programs and processes to survive and grow. If those plans are in place, great things can happen, but if the franchisor doesn’t have their act together, it could all fall apart.

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

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

In a new franchise, is the franchisor really ready to expand?

Running a successful small business is extremely difficult, yet too many entrepreneurs take a single storefront win and assume that they have what it takes to franchise. Franchising is a business model like no other, and too many business owners think they can duplicate the secret sauce, only to fail and lose it all.

Kyle Zagrodzky

Franchising USA

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FR A NCH ISEE I N ACT I O N

Minu tema n Press

Ken Koch Celebrates

14 Years in Business in Denver was business to business and Minuteman Press fit better than consumer-based businesses. Also, with all of the research I did including other print and business service franchise models, I liked the fact that Minuteman Press provided support but also allowed me the freedom to run the business the way I wanted.”

“They don’t penalize the franchisee for being successful.”

Ken Koch worked for 17 years in telecom and sales management before being laid off. Now celebrating 14 years in business with Minuteman Press, Ken has certainly learned a lot along the way. These are his insights on transitioning from a corporate career to owning a business, why he chose Minuteman Press, and advice he has for others.

The Minuteman Press franchise in Centennial, Colorado is celebrating 14 years in business. Owner Ken Koch and his team offer design, printing, advertising

Franchising USA

and marketing solutions to help other businesses grow.

There is life after layoffs Before franchising with Minuteman Press, Ken Koch spent 17 years working in the fields of telecommunications, Hi-Tech, consulting and sales management. “I always had that entrepreneurial bug,” says Ken. He continues, “When I was laid off from my job at Nortel along with 70,000 other people who were downsized, it was the catalyst for me to start my own business. When things are going well, you settle into what’s working. After that, I knew I wanted to be my own boss.”

Why Minuteman Press?

After Ken realized he wanted to start his own business, he did his due diligence and looked at everything from new business opportunities, established businesses for sale, and franchises. He ultimately decided to start up a new Minuteman Press franchise. Ken explains, “My background

Another reason Ken Koch chose to start a Minuteman Press franchise was because of their unique Royalty Incentive program.

Ken states, “What really set Minuteman Press apart from their competitors was their cap on royalties. They don’t penalize the franchisee for being successful, and my royalties as a percentage of total sales has really gone down.”

Value in talking with other Minuteman Press owners As the world’s largest design, print, and marketing franchise, there is strength in numbers with Minuteman Press.

Franchisees are able to take advantage of the international partnerships that Minuteman Press has with suppliers, and business owners like Ken Koch find true value in attending events like the Minuteman Press International World Expo. The World Expo provides the opportunity for Minuteman Press owners to attend seminars, meet with vendors, and network with each other. Ken says, “One of the best things for me now is taking the time to talk to other owners. If I bring back one idea from the World Expo – and

usually I come back with many different

service, quality, and custom design. If

Ken continues, “I started my own business

then that’s great.”

and I really made it a point to focus on

both graphic design and digital printing.

Being a business owner is “extremely fulfilling”

I have three graphic artists in-house and

a staff of five, and we pride ourselves on

When Ken Koch reflects on the last 14

years as a business owner, he draws the

ideas – it’s well worth the time.”

14 years ago. We did really well early on,

what I do helps others find their niche,

The Minuteman Press franchise is the modern version of the printing industry.

Today’s centers offer a full suite of design, branding, and marketing solutions for businesses.

Franchising USA

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FR A NCH ISEE I N ACT I O N

Minu tema n Press

following distinctions between working in the corporate world and being the boss: “One of the things you find in any large company is that you are simply a cog in the wheel. As a business owner, I can simply take my ideas and implement them how I want. Now, I do have to be everything wrapped into one, as there are no human resources departments or people to report to. It can be intimidating early, but it’s extremely fulfilling and it’s worth it.”

Another aspect of business ownership that Ken enjoys is being able to get things done and give back to the community. He says, “With corporations, it’s really hard to get anything done. It’s also hard to give back at a bigger company, whereas now I can just do what I want to do to give back. I love being able to do that.”

Making a difference in Denver Ken Koch and his team believe it is important to give back to the community.

His approach is to get involved with various local organizations and charities every year, usually groups that provide assistance for battered women, homeless organizations, and children’s groups.

“We are involved with many different

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groups on a rotating basis. We like to change things up and not give to the same organizations every year. What I usually do is collect information on a charity or local group, and then I take into consideration these submissions for the following year. There are so many great organizations out there, and it’s very rewarding to give back in this way.”

Goals for 2017 Asked about his next big goal for his Minuteman Press franchise, Ken answers, “This year, we’ve been really focused on sales and we would love to join the Minuteman Press International President’s Club for top-performing franchises. We feel we are right there and this year has been great. It has been a tremendous 14 years in business, and we are looking forward to many more.”

Advice for others For others who are thinking about owning a business or getting started with Minuteman Press, Ken Koch has two key insights to share: “First, and I know it sounds cliché, but I would definitely tell other owners to not give up on their dreams. Simply don’t give

From promotional products and custom apparel to professional signs and banners, each Minuteman Press franchise provides essential products and services to help other businesses grow. up. It’s not going to happen overnight. You have to be persistent, get to know people in your community, and use your sphere of influence on a personal level to help your business.”

“Also, the thing I always try to do personally is to do my best and bend over backwards as often as I can. 14 years into this, we get so much referral business because we always try to do the right thing for our clients, overachieve as much as we can, and do better by them.”

On this point, Ken thoughtfully concludes, “Vince Lombardi said, ‘Perfection is not attainable, but if we chase perfection we can catch excellence.’ No one is perfect, but we do strive for that excellence with everything we do.” www.minutemanpressfranchise.com

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ex per t advice

Jason Leverant, President & COO, AtWork Group

e h t l l i W w Ho

Overtime Ruling Affect Your Employees’ Status and Morale?

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Because of the new overtime rules that are scheduled to go into effect December 1, 2016, most businesses in the United States that fall under the Fair Labor Standards Act (FLSA) will have to re-evaluate how their employees are paid.

“If you will reclassify many employees, now is the time to plan how employees will be notified and how your HR or payroll staff will explain the new procedures for time keeping.”

The law is complex but the bottom line is that as an employer who falls under the FLSA rules, more of your employees may be eligible for overtime pay. The new rule states that salary (or exempt) employees who earn less than $47,476 per year will be able to receive overtime pay if they work over 40 hours a week, as of December 1, 2016. The previous threshold for overtime eligibility was $23,660 per year.

According to the Department of Labor, this new rule will increase the number of employees eligible for overtime pay by more than 4 million. Other organizations have come up with higher numbers, some predicting that the number of employees affected could be closer to 12 million.

There are exemptions in some cases, but the rule will affect most salaried workers who earn less than $47,476 per year.

As an employer, you’ll have to study this rule and decide how your business will handle the repercussions in your organization. You basically have two choices: 1) Reclassify salaried workers to hourly and limit the ability for overtime pay, but make the hourly rate equal to the previous salary they were paid.

2) Raise the salary for exempt employees to just above the new requirement of $47,476.

Under the first option, if you keep salaries the same, you will need to revamp your record-keeping to require all employees to punch in and out, thereby making it easier to manage the employee’s time and avoid paying overtime at all. This in itself is enough to make salaried employees fearful of reclassification.

The ruling was thought to have the effect of raising the pay for millions of workers, but in reality, employers will need to evaluate each employee and the hours each employee works to come up with a solution

that works best for them, their employees and the business. Reclassification may be the best route for your business, but it has negative implications for salaried workers who may be reclassified.

The business community is of course in a quandary about what actions to take between now and when the ruling takes effect—opinions are all over the internet and business publications. What you don’t see a lot of discussion about is how the ruling will affect employees and their feelings about their job or career if they are reclassified from salaried to hourly workers.

As noted above, one of the options businesses have is to reclassify the salaried or exempt employees making less than the new threshold to hourly workers.

This may seem like a negative to your employees, however it may actually have benefits that your employees may not realize. It’s a good idea to come up with a plan that you, your CFO, your HR department or other entity in your business who manages payroll and timesheets can agree on. Once you have agreed on a plan, the chosen spokesperson can either meet with each affected employee separately, or with groups of employees who will be reclassified.

The possible benefits to employees who might be reclassified: 1) They may make the same amount of money they made before but they will only work the maximum of 40 hours 2) They will not be required to take business calls in the evenings or on weekends 3) They may have more sick time or other benefits than when they were salaried The downsides include: 1) They will lose the flexibility of being a salaried worker. Taking time off for a doctor appointment or to attend a child’s event will be regulated and monitored

Jason Leverant

2) They will need to punch a time clock or use time-tracking software so that your business can be aware as they reach the 40-hour threshold The change from salary to hourly will affect employees in many ways, and some employees may feel that reclassification is a demotion in disguise.

It is the responsibility of businesses to help employees see the reclassification as a positive, and to make the transition as seamless and pain-free as possible – and the process needs to start as soon as possible.

Evaluate every salaried employee who makes less than the threshold amount and determine how your business will handle the new ruling. If you will reclassify many employees, now is the time to plan how employees will be notified and how your HR or payroll staff will explain the new procedures for time keeping. Current employees who fall under the new ruling will be nervous about their jobs and about what the ruling means to them.

Think about the ruling from an employee’s standpoint and keep their feelings at the top of your priority list. Remind them of the many benefits that a reclassification could bring, and explain that it’s a federal ruling that all businesses must comply with, not a reflection on them or their performance.

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

Franchising USA

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Jordan Washington, Operations Manager, Sprout Financial

The Right Way to Use

Credit Cards for Franchise Funding When you’re ready to scale your franchise development, you may wonder what your funding options are.

A Powerful, Flexible Financial Tool

With banks and traditional funding

• Predictable, stable repayment schedule; no penalty for paying it off completely.

seem slim. In the past the only options

• The flexibility to borrow as little or as much as you need, when you need it, unlike fixed-amount loans.

sources more strict, your options may

were non-traditional lending like merchant cash advance. Thankfully, there’s a much better way to fuel your dreams and cover

short-term overhead without high interest rates.

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Contrary to popular belief, credit cards can be a viable option to funding your franchise growth. In fact, they offer a host of benefits that you simply won’t find with traditional loan products:

• Buyer protection for business materials and goods bought outside the franchise supply chain.

• Clear bill delineation / accounting for purchases, proof of purchase for rebates and returns.

• Some small business credit cards offer bonuses like cash back, airline miles, identity theft protection, discounts with B2B companies and more.

Should I Use Credit Cards for Franchise Funding?

Chances are, if you’re looking for information on this type of non-traditional resource, you’ve already experienced some frustrations with the usual “go to” resources for small businesses. The truth is that you deserve funding and the chance

“Contrary to popular belief, credit cards can be a viable option to funding your franchise growth. In fact, they offer a host of benefits that you simply won’t find with traditional loan products.” business needs with stable costs- common supplies, utility payments, rent - and not auxiliary items that amount to a gamble for growth, like an expensive new sign that you don’t really need right now. Stick to the here-and-now and concentrate on improving financial stability; once you achieve that, use your newfound profits for auxiliary purchases. Structure your credit card payments as you would a traditional loan, or rent on your storefront - remember, you’re not just paying off business bills, you’re also building positive credit history that can be used to secure a traditional loan - and lower interest rates - at a later time. If you are in a business partnership, always discuss what the credit card can and can’t be used for, and where charges will be posted, so you don’t need to worry about financial fallout from poor communication.

to improve and grow your franchise however you can. Credit cards give you that opportunity, all while putting you in better control of your borrowed money.

They keep accounting tools and reports at your fingertips via statements, and no matter what industry your franchise belongs to, the online billing and statement capabilities of modern business credit cards are excellent for multi-partner franchises where transparency is key.

The Right Way to Use Business Credit Cards While they share a common term, credit cards are not carte blanche. The best way to use credit is for expected, routine

Which Business Credit Card is Right For Me? Before deciding on the right small business credit card for your company, shop around to see what your options are.

Take advantage of benefits like signing bonuses, zero interest for periods of time, cashback awards and other incentives offered by various credit card companies.

Ask about maintenance costs like annual fees, and determine if your interest rate will be fixed or variable, as well as what you’ll need to nudge that number down: a good payment history over a certain period of time, a certain balance held, or another positive use of your credit.

Consider personalization options to add a layer of security as well; some cards

Jordan Washington

offer business logo imprints on the card itself, or even a small picture of the bearer for identification. Other helpful features might include a linked smartphone app, simplified paper billing or alert systems that will notify you if, for example, your business partner has paid for a shipment of supplies so you can prepare storage space ahead of time.

If you are confused about your options, or worry about picking the wrong credit card for your needs, it’s completely understandable. You’re already under financial stress from your business and you just want to make the right choice. The good news is that there are ample resources available to help guide you through the business credit card application process, including funding specialists that will take a holistic view of your business and your goals, and find you a credit card match that will help you when you need it: right now.

Jordan Washington started with Sprout Financial in its infancy, and has helped shape the company that it has become.

