elitefranchisemagazine.co.uk
April 2019 ÂŁ4.50
Endgame What happens when franchisors exit?
Breaking records This franchise smashed the same Guinness World Records twice
Instagram Just how social is your franchise?
Right place Regus is on a co-working crusade in the UK
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Alana Spencer
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The Apprentice winner not only has billionaire Alan Sugar as her business partner, she’s perfected the recipe for success with Ridiculously Rich by Alana
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Good goes in
By joining the Muffin Break franchise family you can benefit from being your own boss, alongside the expertise and reputation of an established bakery cafe business. We have over 17 years of experience in the UK market under our belt, not to mention our international successes, we’ve done this before! We have an expert team of people in place to support you.
WELL CONNECTED: Strong relationships with landlords to aquire prime retail sites. MAKING YOUR STORE A REALITY: We design each store to make best use of your site. We manage theconstruction programme for you. We supervise the fit out, ensuring you get the perfect environment with equipment of the highest quality.
THERE FOR YOU: We give you advice and full intensive online and in-store training on everything from baking to business planning, marketing to product presentation.
FANTASTIC FOOD: We love good food and constantly develop fresh and delicious recipes within our dedicated product team.
THE BEST COFFEE: You’re going to love making and selling our coffee. It’s second to none, with beans sourced from eight of the world’s best coffee growing regions.
THERE WHEN YOU NEED US: We’re there when you need us and we step back when you don’t. We under stand that our franchisee’s businesses are their own. We support and nurture your business, we don’t run it for you.
If you are interested in investing in a Muffin Break Franchise, please contact Heather in the Franchise Recruitment Team on:
E: franchisee@muffinbreak.co.uk M: 07824 880273 W: muffinbreak.co.uk Muffin Break DPS 1
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THERE ’ S PLENTY TO GAIN BY OWNING YOUR OWN MUFFIN BREAK BAKERY CAFÉ . SOME OF THE BENEFITS INCLUDE : The opportunity to share in the success of an instantly recognisable and highly successful global brand with a proven track record throughout the UK, Australia and New Zealand
The flexibility to set your own work hours, make your business work for you and your family. With your own Franchise, you can pick the hours of work that suits most to your family needs.
The security of joining a network of experienced industry professionals who offer exceptional training and operational support whenever you need it
The advantage of having a fully integrated marketing program to actively promote your business to existing and potential customers
The excitement of being part of a well-established and trusted wholesome brand that offers a large range of freshly baked sweet and savoury products, which are continually being evolved and extended
Joining a franchise is truly an attractive way to create your own business path, allowing you to reach your goals and fulfil your lifestyle dreams. Muffin Break DPS 2
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COVER STAR
Alana Spencer From earning ÂŁ2,000 from teachers at school for her baking brilliance to coming out victorious on The Apprentice with ÂŁ250,000, Alana Spencer has leapt into the franchising sector with Ridiculously Rich by Alana
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contents 04.19
REGULARS 9 Welcome & contributors 11 News & events 129 Franchise diaries
COLUMNS 12 Pip Wilkins 15 Gemma Tumelty 28 Frank Milner 33 Tony Bowman 37 Amber Manning 57 Chris Roberts
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FEATURES
True colours
50 All together now Regus has launched a UK franchise. Will it be successful?
Helen Venables reveals how her post-natal depression made her the leader of House of Colours
62 Endgame
Unveiling how franchisors can exit their franchise without destroying it
73 From the ground up
Oltco isn't just making great driveways but also excellent franchising foundations
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81 Do it for the gram
Instagram is one of the most popular platforms around. Snap into action and use it in your marketing
88 Recruitment done right
Finding staff is tricky. Ensure you follow our guide to attract the best candidates
94 Teaching them a lesson
As Tutor Doctor franchisees, this mother and son duo is passionate about tutoring children
102 The new batch
Fresh out of the oven – take a look at the UK franchising industry's newcomers
108 Overseas legalities explained
This is what you must know when launching a franchise in the UK
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The mark of excellent care
Sue does it... Would you like to have a positive impact on people’s lives?
You can become the next Caremark homecare franchise success story. for more information speak to our recruitment team on 01903 266392
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welcome Volume 08 Issue 04 / 2019 EDITORIAL editorial@cemedia.co.uk Zen Terrelonge Editor Eric Johansson Acting Web Editor Varsha Saraogi Feature Writer Angus Shaw Acting Commercial Writer Louisa Cook Editorial Intern Anne Struijcken Editorial Intern
The secret recipe
DESIGN/PRODUCTION production@cemedia.co.uk Darren Marriott Head Designer Vrinda Sejpal Designer Lizzie Thurgood Designer Dan Lecount Web Development Manager dan@cemedia.co.uk
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s is the case for traditional businesses, entering franchising requires a great amount of planning and preparation – a recipe for success, if you will. With that in mind, we explored succession planning this month. Startup founders commonly build a business and move on but franchisors are arguably even more embedded in their networks, so where does their departure leave franchisees? Well, speaking of exits, a franchisor leaving can work wonders if you ask Helen Venables. After all, it saw her go from franchisee of styling franchise House of Colour to helm the network. As Brexit discussions continue UK plc pushes on. So we learnt how office space franchise Regus has expanded from Belgium to Britain, as well as detailing the legal considerations needed to enter foreign shores. Finally, Alan Sugar is known for being quite a hard taskmaster. But having spoken with cover star Alana Spencer, winner of The Apprentice, we discovered what it’s really like to have the billionaire businessman as a partner and how her cake company Ridiculously Rich by Alana went from a one-woman enterprise to a franchise with 70 franchisees.
SALES & MARKETING Jemma Tonge Acting Sales Manager jemma.tonge@cemedia.co.uk Loretta Smith Sales Account Manager loretta.smith@cemedia.co.uk Zane Zvirbule Marketing Administrator zane@cemedia.co.uk Ellie Savva Marketing Assistant ellie.savva@cemedia.co.uk ACCOUNTS Sally Stoker Finance Manager sally.stoker@cemedia.co.uk
■ ZEN TERRELONGE - EDitor
DIRECTOR Scott English Director scott.english@cemedia.co.uk
Circulation enquiries: Channel Edge Media Call: 0124 567 3700 Elite Franchise is published by Channel Edge Media, 1st Floor, Regency House, 16 Victoria Road, Chelmsford, CM1 1NZ Copyright 2019. 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 Channel Edge Media Limited cannot be held responsible for such variation. cemedia.co.uk
Contributors
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Gemma Tumelty
Amber Manning
David Glover
Frank Milner
The managing director of The HR Group writes her first column about how franchisors must prioritise mental health in their network
As the UK CEO of Just Cuts, Manning definitely knows how to scale a franchise in new markets. Head to page 37 to learn how
The Caremark managing director talks about what he learnt by shadowing his staff in his first franchise diaries column
Women in franchising are indeed increasing and they must receive continued encouragment, according to the president of Tutor Doctor
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Join Home Instead, the UK’s No. 1 homecare franchise company, offering healthy operating profits, award-winning support, and a rewarding opportunity to change the way older people are cared for in the UK.
Try a different type of franchise instead. Contact Imogen on 01925 730 273, email franchise@homeinstead.co.uk or visit www.homeinstead.co.uk/franchise
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Mark Wahlberg invests in F45 Celebrities are getting serious about their gains, both in the gym and in their business portfolio. Hot off the heels of Avengers actor Chris Hemsworth announcing his training app Centr, Mark Wahlberg is now solidifying his stake of the fitness industry by investing in F45, the boutique gym franchise. Since Rob Deutsch launched the company back in 2013, it has gone from strength to strength to having over 1,500 gyms and more than six million members across the globe. The Boogie Nights superstar’s investment makes him a minority stakeholder and F45 will use the money to fuel its global expansion, taking a special interest in the US. Commenting on the investment, Wahlberg said: “The founders of F45 Training have done an incredible job building a global brand and with this partnership we hope to continue disrupting the fitness industry.” With an A-list star like Wahlberg behind it, we can expect that the high intensity growth of F45 will continue for a long time.
Events The International Franchise Show April 5-6 Excel Exhibition Centre Sandstone Lane London, E16 1XL
NatWest EWIF Awards 2019 May 1
RBS Building, 250 Bishopsgate, London, EC2M 4AA
bfa Annual Conference 2019 June 27-28
The Vox Conference Centre, Resorts World, Birmingham, B40 1PU
EWIF National Conference 2019 19 September The Best Western Plus Manor Hotel Main Road, Meriden, Solihull, West Midlands, CV7 7NH
Women in Business EXPO 2019 October 16-17
Farnborough International Conference and Exhibition Centre, Etps Road, Farnborough, GU14 6FD
BY ERIC JOHANSSON
Franchise breaks Guinness World Record Franchises are accustomed to breaking records. However, few can claim to have smashed the same Guinness World Record twice but Stagecoach Performing Arts is one company that can. The performing arts franchise for kids has now officially been named the holder of the record for the largest simultaneous performance of one show – beating its own 2008 record. The event in question happened on Sunday July 1 2018 but has just been announced by Guinness World Records. The performance involved 12,500 students across 73 international schools who all took part in a simultaneous performance of Disney’s Beauty and the Beast Junior and coincided with Stagecoach Performing Arts' 30th anniversary – rather fitting as Emma Watson, a former Stagecoach Performing Arts student, performed in the 2017 live-action movie adaptation. We’re betting Stagecoach Performing Arts won’t be the last franchise to break an insane record.
