Elite Franchise Magazine | April 2016

April 2016 ÂŁ4.50

Bake & Take The self-service bakery chain has landed in Blighty

elitefranchisemagazine.co.uk

Territorial gains

Exclusivity or nonexclusivity? That is the question

MONEY MATTERS

How franchisees can find the right funding balance

The right stuff Ken Deary scooped awards aplenty during an 11-year stint at McDonald’s.

Now he is scoring further franchising success as managing director of Right at Home UK, the fast-growing homecare franchise

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philipphilipo-fish o-fish I am I am a franchisee a franchisee && this this is my is my McDonald’s McDonald’s ‘We’re ‘We’re very very active active in the in the community, community, likelike helping helping local local business business groups groups andand sponsoring sponsoring grassroots grassroots football football teams. teams.

TheThe most most satisfying satisfying partpart of being of being a franchisee a franchisee is developing is developing my my people. people.

Seeing Seeing them them enjoy enjoy themselves themselves andand be proud be proud to work to work at McDonald’s at McDonald’s – that’s – that’s thethe bestbest thing.’ thing.’

Phil,Phil, operates operates 6 restaurants 6 restaurants in North in North Wales Wales

www.mcdonalds.co.uk/franchising www.mcdonalds.co.uk/franchising

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Making our success part of your future Low investment <£5k, low running cost, no fees, high ROI with a family business manufacturing the Best Workwear and Footwear for 30 years For over 30 years, Mascot has been delivering the very best in workwear and safety footwear - and this is your chance to become part of its international success.

Mobile Workwear is an innovative new franchise opportunity, bringing our range of reliable, hardwearing products to the businesses that need them most.

Our success is built on being ‘tested to work’, from the products we offer, to our staff, suppliers and partners.

As a franchisee, you can unlock the potential within that brand to create a mobile retail business limited only by your ambition.

Low overheads, high earning potential and an unprecedented level of support, welcome to Mobile Workwear.

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Fully sign-written van and mobile showroom

“Our franchisees should appreciate quality workwear, but don’t need to have a textile background. What’s most important is having people with drive and ambition, who are keen to benefit from our established brand, experience and products.”

In addition to the low start-up costs and overheads associated with running a mobile retail service, each branded Mobile Workwear franchise will enjoy discounted samples. And, to keep costs down even further, we offer centralised accounts, stock and delivery control.

Your five year renewable franchise agreement for Mobile Workwear requires an initial investment £5k, a leasing agreement for the van and a credit guarantee of £10k underwritten by your bank.

From there, we can get you up and running straight away with product training, visibility on our website and full support from our dedicated team. You can contact us any time for help, or just to discuss plans and decisions you have to make.

For more information call: +45 87244700 or 07769 882775 email mobile.workwear@mascot.dk or visit www.mobileworkwear.com MASC001 Mascot DPS Mar16.indd 2

04/04/2016 13:32

CONTENTS

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70 REGULARS 9 Editor’s letter 10 Contributors 12 News & events 80 Franchise diaries COLUMNS 13 Cathryn Hayes 15 Karen Kelly 17 Nigel Toplis 29 Tony Bowman FEATURES

30 Charity begins at home Oast House Farm Snacks is the food franchise giving something back

34 Marking your territory

Are exclusive territories the best way to go?

40 Rising to the top

Bake & Take brings perfect pastries to Blighty

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47 Balancing act

There’s much to weigh up when funding a franchise

54 One and the same Consistency is the key to franchising success

60 Harnessing highperformers

How top-performing franchisees can help the whole network

64 The BYOD dilemma There are risks and rewards to embracing personal tech

70 Deal or no deal?

It’s not all black and white when it comes to contracts

FREE INFORMATION SERVICE Don’t miss our free information service for franchisees. You can find this at the back of the magazine.

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elitefranchise | April 2016

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20 THE ELITE INTERVIEW

How Ken Deary became a formidable franchising force

April 2016 | elitefranchise

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WELCOME

VOLUME 04 ISSUE 04 / 2016

EDITORIAL Adam Pescod – Editor adam.pescod@cemedia.co.uk Josh Russell – Web Editor josh.russell@cemedia.co.uk DESIGN/PRODUCTION Leona Connor – Head Designer leona.connor@cemedia.co.uk Jenny Allen – Intern Designer jenny.allen@cemedia.co.uk Dan Lecount – Web Development Manager dan@cemedia.co.uk SALES Adam Reynolds – Ad Sales Manager adam.reynolds@cemedia.co.uk Gwynn Evans – Senior Account Manager gwynn.evans@cemedia.co.uk MARKETING David Thomas – Group Marketing Manager david.thomas@cemedia.co.uk CIRCULATION Paul Kirby – Circulation & Data Manager paul.kirby@cemedia.co.uk ACCOUNTS Sally Stoker – Finance Manager sally.stoker@cemedia.co.uk Colin Munday – Management Accountant colin.munday@cemedia.co.uk ADMINISTRATION Emily Fulcher – Administrator emily.fulcher@cemedia.co.uk DIRECTOR Scott English – Managing Director scott.english@cemedia.co.uk Circulation enquiries: CE Media Call: 01245 707 516 Elite Franchise is published by CE Media, 4th Floor, Victoria House, Victoria Road, Chelmsford, CM1 1JR Copyright 2016. All rights reserved No part of Elite Franchise may be reproduced, stored in a retrieval system or transmitted in any form or by any means, without the prior written consent of the editor.

Elite Franchise will make every effort to return picture material, but this is at the owner’s risk.

Due to the nature of the printing process, images can be subject to a variation of up to 15%, therefore CE Media Limited cannot be held responsible for such variation.

The right way to run a franchise A

fter 11 successful years as a McDonald’s franchisee, Ken Deary took the decision to step away from the global fast-food brand. Why? Because he wanted to feel like he was making a difference every day.

Driven on by seeing his mother suffer a stroke and his mother-in-law battle cancer for 20 years, Deary established a care home before acquiring the master licence for Right at Home, the American homecare franchise.

Seven years later, and with a network of 36 franchises under his belt, it’s safe

to say he has found his calling.

If there is one thing to learn from Deary’s story, it’s that business isn’t all about the pursuit of profit. Nor should it be. More than ever, companies that provide an invaluable service to society are ultimately the ones that will endure.

That’s why Deary isn’t bothered about having more franchises than his competition. For him, it’s all about finding franchisees who are passionate about care and who aren’t, as he says, “just coming in for the money.”

As far as I’m concerned, that’s the right way to run a franchise.

Adam Pescod - EDITOR adam.pescod@cemedia.co.uk cemedia.co.uk

April 2016 | elitefranchise

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CONTRIBUTORS

Cathryn Hayes

We’re delighted to welcome the bfa’s head of business support to our ranks. Boasting 20 years’ franchising experience, Hayes is perfectly placed to impart some advice on managing the performance of franchisees.

When she’s not helping franchisors or judging awards, Hayes can be found beside the rugby pitch, cheering on her beloved Worcester Warriors. This means she’s very familiar with relegation battles and hopeful comebacks.

Kate Lester

Don’t worry: Lester isn’t planning a military coup or a career change. As she explains in her fantastic column this month, it’s actually her take on Winston Churchill from a Diamond Logistics D-Day social back in 2014. However, Lester reckons she ended up looking more like Colonel Gaddafi than the late British prime minister. We’ll leave it to you to make your own minds up.

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Karen Kelly

Cleanhome’s head honcho has recently been busy meeting potential franchisees for her domestic-cleaning franchise. Once she’s added some fresh faces to the Cleanhome network, Kelly is planning to embark on a road trip of Ireland to visit friends and family. And she’ll be taking her beloved springer spaniel Leo with her. Kelly’s column this month weighs up the pros and cons of running a franchise at home versus an office.

Nigel Toplis

Having spent more than a decade at the helm of The Bardon Group – the parent company of Recognition Express, Kall Kwik, ComputerXplorers and The ZipYard – Toplis is no stranger to fielding queries from those interested in franchising their business. In this month’s column, he boils down the nine key factors any aspiring franchisor needs to take into account when breaking into franchising.

elitefranchise | April 2016

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NEWS Subway hits 5,000 stores in Europe Not many things in life are certain but you can rest assured of never being too far from a Subway. From a single restaurant back in 1965, the franchise now boasts more than 44,000 outlets in over 110 countries. And, with the opening of a new restaurant in Scotland, it has just reached the landmark of 5,000 stores in Europe. Located in The Centre, a shopping centre in Livingston, the outlet is the 16th to be opened by seasoned Subway franchisee Haj Atwal. It seems people just can’t get enough of Subway.

Turtle Tots is entering new waters We’re always happy to hear a great British franchise is being exported to foreign shores, which is why it’s such good news that Turtle Tots is taking the plunge down under. Having built up a network of 40 franchisees over the course of the last five years, the award-winning provider of aqua-natal yoga and baby and toddler swimming classes is now expanding to Australia. The franchise is set to launch in Melbourne before rolling out across the rest of the country. We’re sure the locals will take to it like a duck to water.

WORDS: ADAM PESCOD, JOSH RUSSELL

Finalists announced for Franchisor of the Year

Events

It’s always nice to have a little bit of recognition for all your hard work. So you can imagine the excitement of the 17 franchisors that have been named as finalists in the bfa HSBC Franchisor of the Year Awards 2016. There’s a ton of talent vying for the top gong of bfa HSBC Franchisor of the Year 2016, including Home Instead Senior Care, McDonald’s, Driver Hire Nationwide and Water Babies, while the rising stars up for this year’s Emerging Franchisor of the Year award are busylizzy, Diamond Logistics and Heritage Healthcare. We wish the best of luck to all involved.

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bfa Prospective Franchisor Seminar April 6 Olswang LLP, 90 High Holborn, London, WC1U 6XX

bfa Specialist Seminar: Effective Franchisee Recruitment April 14 bfa Offices, 85f Park Drive, Milton Park, Abingdon, OX14 4RY

bfa Northern Forum May 6 Hilton Manchester Airport, Outwood Lane, Manchester, M90 4WP

bfa Prospective Franchisee Seminar April 7 Olswang LLP, 90 High Holborn, London, WC1U 6XX

EWIF South Regional Meeting April 19 Blake Morgan LLP, New Kings Court, Tollgate, Eastleigh, SO53 3LG

EWIF London Regional Meeting May 12 Under 1 Roof, Unit 9 IO centre, Skeffington Street, London, SE18 6SR

A full event listing is available on our website: elitefranchisemagazine.co.uk/events

elitefranchise | April 2016

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Cathryn Hayes, head of business support, bfa

The importance of benchmarking A franchise won’t flourish unless the franchisor is setting goals for franchisees and supporting them along the way One of the things that successful franchisors need to do on a regular basis is monitor their franchisees. This could involve weekly, monthly or even daily capture of data, possibly direct from tills or through accounting software. But that shouldn’t be the end of the process.

The best franchisors know exactly what good looks like for their franchisees – both in terms of sales and overheads – and they will benchmark their network to check that franchisees are on track.

Doing this ensures that as soon as a franchisee’s figures deviate from the plan, action can be taken to help them understand why things are not quite where they should be.

But what exactly is benchmarking? According to Wikipedia, it is the comparison of a business’s processes and performance metrics with industry bests and the best practices of other companies.

This translates really well into a franchising environment, where a franchisor can gather data from all its franchisees, recording the key performance indicators over a period of time to identify how the whole network performs. It is then an easy matter to review individual franchisees against the average and divide the network up into the strongest performers, those in the mid-range and the ones at the bottom who are not performing as planned.

Benchmarking can also ensure that support is directed to the right franchisees at the right time.

Sometimes this might be for the underperformers: maybe sales are down, so one of the field staff can go out and help the struggling franchisee get back on track. Alternatively, if costs are too high, benchmarking can help a franchisor understand exactly what all the franchisees are reporting in terms of costs as well as top-line sales figures.

Franchisors also need to ensure that the topperforming franchisees are looked after, not just the underperformers. Maybe they need some help taking on additional staff or premises to support their growth. Or perhaps they require assistance on improving profitability as well as turnover.

The most successful franchisors will provide a range of support and assistance to all of their franchisees that is tailored to their needs in terms of performance and future ambitions.

Good franchisors know that a weak link can adversely affect the rest of the network, so it is important to check that franchisees are maintaining standards and following the system. Sometimes this means that a franchisor has to get tough with a franchisee but that is part of making sure that the whole network is pulling together and no one is letting the side down.

Policing the brand and the standards is therefore an important part of building and running a highly successful network of franchisees.

April 2016 | elitefranchise

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ADVERTISING FEATURE

How much do you really care?

Promedica24 is the largest specialist live-in care provider in Europe

T

he business has a successful track record with over 100 franchisees and thousands of carers providing a valuable service to thousands of families. “Finding the right sort of people to deliver the care is a problem for the majority of companies,” says Dan Archer , franchise director at Promedica24.

“With Promedica24 we have solved this issue as we source the care staff for the franchisee and they do not have to worry about recruiting, training or payroll for care staff.”

Archer also explains that the Promedica24 model is a simpler franchise opportunity for the franchisee in other ways. “Many care franchises require £50,000-£100,000 to start the business when you include working capital and the fact that the franchisee has to set up an office, recruit a care manager, recruit care staff and register with the Care Quality Commission,: he says. “All of these things take time, and money is needed to fund the business before any clients are found and any revenue comes in from care.

With Promedica24, none of these things are a consideration for the franchisee. The franchisee works from a home office, we

have a team of regional care managers and we are registered with the Care Quality Commission.

This means that the franchisee needs a far smaller investment to start the business and the business shows a return on investment far sooner.”

Promedica24 believes that its approach, which is proven to be very successful, means that the franchisee runs a business where they can focus fully on demonstrating a different approach to care. “We want franchisees who want to make a real difference,” says Archer. “It is harder to make a difference than to make a profit, so we look for franchisees who show empathy for the challenge faced by those seeking care and a desire to make a difference to the lives of the elderly. If you make a difference, the profit will come.” As franchise director, Archer has almost 20 years’ experience in franchising but he has also seen what poor quality care looks like. “Both of my grandmothers have suffered at the hands of the traditional care system,” he says. “I believe that Promedica24 has found a different way; a better way.”

The Promedica24 franchise has an initial investment of £15,000 plus VAT and franchisees could need as little as £5,000 in working capital. For more information and to receive a full franchise prospectus visit www.promedica24franchise.co.uk or call Dan Archer for a chat on 07584 178458.