Now as Operations Manager, she is in charge of shaping internal work flow procedures and ensuring those procedures create the most positive experience for clients. www.sproutfin.com

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FranchisingFeature food franchising - part 2

november 2 0 1 6

Franchising USA

foo d franchising fe at ur e - part 2

what’s new!

Arby’s Expands its Everyday Menu Offering crispier, juicier and tenderer filet.

The new buttermilk breaded filet is available on four Arby’s chicken sandwiches: Chicken Bacon Swiss (pepper bacon, natural Swiss cheese, shredded lettuce, tomato and Dijon honey mustard); Chicken Cordon Bleu (thinly sliced pitsmoked ham, natural Swiss cheese and mayo); Crispy Chicken (shredded lettuce, tomato and mayo); and the all new Buffalo Chicken.

Recently, Arby’s turned its attention to enhancing its chicken offering by launching a new buttermilk breaded chicken breast filet to its everyday menu.

The Buttermilk Chicken Sandwiches at Arby’s feature a large, premium, 100 percent breast filet marinated in buttermilk, then coated in sweet, savory buttermilk breading, resulting in a

The new Buttermilk Buffalo Chicken Sandwich arrives on the heels of the successful launch of the Buffalo Chicken Slider earlier this year and is hand-dipped in the same tangy, spicy buffalo sauce.

Add creamy parmesan peppercorn ranch dressing and shredded lettuce nestled inside of a toasted star top bun, and you have a full-size buffalo chicken sandwich that delivers on the iconic buffalo chicken flavor guests crave. arbysfranchising.com

PIZZAFIRE Opens New Location in Ohio PIZZAFIRE, the largest and fastest growing fast casual pizza company in Ohio, opened its 12th location in Fairlawn, OH. PIZZAFIRE, serves handcrafted pizzas built to order right in front of you with your choice of premium cheeses, hand cut fresh veggies, artisan GMO-free meats, and scratch made sauces - like their Authentic Neapolitan Pizza Sauce, with hand crushed tomatoes, extra virgin olive oil, sea salt, and fresh basil.

“We take pride in using all-natural ingredients like our pear tomatoes from Northern California that are picked and fresh packed within two hours, 100% whole milk mozzarella cheese, and our

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fresh dough that is made in-store daily,” says founder and CEO Sean Brauser. He also noted that the Fairlawn PIZZAFIRE location will be the 9th in Northeast Ohio, joining Strongsville, Parma, downtown Cleveland, downtown Akron, Cuyahoga Falls, Woodmere, Rocky River, and Niles.

Locations are also thriving in Upper Arlington, Dublin, and Kettering.

It’s all about “Fast and Fresh” at PIZZAFIRE. You won’t find a fryer, freezer or microwave. Watch as your pizza is built just for you by your very own personal PIZZAFIRE chef and put into the 800-degree oven where it is fire-baked in just 180 seconds! www.pizzafire.com

Juice It Up! Testing Sambazon’s Pure Açaí Berry Machine at California State University, Northridge

Pupatella Announces Expansion Plans Juice It Up!, one of the nation’s leading raw juice bar and hand-crafted smoothie franchises, is currently testing the Pure Açaí Bowl at its California State University, Northridge (CSUN) location. T he item’s star is Sambazon’s™ new machine that quickly produces 100% pure Açaí out of a tap. The Açaí berries are crushed cold and “stirred” to the perfect consistency and texture, which is chock full of protein, healthy omegas, powerful antioxidants and fiber. To complete the bowl, it’s topped with organic hemp granola, fresh bananas and a drizzle of honey.

“Juice It Up! is constantly searching for ways to make our products even healthier and more convenient, and incorporating Sambazon’s Pure Açaí machine into our operation is a perfect example of this,” said Frank Easterbrook, Juice It Up! President & CEO. “We’re catering to guests with on-the-go lives, making the CSUN campus an ideal test location for this innovative piece of equipment. We’re confident our Pure Açaí Bowl will become a popular natural energy boost for students and faculty to grab quickly between classes.”

Due to high demand, Pupatella, a classic Neapolitan pizza concept, just announced it will expand through franchise and corporate development.

To accomplish this, Enzo Algarme, Pupatella’s founder and owner, has joined forces with founding partners of Elevation Burger who grew the country’s first organic burger chain from one to more than 50 restaurants worldwide.

Started as a food truck in 2007, Pupatella is a favorite among Northern Virginians. The restaurant is consistently named as one of the country’s best pizzerias by media and consumers alike. Its current location has experienced solid growth and high profit, totalling nearly 2.5 million dollars in gross sales in 2015.

In addition to its classic artisan food, Pupatella is also known for it’s fast and affordable format. From a family outing to a romantic date night, guests appreciate Pupatella’s commitment to simple, true Neapolitan pizza served in a casual atmosphere where all are welcome.

The Pure Açaí Berry Machine is testing at CSUN’s Juice It Up! location only.

Pupatella is now seeking entrepreneurs to help expand the pizzeria in key markets across the United States and Middle East. The ideal franchise partner has restaurant experience and a passion for executing a proven system.

www.juiceitup.com

pupatellafranchise.com

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foo d franchising fe at ur e - part 2

what’s new!

Hwy 55 Burgers, Shakes & Fries Opens in Lugoff, South Carolina Gamecocks-Nation, the city of Lugoff and the community of Kershaw County welcomes its new favorite burger joint as the highly-lauded Hwy 55 Burgers, Shakes & Fries readies for business.

Hwy 55 Burgers, Shakes & Fries welcomed guests at its new Lugoff, SC location at 828 Highway 1 South in Lugoff on Monday, September 12. With multiple South Carolina locations already in Spartanburg, Myrtle Beach and Charleston, the Lugoff restaurant adds to the brand’s statewide-profile, and approximately 50 new Hwy 55 locations are planned for South Carolina over the next 10 years.

With 128 units and growing quickly, Hwy 55 boasts a fresh, All-American diner experience with fresh, never-frozen burgers, premium sliced cheesesteaks piled high on steamed hoagies, and frozen custard made in-house every day. With its open-grill design, the kitchen’s dedication and care when hand-crafting meals is front and center.

Hwy 55 has resonated with the burger-loving public, while the restaurant and franchising industries have taken notice of the growing concept as well. Hwy 55 won BurgerBusiness.com’s “Best Burger” in 2012 and in 2014, Franchise Business Review named Hwy 55 one of the best restaurant franchises in the country. www.hwy55.com

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Old Chicago Pizza & Taproom Signs New Franchise Development Agreements

Old Chicago Pizza & Taproom has signed franchise development agreements with three of its existing franchise partners to open nearly two dozen new restaurants.

These agreements will grow Old Chicago’s footprint across eight states, including Tennessee, South Carolina, Montana, Wyoming, Oklahoma, Arkansas, Missouri and Mississippi. Furthermore, they are a testament to the strength of its evolving business model and innovative menus featuring the best local and regional craft beer, handcrafted pizza and distinctive taproom fair.

Old Chicago continues to make significant investments into the company that reinforce the brand’s growth potential and positions franchisees for success. The company experienced recordbreaking success in 2015 achieving $254 million in system-wide revenue, and is currently reporting 27 consecutive months of positive comp sales.

Old Chicago recently launched its new restaurant prototype – a 5,000 square feet build with an additional 1,000 – 1,200 square feet of outdoor patio space, a new kitchen and upgraded bar technology.

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

BurgerFi Brings Chef-Driven Menu to New Location in Florida BurgerFi, known for juicy all-natural Angus beef burgers, has brought its chef-driven menu to a new location in West Delray Beach, Florida at 7959 West Atlantic Avenue. The new restaurant opened on September 15th, and marks the second for BurgerFi in Delray Beach, as the chain approaches 100 restaurants less than six years since its inception.

In addition to its domestic growth, BurgerFi has also accelerated its international expansion, recently celebrating the opening of its first location in London.

Coupled with its ongoing development, the company is on track to report record-high system-wide sales at the end of this year with a projected increase of 20 percent.

BurgerFi has differentiated itself through its commitment to serving the highest quality food and ensures no steroids,

antibiotics, growth hormones, chemicals

or additives are ever used. The brand uses Angus beef, known for its superior taste and texture, that is humanely raised and

sustainably farmed. BurgerFi is currently

seeking multi-unit restaurant operators with a desire to provide an unmatched customer experience to join its rapid expansion across the U.S. and abroad. www.burgerfifranchise.com

In addition to the restaurant opening, Native also launched a new menu

nationwide. Native Grill & Wings will be

including new handhelds and pizza, along with revised recipes for existing menu items.

The polished sports grill proudly offers 20 wing flavors that guests can order by the individual wing, as well as an extensive

menu of burgers, sandwiches, salads and

Native Grill & Wings Opens First Restaurant in Yuma Native Grill & Wings, an award winning Arizona restaurant chain known for its 20+ wing flavors that guests can order by the individual wing, has opened its first restaurant in Yuma located at 1731 East 16th Street.

“Native Grill & Wings has truly become

an Arizona staple, and I am excited to continue its local expansion with our location in Yuma,” said Native Grill & Wings Franchise Owner Brad Williams.

“We also added bold new flavors to our menu that we can’t wait to introduce to guests.”

more. Most of the sauces and rubs can be used to customize other menu items.

The restaurants are divided into a bar and restaurant, with approximately 30-40 flat screen TVs throughout, offering sports

coverage for families and serious fans, and a customer base spanning all generations – baby boomers, Generation Xers and Millennials.

nativegrillandwings.com

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Featu re

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

food franchisin

e r u t Fea

When considering owning a franchise, people tend to immediately consider a restaurant. However, the food industry stretches wide and far, covering a variety of different venues and business opportunities, especially in the franchising field.

Not only is food a necessity to survival, it’s a profitable business on many levels.

Whether, you are interested in a fast paced

Franchising USA

environment or you are a foodie with an exceptional palate, franchising can provide different areas of success.

Fast Food Every street corner in America has a fast food restaurant, which are widely successful and generate profit. The fast food industry has become a part of our everyday lives, we are all busy and working and crunched for time and a quick burger and fries fits into that lifestyle.

There are many options when it comes to the fast food industry and the majority of them do function as franchises. Marketing and brand establishment are evident in this field and something a franchisee would not have to worry about. Before the place is even constructed, the food and reputation

have been well established. The fast food franchise has an expensive buy in but it is a guaranteed success.

If you are interested in the craft and industry of food and its preparation, especially the creativity behind it, a fast food industry is definitely not worth exploring. Since most have determined a reputation, they like to remain consistent and have specific guidelines to follow.

If you thrive in an environment that allows you to be a leader without too much involvement and you enjoy guidelines and regulations, this may be a career path worth considering, and a wealthy one at that. The fast food industry produced 198 billion dollars in revenue in 2014 and the number is predicted to rise to $223 billion by 2020.

ng

“Though most food franchises hold a pricey initial price tag, the money will return to your pocket quickly and in large sums.�

Natural Food and Vitamins Nowadays people are obsessed with the word natural; they want to live their lives in a chemical-free and environmentally friendly way. Organic and natural food sources have become an established part of the food market. The popularity of grain fed meat and livestock along with a demand for organically grown fruits and veggies has started its own individualized entity. Franchisors can now purchase real food grocery stores or natural and vitamin supplement chains than appeal to the masses.

People are also considering vitamins and mineral supplements as a means of healing many ailments in a non invasive way. Though the demand is there, it is a very specific one and some food phases

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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

Catering now applies to kid’s birthday parties, small dinners, events and meetings and it’s in demand. With revenue of $9 billion last year, it’s a market on the rise.

themselves involved in the process. With schedules being dependent on the client, the franchisee may have to step in for a successful outcome.

Small businesses, which have created growth in the catering industry through websites and social media will be a direct competition. However, a franchise has a reputation and could come with an established clientele and appointment, guaranteeing profit before you even get off the ground.

Cafés Enjoying the food industry on a smaller scale can be achieved with the purchase of a café. Many coffee shops have become a well recognized part of the economy.

Customers are loyal to the brand name of coffee and are repetitive buyers.

The café or coffee shop allows franchises a small surface area to work with, branding and marketing is usually taken care of, and a franchisee can gain easy profit from the head office’s hard work.

The hours should allow a franchise to enjoy a work life balance that keeps them out of the actual café but the late hours and high turnover rate might bring them in to manage the day to day basis.

can die out relatively quickly. The idea of natural and clean food sources has been a craze for nearly a decade but as business progresses, it may become less popular.

However, it’s a franchise that can create a community establishment, even at a larger business level. It’s great for the franchisee who prioritizes community engagement and interaction as a key component to success.

Although not too many real food grocery stores have become a brand establishment, and an franchisee would be competing with big bulk grocers. That being said, those franchises have been successful because they remain within the demand category of specialty foods. Franchises can provide you with the analytics and proper research that allows for success and constant understanding of the market demand.

Franchising USA

Catering People want food to come to them; again it’s not a matter of customers being lazy, but rather a need for spare time.

Catering has become more than a simple niche applicable to wedding and holiday markets. Catering now applies to kid’s birthday parties, small dinners, events and meetings and it’s in demand. With revenue of $9 billion last year, it’s a market on the rise.