Franchisees for the win This year’s bfa HSBC Franchise Awards’ franchisee finalists have been revealed. Shortlisted from an impressive number of applicants, 21 franchisees will duke it out across six different categories at the ceremony on Thursday June 27. The nominees fighting for the awards are franchisees from Rainbow International, The Creation Station, Home Instead Senior Care UK, ActionCOACH, Snap-on Tools, Card Connection, Molly Maid, Driver Hire, Bright & Beautiful, Sandler Training, Right at Home, Speedy Freight, Tutor Doctor, Window to the Womb, Stagecoach, Barking Mad and The Christmas Decorators. May the best franchisee win.
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Pip Wilkins chief executive bfa
To the global market and beyond
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Pip Wilkins, CEO of the British Franchise Association, looks into the benefits of UK franchisors expanding their brand across the world
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he 2018 bfa NatWest Franchise Survey shows that one in three UK franchisors also have international operations. A great result for British brands looking to have a worldwide stamp. Taking your business model overseas isn’t a quick process, however, and will take significant planning and measuring of global markets to see where your brand could potentially work. A partner in franchise I believe the most essential aspect of planning to enter another market is to find the right franchisee, if you’re issuing a master licence, which is the most common route. 60% of UK franchisors who have international operations issue a master licence to an international franchisee in one or more markets. You have a responsibility to recruit a partner who is as passionate
about the brand as you are and will commit to driving it forward in the chosen market. The survey has revealed that an increasing barrier in international expansion has been the lack of suitable franchisees, jumping up from 8% to 16% in the last three years. So be prepared to wait a while before finding that perfect partner. Understanding legislation The most prominent barrier to growth outside the UK, however, is legislation. This is an issue that’s jumped the language barrier as the largest issue historically. It’s important to do your research on the market you wish to conquer, confer with an international franchise solicitor and consultant to ensure no stone is left unturned and be fully prepared to fulfil the requirements of an international franchisor with an appropriate franchisee agreement.
Culture difference You’ll have to make peace with the fact that your brand won’t be the same when entering an international market as it is in the UK. There will be cultural differences no matter where you want to expand and you don’t want to make it obvious that your brand doesn’t fit in the market. Working with your franchisee will make the transfer easier as they will be able to help you understand which parts of the business model need adjusting. Don’t do it blindly – do your research. While you may not want to compromise what makes your brand special in the UK, it’s important you make necessary alterations to your business. This doesn’t mean you lose the identity of your brand but just evolving it to suit international tastes to ensure success.
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AN INNOVATIVE NEW INVESTMENT OPPORTUNITY TO FRANCHISE WITH REGUS 3 in 10 o�ce buildings in every town around the world could o�er a new franchise opportunity in the coming years through �exible workspace and co-working*. With a network of 3,300 locations in 110 countries, Regus, the industry global leader, is expanding fast – We’re now looking for driven, committed franchise partners to capitalise on this huge opportunity, enabling you to generate exceptional cash returns. If you have the drive, resources and commitment to be part of a global growth story, visit regus.co.uk/franchise today, call our franchise team on +44 (0)113 280 6989 or email us at franchise.UK@regus.com.
*Source: Flexible Space Report, JLL, 2018
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GEMMA TUMELTY managing director The HR Group
Managing mental health With great power comes great responsibility and as franchisors you must have systems in place to tackle mental health issues for your franchisees as well as your staff
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he world of work can be a stressful place – particularly so in franchising, where some franchisees are often self-employed and experience irregular income for the first time. Indeed, franchisors, franchisees and their staff are all vulnerable to stress and mental health issues. This impacts their motivation, performance and interaction with colleagues, customers and clients. Fortunately, the awareness is increasing as figures show that a third of all medical fit notes relate to mental health. On a less optimistic note, these conditions are annually costing the UK economy £15bn. So how should franchisors tackle these issues? Taking a positive, proactive approach to mental health at work can help grow your franchise and help you, as a franchisor, avoid any tricky legal issues, disputes, franchisee underperformance and failure. Whilst franchisors rightly espouse the many benefits of running your own business, they must also recognise the process of doing so can be lonely, pressured and a rollercoaster of highs
and lows – particularly during the early days. From a legal point of view, the franchisor-franchisee relationship is a commercial alliance. Franchisors therefore have no direct legal employment legislation to adhere to. However, they do have a duty of care and a moral responsibility to ensure they’re not causing ill health in their franchise network. There are several ways that franchisors can support franchisees. Firstly, by using preventative measures in their recruitment process to ensure they fully understand the reality of starting a new business. Secondly, they can spot the signs of stress, such as increased contact with the support office or going missing in action. Franchisors should ensure they know how franchisees are performing financially and that they’re approachable and prepared to listen to family and health stressors that may cause sliding performance. Thirdly, franchisors should have strategies in place for how they would support a franchisee in any mental distress – financially or emotionally.
For employed staff, franchisors and franchisees already have legal duties – mental health is classed as a disability in the UK workplace. Being taken to an employment tribunal for discrimination can be incredibly costly. So franchisors should ensure they’re giving franchisees employment law support to avoid putting themselves at risk. The government has recently proposed a new law, making all employers with five or more employees appoint a trained mental health first aider in the workplace. These would operate as an early warning system to identify issues and support workers in getting them quickly addressed by professionals. Avoiding more serious problems for the individual and the company would be a welcome outcome all round. For franchisors, there are many stresses to manage, such as meeting franchisee expectations, work overload, emotional impact of failures, achieving work-life balance, alongside legal battles and financial challenges. So franchisors should practise what they preach, look after themselves and their own stress levels as well as those of their franchisees and staff.
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Cake it till you make it
BY ZEN TERRELONGE / PHOTOGRAPHY BY KAREN MASSEY / BART THOMAS
From selling chocolates at school to winning The Apprentice and becoming Alan Sugar’s business partner, Alana Spencer transformed her luxury cake company Ridiculously Rich by Alana into a franchise after winning the BBC show and has all the ingredients for success
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ALANA SPENCER
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f ever there was a sign Alana Spencer had the makings of an entrepreneur destined for greatness, it was a £2,000 profit she made from her schoolteachers during her GSCE year. “I taught myself how to make chocolates and sold some to friends and family,” Spencer recalls. “And one Christmas I took in order forms and some samples for my teachers and I got a couple of thousand pounds of orders. When you’re 16, that’s quite a lot of money – I’ve always had a passion for business, probably more so than food to be honest.” Chances are after that payday she was even more passionate about the hustle of entrepreneurialism. But like all great tycoons, Spencer’s story didn’t happen overnight but had been years in the making. Spencer’s appetite for cookery kicked off when she was about seven, which her mother recognised and fostered. “My mum bought me a book on how to make Artisan chocolates and I taught myself,” she details, confessing her love of confectionery got the ball rolling. “I’ve been baking since I was a child, my parents would let me go into the kitchen and create whatever I wanted and nine times out of ten they were quite gross. I made cheesecake out of cheddar once.” Growing up in a foodie family was something of an introduction to the delights of scrumptious grub, as meals would play a big part of gatherings with extended family. But largely the urge to cook was something the young Spencer had within her as opposed to something she learnt from her parents – although her mum’s career had some bearing. “My mum’s an artist, so she was always creating and there were always wacky creations around the house but they weren’t food-related,” explains Spencer. “But food is creative and so I guess I got that from her.” And while other children her age would be eager to get home and watch cartoons or play with computers in their spare time, Spencer found herself baking or tuning into cooking shows. “I loved Ready Steady Cook when I was a child,” she recalls. So understandably, Spencer had perfected her candy-creating crusade by the time she was ready to sit her exams, hence the ability to empty the pockets of her teachers. But selling sweets was by no means her first venture. “I’ve always
loved having little schemes – I did car washing and stuff like that,” she says. “The first thing I ever did was a card business and I made handmade cards. They were really nice but they took me about half an hour each to make and I was selling them for £2, so it was basically slave labour. But that was my first kind of exciting look into business that I could turn something into money.” At the age of 14, Spencer had streamlined her card-creating craft and secured a £50 business order from her uncle who wanted to send festive cheer to his clients one Christmas. “I was kind of obsessed with making pocket money and then it went into chocolates,” she details, demonstrating an early understanding of investment. After leaving school, Spencer was keen to continue on the entrepreneurial journey but shocking exam results presented another path she had the chance to walk along. “I’m dyslexic but I got quite good grades in my GCSEs, which no one was expecting,” she admits, having assembled a clean sweep of As and Cs. “I was kind of expecting Cs at best.” With Spencer’s father being an academic possessing a PhD in chemistry, she felt like it would be a shame to pass up on continuing her study. “Although I wanted to go and do my business then, it was very much
encouraged to go and do A-levels, which I did – well I did half, I didn’t finish,” Spencer laughs. Having completed work experience at a restaurant during her time at school, the venue had subsequently given her a Saturday job making cakes. But during A-Levels, Spencer expanded her chocolate range to incorporate cakes and started renting a spare kitchen, which is where her business was bestowed a name: Narna’s Cakes. She would head to the kitchen after school to bake instead of going home to revise, while weekends were spent selling her wares to delis and at farmers markets. “I’d massively taken my eye off the ball with my studies,” admits Spencer. The entrepreneurial bug had apparently taken hold and was incurable at this point, which meant the chocolatier made her venture a full-time commitment by the time she was 18. “It just made sense to start the business because I was really passionate about it,” Spencer says. Still, her ardour didn’t totally numb the sense of fear and anxiousness. “I think everyone including myself was quite worried about it because it’s a big step,” she recalls. “I still lived with my parents so I was quite lucky I had that [support] to be able to start [up] while I was growing it but it was quite a scary