Demand for this service to increase 60% in the next 20 years Your business will meet the ever increasing demand for live-in care: Over 100 franchisees in the UK and Germany Low investment level Minimal working capital required High return on investment Over 3500 live-in care customers network-wide

Promedica24 is the UK’s only specialist 24 hour, live-in care service.

Healthcare professionals and the families of those affected now recognise the benefits of caring for patients in the comfort of their own homes.

“I truly believe we make a difference and I enjoy being part of a solution.”

Mark Muller, Surrey franchisee

At Promedica24, we find and recruit staff for you and deal with any regulatory and compliance matters. Our unique approach leaves you free to build and run a successful, profitable and rewarding business.

Contact us for more information on 0192 338 1200 or visit www.promedicaplus.co.uk

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Karen Kelly, founder & managing director, Cleanhome

The new franchisee’s dilemma: where’s the best place to work?

There are many things to consider when buying a franchise but one of the most important is whether you’d rather run it from home or an office So, you’ve decided to take the plunge and start your own franchise. You’ll be faced with lots of decisions as you progress on your business journey and one of the first things you need to think about is where your business will be based.

Many people think that the decision lies with the franchisor. After all, when joining a franchise network like Domino’s or Subway, you have to rent room will do if you don’t have a spare room – and a suitable space for your business. But this isn’t the use a business mobile that has a voicemail service. case with all franchise operations. There are more It’s also worth installing a separate landline and than 900 franchised businesses in the UK and a answerphone for your business. lot of those businesses are home-based. Modern Nevertheless, it’s easy to let work take over your technology means we no longer have to be officelife when you’re working from home. Starting a new bound as businesses can be run from everywhere, business means putting in long hours, so having an whether that’s a swanky office or a garden shed. office in your home might make it more difficult to Working from home is understandably a dream switch off and stop thinking about work issues. An for many people. It means you can work flexible external office can provide a completely separate hours in a comfortable environment, avoid the daily space that won’t encroach on your personal life commute and enjoy low overheads and will be free of distractions like A lot of that can help you build a profitable friends dropping by for a cup of tea. business very quickly. However, If you’re worried about the costs entrepreneurs some people make the incorrect of running an office, which can be find it hard to assumption that people who work high, you can always look into differentiate their quite from home don’t work as hard or renting a serviced office. business needs offer the same level of professional A lot of entrepreneurs find it hard from vanity services or products as office-based to differentiate their business needs businesses. If you’re worried that from vanity. Most people would love potential clients might make negative assumptions to have a dedicated space where their surroundings about your home-based business, it’s up to you to reflect the brand but that won’t necessarily help the change their perceptions. You will be running a business grow. Ultimately, whichever decision you real business, so treat it like one. Designate a space make, just make sure it’s the one that will give you for your business – a partitioned-off section of a and your business the best start.

April 2016 | elitefranchise

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AnytimeFitnessUK

AnytimeFitUK

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Nigel Toplis, managing director, The Bardon Group

What should you consider when franchising a business?

There are a number of things a potential franchisor should take into account when entering the world of franchising Over the years, I have met many people who have built up successful small local businesses and have then thought about franchising as a means of expanding the brand and building themselves a serious capital asset. When asked to advise on whether and how a particular business can be franchised, I consider nine key aspects.

First of all, you need to have an understanding of how franchising works, the level of support you should look to provide and the controls you need to put in place. Additionally, the business also has to be ‘franchiseable’. I struggle to see how brain surgery or something that is innately ‘creative’ could possibly be franchised because the inventiveness or initiative of the individual is essential to the business. To franchise a business, it needs to be replicable and something that can easily be mastered by a wide cross section of people.

If you think you understand franchising and believe your business can be franchised, then you need to determine the marketplace. It must be large enough – or potentially large enough – to accommodate a number of franchisees. I would also advise against franchising in a market that is niche or influenced by fashion.

If you can tick all three of the above then your next priority is structuring your franchise model. The first thing you will need is a manual. Your method of operation must be fully documented and the franchisee must feel confident that if they follow the system they will achieve an element of success. Suffice to say, it should

cover all key business disciplines involved in the business. You will also need formal documentation – not least a franchise agreement – to detail responsibilities between franchisor, franchisee, suppliers and customers.

Then of course you need to work out how you are going to recruit franchisees. My advice here is to recruit people who have the same passion and pride for the business as you do. That is not easy and certainly it is not cheap – you will need to consider a number of different routes, including exhibitions, magazines, websites, press and direct marketing.

The whole process of creating a proper and ethical franchise can certainly cost a bob or two and when it comes to funding, I estimate that you need between £80,000 and £150,000 for the first year – depending on how much revenue you generate yourself.

Should you get to the point where you decide to go ahead then I would urge you to take professional advice.

Talk to the bfa, visit a specialist franchise lawyer, speak with knowledgeable banks, meet with a good accountant and speak with other long-established franchisors.

Last but not least, this is your business so be single-minded. Do not accept weak franchisees; do not chop and change the franchise agreement to suit the wishes of individuals; and do not be tempted to bend your own rules. Franchisees want strength, vision, support and, above all, a solid business system.

April 2016 | elitefranchise

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ADVERTISING FEATURE

A Dynamic and Recession-Proof High-Street Franchise The ZipYard is the fastest-growing garment-alteration franchise in the UK. With distinctive branding and well-planned shop fits that minimise square footage for maximum profit, the opportunity provides owners with a business that is welcome on any high street

O

fficially launched in Britain

by The Bardon Group in 2011, The ZipYard’s growth has been very strong and the company is well on the way to achieving its first target of 50 centres in the UK. The business provides a much needed service and has a real role to play in the rejuvenation of UK high streets.

The ZipYard concept offers total flexibility, providing the opportunity to simply run one centre or build a bigger business through owning multiple ZipYard centres throughout the country.

Specifically designed to project a stylish, high quality image, the ZipYard offers a wide range of alteration and tailoring services, all done on site by trained professionals in purpose-built, beautifully shopfitted centres, branded with the ZipYard’s signature eye-catching yellow and black colours.

From dress restyling and taking in or letting out to bridal-wear fitting and formal wear alterations, The

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ZipYard provides convenient, speedy and cost-effective clothing alterations and repairs.

The ZipYard franchise package is a total turnkey operation, comprising a complete shop fit, state-of-the-art machinery, computer systems and a comprehensive marketing package that includes regional PR activity.

The package includes industrial sewing machines, specialist alteration and repair machinery, a computer, software, EPOS system, signage, fixtures and fittings, various consumables, starting stock, plus training and ongoing support from the franchisor, and a marketing and PR campaign to launch each centre.

Why choose The ZipYard?

Former driving instructor Richard McConnell opened England’s first ZipYard franchise in Altrincham in 2011 followed by a second centre in Wilmslow in 2013.

“We did lots of research in the franchise press and online, and looked into a wide variety of franchises,” says McConnell.

“The Altrincham ZipYard has exceeded all of our expectations and the model is so well thought out that it was easy to replicate in Wilmslow.

Our reputation went before us and the customer base in the new ZipYard is building very nicely.

“Initially it was my wife who noticed the ZipYard advert and she thought it was a fantastic idea. We did some research and quickly realised that there was no real competition in our area. Most of the time clothing repairs

are done as a bolt-on service at dry cleaners. The turn-around time isn’t very good and they don’t offer a very wide range of services.”

Marketing Head office provides a wide range of marketing support to the network including email marketing, a comprehensive range of promotional collateral and window posters that are supplied free of charge throughout the year to each centre.

All franchisees also have access to a retained PR agency that carries out regular activity on behalf of the ZipYard to raise awareness and generate footfall.

I have been extremely pleased by the success of our ZipYard store so far. As with any business, if you can combine excellence in service with excellence of products you have a winning formula and we certainly have that here at the ZipYard Bedford Graham Mulheron, The ZipYard Bedford

Contact: Emma Downes t: 01530 513307 e: edownes@thezipyard.co.uk Total Cost:£38,500 + VAT plus shop fit

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KEN DEARY

HOME SWEET HOME WHEN IT COMES TO FRANCHISING, YOU COULD SAY KEN DEARY HAS BEEN THERE, DONE THAT AND GOT THE T-SHIRT. BUT, AS HE EYES UP 130 FRANCHISES FOR RIGHT AT HOME UK, HE DOESN’T LOOK LIKE HANGING UP HIS BOOTS ANYTIME SOON

BY ADAM PESCOD / PHOTOGRAPHY BY NATALIE SEERY

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elitefranchise | April 2016

KEN DEARY

F

rom being an award-winning McDonald’s franchisee to presiding over an award-winning homecare franchise, success has never been too far from Ken Deary. And it’s evident who the managing director of Right at Home UK credits most for his rise to the top. “My mother basically gave up everything because she wanted her eldest son to go to university,” says Deary. “Her determination has driven me from day one.”

Growing up in Liverpool during the 1960s meant university was more of a dream than an expectation for somebody like Deary. As a result, he struggled to adapt to life as a student at Leeds. “I was a little uncomfortable in the early days at university because everyone seemed so privileged,” he says. But Deary soon acclimatised and went on to secure a degree in economics, before landing a graduate job at Royal Insurance, which later became RSA. It’s safe to say his experience of work was fairly limited up until that point; holiday jobs had included stints as a binman and a postman. But the experience they gave Deary was nothing if not invaluable. “Those jobs were great because they really taught me about hard work and working at the coalface,” he says. His passion for sport also instilled him with the necessary drive to succeed. “I wasn’t good enough to be a professional but I loved sport,” he adds. “Coming from a working-class background with a driven mother makes you very competitive and I wanted to do as well I could in life.”

Despite qualifying as a certified accountant shortly after joining Royal Insurance, Deary ascended its ranks to become a senior operations manager. But, after 12 years with the insurance giant, Deary found himself itching for a fresh challenge. “As I spent more years working for someone else, I increasingly had this yearning to work for myself,” he says.

However, having just become a father, it was clear Deary couldn’t just launch himself into starting a new venture from scratch. That’s why he turned to franchising. “I wanted to replicate the money I was earning but at the same time be my own boss,” he explains. “And franchising gives you those opportunities if you’re with the right franchisor.

April 2016 | elitefranchise

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Ken Deary

Things have to feel right for me – and care just felt right 22

He found it in the shape of a certain fast-food brand. “This was back in 1993 when franchising wasn’t as mature as it is now,” says Deary. “But the one franchise that really stood out was McDonald’s.”

Following a rigorous interview process and nine months of unpaid training, Deary took over the brand’s Southport franchise. And with a successful career at a FTSE 100 firm behind him, he was confident of making a successful transition to the world of franchising. “I am one of those people who just bounces back if you knock them down,” he says.

“I knew, given the right opportunity, I would make it work.”

elitefranchise | April 2016

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Ken Deary

My mother gave up everything because she wanted her eldest son to go to university.

Her determination has driven me from day one

His faith was well-founded. In an 11-year career with McDonald’s, Deary turned the loss-making Southport branch into one of the most successful in the area and opened a further three units across north-west England. And his achievements didn’t go unnoticed: not only did Deary become the first McDonald’s franchisee to be named bfa Franchisee of the Year in 2002, he was also handed a McDonald’s Golden Arches award, which is given to the company’s top 30 franchisees around the world.

As Deary reveals, the bfa award would come in handy further down the line. “It was fantastic to win that award but I didn’t realise how important it was until I later became a franchisor,” he says. “It has helped me immeasurably.”

Suffice to say, Deary has nothing but fond memories of his time with McDonald’s. “It gave me a great grounding in franchising,” he says. “It taught me how to get the best out of a franchisee but also what not to do with a franchisee.”

But, like RSA before it, McDonald’s was never somewhere Deary could envisage spending his whole career. “It’s a great brand but it never quite gave me that feel-good factor,” he says. “I wanted something that got me out of bed and made me feel like I was making a difference every day.”

When a local care home went up for sale, Deary saw an opportunity that seemed to tick all the right boxes. “Although being successful in business is important to me, I also have a very big social conscience,” he says. “Things have to feel right for me – and care just felt right.” Having seen his mother-in-law battle cancer for 20 years and his own mother suffer a stroke, Deary already had experience of what working in the industry entailed.

“I understood quite a bit about care,” he adds.

Running the home for four years gave Deary an insight into the state of the care sector in the UK. It opened his eyes to the opportunity of delivering the same service to people in the comfort of their own homes; something that was largely the preserve of the public sector at the time. “Domiciliary care in the UK was being provided in the main through the government,” says Deary. “The private side of care hadn’t grown that big.”

Having started to look more closely at ways that he could deliver private homecare in the UK, Deary came across an advert for Right at Home, the American homecare franchise. “They were looking for a master licensee for the UK,” he says. “With my grounding in franchising, my understanding of the care sector and the fact that I wanted to deliver care in people’s homes, it all fitted together fantastically.”

Before he knew it, Deary was meeting Allen Hager, April 2016 | elitefranchise

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Ken Deary

who founded Right at Home in 1995 following a career as a hospital administrator. “Allen saw that people were coming out of hospital and needing support to live at home,” explains Deary. “He realised there was an opportunity there.” You could almost say that Hager and Deary were like two peas in a pod. “I got on fantastically with Allen,” says Deary.

“I thought he had the same principles in life. He also wanted success for his franchisees, which is very important to me.”

Deary acquired the master licence for Right at Home UK in 1999 and launched the pilot in Preston the following year. While he could see how the franchise would translate well to these shores, a little tweaking was still in order to make for a smooth transition. “Our system is very regulated in the UK,” says Deary. “So although the overarching principles are there, a lot of the detail has to be different.” Thankfully, the US team afforded Deary the flexibility to make the necessary adjustments.

“They have been very mature about that,” he adds. “They recognised that we needed the space to change the model for the UK.” On the face of it, Lancashire wasn’t the most obvious place to assess the appetite for private homecare. But, as Deary explains, proving the concept in the north was a clear indication that it would work in the rest of the UK. “I guess it may have been easier if we’d have done it in the south but we wanted to test it in a more challenging area,” he says. “It was important to us that it worked there.”

Since then, the challenge has been finding franchisees who can deliver the Right at Home model in all parts of the country. The first franchisee to come on board was Tim Haigh, who acquired the Sutton & Epsom franchise for Right at Home UK in 2011.

Suffice to say, he possessed all the attributes that Deary now looks for from each and every one of his franchisees. “He is very professional, he’s ambitious and he’s absolutely dedicated to ensuring his clients get the best possible service,” explains Deary.