With the internet and easy accessibility, people can access and order catering services for their many needs and the customer base has widened and recognized catering as an option for many different avenues.

Those interested in the food and service industry may benefit from this type of investment because they may find

Enjoying the food industry on a smaller scale can be achieved with the purchase of a café. Many coffee shops have become a well recognized part of the economy.

It’s an easy industry and platform to learn, with great training and support from the franchisor.

Specialty Foods and Gourmet Foods With more people seeking take out and restaurant experience, the food industry has had to get creative. Customers are no longer satisfied with cheeseburgers and milk shakes; they want to experience all types of food and they want it now.

Specialty foods and restaurants include smoothies, chocolate factories, cupcake

and cake bakeries – essentially the franchise focuses on a specific type of food. There is a lot of direct competition in this type of field, but if a franchise option is available, again the customer base and brand is well recognized.

Someone with a specific passion in a specialty should consider this type of food market rather than simply a restaurant or fast food establishment.

On the other hand, gourmet restaurants cater to passionate people who truly enjoy the art of food and cooking while other franchises are usually recognized with

uninspired fast and easy meals. The gourmet restaurant offers the option to work with a bit more creativity and higher end meals.

The food industry is massive and always profitable. People have to eat, they like to eat and they usually like it prepared for them. Even with an economic downturn, it’s rare for the food industry to dip and it’s always well protected.

Though most food franchises hold a pricey initial price tag, the money will return to your pocket quickly and in large sums. With the many options and large investment, it’s worth taking your time to research all aspects of the many different fields. Determine what your priorities are as a franchisor and see which food industry fits your specific needs and whets your appetite.

ABOUT THE AUTHOR: After receiving an English Degree, followed by a Journalism Diploma, Gina Gill became a freelance journalist in 2008.

She has worked as a reporter and in communications, focusing on social media.

She currently works as a community information officer with Epilepsy Society, while pursuing her writing career at the same time.

Look out for our next special feature: RETAIL FRANCHISING Franchising USA

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Tom Garrett, Founder, GPS Hospitality

The Principle Americans love pie – banana cream, pecan, chocolate – people just can’t get enough. In fact, Americans consume an average of 20 pounds of pie each year.

That is a lot of pie. My daughters are no exception – they love pie, too. When the pie is cut, they check to compare the size of their slice to everyone else’s.

I often laugh as I think it requires the skill of a surgeon to make sure each slice will satisfy the girls exacting measurements.

After all, neither wants to end up with the short end of a slice. Isn’t it true that everyone wants to get the biggest slice possible or their “fair share?”

The problem is that every pie has a predetermined size, usually selected by the baker and the pan in which it was baked.

Everyone’s share can only go up or down depending on how many slices are in each pie. The more slices means smaller pieces for everyone, and in turn the fewer slices mean bigger pieces. So what would happen if the pie grew larger whereby everyone’s piece of pie was actually larger than before?

I often reference one of my favorite TV shows “Shark Tank,” as a program where entrepreneurs pitch a business idea to investors (sharks) to entice them to make an investment in their company in exchange for a piece of the pie (equity).

The potential upside for the entrepreneur

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is huge. Not only do they receive capital for growth, they also receive expertise and exposure, both of which can help the business grow exponentially. The tradeoff for the business owner is the amount of equity they must give up in order to convince the “shark” to invest.

“Shark Tank” is the best example of the ‘Principle of the Pie,’ which put simply says, “It is better to have a smaller piece of a huge pie, than a larger piece of a small pie.” The winning entrepreneurs know their business can grow dramatically if they are willing to accept a smaller piece of the equity.

I see many ways the ‘Principle of the Pie’ applies to GPS Hospitality as well as our industry.

Some leaders are intimidated by top performers. Rather than attracting great people who are capable of growing the pie, they keep poor performers in order to keep the pie for themselves. They are too busy hoarding the pie.

Others may micromanage restaurant tasks, not allowing their managers to make decisions. By doing so, they send a strong message that they are “in charge” and all decisions must go through them.

Rather than growing the pie, they limit the business as well as future opportunities for themselves and their people. If they don’t share in the rewards of growing the business, their team will eventually become immune and unmotivated to grow sales and instead focus on controlling costs. They are too busy making small pies.

Once the business stops growing, the

of the franchisee tightens up even more, not giving raises and eliminating bonuses.

The result being, their pie actually shrinks.

Their fear becomes a self-fulfilling prophesy; they are too busy hoarding small pies.

Expanding our business takes many forms such as developing our teams to become leaders, growing sales by displaying guest focused behavior daily, remodeling restaurants, building new restaurants, acquiring more restaurants, etc. There are endless opportunities for each of us to grow and as we grow, we are much less concerned about how big our piece of the pie is.

In real world terms, the question I suggest franchisees ask themselves is “Why us?”

What is it about this one restaurant that would make guests prefer you more than others? Location, price, and selection all influence a decision, but I always come back to the PEOPLE. Pick the right people who excel with customers and the customers will pick you. Service is the ultimate decision-maker.

Nowadays our industry is more competitive than ever. Every minute of every day there is someone working feverishly to increase their piece, but not the pie as a whole. According to Technavio in March 2016, the global quick service restaurants market is expected to surpass $141 billion in revenue by 2019. Now that is a lot of pie! Part of this is due to

es

e Pie

“There are endless opportunities for each of us to grow and as we grow, we are much less concerned about how big our piece of the pie is.”

“Service and the customer experience are basic ingredients to bake a successful pie.” quick service restaurants changing menu items to satisfy the culture of the “healthy eating mentality.” For most businesses, this sounds like turnkey for profit and success. However if this is the only focus for franchisees, then they are limiting their growth . . . they are staying busy making small pies. Service and the customer experience are basic ingredients to bake a successful pie. At GPS Hospitality, we believe that sharing the pie is more fun.

By offering incentives to work hard and encourage quality service, we can set ourselves apart and continue to grow our pie.

Tom Garrett founded GPS Hospitality in 2012 with the belief that if the company was centered on three core principles – Goals, People and Service – it would be successful. Since then, Tom has led the company with an ambitious vision of growth supported by a positive corporate culture that rewards success and creates opportunities for employees to achieve both their personal and professional goals. Tom has spent over 30 years in the restaurant industry developing teams and leaders. www.gpshospitality.com

Tom Garrett

Franchising USA

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G olden K r ust

the fastest growing

jamaican-owned U.S. Franchise Golden Krust Caribbean Bakery & Grill has capitalized on Jamaica’s popularity as a tourist destination, fueling the rise of authentic Jamaican cuisine consumed in the U.S. The Bronx, New York based company has become the fastest growing Jamaicanowned U.S. franchise, with over 120 restaurants and kiosks located in nine states, since opening its first companyowned store in Bronx, New York in 1989.

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That small piece of real estate was the genesis behind Golden Krust’s decision to become the first Caribbean, Black-owned U.S. company to be granted a franchise license in 1996.

Today, Golden Krust continues to draw franchisees interested in serving authentic Caribbean cuisine in the states of New York, New Jersey, Connecticut, Pennsylvania, Georgia, Florida, Maryland, Massachusetts and North Carolina.

Plans now call for 10 new store openings in Boston, Houston, the greater Atlanta market, South Florida and several locations will open for the first time in Toronto starting in second quarter 2017, thanks in part to 500,000 Jamaican nationals residing in that city.

e

Golden Krust initially opened stores in New York City and its suburbs, where a strong Jamaican and Caribbean population continues to rise. But soon the company followed that growing populace to Atlanta, Fort Lauderdale and Orlando and now has plans to expand in markets that include a more diverse American customer base interested in Jamaican and Caribbean cuisine. The same holds true for attracting new franchisees other than Jamaican and Caribbean nationals.

The brand has distinguished itself from other quick-service chains; its variety of authentic Caribbean fare is not typically associated with American mass-market fast food chains. Golden Krust’s vibrant décor is also filled with bright Caribbean colors and motifs, creating a casual, downto-earth atmosphere and a more distinct, memorable dining experience.

That dining experience is not typically found in a fast food chain, where the majority of customers look for speed, convenience and predictability.

Golden Krust’s franchise concept was launched with the company’s signature Jamaican-style homemade patties, for

“Today, Golden Krust continues to draw franchisees interested in serving authentic Caribbean cuisine in the states of New York, New Jersey, Connecticut, Pennsylvania, Georgia, Florida, Maryland, Massachusetts and North Carolina.” which the chain has become synonymous in the U.S. Patties are offered in a variety of flavors, each made with fresh ingredients and the signature flaky golden crust that has become the hallmark of Golden Krust patties. Flavors include seasoned beef, chicken, shrimp, vegetable and spinach fillings wrapped in a flaky baked crust.

But as market demand changed with the times, the Golden Krust menu evolved into a larger three-meal-day menu. Breakfast includes porridge as well as ackee or callaloo with codfish, while lunch and dinner options range from soups and salads, sandwiches and wraps to larger entrees such as braised oxtail, curried goat, jerk chicken and jerk fish-- all served with rice and peas, plantains and fresh vegetables.

For franchisees, the total investment required to own and operate a Golden Krust Caribbean Bakery & Grill ranges from $173,400 to $564,000 for a 250- to 500-square-foot kiosk -- a smaller design suitable for non-traditional locations (airports, food courts and hospitals) -- or a more traditional stand-alone restaurant, occupying up to 3,500 square feet found in more urban and suburban markets.

Golden Krust currently charges an initial franchise fee of $25,000 for a restaurant (a traditional franchise) and $15,000 for a kiosk (a non-traditional franchise). Golden Krust estimates that approximately 60% of the franchise fee represents the cost to perform its pre-opening obligations for a restaurant or kiosk. The remaining dollars are placed in the franchisor´s general operating fund.

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G olden K r ust

“The retail division is part of Golden Krust’s strategy to help achieve the company’s long-term vision – to transport the taste of the Caribbean to the world, no matter how long it takes.”

2005 sells its signature patties to New York public schools, the penal system, military channels nationally, plus over 20,000 supermarkets, club and dollar stores nationwide, providing additional marketing for franchisees.

Average per unit sales for Golden Krust’s restaurants currently range from $537,993 to $2,401,494, according to Golden Krust Franchising, Inc., Franchise Disclosure Document, Item 19.

To achieve a high success level, Golden Krust is committed to offering franchisees a learning environment that fosters continuous growth through information sharing and skills training. This includes training and assisting with the preopening, operations, marketing and food preparation for a new franchisee.

The company’s experienced staff guides

new franchisees through its comprehensive three-week training course conducted at Golden Krust’s Corporate Training Center in The Bronx or other designated training restaurants. Upon course completion, new franchisees should be ready to operate their kiosk or restaurant. Members of Golden Krust’s franchise support team also assist new franchisees during their first two weeks of a new opening to ensure they are self-sufficient. After this time, the franchise support team is readily available for further assistance.

Beyond its restaurants and kiosks, Golden Krust’s retail division formed in

Numerous restaurants have launched similar retail operations, but very few have been successful. New restaurant owners underestimate the start-up capital they need to open a restaurant. To be successful, a restaurant needs a good location, a theme or style that appeals to a broad range of customers and a great menu. Restaurants in large cities or heavily populated areas are always subject to competition. One must know how to market and manage their business, attract new customers and develop a repeat clientele to be successful.

The retail division is part of Golden Krust’s strategy to help achieve the company’s long-term vision – to transport the taste of the Caribbean to the world, no matter how long it takes.

Lowell F. Hawthorne is President and Chief Executive Officer of Golden Krust Caribbean Bakery & Grill, the nation’s largest Caribbean franchise chain.

He migrated to the United States in 1981 along with his family and found employment as an accountant with the New York Police Department. In 1989 he pursued his desire to create economic stability for his family and opened a bakery on East Gun Hill Road in Bronx, NY, with the help of his wife, his siblings and their spouses. The bakery grew rapidly and soon gave birth to several other outlets in the New York metropolitan area. Today Golden Krust Caribbean Bakery & Grill operates more than 120 franchised restaurants in nine states. www.goldenkrustbakery.com

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foo d franchising fe at ur e - part 2

Linda Vap, President & Founder, HuHot Mongolian Grill

Advice from a Franchise Founder

10 Things I Wish I Knew 37 Years Ago

Linda Vap

In my 37 years in franchising – as both a franchisee and then a franchisor, I’ve learned many things about family, business, and people.

never have imagined how much I would grow personally, in all aspects of my life.

I know what it takes to be a franchisee and a franchise owner, from my time owning and operating Godfather’s Pizza restaurants and founding HuHot Mongolian Grill with my husband and son in 1999.

I firmly believe that this is the most important part of building a successful restaurant, business, and franchise. The best employees I’ve hired may not have had every requirement at that moment, but they were good people that were willing to work hard, were coachable, wanted to be a part of a growing company and wanted to do it honorably.

However, there was a lot that I didn’t know when I started in the business, and I could

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Here are ten things I wish I would have known when I started my career in franchising.