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moment.” Continuing to use the kitchen she was already renting for another year, Spencer was eventually forced to find a new premises as a change of owners meant they needed the facility she was using so they could expand themselves. Ever the grafter, Spencer found another location where she could roll up her sleeves, having worked there as a waitress. The only caveat was that the kitchen had to be used at night – but there was an upside: the sleepless evenings meant she was able to save money through a mutually beneficial agreement. “It actually came in quite well because I gave that cafe some of my cakes to try and they sold really well, so they said ‘You can use our kitchen at night for free because you’re making cakes for us,’” she reveals. So while making goods overnight became the norm, so did sleeping during the day – when she wasn’t delivering to shops or selling at events and markets on weekends. “It was a really weird time actually – a weird pattern and routine,” Spencer explains. “But I felt so obsessed with making it work.” And work it did. Securing a government grant meant Spencer was able to put money towards equipment of her own, while she pooled her own savings together with her parents, who agreed to build an extension on the side of their house, which became her very own bakery. “That’s where I worked for the next several years,” she reminisces. “So working at home I’d go into the kitchen and bake all day and it was never-ending. At that point it was starting to get really busy because I wasn’t just doing markets locally, I was travelling to festivals and that’s where the business really started getting busy.” Interestingly enough, the city-hopping mission meant that, while Spencer was unquestionably in demand, she was able to forge some sort of personal time in the process. “All my friends went off to university after school, so I was in the town I’d grown up in but everyone had gone away,” she recalls. “What was good is when the business started to grow and I was travelling all over the country to different food festivals, I would stay with friends, which meant that although I’d have to get up really early [for work], I was able to have a bit of a social life and that was really fun.” For her, it was more about staying in touch and catching up rather than the wild parties that university is known for. “I’ve never really been a
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partier – I absolutely hate the feeling of being really drunk and out of control,” she says. “I guess that was a good thing because I could totally focus.” And for three years straight, Spencer’s attention was fixed on moving her business forward on her own. But then she met her partner Bart Thomas who started his own bakery business based on savoury foods so that the pair could complement each other. “In my mind it was the perfect combination but in reality it was an actual nightmare,” she says. As the business-driven one of the two, she found herself organising two sales strategies rather than just one. “And if he had a better day than me, I’d get really jealous,” Spencer laughs. They came to the conclusion that both focusing on Narna’s Cakes made more sense, especially since it was more profitable most of the time. This allowed the duo to cover more ground, as they could take Narna’s Cakes to two different events on the same day. Things were going well with the business at this point. “I was earning a really nice salary,” she admits. “I was earning about £50,000 a year.” However, Spencer had hit a bit of a wall in the process. “I didn’t know how
to take it to the next level but I was earning a lovely wage for myself and did well saving,” she says. “It was good but I didn’t know how to get it better.” And that’s where The Apprentice came in. Having applied for the BBC One show twice before – the first application of which was for the Young Apprentice while she was at school – the third submission to get on the programme was done “on a bit of a whim” says Spencer. “Obviously I was able to go away and get a bit of experience and say ‘I’m doing a whole lot better than when I’d applied previously.’” The Apprentice proved to be quite the eye-opener though. Despite it having been in her mind for almost ten years, dreaming about becoming a candidate and, eventually, Alan Sugar’s business partner and living it were two entirely different things. “It was a lot tougher than I ever imagined,” she confesses, finding the hardest part living with such competitive people. Spencer was the youngest candidate on the 2016 series and whilst feeling the strain she also learnt from it. “I was very quiet at the beginning and a bit of a pushover but I picked my battles and stuck up for myself when
absolutely needed,” she reflects. “The biggest thing I took from it is that I went in there thinking every single person in there was God's gift to business and I was just a young girl. And with my business it seemed like there was no chance [of winning] because I was just a 24-year old from Wales that made a few cakes. So I guess the biggest thing I learnt was not to underestimate myself.” Despite applying on a whim, Spencer was adamant to claim the gold. “Once I was on there I knew I had to win the show,” she states. “It’s not really good exposure for your business if you don’t at least get into the top five. If you don’t do well, you can really come across like a bit of a numpty.” Indeed, on the night of the final episode Spencer’s exposure was more than just good as her following on Twitter went from 14,000 to 54,000. And it’s not just her social media status but the business’ sales that spiked too. “On the night of the final we made sure we had an online shop and that just went mad,” she recalls. “We had an app on our phone that would ping every time an order came in and literally for a couple of hours over the show it was just going ‘ping, ping, ping, ping, ping,’ which was quite cool.”
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Clearly just “a few cakes” were enough to get the bellies of viewers rumbling as well as Sugar’s. Spencer became the 2016 The Apprentice victor, bagging the billionaire businessman as a business partner and a £250,000 investment as a result. But in that surreal scenario, what’s the initial reaction that goes through your mind? “The first thing was genuinely ‘Oh my gosh, I’ve got to give away 50% of my business,’” laughs Spencer. Having run Narna’s Cakes for seven years, which was subsequently rebranded to Ridiculously Rich by Alana, she was understandably nervous about losing control. “So the instant reaction was ‘Gosh, everything is going to change,’” she continued. With the win taking place ahead of Christmas, Spencer had the festive period to process what’d happened. “The plan I had on the show was the same, the same products and everything, but we introduced the franchise model so I had Christmas to get really excited about that,” Spencer says. “I was like ‘I’m actually going to take it to the next level now.’” Her fear about change proved to be relatively unfounded. While franchising would become a key ingredient for business growth following the show, Sugar was eager not to leave a sour taste in Spencer’s mouth but simply sought to sweeten the deal. “Lord Sugar basically said ‘You’ve a business here that’s profitable and doing really well, why would you stop all that and go into a complete unknown?’” Spencer remembers. Effectively, the point Sugar was making is that while she could go to a food event and have a quiet day for sales, there’s always the next weekend
to pick them up. But shifting the company to focus on store-based retail, for example, could have been “risky new territory” with potential to make it “game over” for the business, according to The Apprentice boss. And in terms of franchising, Sugar was already in ownership of a franchise-based business when the idea arose to use the model with Ridiculously Rich by Alana. Describing Sugar’s existing franchise operation as “really successful,” Spencer could see the appeal in franchising her own business. The model certainly outweighed the other avenue to growth, which would have been employing staff to go out to the festivals, as she and Sugar realised it wasn’t feasible logistically. “There’s a lot of risk with [hiring people] because obviously there’s money that needs to be taken, there’s the products, you’ve got to have your own [company] vehicles and nobody was really up for that because it would be too challenging I think,” Spencer says. “So we needed to find a way of getting our products out there and franchising made the most sense.” Demonstrating the power of having Sugar on board as a partner, Spencer was able to leverage another of his businesses from The Apprentice, digital marketing agency Climb Online, which helped develop an advert to showcase the responsibilities of a Ridiculously Rich franchisee – or ambassadors as they’re referred to by the business. “We put it on Twitter and said we’re recruiting and got just over 100 applications,” says Spencer. Eager to get connected and wanting to be as personable as possible, she started to arrange meetings with the most
suitable candidates – but overlooked one minor detail in the process. “It’s quite funny, I was initially planning on meeting them all in a day and I think little things just completely slip your mind when you're so busy,” laughs Spencer. “I had a board meeting and Lord Sugar said ‘How many people have we had apply?’ I told him and he said ‘How are you going to talk to them all?’ and I said ‘I’ve got this day pencilled out’. He said ‘You’re going to talk to 80 people in one day?’ And Mike, one of advisers, calculated it and said ‘That’s one every four minutes.’” Unsurprisingly, the one day meeting with applicants was spread over four days instead. Using Sugar’s wisdom, the pair decided to bring in just a fraction of the applicants initially to gauge performance. “Lord Sugar said ‘Don't take any more than 20 on in your first round because we need to know this is going to work – if anything goes wrong with the logistics we don’t want to let 80 people down so we need to grow slowly,’” Spencer reveals. “I think a lot of people probably think he’d be the one going, ‘Come on, push, push, push’ but he was actually very sensible and happy to let it grow slowly in that respect.” Following a training day that saw ambassadors equipped with all the necessary tools to get up and running, Spencer realised she was onto a winner. “I got people out there selling my cakes the way I was – at food festivals, farmers markets, country shows, dog shows and everywhere you could sell cakes,” she explains. And demonstrating how important franchising is for Ridiculously Rich by Alana, it accounts for 90% of sales while online powers the rest. There were a couple of factors of upmost APRIL 2019 | elitefranchise
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ALANA SPENCER
importance to Spencer though and profit wasn’t one of them – at least not for Ridiculously Rich by Alana. “There’s enough in it for the people that franchise to be able to make a really good margin so we just thought ‘Let’s take a cut ourselves and, in doing that, we’re going to get the best people we can because we’re going to get the people that care and want to grow their own business,’” she reasons. “I don’t want to make any money unless they’re making money. So if they’re having a bad time of it I don’t want to then say ‘I also want the monthly instalment because you’re part of this business.’” Spencer points to the red-hot summer of 2018 and said the heat would have impacted sales negatively. “So it’s not fair to then say ‘Okay, you've had a tough time but I still want money off you,’” she declares. “We’re all in this together, we’ve got a really good retention rate with our ambassadors.” With around 70 ambassadors in the network now, the approach has worked well. Even the costs for entry are low to encourage new joiners to snap up a Ridiculously Rich by Alana franchise. “Unlike most franchises which can be upwards of £15,000 we just charge £1,000, which covers the first bit of stock [and] your setup when you go to events,” Spencer says. “What I’ve tried to do is create something a little bit different to a normal franchise that interests people that aren’t only interested in growing the business but also interested in the support element. Although it’s a franchise, I actually like to call it a friendly franchise or more of a family.” And that’s precisely why the term ambassadors is used rather than franchisees. “It’s really important they feel like they’re part of something and not just a number,” she says. In addition to ambassadors, there’s another model available in the franchise – cakepreneurs. While ambassadors can sell at the numerous events on top of supplying wholesale customers, cakepreneurs have a focus on just the latter. “As a cakepreneur you can sell just to wholesale customers and obviously friends and family and do little bits like wedding favours and those sorts of things,” Spencer explains. “Ambassadors were so busy selling to events that the wholesale side needed
some more people to go out there to get our stock into cafes and delis so that’s why we created the separate role of cakepreneur.” Interestingly though, while the cakepreneur approach suits many on a permanent basis, it serves as a stepping stone for others – especially since the fee for entry is £150. “It’s quite a good way to try before you buy and come into the franchise as a whole,” Spencer opines. Going even further, some ambassadors are becoming something else entirely as they talk to bigger clients. While this is a duty that Spencer also takes on, she works with them on securing the larger accounts, which they’ll then look after accordingly. “It’s all changed over the last two years,” says Spencer. “I didn’t know what it was going to be when I first went into it, I never franchised and didn’t really have the foggiest of what I was doing to be honest but I worked with these people that believed in me and now they’re growing their businesses. They’re so ambitious, they want to be working with bigger and bigger customers.”