And while Right at Home’s franchisees are busy taking care of their clients, head office is always on hand to offer its support. As well as providing all of the necessary training and collateral to help make their business a success, Deary says his door is always open to franchisees seeking some advice. “We never want to be the kind of company where you’re too big to have access to the senior management team,” he says.

It was in recognition of this support that Right at Home was named Emerging Franchisor of the Year at the 2014 bfa Franchisor of the Year Awards. It has also been a finalist three times in the Smith + Henderson Best Franchise Awards, which are based on independent franchisee surveys. “That’s really important to us because it shows how together we are as a franchise unit,” says Deary.

From signing up its first franchisee in 2011, Right at Home has swiftly grown to a nationwide network of 36 franchises, which Deary hopes to take to 130.

Suffice to say, finding the right people will continue to be key. “We only want to grow with quality franchisees,” he says. “That will mean recruiting six to eight a year.” Yet with the homecare sector going from strength to strength in the UK, he is nothing but optimistic about Right at Home’s future. “The demographics and long-term sustainability of the business are all very positive,” he says. “This is a sector that’s going forward.”

And it’s not just his company that Deary has high hopes for.

After a 22-year wait, he’s finally close to getting his hands on a Liverpool season ticket. “I’m not a betting man,” he says. “But I’m going to put a bet on us winning the league next season.”

We only want to grow with quality franchisees

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04/04/2016 15:07

Do you have:

Energy?

Drive?

Enthusiasm?

Take your first step to being part of a growing success story Ableworld, one of the UK’s leading mobility and homecare retailers, are looking to award a limited number of franchises for their successful retail and stairlift businesses.

There are unstoppable demographic, economic and political forces driving the mobility and homecare industry forward.

Just one example is that, according to government statistics, in 10 years time over 25% of people will be over 65 and the figures for those over 80 and 90 are even more striking.

Ableworld’s products and services are designed to capitalize on this growing market and you can capitalise too, as an Ableworld franchisee.

Franchisees will need: • Drive, energy and enthusiam • A customer service mentality • A passion for helping people • The desire to want to run their own business in a growing market Franchisees will get: • Two integrated businesses for one price • The opportunity of earning up to £95,000 p.a. by Year 3 • Use of the Ableworld brand in an exclusive territory • A first class training and support programme And much more...

overall investment level is £70-75,000 UP TO 70% FINANCE AVAILABLE 30 STORES NATIONWIDE

For more information call 01270 627 185 or visit www.ableworldfranchise.co.uk ABLE001 Ableworld FP.indd 1

04/04/2016 13:45

Interested in Starting an Estate & Letting Agency?

Are you Ready to Deliver a World-Class Customer Service?

Join a Multi Award-Winning Property Franchise - HomeXperts Jason & Gaya chose HomeXperts for their support and training...

“There are a number of reasons why I chose HomeXperts. I have worked in estate agency for approximately 17 years and enjoyed building a good name, contacts and market awareness. I have also been a landlord and let property for over 10 years.

The HomeXperts franchise enabled me to continue working in the area that I have great knowledge and contacts while offering me Jason & Gaya Barnett, greater flexibility running my business working from home. As I enter my second year my business is healthy, growing at a rate of HomeXperts Worcester knots and I have established a reputation for excellent customer service which is creating some excellent referral business for HomeXperts.

Sussanne Chambers, Managing Director and Founder, accepting The Sunday Times’ Gold award for Best Estate Agency Franchise from Matt Dawson MBE

It scares me now that I may have missed out on this amazing opportunity by not having the courage to branch out on my own.

But with the support of the amazing team at the Central Support Office my dreams are coming true.”

Happy Franchisees 





HomeXperts received a rating of 88% in the Lloyds TSB Franchise Benchmark Satisfaction Survey, the highest rating for any property Franchise.



Impressive Training



HomeXperts is the only property franchise delivering an industry-leading monthly programme of Continual Professional Development.



Serious Franchisee Support 



An individual launch marketing plan and marketing campaign enable franchisees to hit the ground running.

We work with you to make your business a success.

To register to attend a Discovery Meeting near you, visit www.home-xperts.co.uk or email at us at franchise@homexpertsuk.com

EliteFranchise0316.indd 1





Our top franchisees become members of the HomeXperts ‘Altitude Club’ by earning more than £25,000 in a month in invoiced commissions.

Clever marketing has helped our franchisees to achieve profitability and sustainable businesses.

Our intensive training academy trains to National Federation of Property Professional (NFOPP) standards.

22 weeks of ongoing support to guide new franchisees through their business set up process.

Each franchisee has a Support Manager to guide them through the launch processes and business development.

Monthly one-to-one’s to discuss your progress.

To join HomeXperts call us on

01905 678853

02/03/2016 15:59

ADVERTISING FEATURE

Secure your Future with the Xperts Have you achieved what you set out to in 2016?

Three months into the year and still no change? If you’re tired of earning money for someone else, then it’s worth putting serious consideration into setting up your own business. If you’re passionate about property and delivering an exceptional level of customer service, an estate and lettings agency could be just right for you. Running an estate and lettings agency is a rewarding and challenging career where you will meet lots of new people, expand your skillset and help people move into their dream homes.

What makes HomeXperts exceptional?

HomeXperts is a multi-award-winning estate and letting agency franchise that delivers a consumer-focused approach. It doesn’t just sell or let houses; it really helps people move. Franchisees deliver a personal agency service whilst working from home or a small serviced office, eradicating the expensive monthly rental costs of a high-street store.

Want to secure your financial future?

Many HomeXperts franchisees had little to no experience before joining the franchise, yet its top-earning franchisees have joined the HomeXperts Altitude Club by earning more than £25,000 in a month in invoiced commissions. By working hard and following the proven franchise model, you could secure your financial future working from home.

What if you’re new to the industry?

All HomeXperts franchisees are trained to National Federation of Property Professional (NFoPP) standards, starting with an initial two-week intensive Training Academy. This leads to accreditation from the National Association of Estate Agents (NAEA) and the Association of Residential Letting Agents (ARLA). After the initial training, you will receive 20 weeks of ongoing mentoring and support to guide you through the launch process.

How much support will you receive?

The comprehensive training and support package includes quarterly franchise meetings, monthly business reviews and twice-weekly webinars. You can reach all of the documents you need to build up and establish a successful and profitable estate and letting agency with 24/7 cloud-based access to the HomeXperts Franchisee Hub. The award-winning Hub hosts the franchise’s ten-volume operations manual, including over 1,000 training documents, in excess of 300 webinars and more than 100 marketing materials.

Do you want to join the best of the best?

HomeXperts has won The Sunday Times’ Best Estate Agency Franchise for the last three years, retaining Gold in 2015. The innovative franchise model won the West Midlands Regional Chamber Award for Best Use of Technology to Improve your Business, becoming one of eight national finalists in 2015.

Will you struggle to fund your own business?

The franchise model has been backed by the government-funded back-to-work scheme FranchisingWorks, enabling HomeXperts to offer up to 100% funding. Through all the major highstreet banks, HomeXperts can make up to 70% of the eligible funding for the initial franchise fee and first year’s operating costs.

How will you compete in your local market?

You will have your own local website including access to HomeXperts’ free instant online valuation tool, plus a branch page on the HomeXperts national website. The Value My Property application enables users to receive an instant valuation of their property, providing them with an idea of the value of their home and generating more leads for you.

Interested in a HomeXperts franchise?

For more information or to book your discovery meeting, email josh@homexpertsuk.com.

For a quick, informal chat, call Josh Birbeck, HomeXperts’ franchise recruitment manager on 01905 678853 to discuss all of your initial questions.

Visit www.home-xperts.co.uk to find out more about the franchise model and read through its virtual brochure.

April 2016 | elitefranchise 27

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04/04/2016 14:47

Where’s the fire?

Secure your Future with a Jackson Fire & Security Franchise A Jackson Fire & Security franchise meets the constant demand for legally compliant Fire Safety systems from businesses and organizations throughout the UK. Profit from 25 years of industry experience, gold standard industry accreditation and a solid reputation within this lucrative sector.

With an increasing demand for property protection and surveillance, and an ever present need for fire protection why not find out how you could profit from running a Jackson Fire & Security Franchise.

• A Recession resilient business • Fire Alarms - a requirement for every business and managed property • Growing demand for property protection and surveillance • Repeat business maintenance and servicing • 25 year reputation • Gold standard Industry Accreditations As this is a management franchise no previous industry experience is required.

Call us on 01352 755866 for more information or email: franchise@jacksonfire.co.uk

www.jacksonfire.co.uk

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Tony Bowman, managing director, etyres

Work together, succeed together A family feel can help ensure a franchise network goes from strength to strength businesses. Because many of our senior management team Among the legendary quotes attributed to Henry are also etyres franchise owners, our network knows that Ford is: “Coming together is a beginning, keeping when it is being offered advice, it comes from first-hand together is progress, working together is success”. He experience, not a business handbook. could easily have been talking about the principle of Perhaps the most attractive reason to buy a franchise franchising, which is why these words came to mind is that you are part of a much bigger organisation with recently after we completed a series of biannual regional everyone focused on growing your business, whether meetings with our etyres franchise owners across the UK. they are based at head office or in neighbouring branches.

Our network really looks forward to these events because Sharing contacts, ideas and advice all related to your they offer everyone the opportunity to focus on where our business really helps to develop camaraderie, as well business is and what we can do to improve our position. as developing your brand and generating new business It is vitally important to make sure that the franchise across the network. you join is going to offer continued Being part of a franchise doesn’t support once you have launched Being a good guarantee you a charmed business your business. Equally, being a good franchisor is life but it does offer you the franchisor is about more than just selling a great business formula; it is about developing opportunity to share the burden of about developing a strong working a strong working your responsibilities when times are tough, as well as celebrating partnership with your nationwide team. partnership with the successes. It may sound corny I am pleased to see that network your nationwide but being part of a franchise forums are becoming an increasingly team should be like being part of a big common and useful business tool. They family. This is another key reason allow everyone involved – franchisor, why we espouse family values and many of our branches franchise owners and the head-office teams – to keep in are family businesses that are jointly owned by couples, touch and offer an easy-access channel to share tips on siblings or parents and their children. everything from best practice for specific tasks to effective So never forget, one of the biggest advantages of being marketing initiatives. part of a franchise is that you can build a business for Franchise owners should also be free to speak to head yourself without having to do it by yourself. office daily in order to ensure the smooth running of their April 2016 | elitefranchise

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Oast House Farm Snacks

Charity begins at home

Flapjacks and philanthropy don’t often go hand in hand. But Oast House Farm Snacks has found a way to simultaneously feed peckish employees and raise money for charity

BY JOSH RUSSELL

I

t’s not often you hear of an opportunity to own a business and raise cash for a good cause at the same time. That’s why Oast House Farm Snacks, the franchise that raises money for local hospices by selling office snacks, is proving so popular with franchisees and customers alike.

As is often the case, the founding of Oast House Farm Snacks was driven by a change of life circumstances. “My wife wanted to go back into work after our first son started school,” says Matthew Simmonds, the company’s franchise director. “But back in her job as a veterinary nurse, there weren’t the hours to fit around that.”

Fortunately, they had recently stumbled upon a business concept they felt had a lot of potential.

They came across a company that was placing a basket of flapjacks into an office and inviting people to pay by putting a pound in an envelope.

“It was like bees to a honeypot,” says Simmonds.

“If somebody did that with a good cause-related marketing campaign behind it, I could see it would make a good little business.”

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Oast House Farm Snacks

This kind of philanthropy has always been baked into Oast House Farm Snacks – and with good reason. “We’d recently lost my wife’s father to cancer and got involved with the local hospice,” Simmonds says. “We found out how much money they needed to raise because we wanted to create a business for her that would also help us do a bit of fundraising.” The business quickly took off and Simmonds soon started to wonder if he and his wife could help other hospices around the country. They reached out to another home in Brighton and soon found themselves managing a multi-site operation.

“I ended up going down to Brighton in my spare time,” he says. “Then we employed somebody to take it on and it went a bit crazy from there.”

Before long, the entrepreneurs realised that a franchising model would actually be a great fit for Oast House Farm Snacks. “It became quite clear that if our employee in Brighton was running as a franchisee, they would be running profitably,” says Simmonds. But they were aware that converting the model would take some work – operating Oast House Farm Snacks as a business owner would entail many additional financial considerations such as VAT and tax. Fortunately, its Brighton employee served as the perfect pilot for the fledgling franchise and became the first franchisee to buy into the

It’s about personality; we’re looking for someone who’s personable and who can deliver good customer service

business. “Developing the model was really about homing in on the pain points that she would go through and supporting her through that whole process,” he adds.

By June 2015, Oast House Farm Snacks had proven its model and was ready to begin franchising. But how does its service actually work?

“We use two local bakeries and then we have a much larger contract with a manufacturer for the remainder of our products,” says Simmonds. Boxes of these products, which include everything from flapjacks and rocky road to muffins and cookies, are delivered to local businesses; employees pay based on an honesty system and after ten days the cash and remaining products are collected.

But this is only half the story: perhaps more important is what happens to the money once it’s been collected. “We donate half of the profit to charity, which equates to somewhere between £400 and £600 a month per franchisee,” Simmonds says.

Whilst this will typically be to the local hospice in that territory, Oast House Farm Snacks has a few backups in case this isn’t an option. “We can instead launch under the Children’s Trust, which is our national charity,” he says. “Alternatively, the franchisee can approach us and say, ‘This charity’s really important to me: could we work with them?’”

Its support of local charities has certainly helped give Oast House Farm Snacks an edge. Whilst philanthropy is a laudable aim in its own right, it also has the added benefit of being more enticing for both franchisees and customers. After all, the only things better than providing tasty treats to employees or bringing home the dough is being able to raise money for a worthwhile cause at the same time. “Everybody knows somebody who has needed a local hospice,” says Simmonds. “It means it’s much closer to people’s hearts.”

April 2016 | elitefranchise

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Everybody knows somebody that has needed a local hospice; it means it’s much closer to people’s hearts In light of this, it’s hardly surprising that Oast House Farm Snacks is attracting potential franchisees in their droves. “We only use one marketing channel at the moment because we’re already getting more than 20 enquiries a week,” Simmonds says.