1

No one builds a company on one’s own, hire good people

2

Lead by example, never be too good for the day-to-day work

Stay humble. There are few good leaders out in the world, be one of them. Inspire people and help them find their fire even on their bad days. A few good motivating words from management can make all the difference.

3

Know the right time to take a risk

My husband was the risk-taker, and I was a more analytical partner. He taught me to be open to new ideas and concepts, get advice from people you trust and have a team with a wide variety of skills.

4

If someone works hard for me, I’ll work twice as hard for him or her

In franchising, people sign-up because they believe in the concept and more often than not, they put their life savings on the line. I know the value of the franchisees – that’s where I got started. As a franchisee I learned, to be successful, the franchisor and franchisee need to collaborate and work smart together.

5

Don’t sign a deal under pressure

Sign the deal because it is the right thing to do for all parties. It should be a win for everyone involved.

It is easy to get distracted by numbers and added value, but remember that the decisions you make impact the brand and the people, so take your time and make sure you are signing a deal for the right reasons.

6

Know the numbers, don’t count on someone to know them for you

Even though you may have a CFO, don’t underestimate the value of knowing your business inside and out. I tell this to all of my employees regularly. We are all responsible for knowing the business for ourselves.

“My goal to this day is to create a company with an atmosphere in which people are happy to work hard but also understand the importance of a quality life. This balance is key to building a great company.”

7

Listen to the franchisees and work as a team

Franchisees are essential to your brand and your franchise growth, so work with them and listen to what they have to say.

If someone is not on the same page, take a step back and understand where he or she is coming from and make sure to explain your stance.

Never let your ego get in the way of working as a team. Don’t be a bully and don’t let yourself get bullied. Respect has to go both directions. I hear a lot about franchisor and franchisee relationships; it’s good to know when to get advice and insight and when you need to take the lead and make important decisions for the brand as a whole.

My goal to this day is to create a company with an atmosphere in which people are happy to work hard but also understand the importance of a quality life. This balance is key to building a great company.

8

Work/life balance is important for you and your employees

Remember that your employees have lives outside of work and you need to value that.

We understand that there are things in life that we can’t control. We try to make allowances where we can, for example, allowing flex time, letting employees bring their dogs to the office, having adjusted hours for school, and even having kids come into the office in the afternoon after school from time to time.

9

You can’t be successful in business if you’re not honest with yourself and your business

Be transparent with your partners and brutally honest with yourself. Don’t make

excuses for results and see them for what they are.

10

Be grateful and give back

I attribute my success with HuHot Mongolian Grills to my experience as a franchisor and franchisee. During my years, I established an appreciation for both sides of the business and am grateful for the opportunity to help others become entrepreneurs.

At HuHot, we help entrepreneurs get into the franchising business, train them and their employees and are always available to support their needs. Our franchisees are not just another number. We make sure that we set our franchisees up for success and that we are always available to support their needs.

I am grateful to be able to grow this brand with good people who take pride in the HuHot concept.

We donate to The Food Bank because it aligns with our mission of feeding people, and many people struggle to feed their families. We donated $10k to the Missoula Food Bank a couple of years ago and continue to do so on a regular basis. We also always encourage our franchisees’ to pick a charity to support during their grand opening and throughout the year.

Linda Vap is the president and founder of HuHot Mongolian Grill. An experienced restaurant executive, Linda has an impressive 35-year career in the restaurant industry. She is responsible for overseeing all departments of the company with a focus on finance, accounting, and company development.

Linda has considered herself a mentor to many young business people during her career. huhotfranchise.com

Franchising USA

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G eneration N E X T Fra nchise B ra nds

Innovation, Robotics and the Rebirth of the Consumer Frozen Yogurt Experience Based in San Diego California, Generation NEXT Franchise Brands is a company focused on both the innovation and evolution of the franchise vending industry.

their non-traditional approach to offering fresh healthy options within vending machines across the United States and abroad. Challenging the sugar-laden machines that blanketed the market, the new concept provided consumers choices that included natural, organic and tasty snacks such as raw granolas, mixed fruits, sports drinks, juices, protein shakes and bars.

Started in 2010 as Fresh Healthy Vending, Inc., they were the first-to-market with

Attracting both consumers, as well as savvy entrepreneurs looking for minimal

entry franchise opportunities, the company grew their first concept to over 3000 machines across the country, showcasing their Fresh Healthy Vending machines in premiere locations such as schools, businesses, YMCA’s, college campuses and hospitals.

From that success, Generation NEXT Franchise Brands was founded and quickly became recognized as an innovator and leader in the development of new franchise vending concepts. An identity which was solidified by the growth of Fresh Healthy Vending and its strong corporate initiative to further transform vending technology and elevate the consumer experience.

Seeing The Future‌Again Soon after launching Fresh Healthy Vending, Chairman and founder Nick Yates, explored the open landscape for future franchise opportunities to expand the company portfolio and revolutionize the vending franchise industry. Yates, whose background within the vending arena went back 20-plus years, kept a close eye on what consumers and more importantly franchisees, wanted in the marketplace. Frozen yogurt was in high demand, with both consumers and individuals looking to enter the franchise marketplace.

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“With the current success of the Reis & Irvy’s franchise concept, Generation NEXT Franchise Brands continues to move forward in the development of both technology and franchise opportunities.”

Recognizing the potential to fill this void with a unique concept delivered by breakthrough technology, Yates began working on a business strategy that would instantly create a quality product with advanced robotic innovation, benefiting both consumers and franchise operators.

“We began a concerted effort to become disruptors in the marketplace,” says Yates.

“We knew we wanted to revolutionize frozen yogurt and do it in a big way.

By utilizing vending as the vehicle we began to visualize the perfect strategy to accomplish our goals. The development of the world’s first robotic frozen yogurt vending machine. One which would deliver frozen yogurt the way it was meant to be.”

Froyo Meets Robo The result of that vision? The company’s newest, ground-breaking franchise marvel: the Reis & Irvy’s Froyo Robot.

The world’s first robotic frozen yogurt

vending machine introduces the perfect combination of quality froyo with groundbreaking robotic technology.

As the company states in many of its communications, it’s frozen yogurt done right, with a self-contained vending unit capable of delivering on-demand customized frozen yogurt creations to on-the-go-consumers in almost any environment. The amazing robot delivers premium frozen yogurt creations within 60 seconds or less. It features two soft-serve options, the Reis & Irvy’s Froyo Robots offer both traditional premium froyo and a premiere non-fat, gluten free, frozen fruit froyo, made with 100 percent fruit juice. Whether consumers are looking for a delectable treat or a refreshing healthy option, the Froyo Robots cater to virtually any flavor palate. Offering over 82 possible flavor combinations and a choice of six delicious toppings, the “Red Box” sized kiosks have truly given rise to a new era of the frozen yogurt experience. Now customers in almost any environment – malls, shopping centers, movie theaters, college campuses, corporate offices or theme parks – can enjoy frozen yogurt without lines, weighing cups and quantities, or the crowded “sneezeguarded” buffet line of brick and mortar concepts.

An Instant Sensation at Any Destination Even more exciting than the machine itself was the vision to offer the “Reis & Irvy’s Experience” as a unique and exclusive franchise opportunity for both entrepreneurs and premiere locations domestically and internationally. Select

and qualified business owners may now purchase Froyo Robots in packages of four and eight machines. This not only opens the door to profits, but the chance to be first-to-market with a first-of-a-kind technology. Since the launch Reis & Irvy’s in April of this year, the company has averaged over 20 new franchisees a month, with demand for the Froyo Robots growing substantially on a daily basis. At the root of the buzz? The dual benefits to both the franchisee, as well as the location in which the robot is placed, represent a powerful combination of profits and entertainment value that pays dividends to owners, operators, locations, and customers in multiple ways.

The Froyo Robot truly delivers a “food theater” experience to consumers with its interactive platforms, customer interface and process of delivery. An experience that attracts children, adults and people of all ages by assembling customized frozen yogurt creations in full view of the consumer and with intricate precision.

Early customers have lined up just to experience the process and people walking by the units are immediately drawn into its engaging operation and performance.

In turn, its attractive, captive and repeat audience benefit both franchisee and host location with a “win-win” situation.

Captive customers equal repeat customers.

Repeat customers equal consistent and increased foot traffic. Increased foot traffic means additional profits per square foot, destination awareness, brand exposure and ultimately the ability for any retail, business or attraction location to increase their product offerings and value to customers.

Franchising USA

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G eneration N E X T Fra nchise B ra nds

“We began a concerted effort to become disruptors in the marketplace. We knew we wanted to revolutionize frozen yogurt and do it in a big way. By utilizing vending as the vehicle we began to visualize the perfect strategy to accomplish our goals.”

A Commitment to Success and Growth

This includes:

These benefits (to both a franchisee and host location) drive the passion and commitment of the Reis & Irvy’s brand by Generation NEXT Franchise Brands to go above and beyond in terms of support and operations. As the Reis & Irvy’s concept continues its expansion across the United States and Internationally, the corporate team remains dedicated to providing an opportunity and a franchise model which promotes the highest level of opportunity and success for its brand ambassadors.

Focused on turn-key solutions for new and existing franchisees, the company provides a wealth of resources, tools and standards that help pave the way for successful placement, operation, support and management within the marketplace.

• Comprehensive Training

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• Location Procurement • Operations and Logistical Support • National Marketing and Branding Support With all of these amazing product features, franchise support and benefits, it’s no wonder the rebirth of one of the world’s most desired treats will soon be delivered by the robotic hand of Reis & Irvy’s.

Momentum for the product continues to grow consistently within the market since its launch in April of this year. Currently Generation NEXT Franchise Brands reports that Reis & Irvy’s has already built a network of over 85 exclusive newly appointed franchisees across the United States, a number that continues to grow on a monthly basis. Additionally, Generation

NEXT Franchise Brands has announced the development and implementation of a national marketing and advertising campaign, both to support its franchise network as well as bolster brand awareness and loyalty among potential franchisees, interested host locations and consumers.

Generation NEXT, The Future of Frozen Yogurt and You With the current success of the Reis & Irvy’s franchise concept, Generation NEXT Franchise Brands continues to move forward in the development of both technology and franchise opportunities. As the company maintains its original Fresh Healthy Vending franchise network while focusing on the expansion of the newly launched Reis & Irvy’s brand concept, they have also announced the addition of a third brand concept launching in 2017: 19 Degrees Premium Frozen Yogurt. Another step in the evolution of one of America’s favorite desserts and one which will open new doors to large retail, big box and corporate partnerships. Generation NEXT is truly paving the way for both vending… and the return of a delicious favorite. www.reisandirvys.com

JOIN THE

FASTEST GROWING

PIZZA CHAIN IN AMERICA! *

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

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

foo d franchising fe at ur e - part 2

Matthew Jonas, President, TopFire Media

The Franchise Website: The Strong Hub in the Wheel of Marketing

A fast casual approach to franchise growth Franchise digital marketing – a complex wheel of digital channels with seemingly endless possibilities, assuming a reasonably robust marketing budget.

From blogs and social media, to Search

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Engine Optimization (SEO), Pay Per Click advertising (PPC) and everything in between, more than 70 percent of franchise lead generation comes from digital media and PR. Given the complexity and myriad of options, some organizations fail to understand the most important part of a franchise marketing effort, the place where each of these digital spokes is housed – the franchise website. A well-developed

site is the clearinghouse for any and all marketing efforts, designed to identify value propositions for site visitors and a venue to capture potentially hot leads.

When it comes to the restaurant industry, specifically, fast casual still accounts for less than 10 percent of the total market, but the options have grown tremendously (approximately 500 percent) since 1999.

Knowing the importance of a franchise website, the question often emerges – how

“The franchise website is the biggest hammer in a franchisor’s proverbial tool belt. With the variety of channels available to generate leads, it must be the hub that captures and strategically drives franchise sales.” can a fast casual restaurant franchise create an effective recruiting site that delivers the highest quality leads?

Meticulous preparation From placement of images to the text in the navigation menu, constructing a fast casual franchise website should be done through the lens of how it will influence ongoing marketing efforts. This means rich and updated content, multiple audience-specific landing pages, social media channel navigation, and seamless opportunities to set up conversions with a call to action and industry trend information.

A quality franchise website has anywhere between six and 10 pages, not including a homepage, each featuring unique content that strategically drives an action for the viewer. For example, a testimonials page provides validation for the viewers inquiring about a franchise opportunity, while an FAQ page enables potential leads to qualify themselves without needing additional information.

It’s also important to understand how people are viewing a website. Today, 1.2 billion people are accessing the web from mobile devices - 80 percent of the time from a smartphone and 57 percent on tablets or other mobile phones. Translation - mobile optimization is no longer optional when it comes to building a franchiserecruiting site.

Update the menu A website is a living, breathing marketing vehicle that can have a profound impact on potential franchise sales. For it to live and breathe, however, new and compelling content must be steadily generated. No, that doesn’t mean making consistent changes to the “contact us” page, but rather prioritizing a content marketing effort

through a fresh and informative blog. A well-crafted blog section demonstrates franchise credibility with industry research and expert commentary.