Looking ahead, Spencer has huge targets in mind for Ridiculously Rich by Alana as she always has her eyes out for new ambassadors. “The way I envisage it over the next couple of years is we’ll probably end up with 200 [franchisees] altogether, cakepreneurs and ambassadors, and then we’ll have around 50 of those that are interested in doing big accounts,” she details. Of course, growing the network will mean increasing the size of the internal team, which currently includes Spencer, Bart and ambassador manager Stacey. “But I don’t want to,” Spencer laughs on the topic of hiring more people. “At the moment we've got such a good little team and we’ve all got very different skills but I’m sure I’ll take someone on and they'll fit in perfectly.” Although Spencer thought the approach to sales would be to target supermarkets from the get-go, she’s happy to have strolled along the franchising route. “What I have done in my opinion is a million times better than that,” she concludes.
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Looking for innovative support to help your business soar to greater heights through franchising?
Talk to us! Our team of experienced and knowledgeable franchise consultants provide high quality commercial advice on all aspects of successful franchising to clients in the UK and around the world. We have a strong results-driven reputation. For more information contact Nick Williams on n.williams@ashtonsfranchise.com or 01603 703254 or via twitter to @Nick_Franchise
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ADVERTISING FEATURE
Harnessing talent:
Firm Builder Rob introduces star employee coach After enduring nothing short of a shocking work-life balance, Simon Ellson decided enough was enough and joined ActionCOACH for the good of his family
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ob Pickering has always felt torn between the money available to work with in large businesses and the pull of being his own boss. Having moved swiftly from a computer programmer to managing his own team, he finally received his first management training when he was 27 years old. “I was so impressed by the trainer, I wanted to be like him and help other people, making the same impact he made on me. So, I moved to start as a freelance management consultant. It was a very successful business but it was really disheartening when I realised that hiring a management consultant could be seen as a sticking plaster, rather than a real fix. To be effective, you need to get the company working with their people, focused on the company vision.”
values, I had to be a part of it!” Rob is soon to celebrate a decade as an ActionCOACH franchise partner, working with business owners in Reading. He has recently taken on a new challenge, stepping up to the new Firm Builder licence where he will focus on a 10-year development plan in an exclusive territory of 10,000 businesses. “Part of that development includes building a team of employee business coaches. I’ll be recruiting 10 over the next five years but the first of my employee coaches came through a much more organic process. Lisa Chaffey and I have worked together for almost as long as I’ve been an Action Coach. Her company, Pickle Marketing, used my coaching services and I used her marketing services to the point where we decided to join forces.”
Joining ActionCOACH
Nurturing talent
It was during his regular squash session that Rob Pickering was asked why he didn’t offer business coaching alongside his management consultancy work to make the recommendations happen. Rob’s initial thought was to check out some other business coaches to see what strategies and tactics he could borrow. “That’s when I came across ActionCOACH. From my initial contact, they weren’t salesy or pushy – they genuinely cared. Very early on in my discussions, they shared their 14 Points of Culture and, I thought if a company could live to these high standard of
The two joined forces and Lisa continued with her forte of marketing and worked alongside the ActionCOACH team. But Rob had seen Lisa’s potential and invited her to attend as many ActionCOACH support events as possible. In October of 2017, Lisa met with another ActionCOACH Coach, Cassandra Bodington, and felt inspired to become an ActionCOACH employee coach, but was not without her doubts. “My toughest challenge was actually before I signed the paperwork to become an
ActionCOACH business coach and book on to training. I had to do a lot of work on my own self-belief and confidence to take, what felt like, a big step forward, out of my comfort zone. Once I got over the first initial hurdle, I was ready to go.” Like all new coaches, Lisa attended the five-day UK training programme to bring her up to speed with all of the ActionCOACH processes. Out of the five that attended the training, Lisa was the only employee coach but that only left her even more determined to succeed. “Straight out of training, I’d got three one-to-one clients already. I think it’s fair to say that all those years attending conferences with Rob had paid off
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as I was ready to start coaching by myself. Six weeks later, I launched my first ActionCLUB where I had 10 clients booked. My main focus was to introduce a group coaching environment that could benefit everyone and, from my own personal experience as a client, I was passionate about delivering these as I knew they work.”
The role of an employee coach Lisa’s group sessions run fortnightly, with the rest of her appointments fitting in nicely around her schedule. She dedicates Tuesday to Thursday as her coaching days, Fridays for her seminars and workshops and her weekend is just for her to enjoy the well-deserved spa days. Her Mondays are set aside to focus on her own planning and development. “I think it’s extremely important I factor in time to focus on my own development. I can look at some of the problems I’m facing and work out ways of incorporating those into my group sessions. I can see a real benefit in my performance by taking some time out, and I try to relay this message to the business owners I coach. As we like to say at ActionCOACH, we focus on getting people working ON, not IN their business.” In her very short time as an employee coach, Lisa has many successes to be proud of. A number of her clients are beginning to notice the benefits of coaching, with Lisa providing important insight into the way their businesses can, and should, run. “One client has got to a point where he could take three months out of his business to climb Everest! We worked on a strict one-to-one basis and he has since written a book and currently works just four hours a week ON his business.” Lisa’s successes are not always client-based though, after taking home the title of 2019’s UK Business Coach of the Year at ActionCOACH’s annual conference in early 2019. She
is also currently ranked as No.13 Employee Coach globally, with her focus now on growing her list of one-to-one clients. Reflecting on the past 18 months, her short time as an ActionCOACH employee coach has been rewarding. “One of the most fulfilling moments has been building a strong community of over 30 ActionCLUB clients. It’s been amazing to see them all grow and flourish to the point where they’re all achieving great things in both their business and personal lives. It makes me feel extremely proud to see them employing staff, collaborating with one another, referring business opportunities and become raving fans of what we do at ActionCOACH.” If you would like to build a strong team to make a difference to business owners in your community and you’re the kind of person who: A) loves learning and developing yourself; B) has enjoyed success in your career or sport; and C) is willing to invest if they see substantial returns can be made… Then find out more by watching the 6-minute overview video at actioncoach.co.uk/overview
april 2019 | elitefranchise
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FRANK MILNER president Tutor Doctor
Addressing the
balance The rise of women in franchising is a good thing for the industry, writes Frank Milner, president at Tutor Doctor
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n the world of business there are more women rising up and stepping into the spotlight. Through their own empowerment combined with the mainstream effort to promote opportunity and grant recognition, we’re witnessing women all over the globe realising their potential. Whilst things are moving in the right direction, the fact remains that around 70% of franchisees in the UK are male. Does it matter why more women are choosing to start their own franchise? Or should it just be a cause for celebration? Let’s find out. The 2018 bfa Natwest Survey indicates that 37% of new franchisees in the last two years were women – a 20% increase since 2015. This poses the question: what is it about franchising that’s attracting more women than ever before? Well, the answer is simple: the same thing that’s been attracting people all along. Franchising gives people the opportunity to run their own business, have a successful and fulfilling career whilst offering the flexibility that people want and need. Two of the biggest selling points of a franchise is the support that comes with the investment and the training programmes included. A contributing factor could be that the role of men being the traditional male breadwinner has practically vanished. Today’s women can have both a family and a career, they’re ambitious and more confident than ever to pursue their dreams. No wonder new generations of young entrepreneurs are coming through knowing they can have it all and are determined to get it. Add to that the fact franchising is becoming more recognised as a route to achieving all that, mainstream media puts much more emphasis on promoting
empowering messages for women in sports, STEM and business ownership. I believe it’s this concerted effort to inspire and promote, combined with awareness-raising events such as the bfa’s Women in Franchising and the EWIF National Conference that have led to the rise of women in franchising. Running your own business is hard work but women possess attributes that make for great franchisees. Not only do they boast enviable virtues such as empathy, assertiveness and adaptability, they’re often more emotionally in-tune which allows them to appreciate multiple perspectives and consider how others feel – instead of being purely focused on profits. This results in them becoming better marketers and leaders, with the ability to liaise and negotiate for favourable outcomes. Women also tend to be more resilient and can assert themselves more diplomatically than men, meaning their management is extremely efficient. Women have a natural flair for multitasking, collaboration and leading with both their heart and mind. It’s a recipe for powerful business owners. Business systems and methodologies can be learnt but these soft skills give women an edge. These things prove much harder to teach than product specs or business processes. Figuring out why we’re seeing a rise in the number of women in franchising is important – but only so that we can do more of the same. It’s also important to celebrate it because it’s long overdue. The industry, as a whole, has an empowering nature and welcomes everyone – no matter where your skills lie – and I feel proud to know that women everywhere are noticing that. If the bfa survey is anything to go by, I hope and expect to see the numbers rise again next year.