Another factor that undoubtedly contributes to Oast House Farm Snacks’ popularity is the granularity of its model. As it handles every element of sourcing customers, franchisees are able to buy into either a 200-box part-time or a 300-box full-time model and step up their commitment as their needs require. “It could be the lifestyle franchisee who’s just looking for something between 10am and 2pm or it could be someone who wants the full-time franchise model,” says Simmonds. However, whilst Oast House Farm Snacks is suitable for franchisees with a range of lifestyles, there are certain things that its preferred franchisees will have in 32

common. “It’s about personality,” he says. “We’re looking for someone who’s personable and who can deliver good customer service.”

As long as they have these basic attributes, Oast House Farm Snacks’ training scheme has everything else franchisees need to get up to speed. Whilst it is building up a customer base for its latest recruit, it also imparts all of the learning they will need to run their new territory. “We train them up on our franchise management system and set them up with HMRC, accounts and VAT,” says Simmonds.

After this, the franchise’s business development managers visit the territory to help provide some hands-on experience. “They mentor them through seeing their first clients and swapping over their boxes,” he says.

It’s still early days for Oast House Farm Snacks but it has already made some pretty significant progress over the last year. It has just reached 22 territories in the UK – having recently signed a new franchisee for Northern Ireland – and is aiming to reach 70 territories by 2020. But it has even grander plans in the offing, which should give the franchise a far greater degree of autonomy. “Our plan is to create our own inhouse bakery,” Simmonds says. “At some point over the next 24 months, we’ll be building our own facility to make all of our own products.”

elitefranchise | April 2016

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Y E A R S Established in 1996

IN FRANCHISING

llect money or t having to co no l, ia nt so have a te po e earning onal office. I al th gi re b, y jo m e th in of aff s ttings agencies friendly st â&#x20AC;&#x153;I love the hour e staff in the le rstanding and th de of un e e m th so d n an ow chase debts, nts, and have kn hip with my clie nchisee.â&#x20AC;? fra a as e great relations tim e ork, for my entir with whom I w (W London) e for 20 years ise ch an Fr ly Dennis Hea

What you can expect from us...

If you are gas and/or electrically qualified

Sales and Marketing is carried out by the regional management franchisee and work generated for you Our Bureau facility collects and allocates all payments from clients Credit limits are set and a credit control process is implemented for all clients A bespoke IT system caters for all aspects of the business Payments are made to all franchisees twice a month upon receipts and VAT calculated for you All franchisees are audited in the field by our technical gas and electrical experts

www.g as-elec.co .uk/franchise Celebr

0 800 0 15 20 3 0

ating 20 years in fran chising & business!

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GasElec.indd 1 Franchise Recruitment - Business Franchise - Feb 2016 (20 Years A4 - awards entry).indd 1

04/04/2016 13:50 19/02/2016 13:57:19

Franchise territories

Marking your territory

Territories are part and parcel of the franchising industry. But some franchisors have a less rigid approach than others

BY Adam pescod

O

ne of the complexities that comes with franchising a business is the drawing up of territories for prospective franchisees. Budding franchisors can expect many a headache when trying to identify the geographical areas that will deliver strong financial returns. However, these headaches are generally only faced by franchisors that include exclusivity clauses in their

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Franchise territories

franchise agreements. Such clauses grant franchisees an exclusive territory in which they can operate and market their business. Meanwhile, the franchisor is prevented from selling another franchise for that territory.

Clearly there are sound reasons for offering exclusive territories to franchisees.

“It all goes back to the reason a franchisee wants to invest in you in the first place,” says Suzie McCafferty, managing director of Platinum Wave, the franchise consultancy. “They are buying into a proven business model, an established brand and your expert training and support. If you are pitting them against another franchisee in the same territory, then none of those things are exclusive.”

On the flipside, going down the exclusivity route means a franchisor is heavily dependent on each franchisee maximising the potential of their territory.

While recruiting good franchisees can go a long way to ensuring this, it’s easy to understand why some franchisors might shy away from signing franchisees up to exclusive territories. “Some of the best known coffee or burger franchises can easily support multiple units within a given territory,” says McCafferty. “There’s no reason to assume they can’t be owned in relative harmony by two or more competing franchisees.” She adds that a franchisor might also limit exclusivity until a franchisee has proven themselves capable of delivering the best possible returns from an area.

Given the strong arguments in favour of exclusivity and non-exclusivity, it’s little wonder the industry comprises franchises on both sides of the fence.

Exclusive With franchisees running their own territories, a franchisor can maintain a certain level of control over the growth of its network. That’s why Swimkidz, the swimming-school franchise, opted to include an exclusivity clause in its franchise agreements when it started franchising in 2011. “We have invested in mapping the UK into areas that offer each franchisee an equal opportunity to grow and become a profitable business,” explains Trish Hare,

Offering exclusivity to our franchisees ensures that quality is maintained for our customers Trish Hare, Swimkidz

founder of Swimkidz. “Franchisees enjoy the opportunity of providing lessons in their own area and we know the expected rate of growth.”

It also helps build familiarity between customers and franchisees, which Hare says is crucial to the success of a franchise like Swimkidz.

“Unlike some other franchised businesses, Swimkidz customers have their lessons in one area at regular times,” she says. “Offering exclusivity to our franchisees provides continuity of teachers and ensures that quality is maintained for our customers.”

However, to truly reap the rewards of exclusivity, it’s essential that a franchisor settles on an optimum territory size. “The challenge is getting the size of area correct for both parties,” explains Sue Reid, founder and sales director of Trophy Pet Foods, the pet-food franchise. “[It has to be] large enough for the franchisee to achieve their maximum market share within that area and small enough for us to have the right amount of franchisees operating within the UK.” The last thing any franchisor wants is to carve up their territories further down the line, so it pays to do some serious legwork at the start. “By ensuring that our launch, support and marketing programmes are all aligned for maximum product sales, each franchisee and the area they cover can reach their full potential without [us] having to redefine the boundaries,” says Reid.

Another challenge that crops up now and again is cross-territory sales. If a franchisee picks up a new customer from a territory that is subsequently sold – or receives an enquiry from a customer in another franchisee’s territory – it’s important that a system is put in place to manage such occurrences. “If a franchisee has strayed into a virgin territory, it is made very clear from the outset that it has to give those customers up to the new franchisee,” says Hare. “Our franchisees are very clear about the area they are responsible for.”

April 2016 | elitefranchise

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Franchise territories

After all, a successful franchise is one where franchisees work with, not against, each other. “We are fortunate to have an excellent network of franchisees who support each other and want everyone to succeed in their business,” says Hare.

Non-exclusive ActionCOACH UK, the business-coaching franchise, has grown to a network of over 100 franchises since arriving on these shores in 2001. Its rapid expansion has been aided by the fact it doesn’t offer exclusive territories, allowing it to capitalise on areas where there is high demand for its services. “People buy what they are familiar with and the more densely populated an area is with ActionCOACH franchise owners, the more successful the franchise owners are,” says Ian Christelow, cofounder of ActionCOACH UK. In light of the fact that franchisees aren’t confined to selling in a defined area, it means a company can reach a wider customer base from the outset. This has certainly proven beneficial for Auditel, the cost-management franchise. “Without exclusive areas, the company has been able to cast its net across the whole of the UK,” says Norman Grossman, PR officer for Auditel, the cost-management franchise. “Franchisees are free to work beyond a limited market place and can operate as joint ventures or teams.”

Some argue that franchises run the risk of over-saturation – or ‘cannibalisation’ – by not offering exclusivity. It’s something that Christelow admits some of his franchisees had concerns about at first. “My first coach in Yorkshire, Andrew Cusson, lived in Harrogate. The second, Chris Fordy, did too,” he says. “Andrew was initially horrified that another Action Coach would be joining in his area.” However, Cusson and Hardy soon realised they could both benefit by working in collaboration. “They got on well and within a couple of months they were running events together,” says Christelow. “Interestingly, both have referred prospective franchise owners who live in Harrogate and Chris has now taken on his first employee coach who also lives in Harrogate.”

And to ensure a region isn’t over-subscribed, ActionCOACH gives its franchisees a vote on whether it should stop recruiting in that part of the country.

Christelow explains that the initial goal in each territory is 1% market penetration and, once this target is reached, franchisees will be asked the question. “We need 57 coaches in Yorkshire & Lincolnshire to service 1% of our target market in that territory,” says Christelow. “Once we have 57 coaches, we will survey the market and, if 29 of the 57 coaches vote to cease recruitment, we will cease.”

Ultimately there’s no right or wrong way to tackle territories. But it’s worth taking the time to establish the best approach for your franchise.

Without exclusive areas, the company has been able to cast its net across the whole of the UK Norman Grossman, Auditel Xxxxxxxxxxx xxxxxxxxxxxx

April 2016 | elitefranchise

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Run a business that makes

a real difference

in your community Right at Home provides top quality home care services to support people to live independently in their own homes. Our services range from weekly companionship, shopping and household support visits to complex 24/7 personal care needs.

We differ from other homecare companies in that our minimum visit time is 1 hour, our carers don’t wear uniforms, we carefully match our clients to carers and are happy to go the extra mile to help make their lives easier.

Why join the Right at Home UK franchise?

• Fast-growing, recession-resilient market which cannot be overtaken by technology • Well-established international company (400+ offices on 5 continents) • 30+ UK offices and fantastic territories available in all regions • We are a company that looks after its franchisees, with a BFA award-winning managing director • Identified by the bfa as Emerging Franchisor of the Year 2014

For further information please enquire via www.rightathomefranchising.co.uk or call 07825 047344 or email kate.dilworth@rightathomeuk.com

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Initial franchise fee: £31,995 +VAT. Working Capital is also needed – total investment up to £120,000

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ADVERTISING FEATURE

RIGHT AT HOME I

t was a big step to take: leaving a highly-paid job, selling up the family home, putting the children into new schools and pursuing a complete lifestyle change by moving to the countryside to run his own business.

No wonder it took the best part of ten years for Matt Gillie to take the plunge; having taken a graduate position in the City, this was the only working life he’d ever known.

Gillie’s wife Sarah loved her job teaching at Dulwich Prep and his teenage children were not keen on leaving London. But the intense stress and weight of expectation that came from Gillie’s role as a commodities trader was taking its toll – the lows massively outweighing the highs – and the family recognised there were two possible windows of opportunity that would minimise disruption to their children’s schooling.

When GIllie was made redundant about a year before the first window, they took it as a sign. “That had happened before but I always got another job,” he says. “This time I spent a year as a house husband, preparing for the move while Sarah carried on working.”

The move was to Abergavenny, where they had a much-loved second home, and Gillie set about looking for a business that would redress the lack of social value he had come to resent in the City.

A franchise broker helped Gillie decide what direction to take.

They looked at what he wanted: a lifestyle change and a business that was rewarding and people-focused, where customers would stay because they liked him and the way he ran the business. He wanted to be judged by the quality of what he did, not the money he generated.

The broker suggested that the quality homecare sector would tick all the boxes and introduced Gillie and Sarah to Right at Home. The business model, which focuses on high quality care and services that benefit the local community and offered long-

term profitability with excellent business support, held enormous appeal.

Having convinced the managing director that he was a good fit for the business, Gillie decided to base himself in Hereford where, working alongside his registered care manager, he is now preparing to open his office.

So how has life changed so far? “It’s a total transformation,” says Gillie. “I know establishing the business won’t be easy but the family is settled and I have got a renewed energy and passion for what I’m doing and, thanks to the franchisor and my manager, I feel well-supported and in safe hands.

“I had been wary of franchising before I looked into it but it’s a great way to access industries you had no idea you could get into. It’s helped us achieve what we always wanted.”

April 2016 | elitefranchise

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BAKE & TAKE

RISING TO THE CHALLENGE Following the successful launch of stores in London and Manchester, German franchise concept Bake & Take is ready to roll out across the UK

BY JOSH RUSSELL

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elitefranchise | April 2016

BAKE & TAKE

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lthough there are many stereotypes about the British that don’t stand up, there’s one that definitely holds true: we’re suckers for a sausage roll. With that in mind, German bakery brand Bake & Take looks all set to take Britain’s high streets by storm.

Bake & Take’s model originally began life in Germany in 2001 as the brainchild of Dr. Hans Christian Limmer and Dr. Dirk Schneider. “They defined a concept that they believed would be unique in Germany: a fully self-service bakery,” says Robin Page, UK master franchise owner of Bake & Take. Thanks to the capital that they had at their disposal, they were able to buy up a multitude of small independent bakeries across Germany and rebranded them as backWERK – German for baked goods. The two founders quickly settled on franchising as the best model to help them expand, rapidly rolling the brand out across Germany, Netherlands, Romania, Switzerland and Belgium. “There are currently about 360 stores across Europe, with the majority of those being in Germany,” Page says.

When backWERK decided it was time to crack the UK, it needed to find some master franchisees that were up to the job. Fortunately, a contact at the bfa

was able to point it in the right direction. “One of their consultants knew my franchise background and asked if I knew anybody that would be interested in taking on the master licence,” says Page. Suffice to say, having spent ten years as franchise director at Cash Generator, the high-street pawn broker, he could see the potential of backWERK’s model. He turned to long-time friend Steve Mahon, who had previously been managing director of bluechip brands like Ebuyer.com, Cash Generator and Wine Cellar, and asked him whether he’d be interested in partnering to bring backWERK to the UK. “After a couple of visits to Germany, we decided that it was something we wanted to look at,” he says.

But whilst both parties agreed that the partnership was a good fit, this didn’t mean there weren’t still creases that needed ironing out. “It took about nine months to agree a deal with Germany because a lot of the parts of the contract they insisted on, we wouldn’t sign,” Page says. “We needed to have total autonomy for the UK.” Whilst elements of the branding and store fit-out have to be kept consistent with the parent brand, Bake & Take has retained a high degree of control over its menu and products. “We stood by our guns and we’ve got a fairly free hand with what we do in the UK,” he says.

WE’VE DONE A LOT OF WORK BEHIND THE SCENES SO WE CAN OFFER A MODEL THAT SUITS VARIOUS MARKETPLACES

April 2016 | elitefranchise

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Bake & Take

Once an agreement was signed, the next stage involved adapting the concept to British shores. “There was a lot of trial and research,” says Page. “Steve and I spent weeks researching all of our competition.” Although the duo have aimed for pricing in the same ballpark as a store like Greggs, Page feels the ambience of their cafes – with softer lighting and free wifi – is more akin to the upper-end highstreet eateries. “It’s really upmarket and very much like going into a Pret a Manger or an Eat,” he says.