Plus, every new blog post is one more indexed page on the website, and one more opportunity to be discovered and increase SEO and organic website traffic via search engines.

Fresh and organic ingredients It’s no secret; SEO is one of the most useful tools for franchisors searching for increased lead flow, and for good reason.

More than 71 percent of Google searches generated clicks on the first page of search results, with a steep drop off on pages two and three, at just six percent.

The simple point - getting to the top of organic search results, or close to it, dramatically increases the chance of being found as a viable franchise opportunity.

The tougher reality is that search engines are constantly changing and updating algorithms that can negatively impact the organic search results of a franchise website.

How does a franchise combat those changes and stay on top?

• Research: Develop a baseline of the most relevant and popular keywords for the franchise opportunity, see what the competitors are doing, and test!

• Optimize: SEO is highly dependent on an active social presence and freshly generated content, so ongoing development and optimization is a must.

• Prioritize: Don’t overstuff the franchise homepage – think 300 to 500 words – keeping the most important information “above the fold” for visitors.

Finishing the dish The franchise website is the biggest hammer in a franchisor’s proverbial tool belt. With the variety of channels available to generate leads, it must be the hub that captures and strategically drives franchise sales. Each channel delivers potential leads with differing motivations and mindsets, but the goal always remains the same – furnish more information on the franchise opportunity in order to encourage lead capture.

Optimizing a franchise website is a challenge, of course, but remember that no matter the road searchers take, the website is the destination. Ensuring it’s ready to welcome all visitors is essential, and following some basic principles and best practices will pave the way for a fast casual franchise sale.

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

Franchising USA

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ex per t advice

Cynthia McGathey, PMP, FrankCrum

I Need to Expand My Franchise Operations:

Can’t I Just Hire Someone and Then Just Pay Them?

The good news is that your franchise is growing and you need to hire more staff. Can it be as simple as… just hire someone and then… just pay them? Actually, it can be pretty simple and following these basic guidelines will help you keep it organized.

Just hire Everyone you hire should complete three documents:

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1. Employment Application: Ask your HR advisor or search the Internet (sites like docs.google.com have free templates you can download). Be sure you have the date, applicant’s name, address, phone, email, previous employment history and education history. It’s also a good idea to include position, salary and hours requirements so you don’t call applicants about positions that don’t meet their needs.

2. Form W-4: This is the tax withholding information you’ll need to pay employees. Applicants should record their social security number and withholding preferences on the form.

The latest version is always at www.irs. gov/pub/irs-pdf/fw4.pdf. Some states have additional forms that are required; it’s best to check your state’s website in the business tax section.

3. Form I-9: This is The Department of Homeland Security’s employment eligibility form. Employees must complete their section by their first day and provide at least two documents.

The form has the details, but typically a U.S. Passport, a driver’s license with a photo, a social security card or a birth certificate will cover most new hires. You’ll need to have two of these documents to complete the Employer section by their third day. The form is available at www.uscis.gov/sites/default/ files/files/form/i-9.pdf

Reporting and record keeping State and Federal law require all employers to report new hires to a state directory within 20 days of hiring someone. You’ll need to report the employee’s name, address, social security

“State and Federal law require all employers to report new hires to a state directory within 20 days of hiring someone.”

Additional set-up You’re not quite ready – there are a few more things to set up: • Federal Tax ID: If you don’t already have one, get an Employer Identification Number (EIN or FEIN) from the IRS. Go to www.irs.gov and follow the links for applying for an EIN. • State and Local Tax IDs: Depending on where you conduct business, you may need to register for state withholding or local employment taxes. The Small Business Administration (SBA) has a nice summary website for this: https:// www.sba.gov/content/learn-about-yourstate-and-local-tax-obligations • State Unemployment Tax: All states require State Unemployment registration and some add disability insurance or other related taxes. Going to your state’s website and finding the tax section is the best bet.

number and date of hire. Your company’s federal tax ID (FEIN) and business name will also be required. Most states have a website where you can upload or enter the information.

There are also federal record keeping requirements. There are several types of documents you must keep; scan them if you can, but if not, save the hard copies.

• Resumes and Applications: For applicants you didn’t hire, keep these for one year.

• Employee Documents: Keep your employee documents for three years after date of hire or one year after termination, whichever is later. Be sure to keep your I-9s in a separate folder.

• Payroll and Tax Records: Keep these for four years.

• Be Ready to Pay: Federal income taxes are due based on what kind of filer you are. Many businesses will be monthly filers and taxes typically will have to be paid to the IRS by the 15th of the month after your payroll. Make sure you know when your taxes are due, not only for the IRS but for your state and local taxes. You do not want to pay late! A great website link for federal tax due dates is at www.irs.gov/Businesses/ Small-Businesses-&-Self-Employed/ Employment-Tax-Due-Dates. State websites will also have calendars, due dates, forms and links for electronic sign up on their sites as well.

• Workers’ Compensation Insurance: Most states will require workers’ compensation coverage for your employees. To keep track of your expenses here, you will need to have a state code and a workers’ compensation code and track your employees’ payroll hours and amounts by these codes. Bear in mind that a good safety record for

your franchise can make a difference in your rates.

So now you’re ready to pay. But as you probably already know, this is just the beginning. If you’re a new franchisee or one who’s looking for a better way to handle HR issues, ask your advisors for help with identifying the best all-around service for payroll, benefits, workers’ compensation and ongoing HR assistance.

After all, you didn’t become a franchisee to be an HR specialist!

Just Hire and Pay Summary • Employment application, W-4, I-9 • Report new hires to the state • Set up a filing system • Get your tax IDs • Get workers’ compensation insurance • Be ready to pay and file • Get a PEO, service provider or system Cynthia McGathey, PMP, is Chief Operating Office and Chief Information Officer at FrankCrum, a national Professional Employer Organization (PEO), where she manages Information Technology, Accounting & Finance and General Operations. A graduate of The Ohio State University, she has more than 20 years of related management experience. She can be reached at cindym@frankcrum.com.

Cynthia McGathey

Franchising USA

ex per t advice

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H AVE YOU R SAY

David Blue, Vice President & Co-Founde, Blue Moon Estate Sales

Out-of-Office Reply:

Innovation and the Remote Workplace

In 2009, I co-founded Blue Moon Estate Sales with my parents, Ken and Deb Blue in Raleigh, NC. Today, the business has grown to become a leader in the estate sales industry with 14 locations operating across five states.

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Since launching in 2009 and franchising in 2011, we have helped ease the stress and workload for hundreds of families looking for help with residential, commercial and moving liquidation services— and we’ve done so with a team of talented remote workers.

While Blue Moon is headquartered in Raleigh, some of our key players are based in other states, such as New York and even abroad in Sweden. Despite varying time zones, I’ve found that allowing telecommunication not only benefits my employees, but also contributes to our company’s innovation as well.

As I’m sure you’re aware, the remote working trend is not just unique to Blue Moon Estate Sales. According to Forrestor Research’s US Telecommunicate Forecast, 34 million Americans currently work from home. As a result, with a rapidly growing number of remote employees in the workforce— from independent contractors to outsourced employees— the traditional idea of “work” no longer applies to many workers. And that’s likely the case for many of you reading this article.

In the past few years, regardless of the industry, the focus has shifted from getting in-office face time to just getting things

accomplished. While a vast number of companies have widely adopted this model, many employers are not fans of remote working.

In my position, especially in the franchising industry, I’ve noticed there are several benefits to not restricting the geographic locations of my employees.

All together these benefits have resulted in increased innovation for the company.

Upending the Traditional Meeting At Blue Moon Estate Sales, our meetings are far from traditional. From communication platforms, like Google Hangouts or Slack + Asana, we’ve essentially created a virtual office. These platforms allow us to streamline internal communication no matter where we are. We also find keeping our meetings short, yet frequent, makes for improved efficiency and allows us to quickly execute ideas once they are developed.

Additionally, we make sure that only relevant people attend certain meetings. A meeting geared toward franchise sales, for example, would only include employees that touch franchise sales. This, we’ve found, has allowed us to effectively ideate new ideas and strategies during our planned meeting times.

Saving Money In addition to more effective meetings, remote working has delivered added value to our bottom line by minimizing the costs that companies often incur as a result of in-house employees. For example, we have significantly reduced our overhead costs, which require typical companies to budget for office supplies and equipment, break room snacks, transportation reimbursement and janitorial services.

We have also minimized unnecessary costs as well, such as the cost of sick days.

We’ve noticed that allowing our employees to work from home means that they often take fewer sick days. Whether due to personal issues or medical appointments, our telecommuters are able to immediately return to work following their day off.

Additionally, as I mentioned earlier,

“In the past few years, regardless of the industry, the focus has shifted from getting in-office face time to just getting things accomplished.” communication platforms have become a large part of our business. Not only has it helped us effectively hold meetings, but it has led to decreased travel costs.

Instead of expensing costly business trips to visit our franchisees or agency partners, we collaborate virtually as an efficient alternative to travel.

Building a Larger Network One key aspect that I’ve noticed in the franchise industry is the importance of networking. Fortunately, having a remote working model has allowed our employees to network with a wide range of individuals. With employees based both nationally and internationally, we have grown our network of contacts much larger than we would have been able to if we were contained to the Raleigh area.

Increasing Productivity According to published research, 91% of remote workers believe that they get more work done when telecommuting.

While remote working may not increase productivity in all cases, it works best for our business. For example, as a growing franchise, our goal is to expand across the United States— this does not happen

when our franchise development team is isolated in just one state. Since travel is a big part of our business, remote work helps our franchise development team travel to different parts of the country to meet with prospective franchisees or partners; thus, increasing the productivity of our team.

Is Remote Working Right For You? The biggest lesson that I have learned is that while remote working is not for every company or employee, as a business owner, particularly in franchising, you owe it to both your company and employees to give the remote workplace a try. From improved communication to increased productivity, all of the benefits of remote working help fuel a more innovative workplace and sustain our continued growth.

David Blue is the Vice President & Co-Founder of Blue Moon Estate Sales. David attended the University of Wisconsin-Whitewater where he received an Integrated Science and Business Degree. He currently lives in Raleigh, North Carolina. www.bluemoonestatesales.com

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H AVE YOU R SAY

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Veterans in Franchising NOVEMBER 2016

www.franchisingusamagazine.com

fastsigns solid business model appeals to veterans

veterans day 2016 big discounts 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

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V eterans in F ranchisin g S u pplement november 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

54 FASTSIGNS

56 Postal Connections

58 Veterans Day 2016: Big Discounts

60 Sport Clips

Cover Story 54 FASTSIGNS Solid Business Model

Appeals to Veterans

66 PIRTEK

Focus 68 DoodyCalls

News and Expert Advice 58 Veterans Day 2016: Big Discounts Jim Mingey, Founder and Managing Director,

Veterans Business Services

Franchisor in Depth 62 The UPS Store

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V e t erans in Franchising

C over S tor y - FASTSIG NS ®

FASTSIGNS’ Solid Business Model & Reputation Appeals to U.S. Military Veterans When a retired Army musician researched the best franchises for veterans, FASTSIGNS stood out among the rest.

businesses. Adrian utilizes some of the skills he gained during his military career and does everything from business development and installations to large project management. When they were evaluating franchises, they liked what they found in FASTSIGNS.

Despite never having worked in the civilian sector other than a few random jobs in college, Steve Adrian said the decision was easy to become a FASTSIGNS owner.

“We liked the business model and wanted to work for ourselves. FASTSIGNS gave us the autonomy we wanted but without the risk normally associated with starting a new business on your own,” said Adrian.

“Lynchburg was an available market, which was perfect for us since that’s where we planned to live when we left the service.”

Adrian and his wife are owners of a FASTSIGNS in Lynchburg, Virginia where they provide sign, graphics and visual communications services to local

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“Recently, FASTSIGNS was honored with the 2016 Secretary of Defense Employer Support Freedom Award at a ceremony at the Pentagon. The Freedom Award is the highest recognition presented by the Department of Defense to employers for their exemplary support of National Guard and Reserve members.”

Adrian prepared for retirement from the Army and was in a good position to obtain a loan from the Small Business Administration. He advises other veterans to look ahead and consider how they’ll transition from military duty to their next career. “Start preparing at the beginning of your military career, not the end,” he said.

Solid Reputation Veterans should also consider the reputation of the franchise they are considering. Are they recognized in the industry as being “military friendly” and do they have a strong track record with veterans?

Recently, FASTSIGNS was honored with the 2016 Secretary of Defense Employer Support Freedom Award at a ceremony at the Pentagon. The Freedom Award is the highest recognition presented by the Department of Defense to employers for their exemplary support of National Guard and Reserve members. FASTSIGNS International, Inc. was one of 15 employers from across the nation receiving the prestigious award.

FASTSIGNS International, Inc. Business Consultant and Air Force Reservist Stephen MacKenzie and his family were in attendance with CEO Catherine Monson, who accepted the award on behalf of FASTSIGNS International, Inc. MacKenzie nominated his employer for

the award because of the personal and financial support provided during his most recent deployment overseas.