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ADVERTISING FEATURE
How do you maintain a great reputation? Becoming known as trustworthy, efficient and the likes is fantastic. But keeping it up takes commitment, as Ovenu knows well
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or 25 years Ovenu has been evolving into what it is now: the UK’s favourite oven cleaning service, with over 20,000 five-star client reviews to prove it. But this hasn’t been an entirely natural evolution. A lot of this is down to the hard work of loyal Ovenu franchisees who have been delivering outstanding results to clients and building the public’s trust in the Ovenu name. What’s also been of paramount importance to Ovenu’s premium reputation is a passionate franchisor who has kept an ear to the ground to ensure the Ovenu brand grows and develops in keeping with constantly changing times. That’s Rik Hellewell, who started Ovenu in 1994 as a man in a van and is still very much leading its operation. Ovenu has maintained a strong brand ever since. Having such an enviable reputation though means it’s important to make sure it’s being used appropriately by all who trade under it. Whether clients see the smiley logo on one of 100 and more vans in the UK or in Australia where over 30 franchisees trade, it’s crucial they see the same thing. After all, familiarity equals comfort, which in turn equals trust and confidence to use the Ovenu service. For example, flying halfway round the world for a meeting, as Rik did earlier this year, might be bonkers but it’s
imperative for checks and balances to be carried out to maintain corporate uniformity. When people see an Ovenu van they should know the operator inside has been trained to the same standard, wears the same uniform, carries the same equipment and delivers the same astonishing results as the next operator. Franchisees in the network have the same assurances. To know their colleagues are running the Ovenu business in the exact same way as them gives them confidence and faith in their own efforts and makes them feel part of a bigger team with back-up and support – something that Ovenu prides itself on. To achieve this,
corporate uniformity is key. Why not get the ball rolling today? Give us a call on 01189 743911 or register your interest at ovenufranchise.co.uk
30 elitefranchise | April 2019
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CK ! BA TV N O
Ovenu - a business where every property is a prospect
The UK's favourite network of oven valeting Franchisees. Why should you consider becoming one of them? In depth oven valeting and business operation training no experience necessary Exclusive territory Large support network Over 25 years experience Your choice of white van Bespoke cleaning products no one else can deliver our results Complete control of your own work schedule Get involved from £4,995 + VAT Benefit from 20,000+ client reviews & testimonials for our specialist service
Find out more 01189 743 911 or via ovenufranchise.co.uk
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THE NUMBERS ARE ADDING UP FOR MATHNASIUM FRANCHISEES
With over 30 franchises awarded in the first 12 months since Mathnasium's UK launch, territories are going fast. FIND OUT WHY THIS EXCITING AND REWARDING GLOBAL FRANCHISE IS TAKING THE UK BY STORM CONTACT US NOW FOR MORE INFORMATION AND WE GUARANTEE YOU WONT JUST BE TREATED LIKE A NUMBER Email: ukfranchise@mathnasium.com Call: 0161 791 0686
WORK FOR YOURSELF, PROFIT WITH US Camile is a group of healthy online Thai delivery restaurants, growing strongly in London, serving food made with the freshest ingredients. Every dish is cooked to order and delivered to our guests within 30 minutes. We’re looking for some London based entrepreneurs with a keen interest in this market and are looking to start their own business. • minimum personal investment £100k (total £200k+) • best restaurant turnover €35k+ in Ireland, £20k in UK • hands on ope rators who are keen to grow • relevant management experience
Joe Canning - Camile Franchisee
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email us today at franchise@camile.co.uk or visit camile.co.uk/franchising
27/03/2019 18:10
Tony Bowman managing director etyres
Tech: The good, the bad and the unnecessary As developers try to woo you into buying their gadgets, gizmos and apps for your franchise, Tony Bowman of etyres warns franchisors about costly investments
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echnology is transforming businesses. Developers and innovators promise that their gadgets and gizmos are set to streamline your infrastructure, reduce your admin and rocket your company into the stratosphere. The truth is many of their products will do anything but. Picking the right tech for your franchise is therefore an important task which requires some careful considerations. It’s a given that the franchisor must remain everwatchful for new ways to improve systems and processes in the business. Examples of this include the tablets we all now scribble on with our finger when a courier delivers us a package and the intelligent POS systems that enable retailers to instantly track sales and stock movements at the checkout. While these systems can generate huge wins in terms of speed and efficiency, it’s equally important for the franchisor to know what new technology not to embrace. Franchisees as a species are highly entrepreneurial and passionate about their businesses. Just like the franchisor, they’ll be keeping their eyes open for new ways to latch on to developing technologies and sales opportunities, yet as a result they can easily wander into areas that aren’t relevant to the core business. The result can be loss of focus on the sales or service proposition
of the franchised business. The best way I can find to describe this phenomenon is to paraphrase Steve Jobs who famously stated that one of his most important roles at Apple was deciding which new areas not to become involved in. Over the years I’ve seen many businesses become over-engineered and bogged down with unnecessarily complicated systems that don’t add anything to the customer experience or profitability. A great example of this is the development of an app for the business. At the moment Apple has over two million apps on offer in its App Store. Some of these are obviously great assets to the businesses concerned. However, many represent an awful lot of wasted time and money. An easyJet or Ryanair app is very useful for frequent flyers but can the same be said for all of the business apps out there? Almost certainly not. And all those apps that didn’t fulfil the hopes and dreams of their developers cost a lot of time and money and resulted in a large amount of disillusionment. Rapidly advancing technology offers a myriad of opportunities for this problem to flourish and it's very easy to be seduced by the latest new trend. A competent franchisor will know what to adopt but, even more importantly, what to avoid. April 2019 | elitefranchise
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ADVERTISING FEATURE
Team culture for sustainable
growth Fantastic Services franchisee Ivelin Hristov didn’t expect to be in charge of over 100 staff members one day
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n 2015, Ivelin Hristov gave franchising a chance. At that time, he did not foresee what his partnership with Fantastic Services would bring. But soon he found himself growing his team to meet the demand for property maintenance services in his area – and that’s when he started to realise the importance of team culture. “Adopting a business model is one thing but it is even better when it comes with a certain set of values and beliefs that resonate with you,” he says. “And if you are able to project these core values to your employees, the rest will sort itself out.” While Ivelin firmly believes leading by example is important, he places greater value on guided team culture. “There are people you work with who do their job and expect a paycheck and that’s it,” he says. “And then there are people who want
to know where you are headed as a company. People who have a passion for what they are doing and want their ideas to be heard. And that’s how you create a team that lasts. You surround yourself with such people, you empower them and then you have something really special going on because they will stay with you in the long run.” Today, Ivelin specialises in a range of professional cleaning and maintenance services. He has set out to increase his expertise and grow the business even further. “I remember all the support and guidance I received when I started my franchise and I believe it was instrumental to where I am today,” he concludes. “So I will
pass that down to everyone I have the chance to work with.” To find out more visit www.joinfantastic.com or call 020 7846 2703
34 elitefranchise | APRIL 2019
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ADVERTISING FEATURE
Getting hired isn’t simple anymore From getting savvy with Skype to enduring multiple interview stages, there are a lot more hoops to jump through when gunning for a gig in the modern world
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or professionals commencing a job search, the landscape may seem very different to when they last looked for a gig. Of course, the buoyant job market has brought greater opportunities for professionals, however new processes in recruitment will present new challenges for jobseekers. This means the role of the Clark James recruitment consultant has never been more important. A longer recruitment process It wasn’t unusual for professionals to be offered a role after a single interview prior to the financial crisis. But as pressure has grown on businesses to ensure they secure the absolute best talent in the market, this has changed. Professionals can expect to go through multiple interviews before being offered a role in today’s environment and face more competition for a position. Fortunately, Clark James offers insight into what you can expect with the roles you apply for and the hoops to jump through. New technologies in interviews Clients are now employing Skype and phone interviews both to broaden their potential talent pool and make the high volume of early-stage
interviews easier to manage. For professionals, this means developing a new set of skills to be successful at the first stage. A Clark James consultant is fully trained in preparing candidates at all stages of the interview process to give them the best chance of success. In fact, becoming one is very rewarding in many ways. Being a relationship person, not a sales person, is key. Those days are gone in recruitment. Our existing team work very closely with candidates and clients in order to offer the best service possible.