Another way that Bake & Take has set itself apart from its competition is with the freshness and variety of its products; many of the franchise’s lines come in frozen and are baked fresh each morning. “The mainstay of our business is providing the bread for good quality sandwiches, be it fresh baguettes, turkish flatbreads or German kaiser rolls,” Page says. It also serves products at a range of temperatures. “In most of the larger cafes, we have three distinct display models: hot, cold and ambient,” he says.

Having established the franchise model for Bake & Take, the next step for the pair was opening their pilot store in 2014. “We’ll have been trading in Greater Manchester for two years this May,” says Page. “It’s a profitable cafe operation with nearly 100 seats.” And, as soon as they’d proven the efficacy of the model, they kicked off a major franchising drive, opening their first franchise store in Sutton before lining up a roster of new franchisees from Aberdeen all the way down to Eastbourne. “We’re currently working on leases with seven new franchisees,” he says.

During this period of recruitment, there are some specific competencies that Bake & Take is looking for in its franchisees. “You’ve got to have a good work ethic, strong business acumen and, in the early stages, you need to be very hands-on,” Page says. The franchise is also very careful not to let people overstretch themselves financially: throughout his career, Page has learnt that allowing franchisees to tie up too much of their resources in the 42

franchise is a recipe for disaster. “All that does is create an issue for them at home,” he says. “It becomes stressful and the business suffers.”

Fortunately, Bake & Take hasn’t struggled to find franchisees with the right stuff. “Based on my experience in franchising, it’s about identifying the right channels,” Page says. Rather than hitting up the large-scale franchise shows, the franchise has adopted a multi-channel approach, using word of mouth, a strong online presence and the services of a recruitment company to draw in new leads. It also runs twice-monthly discovery days split between the London and Manchester stores, at which it averages 12 to 15 potential franchisees a session. “The quality of people is exceptionally good,” Page says. “We’re probably converting one from every discovery day at the moment.”

Perhaps one of the reasons the brand is proving so popular is the versatility of the concept. “The nice thing about this particular franchise model is that it is completely modular,” Page says. Bake & Take is currently offering up a range of store footprints and styles, including fully-fledged cafes, grab-and-go stores and compact pods for places like supermarket car parks. “We’ve done a lot of work behind the scenes so we can offer a model that suits various marketplaces,” he says. “We can even produce a drive-through.”

And Bake & Take is looking to capitalise on this by forming key partnerships with petrol stations and supermarkets, as well as making the most of multi-site operators looking for new opportunities. “A number of people have opened multiple Subway or Domino’s Pizza stores and can’t open anymore,” says Page. They’re looking for the next new thing in the marketplace that will allow them to open ten or 15 units.” Thanks to these partnerships, the franchise hopes to hit some ambitious expansion targets: it’s aiming to open 12 outlets in 2016 and 100 within the next five years. “It’s a very exciting time for Bake & Take,” Page concludes.

elitefranchise | April 2016

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ADVERTISING FEATURE

White-collar franchises: rewarding, fulfilling & fun They might traditionally be associated with the corporate world but there is more to white-collar franchises than meets the eye

ActionCOACH Franchise Partner John Cottrell enjoys ‘making a real difference’.

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hite-collar franchises are management opportunities that don’t require hands-on, manual labour. They are usually run from an office and tend to require a larger investment than a ‘man in a van’ franchise but offer greater financial rewards. Whitecollar franchises tend to be seen as an option for women and men leaving highlevel corporate careers who want to build a business to bring in similar or better earnings than their last job. However, white-collar franchises are so much more than just a suit and financial rewards.

“Many more people are now turning to franchising when changing gear from a city job or unfulfilling career, hoping to focus on work-life balance and earning whilst being the master of their own destiny,” says Ian Christelow, co-founder of ActionCOACH UK. “But white-collar franchises can get overlooked during this transition as they are seen as a stuffy, inflexible option. What people don’t realise is you can find the same or greater fulfilment in a wide range of proven and highly successful white-collar

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franchises as you can with a lifestyle or part-time franchise opportunity. Our franchise partners at ActionCOACH couple their existing skill set with a service that millions of people need, eclipse their corporate earnings and enjoy the satisfaction of knowing their clients are by far the biggest winners.”

Why are business services franchises a winner?

In the latest NatWest/bfa survey on the franchise industry, 97% of franchiseeowned units reported profitability. There are now 163 business and commercial services franchise brands in the UK and, with over 5,000 franchisees between them, they account for over 10% of franchisees in the UK. And while 80% are turning over in excess of £50,000 a year, 32% are reporting an annual turnover of £250,000.

It’s little wonder white-collar franchises are so popular when they have such huge growth potential but can be started from a small home office with minimal overheads and low or zero stock.

Some of the most successful franchise

partners at ActionCOACH still operate from a home office. John Cottrell generates significant client income each month, which enabled him to buy his dream car, an Aston Martin, but that wasn’t why he joined ActionCOACH. “I spent most of my time overseas to such an extent that my hotel rooms started to feel like prison cells,” he says. “I thought to myself: ‘If I’m so good at turning companies around then why don’t I turn around my own life?’ For me, that meant working from home and finding something that would allow me to do that.

“To be able to work from home, I knew I needed to connect with my local business community in Hertfordshire and ActionCOACH offered exactly what I needed with a global brand and systems already set up for me. As an ActionCoach I work with business owners to make a real difference.”

Business services are often a ‘need’ rather than a ‘want’ purchase and the only question for a customer is which supplier to choose. “The biggest motivation for our franchise partners comes from their clients,” says Ian. “When you hire a lawyer or accountant, you do so because you have to. But when you hire an ActionCOACH business coach, it’s because you want to.

That moment when you help a mum or dad get their business under enough control to see their kids at their school sports day for the first time is priceless.

There’s no better feeling than making a meaningful difference to someone’s life and hearing their heartfelt thanks.”

To join this rapidly growing team of over 100 franchise owners in the UK, you’ll need to raise a personal contribution to your investment of at least £10k (banks can lend up to £30k unsecured) and impress the directors at ActionCOACH with your past success, desire to help others and appetite for learning and growth. The basic entry level investment for an ActionCOACH franchise is £21k and some of the UK coaches have already achieved revenues in excess of half a million pounds a year.

You can find out more about ActionCOACH on 01284 701 648 or watch their opportunity overview video at: actioncoach.co. uk

elitefranchise | April 2016

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SUPPORTING BRITISH BUSINESS

WE COMMIT TO GROW OUR LENDING TO BRITISH BUSINESS

We help brilliant British businesses grow. In the last four years we have helped over 500,000 businesses start up, and we back over 80% of the FTSE 100.

We approve 8 out of 10 loans and are lending to all types of businesses across Britain.

To find out how we can support your business, please contact Richard Holden, Head of Franchising on 07802 324018 or at franchising@lloydsbanking.com Find out more at lloydsbank.com/business

Any property given as security, which may include your home, may be repossessed if you do not keep up repayments on your mortgage or other debts secured on it.

All lending is subject to a satisfactory credit assessment.

Over 500,000 start-up figure relates to Lloyds Banking Group, correct as at December 2014. Lloyds Bank FTSE 100 figure correct as at January 2015. 8 out of 10 relates to period April 2012 – November 2014.

Calls may be monitored or recorded. Please note that any data sent via e-mail is not secure and could be read by others. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority under Registration Number 119278. We subscribe to The Lending Code; copies of the Code can be obtained from www.lendingstandardsboard.org.uk. The Lloyds Banking Group includes companies using brands including Lloyds Bank, Halifax and Bank of Scotland and their associated companies. More information on the Lloyds Banking Group can be found at lloydsbankinggroup.com

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FUNDING

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ANC ING ACT Most franchisees use a mixture of borrowing and cash reserves when investing in a business. But what is the best funding formula?

by Alex Littner, managing director of Boost Capital

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ou have found a great franchise opportunity and the time is right to become your own boss.

But then comes the issue of raising the money. Franchisees are expected to put a decent amount of personal funds into an operation but many need to top up with some borrowing. How much debt can – and should – would-be business owners take on? What do franchisors want to see in terms of the financial commitment of the individual running an outlet?

Fundamentally, is there such a thing as a perfect funding balance?

Finding personal funds While the latest research from the bfa showed greater numbers of people under

the age of 30 going into franchising, the majority of newer franchisees are still in their 40s and have some decent experience of the working world. It’s not just greater wisdom that prompts those in mid-life to think about investing in a franchise; many will have built up a nest egg that they’re ready to use to change the way they work and earn a living.

Others decide to pool savings from family or friends – although agreeing terms in writing or treating contributors as investors is advisable even in close relationships. In recent years, a good proportion of those who have entered the franchising arena will have done so using a redundancy pay-off – a common trend in tougher economic times.

April 2016 | elitefranchise

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FUNDING

Wherever the money comes from, significant personal investment in a franchise is both a reality and a requirement. Franchisors want to see evidence that an individual is serious about making a go of the business and the more of their own cash they put up at the outset, the better impression they give that they’re determined to succeed. Equally, if someone needs to borrow to fund part of the franchise, banks and other providers are often reassured to see a franchisee who has really committed themselves financially.

But how much is enough? A minimum investment of 30% of the total cost of the franchise from personal resources is typically expected; certainly from established franchisees. Absolute beginners may be required to put in more, possibly as much as 50%. Even if you have built up a healthy investment pot, it’s generally accepted that no one should put absolutely all of their savings into a business. A commonly held rule of thumb is that it’s wise only to invest a maximum of 75% of total cash reserves. This allows for a financial cushion should unexpected business costs materialise further down the line. Also, you need to be realistic about what you can afford to spare from personal coffers once you’ve taken all your liabilities – mortgage, household bills, and personal expenditure – into account.

Once you know the investment total, how much you can commit and how much of a shortfall there is, it’s time to think about borrowing.

Overcoming fear of debt Borrowing to finance a franchise is commonplace – three out of five franchisees need to borrow to fund their enterprise, according to the bfa. Yet, some wouldbe entrepreneurs remain wary of debt and retain an old-fashioned fear of being in hock, even temporarily.

Insufficient capital is the number one reason that franchisors turn down franchise applicants and bfa research has consistently found that lack of finance ranks as the greatest barrier to franchise unit growth in the UK. The message is clear: sometimes debt is necessary for business growth.

When handled sensibly, borrowing can be beneficial and, without it, fewer enterprises would exist, let alone grow.

Those who are determined to take on and run a successful franchise will almost certainly need to borrow at some point. Therefore, it is wise to come to terms with the idea of debt and make understanding the various options available a priority.

One of the merits of using borrowed money to finance an enterprise is that business owners can retain some personal funds as backup should a pressing need arise in the future – not an uncommon occurrence in a newly established enterprise. And don’t forget that debt no longer necessarily April 2016 | elitefranchise

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Inspiring, educating and supporting women considering or involved in franchising

The mission of the group:

The EWIF group is dedicated to encouraging women into franchising. Its members come from all areas with franchising industry and include: Franchisors, Franchisees, Banks, Consultants, Accountants, Solicitors, Media Providers, Exhibition Organisers, as well as other associated businesses.

3 target groups:

Women looking to become franchisees

Women business owners looking to expand through franchising

Existing Franchisors that have businesses suitable for woman franchisees

EWIF also....

ď&#x201A;&#x; Undertakes research into women in franchising ď&#x201A;&#x; Raises the issues facing women in franchising ď&#x201A;&#x; Publicise "Women in Franchising" in the media

www.ewif.org | info@ewif.org Inspire | Educate | Encourage | Support

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Funding

Sometimes debt is necessary for business growth means a loan from the bank. There are many available forms of flexible financing that can be suitable in different situations. For example, leasing rather than purchasing equipment could conserve capital when a franchise is finding its feet. Such a move could both improve the company’s liquidity and, again, create a rainy day fund.

Taking out a short-term loan to cover a bulk purchase of stock could be useful for a business that has little ready cash immediately but knows trade will pick up and doesn’t want a debt hanging over its head for years to come.

Whatever the scenario, there is an abundance of funding available to franchisees these days, from invoice and asset finance to the new generation of alternative funders. Your franchisor may also have existing relationships with banks or specialist franchise funders but it’s best to research all possibilities to determine what arrangement – or mixture of debt options – may best suit your operation.

Running the numbers When considering taking on any borrowing, it’s essential to weigh up the cost of regular debt repayments against earnings forecasts for the franchise. Newly established businesses often lack working capital as they wait to turn a profit, so consider this in any calculations. It’s also worth remembering that debt is typically paid from cash flow, so

be confident the business isn’t taking on too much and will be able to cope in the short-term.

Put simply, the right-sized loan is the one you can afford to repay. Again, a smart franchisee will be able to estimate future trading profits – after taking all financial commitments into account – and will have a realistic idea of the level of sales needed both to break even and to reach a point where profit is achievable. A responsible franchisor should offer a detailed breakdown of the costs involved in getting the franchise up and running, as well as help with preparing cash flow forecasts.

In essence, there is no magic formula to get the right balance of debt and direct investment in a business – each case will be different. But those who dream of running their own franchise should expect to part with a sizeable sum of personal savings and get themselves used to the idea of borrowing in order to turn their fantasy of business success into reality. Debt in itself is not a bad thing; far from it. When handled intelligently and responsibly, it can be the key to longer-term prosperity. But calculate your franchise’s projected figures and know them inside out, always research any opportunity thoroughly and ask difficult questions of the franchisor before committing.

If you decide franchising is for you, with the right balance of funding, the sky really could be the limit.

April 2016 | elitefranchise

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Consistency

One and the same same same same same same same same

The best franchises offer the same level of service in all territories. But how can franchises maintain a consistent approach while addressing the changing needs of customers?

By Jon Card

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Consistency

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onsistency is key to the success of any franchise operation. Once a business owner has created the right model, it is then rolled out into further territories where the brand and core offer remains the same. For customers, this means they can be confident of getting the same product or service wherever they are in the country. For franchisors, it makes it easier to measure the success of each and every franchise in their network. But, if the customer is always right, how can franchises deliver consistency at the same time as addressing the ever-changing demands of the market?

On message

Troy Tappenden is the founder and managing director of Dream Doors, the kitchen makeover company that currently has 74 franchisees across the UK. At the heart of the business is a sales message and promise that resonates throughout the network. “We have the same sales message across our network,” says Tappenden. “We offer a free no-obligation consultation either at the customer’s home or at one of our showrooms. What’s more, we take just 50% of the payment up front and only ask for the balance once the customer is happy. That protects both the customer and us as the brand owner because it ensures the franchisee needs to do a good job to get paid.”