“We were honored to be in Washington, D.C. with the other award winners and their guests,” said Catherine Monson, CEO of FASTSIGNS International, Inc. “There were very moving stories of the sacrifice of the citizen soldiers and their families, as well as of the great support and caring by their employers and coworkers. My hope is that more companies will be motivated to do the same thing for the veterans, service men and women, reservists and National Guard members they employ.”

Veteran Incentives Over 10 percent of FASTSIGNS franchisees are military veterans. Veterans possess a number of valued skills and a wealth of experience essential to corporate positions and successful franchise business ownership. As part of the commitment to veterans and to the military, FASTSIGNS International offers incentives to military veterans, including a 50 percent reduction on the initial franchisee fee (a value of $22,500) and a savings on royalties and advertising fees for the first year.

FASTSIGNS International is also a proud participant of the International Franchise Association’s VetFran program (Veterans Transition Franchise Initiative), which assists military veterans by helping them access franchise opportunities through training, financial assistance and industry support.

Franchise Research Institute has named

FASTSIGNS a top sign and graphics franchise and has awarded the company certification as a 2015 World-Class Franchise for four consecutive years.

FASTSIGNS was also recognized by USA Today, Military Times magazine, G.I. Jobs magazine and Franchise Business Review as one of the top franchises for military veterans.

About FASTSIGNS® FASTSIGNS International, Inc. is the largest sign and visual communications franchisor in North America, and is the worldwide franchisor of more than 630 independently owned and operated FASTSIGNS® centers in nine countries including the US, Canada, England, Saudi Arabia, UAE, Grand Cayman, Mexico and Australia (where centers operate as SIGNWAVE®).

FASTSIGNS locations provide comprehensive sign and visual graphic solutions to help companies of all sizes and across all industries attract more attention, communicate their message, sell more products, help visitors find their way and extend their branding across all of their customer touch points including décor, events, wearables and marketing materials.

For information about the FASTSIGNS franchise opportunity and specific veterans incentives for veterans, contact Mark Jameson at mark.jameson@fastsigns.com or 214-346-5679, or visit www.fastsigns.com.

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V e t erans in Franchising

Postal C onnections

soaring to new heights with franchising

“By franchising with Postal Connections, Jim and Elizabeth found a network of support not unlike the camaraderie Jim was so accustomed to from his time in the military.”

Taking Flight

Choosing to pursue a career in the military is an admirable investment in both the country and a person’s future. Of the more than one million men and women that make up our country’s Armed Forces, each has his or her own reason for choosing to enlist.

For Jim Bowe, the path that led him to the Air Force was a natural one – and one that provided him the dedication, strength and willpower necessary to later follow a path to embrace his entrepreneurial side and open his own franchise.

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Jim joined the Air Force ROTC at Brigham Young University in 1979.

Following his graduation in 1985, he went on to pilot training and then became an instructor at the Air Force Undergraduate Navigator Training School in California.

In 1989, Jim became an AC-130H Aircraft Commander for the 16th Special Operations Squadron in Florida, flying Spectre gunships for various missions across the world.

After separating from the Air Force in 1999, Jim continued flying commercially for Continental Express and then American Airlines. Although flying for commercial airlines meant Jim had more time to spend with family – compared to the 270 days he spent overseas each year on average when he was an Air Force pilot – Jim saw many of his colleagues being furloughed and worried that it could happen to him, too.

Following a New Path In 2003, Jim’s brother approached him with the idea of going into business together. For Jim and his wife, Elizabeth, it was a thought that would not only provide them with a financial backup plan, but

one that also gave them the opportunity to realize a lifelong dream. Jim and Elizabeth had discussed wanting to start their own business for years – even during Jim’s tenure in the Air Force – but held back out of concern that their respective backgrounds would not support their passion for business ownership.

This time, Jim and Elizabeth decided to take a leap of faith and became owners of their very own Postal Connections franchise in 2003.

Finding Support and Success By franchising with Postal Connections, Jim and Elizabeth found a network of support not unlike the camaraderie Jim was so accustomed to from his time in the military. When medical issues challenged this husband and wife team only a few years after opening their first Postal Connections store and right before the busiest season of the year, the entire Postal Connections franchise family was there in support, offering to help in any way they could.

Coming from a world with procedures and checklists in place for everything he did, Jim’s experience from the Air Force and commercial airline industry

provided him the ability to approach his Postal Connections business strategically.

From employee training to marketing best practices and everything in between, the systems and processes that Postal Connections has in place for its franchisees are what Jim credits for the success of his stores. Above all else, Jim strives to take care of his employees and customers first – much like he was trained as an officer in the Air Force to make his troops his first priority.

Today, Jim and Elizabeth own and operate three Postal Connections stores in Red Lion, Lancaster and Ephrata, Pennsylvania, which opened earlier this year. Elizabeth and their son-in-law now oversee the day-to-day operations of both businesses, and Jim and Elizabeth have realized their most important goal with their Postal Connections stores – a family business and lasting legacy.

Fred Morache is the COO of Postal Connections, a business services franchise connecting consumers with convenient access to postal products, shipping, printing, creative services, copying, faxing, passport services, notary and shredding in more than 15

states, and CEO of iSOLD It, which provides consumer support for selling on eBay, Amazon and Craigslist. Visit Postal Connections online at www. postalconnections.com and iSOLD It at www.isoldit.com.

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V e t erans in Franchising

Jim Mingey, Founder & Managing Director, VBS

Veterans D

Here come those discounts again from all of America’s patriotic merchants. Whether it’s free coffee, a breakfast, admission to a theme park, a good night sleep at a hotel or a free haircut, this year’s Veteran discounts offer something for everyone.

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Are all these merchants really patriotic or could this just be good business through making an annual discount gesture to the 23,000,000 Veterans in America?

In fairness, for many merchants both of those goals are compatible and many major companies like Home Depot offer year round discounts and many other non-commercial community programs for Veterans. Discounts seem to come from everywhere. Veterans can even get a $25 coupon for completing a personalized and confidential behavior survey from VetsPrevail where Veterans earn rewards for helping each other to discover issues and overcome their challenges with PTSD.

Franchise Industry Discounts Within the franchise industry it hasn’t escaped franchisors that offering discounts to Veterans is very good for business. At VetFran, an initiative of the International Franchise Association, over 700 of their franchise members compete for Veterans attention and the VetFran discount deals they list are even star rated for value and vetted for viability. Even though VetFran offers valuable opportunities, the franchisors still wouldn’t make their offers without a very good prospect of getting their upfront discount (which might be viewed as their investment) back from

Day 2016 “We believe there will be many new disruptive ‘discount’ ideas for Veterans coming from franchise consultants in 2017.” the Veteran franchisee over the life of the franchise. Of course the discount can hopefully be a win/win.

Ask your own franchise consultant what cash discount they can provide on your franchise idea.

Any reputable consultant will spend hours with a Veteran, asking questions and listening to your needs and goals, before ever recommending a franchise.

Any consultant who starts mentioning companies after a few minutes of conversation is simply trying to steer the Veteran to an opportunity that probably benefits the consultant without considering what really benefits the Veteran.

Nevertheless, even reputable consultants have a limited number of pre-screened opportunities. And if the Veteran isn’t interested in one of those “pre-screened” opportunities, how can he/she really know if they are truly getting unbiased advice.?

Of course that same consultant can adapt to other potential choices and whatever is most important to the Veteran looking for a franchise. But at the end of the day the consultant will typically recommend a franchisor they represent and that pays that consultant a fee.

So often franchise consultants will say their services are “free”. Maybe Veterans should ask their franchise consultant if they will share a percentage of their “free” fee from your selected franchisor.

Ask if they will guarantee the greatest

possible rebate on your transaction.

Or maybe Veterans should ask if the consultant will continue to represent them and even provide a 100% discount on the consultant’s fee if the Veteran eventually chooses an opportunity that is not one on their list.

We believe there will be many new disruptive “discount” ideas for Veterans coming from franchise consultants in 2017.

In the spirit of Veterans Day “discounts”, all Veterans should have a conversation with their franchise consultants about possible discounts and fee rebates long before they go into the discovery process on any franchise opportunity.

VBS Founder and Managing Director, Jim Mingey, is a decorated Vietnam veteran raised from a proud military background. An entrepreneur for

Jim Mingey

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

Enjoy your Veterans Day! [Click below to see some Veterans Day deals*]

http://militarybenefits.info/miscellaneousdiscounts-veterans-day-deals-veterans/ *Keep in mind that most businesses require proof of military service and not all franchise locations participate in their national chain’s Veterans Day programs -- be sure contact your nearest establishment to make sure they are participating.

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V e t erans in Franchising

Spor t Clips

Veterans Win

with Sport Clips Haircuts Franchise as Post-Military Investment

Charlie agrees with Larry, saying that interacting every day with people is the reason he enjoys anything he does. Before he sold his veterinary practice, he was looking for a business investment. Charlie first looked into food service franchises.

He later heard a Sport Clips radio commercial while driving about “owning a franchise,” and called his wife, Linda, and asked her to look into it. He even talked with his two sons and son-in-law about the concept, and all three were Sport Clips clients living in different cities.

Engy Cox

Larry Strong, Charlie Jones, Engy Cox and Ed Passarelli all have fulfilling careers that include military service.

Larry was an accountant and controller for several businesses and served two decades in the Army National Guard, retiring after 21 years as a Captain in the Corps of Engineers. Charlie was an aircraft technician in the Marine Corps; later becoming a veterinarian and serving in that role for 14 years in the Army; after which he established a private practice.

Engy was a high school math teacher before deploying as an Army Reservist to Kuwait during Operation Iraqi Freedom and now works for the Department of

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Defense. And, Ed is a tax preparer.

When Larry was laid off from his job at 59-years-old, he began searching for his next challenge. After talking with his sonin-law, Scott Harbour, they decided, along with Larry’s daughter Kathryn, that Sport Clips would be a good business to bring to the Huntsville, Alabama area. Scott and his son had seen a Sport Clips and liked the concept. And, Scott particularly like the idea of a manager overseeing the daily operations of the business. Larry says he’s best at accounting and maintenance, and Scott has expertise in marketing and operations. So the family made the investment in their first store five years ago and will soon have four locations in the greater Huntsville area. What he likes best about the business is the opportunity to meet and interact with “all kinds of different people in the stores.”

Time passed, and a year later he sold his practice. While he was outside working, moving hay from his barn, he says he literally heard “Sport Clips” from above.

He called the Sport Clips franchising team that morning to see if opening a store near his home in Lake Charles, Louisiana, was an option. The response was that the franchise had been looking to locate a store in that area for more than a year-anda-half.

It’s now been three years since Charlie and Linda opened their first Sport Clips.

They have a second store open with a third lease in the works. He says from his days in the military, he likes teamwork, having systems in place and being part of an efficient operation such as Sport Clips.

For Charlie, it’s a way to “reap the benefits of what others have done and provides the opportunity to build upon that success.”

Engy says she comes from an

Larry Strong

Ed Passarelli

“Engy says she comes from an entrepreneurial family and knew she’d always be a business owner. She and her husband, Terry, researched franchise opportunities and says Sport Clips, for them, was “above all the others,” primarily because of its strong support of the military and veterans.” entrepreneurial family and knew she’d always be a business owner. She and her husband, Terry, researched franchise opportunities and says Sport Clips, for them, was “above all the others,” primarily because of its strong support of the military and veterans. The franchise was founded by CEO Gordon Logan, who served in the Air Force. It has numerous philanthropic efforts, with its signature being “Help A Hero” that supports VFWadministered scholarships for U.S. service members and veterans taking the next step in their civilian careers. Like the military, Engy says a franchise is structured, and the recommended business model is tested

and true. In both settings, she says it’s important to follow the rules and lead by example. Engy and Terry have two stores in California, and they are working on a third. She says even though they are busy with a young daughter, they plan to have five stores in six years.

Ed served in the Air Force and was a technician in the Rhode Island National Guard. He says in the military, it’s important to seek out other people who have more experience. That is what has helped him as a franchisee, seeking out those within the system who have been successful and getting advice from his teammates. He came to be a part of the

Charlie Jones

Sport Clips team after his wife, Maria, managed stores for another hair care brand. She saw how well Sport Clips locations were doing when they moved into a market, told him about the franchise, and he says it sounded like a place he’d want to get a haircut. His first location opened two-and-a-half years ago, with a second now open.

SportClipsFranchise.com

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V e t erans in Franchising

T he U PS S tore

Why Veterans Make Great Franchisees When I entered the business world I was ready to apply the skills I worked to develop in my seven years of service in the U.S. Marine Corp: leadership, self-discipline and good old-fashioned hard work ethic.

Many of my fellow veterans return to civilian life with the same goal and skills – skills I believe are particularly well-suited to the franchising world. Many of those veterans look to open their own business as a second career and many consider franchising. In fact, The UPS StoreŽ found in a recent survey, that 63 percent of veterans and active duty service members who envisioned a second career as a small business owner considered owning a franchise.* At The UPS Store, we are always seeking strong individuals who are ready to take on the rewarding career of franchising.