For more information on how to be a part of our team please contact Paul Hulance, managing director on 01673 847140 or paul@clarkjames.co.uk
TM
Recruitment
Specialists
36 elitefranchise | APRIL 2019
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AMBER MANNING UK CEO Just Cuts
Adapting in evolving markets The world of business is changing. Luckily, Amber Manning, UK CEO at Just Cuts, has a few ideas on how your franchise can stay ahead in an ever-changing industry
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s an Australian franchise expanding into the UK, we at Just Cuts know a thing or thousand about adapting to new environments. However, we’re hardly alone in the franchising world to be subject to the need for change. You might think you’re an expert in your field and know everything there is to know but, trust me, there’s always much more to learn. Markets constantly evolve, meaning both franchisors and franchisees need to be at the top of their game to move with it and to do so rapidly. It pays, quite literally, to know what’s happening in your industry and to keep up with the latest trends. Prospective franchisees will expect to see you innovating and adapting without making big mistakes in the process to be convinced you’re a safe bet before investing. You have to demonstrate that you really know your stuff. Take it from someone working in an industry where no two days are the same – one minute something is trending and the next it’s gone the way of moon boots and mullets. But whether your franchisees are giving people the best haircut of their lives or frying up hamburgers, it’s fair to say most changes are consumer-led. Whether our clients are demanding a specific product or looking for the latest innovations, they continue to influence our service. As an example, we’ve noticed that the beauty industry’s focus
has shifted towards a more natural and ethical approach to self-care. We listened to clients and realised they longed for products to use at home to maintain their salon finish. Our answer was designing, producing and manufacturing our own product range in a more environmentally-friendly and cruelty-free way. Another option to stay ahead of the game is using technology. The internet, which just recently turned 30, combined with innovations like smartphones have given customers the power to get what they want almost instantaneously. It’s introduced a completely different aspect of business that wasn’t around just ten years ago. Reacting to customer recommendations and rolling with the punches of tech are just a couple of the reasons why franchising is thriving. Operating with the latest software allows franchisees to stay at the heart of their business and work cohesively with the whole of their network. Technology has allowed the relationship between franchisor and franchisee to stay alive, no matter where they are in the world. Whichever sector you’re in, you will find yourself having to adapt to the latest trends and an ever-changing market but the ability to evolve often presents exciting opportunities. After all, if you can lead the change, you’ll make the difference between being number one and number ten.
APRIL 2019 | elitefranchise
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ADVERTISING FEATURE
Whatever you do, don’t mess up your
timing
Proper timing is one of the most useful tools in a franchise’s arsenal – yet so many fail to keep to it
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aybe it’s because the internet makes all kinds of information immediately available these days, or perhaps it’s the sheer impatience inherent to ambitious individuals. Either way, one thing’s for certain: waiting for the perfect moment isn’t everyone’s strong suit. And we’re not talking the perfect moment for the first kiss or wedding engagement but when making crucial business decisions. Because if you act too soon before the stars align, opportunities will pass you by. As a result, good timing is a skill no business owner can afford to lack. “Great things take time,” says Katie Godfrey, director and franchisor of KG Salon, the beauty salon chain. Indeed, the temptation to do something here and now often comes from concern over never fulfilling your full potential – but there’s no need to rush. “Don’t worry if you’re not where you want to be yet,” Godfrey reassures. Godfrey would know, as she’s constantly working with KG Salon franchisees with big visions and dreams. “Some are growing their business and others are trying to start a business,” she says. In fact, she’s guilty of the same raring-to-go attitude. “One thing I’m not very good at is waiting,” she admits. “Everyone that knows me knows this. That’s because my life runs at a million times per hour.” Nonetheless, she’s mastered the skill of never feeling like she’s wasting time. The secret lies in spending time wisely and packing it full of usefulness – not cutting it short. “Having the time before something big is about to happen is preparation for what is to come,” Godfrey advises. “Use this time wisely – research, prep, read and learn.” And of course, the age-old advice ‘turn that frown upside down’ is always effective. “Keep positive and don’t get down if it’s not happening right now,” Godfrey concludes. “Because it will happen if you keep working and fighting for it.” Such sound guidance is one of the many reasons franchisees thrive with their own KG Salon. To get involved, visit www.kgsalons.com or call 01582 434342 April 2019 | elitefranchise
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Welcome to the Neighbourhood
3,700 Franchisees
22 Franchise Brands
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5 Countries
28/03/2019 19:45
House of Colour
True
colours By Eric Johansson
House of Colour saved Helen Venables from her post-natal depression. Now she’s tickled pink by the opportunity of bringing the franchise’s services to a global audience
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elen Venables doesn’t exaggerate when she says that House of Colour saved her life. Hyperbolic as it might sound, the stylist franchise she’s been leading since 2008 helped her when she needed it the most. “When I had my third child I had post-natal depression,” the managing director remembers. The experience pulled her down into a dark emotional pit like nothing she’d experienced before. “It was a real shock,” Venables reveals.
The surprising salvation came when a friend offered to babysit so that Venables could enjoy finding out what colours best suited her through a House of Colour consultation. While she expected to enjoy it, Venables was surprised by the profound effect the session had on her. “I had a really extraordinary experience,” she remembers. During the consultation, Venables was asked to sit in front of a mirror while the stylist showed what colours best suited her, made her try out new clothes and demonstrated how different makeup techniques using the right shades could make her features pop. “As this process was going on I suddenly realised that I could see me,” she says. “I could see the person I knew I was in the mirror and I had lost touch with that person so it was a very odd experience that I hadn’t expected at all.” And the effects of the session didn’t fade. Deciding to keep following the consultant’s advice on how to dress and put on her makeup, Venables noticed how her life improved as well. “Very quickly I realised that as I presented myself to the world in a different way, the world responded to me differently too,” she remembers. And with it, her confidence returned. “It sounds crazy but it was that experience that pulled me out of post-natal depression,” Venables claims. It was also the moment that saw her take the first steps towards becoming one of the company’s owners and spearheading growth of the 90-strong UK franchisee network as well as scaling its international endeavours.
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Nevertheless, claiming the managing director role was still years into the future. To begin with, Venables decided to become a franchisee herself. This decision didn’t come out of the blue as she’d already resolved not to be a stayat-home mum. “I wanted something that could give me the opportunity to build a business, something I could get my teeth into and something interesting where I could work with people,” she says. Following her House of Colour consultation, she knew this was the opportunity she’d been looking for. “I knew enough about business to know that if you’re passionate about something you’re far more likely to be successful at it,” Venables continues. In 2002 she bought the franchise in Watford where House of Colour’s headquarters is located. This gave Venables the opportunity to work closely with directors Lynn Elvy and Christine Windsor. They’d acquired the company from founder Carolyn Miller and had taken over as directors in the early 1990s. As an image consultant, Miller developed what would become the company’s colour analysis model in the 1980s. Feeling that the traditional four seasons model – where people are designated one singular season’s colour scheme – was too rigid, she developed her own concept and incorporated House of Colour in 1985. This concept had been further developed by Elvy and Windsor by the time Venables became a franchisee in 2002.
Being the franchisee of the Watford territory meant she had the unique opportunity to not only learn from the directors but also to meet other members of the network. “I was able to understand a lot about the franchisees’ journey as they came in,” Venables says. She learned about the franchisees’ anxieties and how they could become successful – invaluable insights for her future franchise leadership. “So I feel very lucky and very privileged to have been in that position but I was also the right person in the right place at the right time,” Venables says. In 2008, Venables had the opportunity to prove what she’d learned when Elvy and Windsor announced their retirement and asked her and three others to buy
the company. “We’d never worked together as a team, the four of us,” Venables remembers. “I knew them but they didn’t know each other. But we were offered the opportunity and the four of us decided to take it.” While she was excited, it wasn’t without difficulties. A few years later, one of the four new owners decided to leave the business. When probed about the departure, Venables cites confidentiality and simply states: “I’m not going to talk to you about that.” Despite this setback, the franchisees welcomed the new leadership. “I was in a unique position – they all knew me because they’d all come through the head office at some point,” she explains. Her connection with the network and her knowledge also played into why she was named
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managing director in 2012. “I was humbled really,” Venables says. However, the franchisees wouldn’t stay happy for long. By 2016, the leadership had realised that House of Colour had to step up its game, a decision hardly welcomed by all in the network. “Change is never comfortable for franchisees, is it?” shrugs Venables. The changes in question pertained to contractual changes which put more onus on franchisees’ performance. “Historically we’ve had lots of franchisees who were in it because they loved it but they didn’t actually want to work hard,” she explains. “And because we offer exclusive geographical territories, we were tying up the whole of the UK and not creating the income we needed. So we changed that.” An unfortunate sideeffect was the departure of several old franchisees from the network. Around the same time, House of Colour announced a push to raise the number of UK franchisees to over 200. However, that growth has failed to materialise – partly due to old disgruntled franchisees leaving the network and partly because of the UK’s divorce negotiations with the EU. “We have undoubtedly noticed with recruitment in the UK that there’s a Brexit effect at the moment,” Venables explains. “People are going, ‘I just want to wait and see before I invest.’ But that’s okay, we’re still getting people through the door and they’re good people, so I’m happy.” This new batch is distinctly different from the old crowd as House of Colour now looks for franchisees of a higher calibre. “We want businessfocused franchisees,” Venables
says. The franchise is particularly interested in aspiring franchisees who are both passionate and know how to work hard. Often, these, “wonders” as Venables calls them, are successful professionals who’ve reached a certain point in their careers where they want to work for themselves and do something they care about. And talented people are interested. “We’re increasing our number of wonders each year,” she states. Once green-lit to join the network, successful candidates are provided meticulous support, starting with the training. “It’s the best in the world,” Venables claims. The instructions happen in three stages. First, the franchisees are given three days of initial guidance at the Watford headquarters before they’re sent off to start booking clients. About a month later, the second stage sees them return to attend seven intense days learning about makeup and colour analysis. Stage three occurs between two and four months later when the franchisees learn a bit more about men and women’s personal styles. Following the initial training, the franchisees’ knowledge is constantly sharpened via webinars, regional meetings and the annual conference where the franchisor provides biannual updates about how House of Colour’s system fits in with overall fashion trends. “This means you can get lots of ideas about what shape you want your business to be in as a franchisee,” Venables says. As part of its effort to streamline the organisation, the company has also begun to consider tidying up its international services. At the moment, it has franchisees in Greece, France
and Dubai. However, these off-shoots are run by British expats who’ve launched their own businesses and who could soon see their endeavours come to an end. “Things have changed and if we’re going to be serious about our contracts we may need to pull some of those,” Venables reveals. Similarly, the company has also postponed its planned push into Australia. “We’re not a huge corporation in any way, shape or form and we just don’t have the resources to deal with interviews at both ends of the day,” she says. Encouragingly, House of Colour’s US network has been growing. “We decided five years ago that we did have a market in America and we have looked at developing that,” Venables says. “It’s a huge, huge task but we now understand all of the legislation and the leading framework and all of that which is a nightmare in America.” Fortunately, the efforts to cut through the red tape have paid off. “In the US we’ve got 25 franchisees and I’m hoping that we’ll double that in the next year,” she says. Looking towards the future, Venables seemingly has no reason to feel blue as the company is working on building its infrastructure to run an even smoother operation. “We’re investing in technology behind the scenes to make it easier for our franchisees to work effectively and with their clients,” she says. Venables also reveals that House of Colour is working on a concerted effort to bring the brand to social media and that the company is now in a good position. “We’ve got the platform for growth now in the UK,” Venables concludes. “So it’s exciting.” april 2019 | elitefranchise
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LOOKING AFTER PEOPLE. TAKING CARE OF BUSINESS. YOUR PERFECT PARTNER FOR SUCCESS. Proven Franchise Model Bespoken Territories Ongoing Award-winning Support
OUR INVESTMENT IN YOU. Finance & Business Consultancy Training & Development Recruitment & Business Operations Marketing & Support
At Heritage Healthcare, we focus on providing the highest level of care and support to our clients. Homecare is one of the UK’s fastest growing sectors with over 6.5 million elderly people requiring daily assistance. With an expanding population and ever increasing life expectancy, growth is set to continue.