In order to ensure both consistency in both message and delivery, Dream Doors has a team of managers to provide support and oversight to franchisees. “We have five business managers based in territory who support, nurture and train our franchisees,” says Tappenden. “Sometimes they go out to meet customers with the franchisees too.”

Dream Doors insists on every franchisee opening a showroom within six months of taking the franchise. But what is seen in the showroom must be replicated in a home, meaning standards across the network are monitored closely. “Once the franchisee has signed off a job they must ask the customer to fill out a completion certificate, which is sent back to us,” says Tappenden. “That way we can check that every job has been completed and the customer is happy. We also use Checkatrade so we can monitor customer satisfaction independently.”

April 2016 | elitefranchise

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When being a superhero is all in a days’ work... ..that’s the Puddle Duck’s difference Train on our bespoke programme and start teaching vital life-saving skills to children of all ages; developed by leading UK baby and child swimming experts, our product is the best in the industry. Our franchisees tell us they love getting wet, earning good money and making a difference to people’s lives.

If you’re tired of the corporate life and are looking for a more rewarding career that fits your lifestyle, then a Puddle Ducks’ franchise is for you.

Flexible working hours Grow your business as quickly as you want Significant earnings potential In-depth, bespoke training in all areas

Full ongoing support with a dedicated Franchise Manager All marketing and promotional needs covered Established national brand with proven track record

The Interface Financial Group An ‘in-demand’ Financial Service

Low Capital Start-up

GREAT REASONS

40+ year-old Organization We work with you on every transaction

TO JOIN IFG

Home-based You set the timetable (think Bankers’ hours) No cold calling/telemarketing/advertising

EVEN MORE REASONS...

Training

Support

Experience

R.O.I

0845 834 0332 | ifg@interfacefinancial.com www.interfacefinancial.co.uk INTE002

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Consistency

Party planning

We need to be competitive but also understand what the market can deliver Jenny Williams, The Detective Project

Keeping in shape

Founded in 2007, gym franchise Fitness4Less has 12 sites across the UK, two of which are franchises. With the company looking to ramp up its franchise operation, franchise manager Owen Barton says the business has been working hard to deliver a consistent level of service across its network. “You have to overcome that hurdle of inconsistency,” he says. “There are different sites, different employees and different franchisees.”

Barton says the company’s website is a central piece of the company’s sales message as it contains key information for customers, adding that pricing is also decided centrally.

“We never waver on price,” says Barton. “Staff are not given the ability to negotiate on price.” And he explains that the gyms’ opening hours help centralise things from a service perspective. “All our clubs are open at the same time,” he adds. “It doesn’t matter where you are in the country, we are open from 6am to 10pm at night.”

However, Barton says the business has had to spend time training managers and staff to ensure that customer service is both consistent and effective throughout the network. He says Fitness4Less has some “non-negotiables” or minimum standards that staff working in the clubs receptions areas must adhere to. Employees must smile, stand up and greet customers as they arrive and say goodbye when they exit.

“Just by smiling and saying hello and goodbye, it increases a person’s chances of coming back by 50%,” says Barton.

In order to ensure that these standards are maintained the business is operating a ‘secret shopper’ system. “You have to invest in your staff,” says Barton. “We train the managers and the managers train their staff. But you have to keep checking that the message is being passed on and listened to.”

Jenny Williams is the founder of The Detective Project, which operates in three different parts of the country.

The franchise offers detective-themed children’s parties and corporate events, which enable people to learn about police work in a fun environment. Williams says the way the franchise approaches the market is the same throughout its network.

That typically entails a lot of face-toface interaction. “For us, marketing means going into schools and talking to teachers, head teachers and those in charge of the budgets,” she says.

“For corporate events, we do a lot of networking at a local level and get out to meet event planners. We use the same marketing and sales materials across the board.”

Williams says the unique nature of her business enables it to stand out in the marketplace. “No-one is doing what we are doing so getting the message across isn’t too hard,” she says. “We use the same ads, logos and branding and focus on getting known among parents. A lot of our business comes from word of mouth.”

However, as the business has expanded into the prosperous southeast, Williams has permitted her franchisees to alter their pricing plans accordingly. “There are variations on pricing and we do a lot of work on understanding what the local market is like for children’s parties and how much people spend,” she explains. “There’s no point me setting prices here in Bristol when my Essex franchisee can go into London and charge a lot more. We have to be realistic about pricing; we need to be competitive but also understand what the market can deliver.”

Williams created the parties and workshops herself, and has created frameworks for her franchisees to use.

However, she says it’s within franchise rules for her party organisers to inject some of their personality into the job.

“People can put a bit of their own personalities into the party or event,” she explains. “It’s not completely scripted. However, they are a welltrodden path so there’s a framework for people to follow.”

April 2016 | elitefranchise

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Join the UKâ&#x20AC;&#x2122;s Fastest Growing Swim School for Babies, Toddlers and Children Are you...

- looking for a flexible business opportunity that can fit in with your lifestyle?

- ambitious and enthusiastic with a drive to succeed?

- enjoying working with babies and children (and people in general)?

A Mini Swimming franchise might be just right for you. We are a swim school running engaging and sociable classes for babies (from 6 weeks old), toddlers and young children (up to 10 years old) and are looking to expand our franchise network UK-wide. Our flexible franchise model offers a low investment level and has been backed by several high street lenders.

As a Mini Swimming franchisee you benefit from: - Joining our established and trusted brand.

- Tapping into our proven business model.

- Receiving hands-on support from us at all times.

- Being your own boss and loving it.

- A great work-life balance.

To find out more and to receive a full prospectus, please contact us - we would love to hear from you!

01376 340 310 franchise@miniswimming.co.uk miniswimming.co.uk/franchise

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Top performers

Harnessing high-flyers Attracting and developing top talent is only half the battle: the smartest franchisors are those that use top performers to encourage and support their peers by josh russell

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very franchise has its superstars and making the most of their efforts will play a key role in ensuring success. But supporting the best performers in a franchise network isn’t just about boosting a franchise’s profits: more important is how it can help strengthen the network as a whole.

Perhaps the first step in making the most of high-performing franchisees is being able to recognise them when they come along. “[They’re] highly self-motivated, ambitious people with a very positive outlook and a can-do attitude,” says Graham Duckworth, franchise sales director at Driver Hire, the transport and logistics recruitment company. As well as attitude, certain aptitudes are incredibly valuable, including being able to manage the franchise’s finances, form close relationships with customers and keep up with the pace of the modern commercial environment. “As a business owner, things can change quickly,” adds Tim Morris, UK country manager for Tutor Doctor, the in-home tutoring franchise. “[They need] tenacity and energy, [as well as] the ability to multitask, prioritise a working day and be adaptable.”

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Once a franchisor has identified a potential superstar franchisee, it’s worth knowing how to net these savvy businesspeople. First of all, it doesn’t hurt if they know they can make a healthy return on their investment. “People want to know that they’re going to make good money in a sound business that’s been going a long time,” says Tara Worthington, company director at Countrywide Grounds Maintenance. Given that top performers are more likely to have had a longer track record in the business community, they may be expecting higher margins than their less experienced contemporaries. This means the franchises that offer the best returns are those most likely to net the superstars.

However, this doesn’t mean it’s worth trying to pull the wool over their eyes: Duckworth warns against overselling the opportunity. “It’s important

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04/04/2016 15:24

Top performers

franchisors speak frankly and honestly to potential franchisees,” he says. “If someone enquiring is business-minded and understands the numbers, they’ll see through any chinks in a franchisor’s sales patter.” Instead, having an open approach and encouraging potential high-flyers to learn as much as they can about the business will help a franchise draw – and keep – them in. “We [...] encourage them to speak to a range of franchisees, including our high-performers – those with a £2m+ turnover – to truly understand the potential [of the opportunity],” adds Duckworth.

Whilst offering good returns will certainly boost the efforts of superstar franchisees, this is only the bluntest tool at a franchise’s disposal. “Franchisors should look beyond purely financial benefit schemes as incentives for top performers,” says Annabel Jones, HR director of ADP UK, the payroll and HR services provider. An example she offers is providing access to additional training programmes that will help them augment and develop their existing abilities and maximise their performance.

“Franchisees will not only feel that their work efforts are always rewarded but will [also] feel that they have the opportunity to benefit from continuous career progression,” she continues.

When a franchisee is regularly exceeding expectations, it can be easy to assume that they don’t need much in the way of additional assistance.

“Quite often top-performing franchisees are likely to flourish, whatever support is provided, as they usually already have a drive to succeed and a winning mentality,” Duckworth says. But this doesn’t mean that franchises should just entirely ignore their franchisees’ operational needs: Driver Hire still has regular contact with its entire network, identifying if there is any targeted support required by franchisees or their employees. “By taking on board their ideas and discussing their needs, we’re able to work together to develop new products and services that will help them to further grow their business,” he says.

Clearly then, there are many things a franchise can do to ensure it is getting the best out of its top performers but it’s important not to just concentrate on the top 10% of one’s network and ignore the rest. “By over-focussing on top performers at the

Franchisors should look beyond purely financial benefit schemes as incentives for top performers Annabel Jones, ADP UK

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expense of others, it is likely that those who aren’t gaining the same level of attention may feel undervalued,” says Jones. Not only could this actually negatively impact the performance of the rest of the network but it could also cause franchisees to attempt to abandon the franchise entirely. “It is therefore critical that franchisors are attentive to all franchisees, recognising their efforts and investing the same amount of time and money in improving everyone’s performance,” she says.

In fact, the true benefits of having high-flyers in your network is not how they perform in isolation but how they can help rally everyone around them. When top performers in a network are displayed on a leaderboard and recognised in annual awards, franchisees have something to aspire to. Rather than being something in reach of only a select few, every franchisee can see how far they are from the top spot.

“All our franchisees want to be top of our [leaderboard] because then they’re being recognised by the whole group as one of our high performers,” Worthington says. “Everybody strives to be up there.”

But it’s not just about creating a little friendly competition: if properly utilised, a networks’ top performers can be an invaluable as mentors, helping to upskill other franchisees in a way that perhaps franchisors can’t. “I’ve always found that when you are trying to develop franchises,

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they often take what you say as a franchisor with a pinch of salt,” says Dan Archer, franchise director at Promedica24, the live-in care franchise. “When it comes to listening to – and acting on – advice from other franchisees, they are far more open to it.” By creating mentorship networks and encouraging top performers to share their experiences with their contemporaries, franchisors can give franchisees a direct line to someone they’re eager to learn from. “Who wouldn’t want to be coached by a winner?” he asks.

Undoubtedly a franchise’s top performers can have a transformative effect on the network as a whole.

But when that franchisee decides it’s time to exit the business, how does the franchisor prevent it affecting the rest of the network? “The exiting franchisee has to spend a lot of time on the handover,” Worthington says.

“We have quite a vigorous training programme where they spend a considerable amount of time with the incoming franchisee.” By having a carefully managed exit strategy and on-boarding the new franchisee for an extended period, franchisors can ensure a franchise will have a much higher degree of success. “If it’s a big business, you can’t just hand it over to someone new and expect them to run it,” she adds.

elitefranchise | April 2016

04/04/2016 15:25

A Great Franchise Opportunity Gutter emptying and repairing is a niche and ever growing market. As a business customer, home owner or landlord, you realise the importance of simple maintenance to your property. As one of our Franchise partners, with our help and support, you will be able to tap into this business opportunity.

Repeat business from satisfied customers and a constant stream of new business can produce a great business and franchise opportunity.

Why Blue Sky Guttering?

• Experienced operators who really know their business.

• Memorable brand name and strong company presentation.

• Reasonable set-up costs.

• Exclusive territory.

• Sincere straightforward owners with strong business building promotional flair.

• First class training.

• Clear link between your success and the owners.

• No experience necessary.

Is It You? We want to be a part of your success.

If you are hard working and self-motivated, physically fit, eager to learn and succeed, not afraid of hard work and enjoy working with people, then this is the Franchise opportunity for you.

You will need to be reliable, have great communication skills and the ability to think safely and learn new processes. Its hard work, but as we have said before its very enjoyable, challenging, and every day is varied. Every customer, commercial or residential have different needs and requirements.

If this sound like you, take the next step and complete the online enquiry form or phone us for an application form.

Call: 0800 566 8301 | www.franchise.blueskyguttering.co.uk

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04/04/2016 14:15

BYOD

The BYOD dilemma With most people living off a smartphone nowadays, it seems pragmatic to allow employees to use them for work. But BYOD carries as many risks for franchises as it does benefits

BY Jon card

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he majority of employees now have mobile phones and will typically bring them into the workplace every day. Indeed, the smartphone is the main contact point for most of us. But how does this impact on office policy? How much should franchisors allow, enable or actively encourage the use of staff mobile phones, tablets and laptops in the workplace? The practice has become increasingly popular and has earned the moniker bring your own device (BYOD).

There’s no denying that BYOD has some clear advantages. With most staff having their own mobiles, it means they can be contacted when in the field or on the move. Moreover, most mobiles are smart devices that offer people access to a suite of applications that they can use to aid their work. Some applications are used informally for work purposes and at an individual’s discretion, such as travel and weather apps, ticket wallets and search engines. However, there is increasingly a demand for mobiles to aid collaborative working, 64

document sharing and accessing internal systems. Staff don’t want to carry around two phones and often prefer to use their own devices, which is where BYOD enters the equation.

But the use of BYOD raises a thorny issue for businesses: security.

Computer hackers are always looking for new ways to infiltrate commercial IT systems and staff mobiles are seen as a potentially easy target. Andy Crocker, founder and CEO of Protect 2020, the cyber security firm, has spent much of his career fighting cybercrime. The former policeman was a senior investigator in the UK National Hi-Tech Crime Unit and has pursued hackers around the world.

He says the increased strength of company firewalls has meant that hackers have looked for alternative methods of entry, with staff mobiles proving a favourite. “Criminals are always looking for an easy access point and often that involves a human being,” he says.

Crocker says many people leave themselves vulnerable by not updating their software regularly or, worse still,

not even having anti-virus software on their mobiles. He also explains that many apps are created by criminals to allow their malware to spread.

This means that the risks of allowing unfettered BYOD are high, which in turn increases the need for companies to take action. “Having a BYOD policy is very important,” Crocker warns.

For some franchises the risks associated with BYOD are too high.

Mark Llewellyn is managing director of Revive UK, which provides minor car repair services such as cracked windscreens and damaged tyres.