I have seen firsthand how the drive and discipline gained in the military can be a great advantage for veterans looking to own their own business and open a franchise. Of the 4,500 The UPS Store locations in the U.S., more than 250 are owned by veterans and that number continues to climb.

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“At The UPS Store, we believe that any franchising organization will benefit by having veterans in their ranks. We are proud to support America’s military men and women, and we encourage other franchisors to do the same.”

Partnering in the Veterans Transition Franchising Initiative (VetFran), The UPS Store offers franchising opportunities that allow veterans to own their own business.

VetFran offers benefits to veterans that can help them become franchise owners.

At The UPS Store, qualifying veterans receive $10,000 off the franchise fee for a new The UPS Store location and 50 percent off the initial application fee.** With skills such as leadership, selfdiscipline and a hard work ethic, veterans have all the qualities needed to be a successful business owner. In fact, 54 percent of service members from that same survey felt confident that the skills they gained in the military help them to be successful in the civilian world.

Teamwork makes the dream work Veterans know the value of teamwork.

They know that the success of the organization is dependent on the hard work of every team member. The same is true in business. It takes all members of a team working together to create and sustain a thriving business. From managers to print experts, every role in a franchise is essential to keep things running smoothly.

Additionally, veterans know that every team or business needs a leader to thrive and grow. It’s essential for franchisees to be able to lead teams of employees, and clearly communicate expectations and business goals. Similar to the order and

structure in the military, it’s crucial for employees to understand what’s expected of them to be successful. This can also give employees a sense of ownership, which makes them more invested in the company.

Ability to follow and execute a plan Veterans are used to taking charge and executing a plan for success. In business, specifically with a franchise system, it’s the same process. Franchising allows individuals to start a business with a proven game plan and resources.

At The UPS Store, we’re very proud of our comprehensive training because we believe it helps set our franchisees up for success. From our survey, we know that 68 percent* of service members feel that training would help them overcome their concerns about transitioning to the civilian workforce. I know from personal experience that veterans have a lot of great skills that lend themselves to running a business, but the training provides an opportunity for them to develop the business knowledge and day-to-day

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V e t erans in Franchising

T he U PS S tore

“At The UPS Store, qualifying veterans receive $10,000 off the franchise fee for a new The UPS Store location and 50 percent off the initial application fee.”** operational skills needed to own and operate a store. The training focuses on developing business acumen including human resources, marketing, operations, sales and financial management. However, just like it’s done in the military, it’s up to the franchisee to learn and apply their training to their store to create their own success.

Thriving under pressure Veterans are no strangers to stressful situations. In my time with the military and with The UPS Store, I know that things don’t always go exactly according to plan. It’s essential to be able to course correct and come up with a new plan.

Quick thinking and the ability to stay calm under pressure are skills that veterans learn during their service that come in handy during challenging times.

Employees will look to a leader during

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a high-pressure situation. It’s important for franchisees to set the tone and keep a level head to set an example for employees, while also directing employees toward the solution to the problem.

Hard work and discipline Finally, discipline and hard work are both things that are learned in military service that are essential to being a successful franchisee. The opportunity to be self-made is appealing to any business owner, but without drive and focus there is no guarantee that a business will be successful. It’s important to be passionate about your business and push yourself to succeed. The ability to work hard to create your own success is something veterans understand and appreciate.

At The UPS Store, we believe that any franchising organization will benefit by

having veterans in their ranks. We are proud to support America’s military men and women, and we encourage other franchisors to do the same. Find out more information about veteran franchising opportunities and the VetFran program today.

Veterans have done their part to protect the American dream, and they’re ready to make their own career dreams come true in the next chapter of their career. What embodies the American dream more than owning your own business?

By Tim Davis, President, The UPS Store, Inc., Former U.S. Marine Corps Captain and Gulf War Veteran * The results of the survey are based on an online survey conducted October 6-9, 2015 by The UPS Store, Inc., franchisor of The UPS Store network, with members of the military. The online survey was conducted with 500 members of the military, including 250 active duty service men and women, and 250 veterans. The UPS Store, Inc. strives to include accurate and up-to-date information but makes no claims, promises or guarantees about the accuracy, completeness, or adequacy of the information or survey results provided herein; the information is provided on an “as is” basis. **Source: The UPS Store, Inc. Franchise Disclaimer Document, Item 5, Issued May 16, 2016

theupsstorefranchise.com

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V e t erans in Franchising

PI RTEK

Navy Veteran Finds Open Doors

at Detroit Area PIRTEK Locations company provides discounts to those interested in becoming franchise owners.

PIRTEK is also a supporter of the Chris Kyle Frog Foundation (CKFF), established in honor of the famed American Sniper by his wife, Taya Kyle. The mission of CKFF is “to honor God, country, and families who serve by providing experiences that strengthen military and first-responder marriages.” CKFF is also the official, not-for-profit organization of PIRTEK Team Murray, which raced during the Indianapolis 500 in 2016. Taya currently serves as the team’s ambassador.

10 years of service

It was 1989 and Oliver Romano was mapping out his future. The native of Pontiac, MI, was interested in technical careers, and had even received some schooling to that end.

Looking back on that year, he now sees his decision to join the US Navy as a major jump-start to his future livelihood.

“The military background for me is a great benefit,” said Romano, partner and general manager at the metro Detroit PIRTEK Service & Supply Centers.

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Being a veteran, he said, has made all the difference, opening doors and imparting qualities that tend toward success.

PIRTEK is in the business of hydraulic and industrial hose replacement sales and services. The company has more than 400 locations and 2,000 Mobile Service Vehicles in 23 countries. Currently, there are 58 PIRTEK Service & Supply Centers in the United States.

“When a piece of machinery ruptures a hydraulic or pneumatic hose, or if the hoses need maintenance, we go on-site and perform the replacement on the spot,” he said. “Instead of someone at the factory having to shop around town for the right hose, we just take care of it. All the fitting is done in the vehicle.”

In addition to welcoming veterans, the

Romano’s road to PIRTEK ownership began with his boot camp in Great Lakes, IL. That and his later training helped him develop greater levels of self-discipline, respect for others, orderliness, and knowledge – all things that would serve him well in the decades to come.

His first job in the Navy was hydraulics technician for weapons systems on destroyers. The hydraulics background was integral to his later work with PIRTEK. Romano’s position took him overseas on a number of occasions. First, he participated in Operation Desert Shield while stationed in the Red Sea. He was involved in the embargo associated with that famous operation.

During a five-year tour on the USS Scott, Romano served as a maintenance technician for that vessel’s missile launches. He spent a subsequent stint at Naval Weapons Station Yorktown in Virginia, building surface-to-air missiles

“I look for veterans because of their experience.

They have added a lot to the business, both on the technical side and in managing people.

They’ve always worked well for us.” - Oliver Romano location, then went to 18 vans and four locations,” he said. “Our employees went from five to 38. That’s a lot of growth in a short period of time.”

Romano assumed general manager duties for the Detroit area, and also became a partner.

Hiring veterans: good business In his own hiring role at PIRTEK, Romano has always viewed people with military backgrounds as strong candidates. In fact, two of his current operations managers are former military. “I look for veterans because of their experience,” he said.

“They have added a lot to the business, both on the technical side and in managing people. They’ve always worked well for us.”

The military, he said, cultivates a number of important skills that translate into business, including the ability to think on one’s feet and manage stress. “Their time in the military helps them handle customer pressure and builds maturity,” he said. “If you’re in the Army and your tank breaks down in the desert, you’ve got to come up with something. You don’t know what’s coming, and you have to find a solution right away.”

for destroyers. “We put out 15 or 16 missiles per day when I was there,” he said.

“I started out there as a technician,” Romano said. “But I was really involved, working with the business, pushing sales.”

Romano finished up his military service aboard the USS Ponce, an amphibious transport for Marines that was active during the Kosovo conflict in 1999.

That involvement paid off. Romano became operations manager of the facility in 2001.

Detroit-area growth

That trait is important at emergency services companies such as PIRTEK, where every situation is different, and where there’s often a need to improvise.

Opportunity knocks

Before long, new PIRTEK Service & Supply Centers began opening up in the Detroit area. Romano became the general manager at PIRTEK Westland. Then he became involved in two more PIRTEK franchises in the area: a Sterling Heights location that opened in 2011 and a Wixom location in 2015.

Teamwork is another characteristic the military instills in those who serve. Romano said he considers the cooperative work of the combined staff in metro Detroit PIRTEK to be of utmost importance in their success.

“We have a great team here,” he said. “I can’t emphasize that enough.”

“We started off with three vans and one

www.pirtekusa.com

After 10 years of service, it was time for Romano to enter the private sector and start a career. He moved back to his home state of Michigan. As luck would have it, the newly opened PIRTEK in Madison Heights, MI – the first of four Detroit-area locations – was looking for someone who had his skill set.

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Dood y Calls

A Couple of Military Veterans

Take Aim at Pet Po

in Boston Metro West

Franchising USA

Poop Veterans Jack and Rosemary Sheehy have discovered that their path in life includes keeping that path clean for others.

The couple owns the Boston Metro West DoodyCalls franchise – operating a fleet of trucks manned by a specially trained pet waste collection crew who clean up private and public properties. They service nearly 300 homes in the Metro West area, a territory that stretches from suburban Boston to Central Massachusetts.

When Rosemary Sheehy was 19, she enlisted in the Air Force and became a target intelligence specialist at Offutt Air Force Base, Strategic Air Command Headquarters, in Omaha, Nebraska.

“This required a top secret clearance, and I spent my days gathering coordinates for specific targets around the world,” she

“The name and service DoodyCalls provides just struck me as unusually intriguing. A business niche not drawing much attention. I reached out for more information and was convinced this was a good investment opportunity.” - Jack Sheehy

says. She was next sent to South Korea to work hand in hand with two F-16 Fighter Jet Squadrons.

Several years after leaving the Air Force, Rosemary met Jack, a veteran Navy submariner who, in 2006, had purchased the DoodyCalls franchise. Jack says, “I was, and still am an engineer at IBM, but one day I was looking at side-business opportunities on the internet. The name and service DoodyCalls provides just struck me as unusually intriguing. A business niche not drawing much attention.

I reached out for more information and was convinced this was a good investment opportunity.”

His instincts have proven to be sound – today the franchise earns more than $250,000 per year and its client base is growing. Rosemary says, like any small business, the early days were the most challenging.

“In the beginning Jack was the chief cook and bottle washer, doing every aspect of the job. Thank God, he eventually hired several employees to collect waste and a bookkeeper. About 6 years ago, he hired Jed Glass, our business manager, who has been a huge asset.”

While the company’s name and the services it provides garner plenty of jokes, the issue of uncollected pet waste is no laughing matter, she notes.

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V e t erans in Franchising

Dood y Calls

The American Pet Products Association estimates that there are some 77.8 million dogs in the U.S., and each one contributes an average of three-quarters of a pound of waste each. That comes to 29,000 tons a year, according to the Environmental Protection Agency. The EPA warns that pet waste is a significant source of water pollution, while the CDC has identified a number of illnesses that can be caused by contact with pet waste.

The service can also save a pet’s life.

When DoodyCalls scoopers notice something unusual in a pet’s waste they notify the owners that they should schedule a visit to their vet. Dog waste can carry potentially serious bacteria and parasites that can harm both pets and people, especially children, the elderly, and persons with different medical conditions.

“People are better at cleaning up after their pets than they once were, but it remains a serious problem,” notes Jack.

All across the country DoodyCalls franchises volunteer to clean up parks and public green spaces.

“At DoodyCalls we get behind community service. We have experienced teams volunteering in many states, and if everyone would get on board we could

Franchising USA

“One of the reasons I chose DoodyCalls was that I was very impressed with Jacob D’Aniello and his business model. After 10 years, Jacob continues to provide great support to his team of franchise owners because he truly cares about each one of us.” - Jack Sheehy make huge impact on all our parks and public spaces.”

cleaning up after their pet problematic or even impossible.

With their growing franchise, the couple now handles marketing, maintaining their fleet of branded trucks, and all the daily tasks that come with running a successful business.

“It is well established that pets are beneficial for the emotional wellbeing of those who are disabled, but waste disposal is often a significant challenge for them,” says Rosemary. “For us, providing our service is a win-win situation for them on many levels.”

“Our goal is to build our DoodyCalls service to a point where once we decide to retire we can live comfortably and keep running this business that we love,” Rosemary says.

“The experience that we both had in the military at a young age taught us discipline and respect for others, and these traits are a great asset to anyone who wants to run a successful business. Everyone at DoodyCalls does their best to go above and beyond to make our customers happy.”

One of their passions is providing services for disabled veterans and others with physical limitations that can make

Jacob D’Aniello and his wife Susan founded DoodyCalls in Virginia in 2000. DoodyCalls is the nation’s trusted leader in pet waste removal services for homeowners and communities.