For more information, contact us on
01325 370 707
Visit us at www.heritagehealthcarefranchising.co.uk/findoutmore to download a brochure or/and read our case studies template.indd 3
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Be
the
boss
Long to wake up and do something you believe in?
We grow the veg, you grow your business! Partner with an innovative, established brand. Run an ethical home delivery business to be proud of Share your passion for outstanding organic veg
Want to find out more?
Call 01803 227 380 or email franchise@riverford.co.uk or visit www.riverford.co.uk/franchise
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Due to demand for creative activities you can apply for a £2,000 grant towards running your own successful franchise. Find out about inspiring imaginations through art and crafts classes, parties and events in your community and joining our friendly family of 100+ fabulous franchisees.
Grab a £2,000 grant Gain the flexibility & success you want doing something
Rated 5-Star by customers on Trustpilot and in an independent survey, franchise owners rated the franchise as 5-Star. As seen on.
Contact Maggie to check if your area is available. Quote ‘Elite franchise' to apply for the £2000 grant towards the cost of starting your own Creation Station franchise. maggie@thecreationstation.co.uk 01395 239700
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thecreationstation.co.uk
27/03/2019 18:16
Regus
All together now By VARSHA SARAOGI
Having clocked up time at Burger King and Costa Coffee in the past, Julian Chambers aims to use his franchising experience to scale Regus’ UK operations
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echnology has changed the way people do their jobs. No longer are they confined to their employer’s office and they’re increasingly taking advantage of this fact. “The millennials in the workforce now want to work when they want to work, wherever they want to work and how they want to work,” states Julian Chambers, head of partnership growth at IWG, the parent company of Regus, the franchise providing serviced office spaces. But it’s not just the workers who like flexibility – their employers are also becoming more willing to cater to their desires. As a matter of fact, 64% of global companies are looking to use co-working spaces in the next three years, according to research by CBRE, the real estate service company. “People recognise that flexible work today provides better work-life balance and allows them to do the things they want to do, where they want to do them,” Chambers adds. It’s no wonder Regus is vying to expand its offering across the world in general and in the UK in particular.
Previously, the business launched in Belgium in 1989 and began to franchise in areas like Iceland, the Caribbean, Africa and the Middle East circa four years ago. However, the Luxembourg-headquartered company only began to franchise in the UK in March 2018. And that’s when Chambers was headhunted to spearhead the UK franchise’s growth. It’s easy to see why he was the top choice for the role, having accumulated almost 25 years of franchising experience prior to being recruited for the job. Chambers previously worked as an area manager for Burger King for 13 years and spent the next 11 years doing several different roles at Costa Coffee. This inevitably provided a wealth of knowledge about franchising. For instance, he realised how franchisors must encourage and support franchisees. “[As franchisors] you must listen to what franchisees want and need – it should be a two-way relationship,” he advises. Having joined IWG when it decided to franchise in the UK, Chambers isn’t keeping mum about what attracted him to the role. “For me, the main opportunity was about getting into something new at the start of its franchise journey,” he says. Additionally, he noticed how analogous Regus’ franchise model is to his former employer. “When I was first contacted by Regus in October 2017 about the opportunity, I didn’t really understand the business but I spent a
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I go out and I talk to people about the business and they’re absolutely blown away by the opportunity, it’s got so much flexibility about it and so much growth potential
little bit of time looking at the latest business centres and actually saw so many similarities with what I did at Costa,” he continues. “Costa had about 300 stores [in the UK] when they got into franchising. Fast-forward 12 years, they have 2,500 and we can do the same with Regus.” Despite operating in the UK since 1989, the company took its time before stepping into franchising. Now that it has, the franchisor has recognised it’s a complex industry and wants to make it easier to operate for franchisees. “We’ve actually removed a lot of the complicated tasks away from the centres,” Chambers says. Part of the process was to establish remote IT support and a few other things to remove confusion. The result is that franchisees joining the network can enjoy a smooth ride. “If you’re looking to open a Costa Coffee, you just go out and find that space and then convert it into a Costa and the Regus proposition is no different to that,” he explains. While operating a Regus centre is reasonably easy, becoming part of the network isn’t. Successful candidates must prove their business acumen before being accepted. “We’ve got an incredible brand and we’ve got customers that have high expectations and we want to ensure we take the right franchisee on,” he argues. The right person for the brand should ideally be experienced in operating successful businesses and be a people’s person ready to focus on the consumers’ needs. “I’m looking for people that are ambitious, motivated, driven, who’ve got experience in business and, ideally, experience working within a franchise environment – that helps quite a bit,” he adds. While it isn’t easy to get accepted, successful candidates are given extensive support and training. And Chambers goes the extra mile to ensure they’re on the right track. “We’ve got very close relationships with our franchisees,” he says. “[It’s] very much a partnership, we work shoulder to shoulder with them every step of the way.” From identifying the right location to negotiating the best possible terms, the franchisor APRIL 2019 | elitefranchise
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handholds the franchisees. Once the site is finalised, the franchisee gets Regus’ design manuals so they can set out an office with the latest specifications. Additionally, Regus supplies franchisees with all the marketing material and guidelines they could arguably need. While the franchisor takes care of national and global marketing, the franchisee has the freedom to market in their own territory. They also get access to Croud, a marketing toolkit used by the company. “A franchisee can go on there and look at all the things we’ve done locally and other areas and they can customise [the material] according to the areas they’re taking on,” he adds. “They don’t need to do any of the thinking, we’ve done all the thinking for them so it’s just about following the model.” Another huge plus for a potential franchisee is that they can capitalise on the brand’s reputation. And despite being only one year into its franchising journey, Chambers is bullish about growth. “I go out and I talk to people about the business and they’re absolutely blown away by the opportunity, it’s got so much flexibility about it and so much growth potential,” he says. While he sees no obstacles yet, Chambers has the advantage of getting help from all the international franchise heads if any teething problems should arise.
[As franchisors] you must listen to what franchisees want and need – it should be a two-way relationship for sure “I’m in contact with all of my colleagues globally on a regular basis,” he says. “That richness of knowledge just feeds right into the UK and it’s what a franchisee could benefit from.” As an international brand, the franchise operation is replicated throughout the world. “How we operate Regus in London would be the same as how we operate in America or Southeast Asia,” Chambers adds. “I don’t see that we have had to change anything from where I sit. And since we’re a global business, we share best practices across all of the markets.” Looking forward, with a footprint across 110 countries with more than 3,300 centres already, Regus will soon be launching franchises in North America. As far as the UK is concerned, Chambers is sure about growing the number of franchisees to more than its current five this year as more businesses are seeing the benefits of co-working spaces. “Companies now recognise that their financial and strategic benefit is shifting towards flexible working,” he concludes. “And by using the services of a company like Regus you can actually have talent wherever you want them based.” No wonder big players like Microsoft, Amazon and Airbnb are using co-working spaces, which means great opportunities for Regus’ future growth moving forward.
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Welcome to the Neighbourhood d r r eamed of e v e u o y e v a H u r o y own business, g n i n n u r 3,700 r u o o y wn boss? g n i e b f o he answer is yes, thFranchisees en we think a Puddle D ucks If t
ld be perfect for you. franchise wou
22
5
Franchise Brands
Reasons to take a closer look at Puddle Ducks:
Countries
The UK’s only 100% child-led baby & child swim school – technically world-class product A team of experts supporting you every step of the way and a fantastic network of franchisees with a wealth of experience for you to draw on Full bfa and EWIF members and multiple award-winners and finalists with both of these bodies Our established franchisees enjoyed profits of over £100,000 in 2017/18
Don’t just take our word for it – hear what our happy franchisees have to say. Scan the QR code to watch our short video.
TV As seen on
If you’re interested in a Puddle Ducks Franchise, get in touch with Claire on: 01477 410082 or email claire.mills@puddleducks.com You can find out all about our Franchise offering at www.puddleducks.com/franchising
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We’ve been awarded 5* Franchisee Satisfaction for 6 years in a row!