Following an incident a few years ago his business decided to take steps to ensure that staff don’t accidentally compromise the company’s IT system.

“Someone bought a ticket online and viruses from the website got into our system,” he says.

Llewellyn says the challenge is educating employees on the dangers of BYOD. “Malicious intent is very rare; the biggest problem is that staff aren’t always aware of the issues involved,” he says. “There are so many factors it’s difficult to stay in

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BYOD

control.” The business therefore decided to provide mobiles for some staff members and block access from personal phones. “If staff require a mobile for their work then we provide them with one,” says Llewellyn. “[But] if someone plugged a mobile into our network, it would be blocked.”

Taking control Nevertheless, some cyber-security experts say there are ways to reduce the risks of BYOD. Stuart Hutchinson is also a former police detective turned cyber expert. He now works as a forensic analyst and instructor at BlackBag Technologies, advising companies and public bodies on how to deal with cybercrime. He says there are risks associated with BYOD and companies have to weigh them up with the advantages of allowing people to use their own mobiles. But if franchises do decide to use BYOD – or allow staff to use work phones for personal use – they need to develop effective policies. “You need a written policy that members of the business can sign up to,” says Hutchinson. “Staff have to abide by certain rules so that, if they break them, there are consequences.”

Company IT policies have to outline what is acceptable when it comes to the use of mobiles, as well as business wifi and computer networks. Hutchinson says that IT policies can be more effective if they are accompanied by training – so that staff understand the reasons for a policy – and dictate what the minimum requirements are.

Staff must ensure their software is regularly updated, that their phones have anti-virus software and possibly have locations services activated. A franchise may also ask that employees’ mobiles are logged with the IT department so their usage can be tracked if necessary. Additionally, an IT

The biggest problem is that staff aren’t always aware of the issues involved Mark Llewellyn, Revive UK

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policy may dictate that mandatory security features are added, such as tracking apps that enable lost devices to be found.

Yet while these are all sensible measures, human error can still lead to security problems and data loss. Therefore, Hutchinson recommends that businesses with a large number of BYOD devices and mobiles consider using mobile device management (MDM) software. This enables IT professionals to ensure that staff are abiding by company IT policy and enforce it if necessary.

MDM can also prevent misuse by restricting access to company data and setting conditions for access.

“MDM packages come with their own specific internal apps and only through these apps can you access company data,” says Hutchinson.

“These apps are ring-fenced and encrypted, while other apps on the phone won’t be able to access their sensitive data.”

However, MDM software can be expensive and typically requires management by IT professionals for it to be effective. Regardless, even without MDM, Hutchinson says franchises should enforce an IT policy that sets minimum standards.

“Privacy is an issue and this is why there needs to be an agreed IT policy,” he says. “If people are using their own phones for work purposes they need to understand that their employer will need to access that device from time to time.”

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04/04/2016 16:39

Kitchen Duct and Kitchen Deep Clean experts

FRANCHISE OPPORTUNITIES This is your opportunity to become part of an established, accredited and successful organisation.

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Envirogroup have business waiting for you in all areas of the UK. For more information or an appointment to discuss, please contact:

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RE-TUNE YOUR CAREER BUSINESS NOT YOUR FORTE? With a love of music and previous experience relating to the skills needed to run a Kiddleydivey business, you may be ready to take on the challenge but lack the business set-up skills or knowledge.

We can help you fine tune your skills and help you launch and run your business successfully. We have spent a huge amount of time in developing our franchise training programme and operations manual. It’s all designed to give you the skills and knowledge you need to operate a Kiddleydivey franchise.

OUR TRAINING COVERS: • Overview of Kiddleydivey business and marketplace • How to set up and run your business • Technical training • Sales and marketing training • Administration and reporting Our training programme is comprehensive and provides everything you need to know to get your business off the ground and up and running as quickly and successfully as possible.

I CHOSE KIDDLEYDIVEY SO THAT I COULD ACCESS A TRIED AND TESTED BUSINESS. I ALSO WANTED TO BENEFIT FROM WORKING ALONGSIDE OTHER LIKE-MINDED FRANCHISEES AND THE OPPORTUNITY TO ASK FOR SUPPORT WHEN NEEDED. Ann Elliot, Cumbria franchisee since 2015.

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04/04/2016 14:58

ADVERTISING FEATURE

Franchising – what to do if it goes wrong As long as its managed in the right way, a disagreement between franchisor and franchisee shouldn’t spell too much trouble

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hen a dispute arises between franchisor and franchisee, the stakes are usually high. For a franchisee, the franchise can be its entire livelihood. Most franchise agreements contain non-compete and compulsory sale clauses, which bite when the agreement ends. This means that a dispute not handled carefully could lead to the loss of a franchisee’s business without compensation.

For a franchisor, a dispute that has the potential to undermine brand and knowhow could risk the whole foundation of the franchise, potentially damaging the businesses of existing franchisees.

This can severely hinder the franchisor’s ability to retain or recruit other franchisees and, if not resolved quickly and confidentially, can expand into a dispute with several franchisees or the entire network.

If you see yourself heading for a dispute, whether you are franchisor or franchisee, there are a number of actions you can take to maximise the chances of achieving the result you want: • Regardless of the rights and wrongs of the dispute, think carefully about what you would like to achieve. Do you want to end the business relationship or do you want it to continue?

• Remember the customers of the business throughout and take action to minimise the impact of the dispute on the service provided to them.

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• Collect and collate the emails, text messages and letters you have exchanged and ensure that you maintain any electronic records of these documents.

• Keep a written record of any relevant conversations with your franchisor or franchisee, including the time, date, location and who else is present.

• Make sure that all payments due to you as franchisor are up to date and, if you are the franchisee, ensure that they are made.

• Check the franchise agreement and be prepared to use its provisions to help you in the dispute: • When does it end?

• Has there been a breach or breaches of the agreement?

• Does it set out any steps that have to be taken to attempt to resolve the dispute, for example through discussions or mediation with an independent third party?

• Do confidentiality provisions apply to any dispute or are there other means of keeping the dispute confidential?

• If the franchise is operated out of bespoke premises, be mindful of the position in relation to them. Does the franchisor own the head lease or does the franchisee have a right to use the property that is independent of the franchisor?

• Seek early independent advice from your lawyer and, if appropriate, your accountant to establish your rights and obligations and the impact that any dispute could have going forward.

The comments in this article are general and are not intended to be individual legal advice.

elitefranchise | April 2016

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04/04/2016 14:17

Franchise with confidence Our dedicated franchising lawyers provide comprehensive legal services and advice including: •

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Stevens & Bolton Apr16.indd 2

04/04/2016 14:17

Contracts

Deal or no

deal?

Entering into a contract doesn’t necessarily mean signing on the dotted line. That’s why it’s important to understand what constitutes a legally binding contract

BY Kate Legg, CEO of Komerse

W

hat comes to mind when you think of a legal contract? You may imagine thick paper signed in fountain pen or pages of small print that never get read. But you may be surprised to learn that most contracts don’t even have to be in writing. In fact, forming legally binding agreements may be easier than you think.

The principles of contract formation were established over a hundred years ago and, whilst they have been augmented by statute, the basic requirements haven’t really changed. When lawyers look to see whether there is a contract in place, they look for five basic elements. If all five elements are present, then there is a contract – even if it’s not written down.

Offer and acceptance The first two requirements are that there must be an offer made by one party and an acceptance by another. Legally speaking, an offer is a promise to enter into a contract on the terms provided. This means that the terms of the contract must be clear in the offer, otherwise it is essentially just an invitation to negotiate and thus not legally binding.

Once an offer has been made, the other party must then do something to indicate that they accept it. Traditionally, offers are accepted by signing the contract; however, this is not strictly necessary. An offer could be accepted verbally or by any act that indicates that the party is doing so.

Often, a supplier will start work on a contract before the papers have been signed and whilst negotiations on the finer points are continuing. Although it’s understandable that a supplier will want to get stuck in as soon as possible, this approach certainly isn’t without risk. When the supplier starts work on the contract, this could actually be seen as an indication that the supplier accepts the offer as it stands and is bound by a contract on those terms.

Occasionally the second party will state that they want to accept the offer but propose some slightly different terms.

This often arises when the buyer and seller each have their April 2016 | elitefranchise

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own standard terms and conditions. Typically, the seller makes an offer that is subject to their standard terms of sale; the buyer then ‘accepts’ the offer but subject to the their standard terms of purchase. In this particular scenario, the buyer hasn’t actually accepted the seller’s offer at all but instead has made a counter-offer. This is commonly known as a ‘battle of the forms’ and can be fruitful ground for litigation lawyers.

Consideration The third requirement is consideration. Put simply, this is the price that the customer has agreed to pay in return for the seller’s goods and services. Usually this will be an amount of money, although anything with a value is sufficient. What’s more, it doesn’t matter what the actual value of the consideration is: it could be something worth significantly less than the other part of the bargain. For example, a packet of crisps could constitute consideration for the sale of a Ferrari and be capable of forming a legally binding contract, even though the crisps are worth significantly less than the market value of the car.

This principle was illustrated in a franchise case in 2010.

In franchise agreements, the franchisee will usually agree to various obligations – including the obligation to pay fees – in return for the rights to use the franchisor’s brand and to operate the franchise. However, in the 2010 case, a pack of

Traditionally, offers are accepted by signing the contract; however, this is not strictly necessary

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posters given to the franchisee by the franchisor was found to be sufficient consideration for the obligations that the franchisee entered into in the franchise agreement.

Intention The fourth requirement is intention. A contract can only be formed in circumstances where the parties intended to create a legally binding agreement. However, this is not a ‘get out of jail free’ card for someone who wants to avoid a contract. The law presumes that in commercial contracts there is an intention to create a binding agreement. This means that the party who wants to avoid the agreement must provide very clear evidence that they did not intend to be bound. In practice, this is very difficult to prove.

Certainty The final requirement is that the terms of the contract must be certain. However, in some circumstances, the law will imply terms into contracts even if the exact terms haven’t been agreed.

Occasionally, terms will be implied that are fundamental to the contract; for example terms may be implied relating to price, delivery and quality.

The existence of implied terms doesn’t mean that written contracts are redundant or that the courts will write a contract for you. On the contrary, it is far better to have a written contract where the agreed clauses are clearly set out, rather than leave it to hoping and guess work as to whether a particular term will be implied. Otherwise you risk being bound by a contract on terms that you didn’t choose but which are imposed upon you by the courts.

Putting it altogether From a legal perspective, if the five elements are present, then there is a legally binding contract, regardless of whether the parties have signed an agreement or even whether there is anything at all in writing.

From a practical perspective, if you don’t intend to form a contract and are still negotiating, it is important that you make this very clear to the other party. Conversely, once an agreement has been reached, make sure that it is documented. A written agreement is much easier to enforce if things go wrong and helps to reduce the risk of disputes in future.

elitefranchise | April 2016

04/04/2016 16:37

BUYING AN EXISTING FRANCHISE IS A GREAT WAY TO RUN YOUR OWN BUSINESS. Buying a resale gives you the security of buying a franchise with the added bonus of an existing business with customers and a running cash flow from day one.

Franchise Resales are the UKs only dedicated franchise resales broker in the Uk affiliated to the bfa.

Franchise Resales offers franchisors support and guidance in their resales process as well as providing a hand held service to selling franchisees businesses.

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THE BRAND AND THE BUSINESS STRATEGY IS ALREADY IN PLACE, ALL YOU HAVE TO DO IS IMPLEMENT IT. t. 01522 246811 e. info@franchiseresales.co.uk w. http://www.franchiseresales.co.uk

FRAN004

The Personal Approach to Franchising & Recruitment

Let’s talk about our fantastic Recruitment Agency Franchise Opportunity If you're looking for a fast paced and exciting sector to start your own business in, then perhaps now is the time to consider the recruitment industry with all the advantages of Select’s 35 year history and proven franchise business model. With our Office Plus growth model you will build your own business whilst enjoying the kind of back office and marketing support, bespoke training and support packages that a local independent recruitment agency can only dream of. Starting with just two consultants, you can expand at your own pace with absolutely no limits.

Please contact Steve Lampshire on 07585 709 136 or email franchiseteam@select.co.uk

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selectfranchising.co.uk

04/04/2016 14:51

ADVERTISING FEATURE

Having sent the States into a spin, Coyote Ugly is now bringing a touch of showbiz to the British bar and nightclub sector

E H RAISING T T

he Coyote Ugly legend began with a girl, a dream, and a little bit of Wild Turkey. In 1992, Liliana “Lil” Lovell, a 24-year-old Wall Street apprentice-turned-bartender was living a good life. She was doing a job she loved, making money and gaining notoriety for her antics on the bar as well as behind it. Tired of working for other people, she was ready to make her move. The plan was simple: open her own bar, make money, and have fun. Determined not to let anyone or anything get in her way, she drew up a business plan: beautiful girls + booze = money. That simple concept challenged the way the bar industry had worked for years and incited excitement and a culture that soon became world famous.

With over 20 years of experience, over 20 saloons worldwide, a blockbuster movie and three seasons of a reality show on MTV’s Country Music Television, Coyote Ugly Saloons has its sights set on expanding saloons all over the globe. Coyote Ugly offers an international franchise program for selected franchise candidates full of fun, support, high profits the and recognition of one of the world’s best known brands. With recent participation in franchise expositions in Paris and London, demand is high and territories will sell out fast.

Led by owner, founder, and original coyote Liliana Lovell, Coyote Ugly has a well-oiled machine for a

R A B

system and translates that into one of the strongest systems in franchising. The concept has a unique offering, able to provide systems and methods of running the world-famous brand but also the flexibility to adapt to local cultures and traditions.

The robust training and operations system includes full training of owners, managers and staff, assistance with site selection and procurement, store design, brand and marketing guidance, and unrivaled ongoing support. Franchisees who are hands on, have a deep understanding of their local market and commit to follow Coyote Ugly’s franchise system are those who are most likely to become key players in the bar and nightclub retail sector.

The total investment in a Coyote Ugly Saloon franchise is between £315,000 and £790,000, dependent on location and size; single and multiunit franchise partnerships are available. Coyote Ugly is looking for people who embrace the culture of Coyote Ugly Saloons and share their vision of offering the Coyote experience to their market.

Owners will benefit from the history of a worldwide legend in the industry and a tested business model.

If you’d like to talk about the details and see if we are a good match for each other, visit the website at www.coyoteuglyfranchise.com and request information from Justin Livingston, vice president of global development at justin@coyoteuglysaloon. com.