“One of the reasons I chose DoodyCalls was that I was very impressed with Jacob D’Aniello and his business model,” says Jack. “After 10 years, Jacob continues to provide great support to his team of franchise owners because he truly cares about each one of us.” www.DoodyCalls.com

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ex per t advice

Shane Cragun & Kate Sweetman, Founding Principle, SweetmanCragun

Exploring Your Melt-Rate

and Other ‘Confront the Brutal Fact’ Questions How can we gauge our relevance going forward in today’s tumultuous, disruptive, and global business environment? How can we quickly determine if changes to our strategy and how we do things is necessary? Are there a few key questions we would be wise to ask with our teams throughout the fiscal year?

Franchising USA

Let’s consider the case of the trilliondollar US food industry. As more and more shoppers opt for fresh, organic choices, the top 25 U.S. food and beverage companies market share continues to decline year after year. It seems their fundamental existence is being challenged in very big ways.

A savvy industry analyst summed it up best: “These big food companies are like melting icebergs. Every year they become a little less relevant.”

Wow. Melting icebergs.

The question now is whether these large companies are willing to confront the brutal facts and pursue significant change through reinvention and other large scale change strategies.

In today’s Age of Disruption, we all need to continually reflect and focus on our current and future competitiveness. We can do that by asking four “confront the brutal fact” questions and, in fact, can ask them about ourselves as professionals as well.

1. Melt-Rate: Is my professional or organizational iceberg melting? If so, at what rate? Why? 2. Relevance Trend: Am I and my organization continuing to increase in relevance in the eyes of customers and stakeholders? If not, why?

3. Adding Value: Am I and my organization continually adding value to our products from our customer’s point of view? Am I engaged in vital work that adds value to the customer?

4. Internal vs. External Change: Is my organization’s internal rate of change faster than the rate of change in the external environment? Am I learning faster as a professional than the creation of new knowledge in my external environment?

Although these questions are somewhat metaphorical in nature, they can spur deep insight into our ability to successfully compete now and in the future. If we avoid asking strategic questions such as these, we risk sliding into irrelevance and launching squarely onto the path of failure.

Shane Cragun

Kate Sweetman

“What does survival in today’s digital and bit economy really require? Learning agility is a good start...learning fast and well 24/7 will be a competency as valuable as gold for organizations going forward.”

“Head in the sand” strategies will not work for those that have a bias for success in the 21st century.

Whether it is asking the four questions we suggest above, or others that work best for you, we challenge all individuals, teams, organizations, and societies to proactively ask profoundly self-reflective questions in an attempt to maintain complete awareness of your strengths and weaknesses.

There is a natural law called The Law of Nemesis that has been in play in business over the centuries, but seems especially acute and powerful today. The law states, “Find a good thing and count on this…a nemesis will appear. Nothing good lasts forever because others will want to share it.” Asking “confront the brutal fact” questions will be a striking characteristic of future market champions.

Having a mindset in the Age of Disruption of being a “disrupter” versus “being a victim of disruption” clearly makes professionals and organizations feel much more in control of their future, with their hands squarely on the operating dials in an effort to leverage incoming global shockwaves that are sure to come.

What does survival in today’s digital and bit economy really require? Learning agility is a good start. Much has been written on this strategy, so we feel little need to elaborate. But, suffice it to say, learning fast and well 24/7 will be a competency as valuable as gold for organizations going forward.

Speaking on the criticality of ongoing learning, American moral and social philosopher Eric Hoffer summed it up in this way: “In a time of drastic change, it is the learners who will inherit the future.

The learned usually find themselves beautifully equipped to live in a world that no longer exists.”

Will your strategy be to be a voracious learner willing to ask the tough questions in an effort at maintaining market leadership?

Shane Cragun and Kate Sweetman are Founding Principle at SweetmanCragun, the world’s leader in providing leadership and hi-performance solutions specifically tailored for today’s Age of Disruption. They are co-authors of the new book, Reinvention: Accelerating Results in the Age of Disruption. Learn more at www.sweetmancragun.com

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George Knauf, Senior Franchise Business Advisor, FranChoice

Great Opportunit Abound: Going into It’s happening again‌ Every year about this time anyone that had a great year in their job or business starts calling me and sending emails asking for a time to talk about what is the next big thing so that they can have a franchise fee as a business expense before the end of the calendar year.

There are three primary categories that most franchises fit into: 1. Restaurants 2. Retail 3. Service Across those primary categories we are seeing solid growth from owner operator models all the way up to portfolio growth concepts that appeal to large investors.

Both Business to Consumer and Business to Business concepts are faring well as the

Franchising USA

economy is currently healthy enough to support both soundly. Concepts that are more trend driven and those that depend on disposable income are holding their own in many cases at the moment. Part of this robust growth is being driven by the abundance of funding options, if you know where to find them.

All of that said, I should remind you that economies go up and down over time.

Social and purchasing trends also come and go. You will want to remember that as your franchise agreement will cover countless ups and downs in the economy and if tied to a particular trend then you will want to have a clear picture of what will determine when to get into that trend and when to get out (sell your business).

Restaurants are always a hotly pursued category. They are hot, seem fun and exciting and are easy for you and your

friends to understand the product. We drive past countless restaurants and, inevitably, frequent a number of them.

Remember that restaurants by nature tend to be more expensive to open per dollar in potential profit than other categories. The trade-off may be worth it if you get into a great concept and have a longer view on when you want to have multiple units open and generating mature revenues.

As we saw with Five Guys entering the burger category when the general consensus was that it was as full as it could get, there is always a new angle. Old brands sometimes fall out of favor and new brands can take those opportunities to step in. New trends pop up and give us a reason to try a new style of food or a healthy option.

Within the food category we are seeing a

Concepts that are more trend driven and those that depend on disposable income are holding their own in many cases at the moment. Part of this robust growth is being driven by the abundance of funding options, if you know where to find them.

George Knauf

on and incur the cost of rebranding.

ties

o 2017 lot of activity in the pizza category, healthy food, ethnic food options and old local brands reviving and franchising.

Pizza is an interesting story. When we look back at Five Guys, they came to market against the old established fast food brands. They were the only brand taking on giants. After Five Guys took a rather substantial lead in sales of units there were a number of competitors that appeared to fill in some of the gaps.

Today we see the pizza category going through a very similar transition except all of the competitors seem to have showed up at once! There is a high likelihood that the pizza category will have winners and losers. As this plays out there will probably be some consolidation of these new brands. Where that happens the operators of the brand being purchased will have to decide if they want to continue

Retail is another interesting category, historically a substantial conduit for consumers to get manufactured goods.

Today we see retail taking on a massive competitor in online sellers from small companies to Amazon and eBay. It is not uncommon to see shoppers in big box stores with their cell phones out price checking the item they want to buy online to see if they buy it now in the store or wait a day or two to get a better price.

for the convenience of their customers (dry cleaners, hair salons) while others service their clients at their home or place of business (office/house cleaners, home repair).

Those service concepts that don’t require a large or fancy retail location will likely result in a lower start up can operating cost. Having lowered those costs by eliminating expensive retail space you may also find that those service concepts have a higher profit percentage.

If you pursue a retail operation where you sell a product be sure that you don’t have substantial online competition or have targeted a brand that shoppers come to for expertise or ongoing support. That relationship and need for local service could be your key to success. In some cases the benefit to the customer is some form of relatively proprietary product that must be seen or demonstrated in person for the buyer to make a purchasing decision.

In service brands you may find both great business models and a cash flow that will be more level over economic trends.

Service, Service, Service!

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

Now to my favorite category for a number of reasons, Service businesses. Nobody has ever gotten a massage, facial, haircut, home repair, car repair, clothes dry cleaned or countless other services from Amazon. They never will.

Some of these services are the polar opposite of trendy or economy driven.

Does hair grow in a down economy? Do you need your car to work when money is a little tight? Are you able to dry clean your own clothes?

Service brands have the advantage of having to be provided in person and wherever the service needs to be provided. Some have a retail location

Regardless of the category you select there will be more options than you can consider in a reasonable time period so the key to your success will be finding the right franchise to fit your skills, drive, desire and goals. Keep economic up sand downs in mind as well as trends that might impact the business in the coming years.

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

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

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Rebecca Monet, Chief Scientist & President, Zoracle Profiles

Right Stuff + Right Fit Success Equation Part 2: How to determine if a franchise is a right fit for you

Rebecca Monet

Last month in my article The One Question Everyone is Asking we addressed the right stuff part of the “Right Stuff + Right Fit Success Equation”. In this article let’s discuss how to determine if a franchise system is a right fit for you.

Franchising USA

I have spent 23 years in franchising.

My company, Zoracle Profiles provides psychometric assessments which help franchisors and franchise brokers determine franchisee-franchisor compatibility. We do about 150 assessments a day. So you are in good company when considering franchise ownership. There are 5 primary things to consider when determining which franchise is a good fit for you.

saying there was too much competition.

The husband on the other hand, loved the idea because there was competition. He liked to innovate and create. Life was no fun without challenges. He could easily see ways to elbow out the competition.

His values were in alignment with the franchise organization and its business model.

Values

Every company goes through five predictable stages of growth. As a franchise organization grows, the systems and procedures will adapt to support an evolving business model, the needs of the franchisees and to satisfy end-user demands. Within each stage of business a franchisee’s skills and goals need to complement a franchisor’s plans and market expansion strategies. If you are in-step with the franchise organization’s Stage of Growth you will prove more compatible and likely perform better. To learn more click here: From Start-up to Supersized.

Your #1 priority is to pick a franchise company that shares your values. Why is values alignment important? Matching your core values with a company’s core values creates compatibility and harmony.

Like-minded people have a basis for understanding, communicating and exercising judgment. Values alignment builds strong brand recognition. Our research and that of others, show that there is a strong link between financial performance and values alignment. When the values of a franchise organization are in alignment with your aspirational values, the result is high performance and greater satisfaction.

I sat in on a presentation between a franchise broker and prospective franchisee. When the broker suggested a signage business the wife pushed back,

Stages of Growth

Some time back I spoke with a man who had purchased 3 different businesses over a period of 5 years. The first he never launched. The second, he simply closed the door and walked away. The third the franchisor bought the territory back. All

Complementary Competencies Understanding your business competencies is important. More important however, is how those competencies complement those of a franchise system. Complementary Competencies provide a framework for forming collaborations between franchisee and franchisor. In doing so it presents numerous ways of correspondence between the expertise of the franchisor and your skills as a franchisee.

Complementary Competencies reduces redundancy, makes wiser use of resources, provides points of correspondence and thus greater value, compatibility and performance.

3 were early stage franchise concepts and have done well for other franchisees. What then was his problem? He loved the idea of first to market and was often distracted by ‘shiny things’ like opportunity. However, his SpotOn! Profile results suggested he needed to be in a more established franchise system; with strong brand recognition. He was not the pioneer or hunter he believed himself to be. Today, he runs a successful business in a Stage 4: Empire franchise.

Culture Why is culture important? Culture determines the environment, strategies and practices that inspires and engages employees and franchisees to perform optimally. Culture is important to company morale and maintaining good relationships. The key to using culture to improve performance lies in matching cultural attributes to franchisee goals.

A culture that is congruent and clearly communicated provides endless benefits to you as a franchisee including greater effectiveness and strong brand recognition.

A franchisee who shares a company’s culture will prove more compatible.

We’ve all been in jobs or situations where we were not a good cultural fit. For me it was when the company I was working

for was bought out and new management came in. Where once I worked with autonomy and ability to innovate – I now found myself with a boss breathing down my neck and rules out the yin-yang. Make sure you are a culture fit before buying a franchise.

If you were putting together a baseball team you wouldn’t do so with six catchers, one shortstop, an outfielder and no pitcher.

You would make sure all your bases and field where covered. The same is true in franchising. When selecting a franchise be aware of your weaknesses. The areas where you are weak you want a franchisor strong. If you are weak in administrative or customer service functions either chose a business that requires little of that or find a franchise with systems that make those functions a non-issue.

Work Style

Conclusion

For greatest satisfaction and effectiveness, one should seek a work or business environment consistent with their natural tendencies. Work Style is particularly important for the business owner as you will set the pace, priorities and direction for employees, partners, vendors and clients. Work Style translates into how you will delegate, direct, motivate, manage, evaluate and resolve day-to-day business situations.

Thinking about work style reminds me of a woman who bought a yogurt franchise, who quickly discovered she didn’t like working with teenagers. Additionally, the business was fast-paced and required lots of interaction with customers. She was quiet and introspective, the noise and the sheer number of customers overwhelmed her. Worse, although the business was successful she felt empty inside. This was due in large part because she was not a good fit for this business model.

There are two parts to the “Right Stuff + Right Fit Success Equation”. First determine if you have the right stuff and then and only then search for the right fit franchise.

Learn what your values, competencies and cultural fit are with the SpotOn! Profile assessment.

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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franchise & serv ices dir ecto ry

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

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

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”

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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

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

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

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.

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

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

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

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

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

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

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Sprout Financial 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

The Interface Financial Group – IFG 50/50

• 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.

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

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

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

www.interfacefinancial.com

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

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

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