April 2016 | elitefranchise

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04/04/2016 15:25

Buy a coffee franchise with

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Visit FranchiseSales.com to find out more about buying a coffee franchise – and more!

DYNA001 Untitled-2 1 Advert - November 2013.indd 1 Talk Business FranchiseSales.indd 1

03/12/2015 15:30 12/11/2013 16:59:27 04/04/2016 14:28

Jani-King – cleaning franchises with a real difference…

As a result of planned retirement we are offering three going concerns for sale: · Yorkshire circa £50,000 · East Midlands circa £100,000 · East Anglia circa £30,000

Location: Merseyside £425,000

This is a unique opportunity to buy established and profitable businesses (£15k to £35K monthly turnover). Usually franchise partners build their businesses up over time as we source and deliver the contracts for them as needed, but in this case the businesses already exist, are fully operational and profitable. These are established business with long term customer contracts in place, unlimited capacity for additional growth and income from day one.

The purchaser will benefit from:

· High revenues from day one · Fully staffed business with experienced operations management structure in place · National Blue chip clients · Cash collection service · Ongoing business management and development support · Significant million pound growth potential with no need for selling, we’ll win the business for you To enquire about any of these business for sale please call Freephone 0800 917 3293 or email info@janiking.co.uk

JKFR001

Minster Merseyside is a management franchise, and as such a franchisee can include a mix of marketing, client liaison and team management in their day to day activities. A typical day could include: • travelling to see new clients and preparing proposals • Area management team meetings to discuss the day to day running of the business • Checking budgets and cash flow to keep the business on track Everyday is different and very busy which keeps it interesting.

The current franchisee of Minster Merseyside is looking to retire and the business is available to offers in the region of £425,000.

MINS001

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OVER TWO DECADES OF SUCCESSFULLY SETTING Cleaning

1993

“The Dublcheck Franchise was U.K. based, was relatively recession proof and was a basic business concept easily scalable.

Most importantly of all it was backed by the support of an established Franchisor that really appealed to us” - Mark

ESTABLISHED

PETER & DENISE Previously Logistics Manager Starting turnover: £48k Selling turnover £140k

MARK & JAMES Previously Textile Manufacturers

“Once I met the Dublcheck team I found the concept of commercial cleaning very appealing” - Joanne

CH BL E Cleaning

JOANNE Previously Project manager at Bank of Scotland Starting turnover: £50k Current turnover £175k

Current turnover £590k

CK

DU

Franchise owners say:

PEOPLE UP IN BUSINESS

2016

“We found Dublcheck during our research into the franchise industry and immediately liked its concept of guaranteed turnover*, with Dublcheck finding your clients and guaranteeing the level of turnover you desire.”

- Peter

Franchising

19

LEN DONNELLY

93-2013

Previously Retail Manager Purchased resale Current turnover £350k

ALL FIGURES CORRECT AT THE TIME OF GOING TO PRESS

“A big thank you to the Dublcheck team, and o receive an award was brilliant” - Len “Sonal and I can’t belive a year has past since we decided to join this wonderful franchise.

We both wish we had done this years ago.”

- Mitesh

SONAL & MITESH Previously Quantity Surveyor Starting turnover: £14k Current turnover £150k

BUILD YOUR BUSINESS THE EASY WAY GRAHAM

NO NEED TO DO ANY SELLING...

WE GET THE BUSINESS FOR YOU!

GRAHAM & JAN

We Guarantee:

Previously MD of Colouroll Starting turnover: £48k Selling turnover £400k

• Turnover • Growth • Support

Previously Police Officers Starting turnover: £48k Current turnover £200k

Full training, support and low investment Invest from £9,950 to £190,950.

Turnover from £14,000 to half a £1/2 Million per annum.

With over 100 franchisees nationwide, and many more areas and opportunities available, you too could benefit from the proven Dublcheck system.

Dublcheck’s unique franchise system is a proven way to build a successful business in a multi-billion pound cleaning industry.

Further Details:

0800 317236

email: franchise@dublcheck.co.uk web: www.dublcheck.co.uk

Carol Stewart-Gill, Founder and Chairman of Dublcheck

Dublcheck, The 20th Fastest Growing Company in the UK - Official Source, Sunday Times

APPROVED FRANCHISE ASSOCIATION FULL MEMBER

*Guarantee turnover is not a guarantee of profit.

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DUBL001 29/01/2016 16:30

DNS Accountants

The flexible, efficient & highly rewarding Accountancy Franchise Whatever your experience we have the PERFECT Franchise solution for you. Whether you have many years accountancy experience or are a trainee accountant / bookkeeper looking for a great product, training and support, then we have the Accountancy Franchise for you. Our Franchise Package also includes fully integrated cloud-based bookkeeping and accounting software, as well as high quality leads through our proven lead generation marketing; we give you the tools to succeed and stand out in this highly competitive industry.

• Award Winning Business • Proven Sales Program and Leads • Free Accounting & CRM Software • Large Marketing Territory • Full Training & Unlimited Support • IT Set-up, Back-up & Support • Low Overhead Zero Risk Solution

Call: 020 7148 1706 | email: info@dnsaccountantsfranchise.co.uk | www.dnsaccountantsfranchise.co.uk

DNSA001

Women UK

Your own glossy magazine and commercial membership directory.

WomenUK.co.uk is the ultimate ‘online’ portal for women in the UK. Packed with fashion, style, health, interiors, business, family and more. WomenUK.co.uk provides readers with advice, tips and news on everyday life both on a national and local scale.

WomenUK.co.uk is available to license on a county to county basis and provides businesses the opportunity to reach key decision makers both at home and at work through strong editorial and business listings. Perfect opportunity for anyone wanting to run their own business whilst building a residual income.

• Complete Franchise £9,999 • Full Training Given • Low Overheads/ Work from home • Realistic Earning Expectation in excess of £100,000 within two years • Payment Plan Available

Contact: Carole on 07525842212 or carole@ukwomenmagazine.co.uk for more details. | www.womenuk.co.uk

UKWO001

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GET INSPIRED BY SOME OF THE UK’S MOST SUCCESSFUL FRANCHISORS Elite Franchise is the UK’s fastest-growing title for franchisees, start-ups and growing franchise businesses in the UK. A high-quality magazine, it’s packed with engaging content including interviews with the hottest franchises around, hints and tips to help aspiring entrepreneurs and columns from those in the know.

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If you put your mind to it, you can achieve anything. Just ask troy tappenden: in the space of 16 years, he’s grown Dream Doors from a single showroom into the UK’s largest kitchen makeover franchise

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04/04/2016 18:33

Franchise Diaries with Kate Lester, chief talent spotter at Diamond Logistics

Let’s get together Socials are a great way to build rapport between a franchisor and its franchisees.

And, better still, they can bring fresh ideas to a franchise network

I love a good knees-up. My mum and I used to spend quite a lot of weekends putting on a ‘lovely spread’ – as my Great Aunt Kath used to say – and maybe that’s rubbed off a bit on how we manage our franchises now. We do like a good get together.

Some of the franchises I know only get together once a year; that just wouldn’t work for us. Here at Diamond, we used to do three events a year: our March catch up, the Summer BBQ and the awards and AGM in November. This year, we have added two additional High Flyer Lunches, which are aimed at the people who really want to make their businesses grow.

We find that the more people talk, the more they build relationships, which is great for inter-trading within our network. We also find they swap knowledge and have a chance to cross train each other, whether that’s the oldies helping out the newbies or some of the newbies giving some of the oldies a kick up the bum to help get them back on track.

Another key part of our knees-up is the 360-degrees constructive criticism that we get to give franchisees and that they get to give us right back – all without umbrage.

It’s just a way of making each other’s businesses grow. We get dozens of hints, tips and suggestions, some of which 80

I can honestly say – even with a seven-strong management team of diverse characters – we haven’t even thought about. For us it’s such a welcome opportunity to continually improve our game. And then there is the not-to-be-underestimated importance of the social. Again, these are a get together of 25 separate business owners who are working by themselves. As many of us know, leading your own business can be a lonely job, so sharing of a few beers and anecdotes is more about relationship-building than anything we could ‘prescribe’ at our meets. For a team to trust each other, they need to bond; to bond, they need to get on; to get on, they need to meet. The more times the better.

Our meets are not just jollies – we always temper it with valuable content including the latest industry news, details on new services and network updates. We always focus on general business development too.

This June, our content is all about recruitment – knowing that training and recruiting superstars is the key to making our businesses grow.

We occasionally throw in a theme: on June 7, 2014 we had a D-Day themed event – although I ended up

elitefranchise | April 2016

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04/04/2016 15:34

Some of the franchises I know only get together once a year; that just wouldn’t work for us

looking more like Colonel Gaddafi than the Winston Churchill I was hoping for. And at November’s, Diamond’s COO Daniel Allin did a great Doc from Back to the Future. It’s good to have a bit of fun with it.

We have evolved the way we do these meets too. It started off being very one-sided, with our team talking at an audience and delivering death

by PowerPoint. Now it’s a lot more interactive – we always have guest speakers and a mix of team members contributing different bits from their respective departments. And recently we have found that small group workshops are a great way of breaking up the afternoon. We break by 4pm at the latest and there is always a good social afterwards or a chance to have a good lunch in between sessions so the whole team can chat and bond.

Therefore I encourage you as franchisors, if you are getting together, to get together more often. I know it’s a cost but the more training we can give our team and the more motivated we can keep them, the better we all perform. So it’s money and time well spent.

And, as a potential franchisee, I would say that it’s worth asking about meet-ups as a qualifying question. If the franchisor is investing in getting together frequently and continually educating and updating its franchises, you know it is invested in the longterm success of the network – not just turning the maximum profit in the short-term.

Getting together builds relationships, it gives you a chance to train, retrain and inspire. And, hangovers aside, it’s also pretty good fun.

April 2016 | elitefranchise

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04/04/2016 15:38

ADVERTISING FEATURE

Not all franchise opportunities are created equal Will Gavan of Jani-King UK explains

L

et’s face it: there are a lot of franchise choices out there and an almost infinite range of industries, specialisms and business types to choose from. So how do you make that choice? It makes sense to go for a franchise with stability, one that offers you an established brand with proven recession resistance, extensive support and training and flexible startup options. So far, so obvious. But what else is out there and what else can you get?

Looking around, it’s clear that not many franchise opportunities can offer gold-plated guaranteed offers of monthly All our business and immediate and ongoing franchisees are demand in every area. That’s where Janiguaranteed to King comes in. Jani-King is one of the be offered an largest commercial cleaning franchise agreed amount companies in the world and has been of monthly present in the UK for 23 years. We thrived business during the recent economic downturn and 2015 was a particularly buoyant year, generating £1.2m of new business for existing franchisees.

We also won a prestigious new contract with national restaurant chain Byron Burgers last year, adding them to our existing client list that includes H&M, Wagamama, Diesel, Lexus and Mercedes car showrooms, Yo Sushi and Giraffe, amongst others.

82

So how does this benefit you? All of our franchisees are guaranteed to be offered an agreed amount of monthly business and we deliver on that guarantee. The average increase in turnover for our franchisees in 2015 was 24% (resulting in an average turnover for franchisees of £72k per month). Our best performing franchise saw their turnover increase by 55%.

This surprising level of growth is directly attributable to the high level of holistic support that Jani-King provides to its franchisees. As well as delivering on the initial guarantee we know that businesses have to grow to survive, so we ensure that our franchisees have unlimited access to a dedicated locally-based sales team that is supported by a proven national sales effort. In addition to winning new business for franchisees, Jani-King’s proven system provides ongoing business management support, including customer invoicing, cash collection, customer-service calls, customer management and on-going technical training. This means there is always someone to help and you are never alone.

Jani-King UK franchisees also have the added and invaluable benefit of ongoing business mentoring and support to help their franchise business achieve its potential and to give them the personal and business skills needed for each stage of business growth, including putting systems, processes and organisation in place to create a real scalable and saleable business asset.

If you are keen find out how you could be part of the Jani-King success story, why not get in touch to see how we can work together to build your business for the future?

Freephone 0800 917 3293 Email info@janiking.co.uk Web www.janiking.co.uk

elitefranchise | April 2016

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04/04/2016 14:41

Looking for an opportunity to become a successful, independent business owner, backed by one of the world’s largest franchised cleaning companies?

Plans start from as little as

£18,000

New franchise plans start from as little as £18,000 and go up from there in line with the investment you wish to make and the amount of guaranteed offers of business you want.

Success with national accounts means we urgently need new franchisees to service existing business in: Bristol Cardiff East Anglia

East and West Midlands Yorkshire London and M25

If you are interested in becoming the next Jani-King success story why not get in touch to find out more and start the ball rolling?

“When I was looking into different franchise opportunities the one offered by Jani-King stood out to me over the competition for a number of reasons. I was reassured because it offered a proven business model with guaranteed turnover, which they delivered, and the chance to work with some well-known national brands.

I am glad that I chose Jani-King, they have more than fulfilled their promises and, with their comprehensive support, I have built an extremely successful franchise business that has grown steadily, even during the recent economic downturn.”

Tony Vockins, Jani-King franchisee of 8 years

Freephone 0800 917 3293 Email info@janiking.co.uk www.janiking.co.uk JKFR001 Jani King DPS.indd 2

28/01/2016 18:12

Be part of the Jan-Pro family - the fastest growing, #1 commercial cleaning franchise in the world.

Could you be our next regional director?

• Executive’s business – Monday to Friday

• Needs an office and only 3 employees

• Can build to a multi-million turnover business

• Multiple income streams • Unit franchisee sales • Direct sales of commercial cleaning • Product sales • Full training at Jan-Pro University in Atlanta included in franchise fee

• Up to 50% of the initial franchise fee can be paid over three years • Existing profitable business in key areas already operating in the South and South West

• Sales and marketing focus – either directly or by employing a professional

We’re growing worldwide, serving clients in 13 countries via more than 10,000 franchises. We’re now seeking additional Country Master Franchise Owners to keep our global expansion going strong.

Join Jan-Pro and become part of the #1 commercial cleaning franchise company in the world. As an experienced executive, you can apply your leadership skills directly to building your own business.

We offer home-based franchise opportunities for people who yearn to build a better life for their family.

With a Jan-Pro commercial cleaning business, you control your future.

Commercial Cleaning with a difference To learn more about Jan-Pro, please visit: www.jan-pro.com or call us at 020 8090 4999

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04/04/2016 17:44