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ADVERTISING FEATURE
Why tutoring? A parent’s view The prospect of tutoring is becoming more and more appealing to parents. In fact, it was a godsend for this parent’s struggling son
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hilst my son was in school and struggling to keep up, I knew nothing about tutoring and how it could benefit him. He was a bright and articulate child so he struggled not due to lack of intelligence but more a communication breakdown between him and his teachers. Like a good parent, I sat through parentstudent help sessions and, quite honestly, I too struggled to keep up. Methods and materials have changed a lot since I was school age. How much could he benefit from using materials he needed to learn for his exams, that mirror the national curriculum, but that were introduced in a different manner – a way he could grasp what was required? After all, he was daunted by what was so far
presented to him and hadn’t grasped the concepts and reasoning behind the curriculum. This is not unique to my son, however. A recent article from a popular broadsheet claimed there is a “maths crisis” with even the “best” pupils struggling and admitting they fear the subject. I couldn’t agree more – maths was my worst fear at school too. There are many different options these days for tutoring. Personally, I like the idea of small class tutoring. This way the child isn’t singled out and there are perhaps others in the same boat but the class is small enough that if individual attention is required, it’s readily available. Whilst there is a place for computerbased studies, my child – along
with possibly most of the under-18 population – spends plenty of time on a computer, tablet and iPhone as it is. Quite frankly, exams are still pen and paper and most children can benefit from extra written word practice to make sense of their terrible scrawl. It can’t just be my child that has writing like a spider dipped in ink scrambling across a page. For more information on how to become a tutoring franchisee and help children discover rather than fear their core subjects, please visit https:// www.firstclasslearning.co.uk/owna-franchise or call us on 0800 458 3739
April 2019 | elitefranchise
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WE ARE DIFFERENT - No franchise fee or any other fees at all - Supporting Local Childrens Charities - We boast that ourproducts are better than others in this field - Our packaging has been designed to attract and sell
Snak Appeal has full time franchise opportunities available in several areas of the UK and Europe. This would suit either a single person or a couple wishing to build their own successful business with minimum initial outlay and NO FRANCHISE FEE. The area allocated is large enough to create two separate good sized rounds. You will be working in an exclusive area LOCAL TO YOU and supporting LOCAL children with an achievable gross income of at least £30k in the UK, more for Europe due to the Euro. There are very few expenses incurred with this franchise.
Benefits include: • No Franchise fee. You pay for stock and display boxes only. • We invite you to visit the charity before you start so you can see the great work they do and to verify for yourself the donations we give them. • UK investment needed is less than £3,000 inclusive of VAT (for stock and display boxes). • No minimum contract, quit any time you want. • Your sales will be boosted by the appeal of supporting LOCAL children.
0800 1699 077 Email: info@snakappeal.com Website: www.snakappeal.co.uk/Franchise
Chris Roberts head of strategic development Franchise Finance
Better training for senior managers pays dividends Teaching your managers how your company really works and encouraging them to take ownership of their departments will benefit your franchise
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s a business grows, the franchisee is likely to need to appoint one or more senior managers to help with the daily running of the company. Unfortunately, it’s not always acknowledged or understood that these senior managers are more likely to provide a better overall contribution to meeting the owner’s business objectives if they have a wider understanding of the company’s goals. This can include being able to grasp the bigger picture as far as the business is concerned and how the business in general works, particularly from a financial point of view. Why should you care? Simply because they’ll also outperform themselves if they’re trained to recognise what factors they have influence or control over. This can play a crucial part in the critical areas of the business’s overall cashflow, profitability and value. Where possible, I believe two things must happen to gain the maximum benefit from the appointment of a manager or a management team – they should buy into your business plan and create their own one for the part of company they’re responsible for. Let’s start with the first point. Managers must get on board with at least part of the directors' business plan. Assuming this document has a number of objectives and step-by-step strategies for each one, they need to understand this content and the related financial issues. The second thing that must happen is that the managers should produce their own business plan for the store, department or division for which they have responsibility. This can then be viewed or tweaked if necessary and finally agreed by the directors or owners of the company. The
manager or management team can then regularly measure, for instance on a monthly basis, their financial performance against this and include an analysis of a given number of financial key performance indicators. Where appropriate they can apply the bigger picture approach and work more closely with their managerial colleagues in other parts of the business to avoid the dangers of working in silos. There are several benefits to this. For instance, it gives the managers ownership in a significant way and provides the managers with a chance to set their own targets, which are more likely to be accepted and worked towards with positivity. Moreover, it lends itself to the easier application of a bonus structure that’s related in part to the measurable financial performance of the company. It also provides high level training and development. As your franchise grows it means you essentially tap into a talent pool of home-grown top level management and even additional board members. Finally, and perhaps most importantly, the company is profoundly more likely to hit its financial targets and overall business objectives. Therefore, the sensible way forward is to ensure the people who are promoted or brought into these roles are well trained and encouraged to develop their overall business skills and knowledge. Also, it can be a good idea to introduce a suitable remuneration package, probably including a bonus structure, not only for their own department but also with an element that applies to the business’s overall performance. That way, you can get the best performance out of your team. April 2019 | elitefranchise
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ADVERTISING FEATURE
No half-baked franchisees While all kinds of people are needed to run Auntie Anne’s spectrum of opportunities, there are certain qualities you must possess
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he year 2019 is going to be a very important one for Auntie Anne’s growth in the UK and Ireland. With ten to 12 new stores expected to be open by the end of the year, finding the right franchisees to run them is one of the most important aspects of the brand’s growth. With all different sizes of opportunities, from operating a smaller kiosk in busy town centre shopping centres to fullscale café concepts in train stations or airports, we require a variety of franchisees. However, there are certain traits they all must have: Passion for baking and preparing food We are a full-on bakery operation. Everything is handcrafted on-site and continuously baked freshly throughout the day. And this isn’t just pretzels, our product range is wide and covers all dayparts including breakfast buns, pizzas and even sweet and savoury snack options. Tight staff management Our operation requires at least two to three members of staff throughout the shift but you could have up to ten people on your rota, meaning being able to manage a team of employees is crucial to success of this business. Moreover, staff turnover in retail is notoriously high and having the skills to retain yours will truly make running this business much easier.
Customer-centric It’s perhaps obvious but our stores are truly exposed to customers. All of the baking happens in full view of them, there is no back of house and therefore all members of staff, even if they are the ones rolling and baking the pretzels, must appreciate they are the face of the brand at all times. This type of customer-centric culture comes from the leader at the top and is what all our franchisees must be. An eye for local marketing Whilst we facilitate the brand growing nationally with marketing exercises at head office, local marketing is a personal activity for many of our stores. After all, we’re in a competitive space and constantly reminding your local community what we do and where we are is an important task. What’s more, it
can be a really fun element of business. Hosting exciting local events like kid’s pretzel rolling parties, getting involved with catering events for head offices or participating in events in the local shopping centre or town are all fun ways to connect with your regulars, make new customers and generate another source of revenue. If you would like more information, please visit www. auntieannesfranchising.co.uk or email franchising@auntieannes.co.uk
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ADVERTISING FEATURE
What should you actually be looking for in a franchise? Even if a franchisor’s wellestablished you should never blindly join – be picky
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n the last edition of Elite Franchise we discussed what we as a franchisor want in a franchisee. But this time, we’re addressing the other side of the coin – the decision to start your own business. It’s definitely a significant one and for those looking for the extra support the franchise system naturally offers, the choice of franchise is essential. When going it alone, many opt to buy into a franchise because it’s already proven and therefore presents a lower risk of failure. But when faced with a multitude of opportunities, there are still certain things you should be looking for: Scope out track records Choose a franchise with a proven history of successful franchising and even ask to reach out to current franchisees. Good franchisors will be transparent in their processes and allow you to do all the investigating you need before going ahead. A differentiator Every brand brings something different to the franchise market so it’s important the one you choose offers something especially unique to
stand out against them. A strong support network A good franchise scheme will offer you as much support, training and advice as you need to make your new venture a success. For many new franchisees, an experienced central team can provide essential reassurances in difficult periods. Andrew Rayes, international sales and marketing director at HITIO, the gym franchise, has a great example of why being selective with potential franchises is key: “The fitness franchise sector is booming and there are always new opportunities just around the
corner, however many are very similar. Franchisees should look to a concept like ours at HITIO because it brings something truly unique to the market with a proven business model and will make a real difference within any community.”
APRIL 2019 | elitefranchise
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Puccino’s opened its first store in 1995 on Putney Railway Station and is now proud to be a part of the Massimo Zanetti Beverage Group.
Twenty years on, and with over 40 units in the UK, our mission remains the same: to deliver quality coffee every time, giving a memorable service experience that our customers will recognise for its fun and quirky humour.
At the heart of everything we do is an amazing Espresso, born of a true passion, and crafted by Segafredo Italy.
Our Blend ensures that we serve an exceptional coffee in every cup, the balanced blend of Arabica and Robusta beans creates a full-bodied and rich Espresso that appeals to the senses.
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Start your journey
with us today!
The Puccino’s Brand has over 20 years of franchising experience and has developed its business model to ensure you achieve your goals.
We pride ourselves in retaining a friendliness that few other Franchise Partners can offer. Our uniqueness is defined by a cool brand experience that engages and retains our customers through product quality, high levels of service and vibrant stores.
Quite simply we are looking for Partners who have personality, are not afraid of hard work and have a desire to develop their business with our Brand. Our shared goal is to open three stores within a five-year period.
We will work with you to find locations, prepare for the shop-fit works and see the projects through to opening.
We ensure full training is given to you and your team, and we support you through the initial opening of your new business, and we provide you with ongoing support throughout your franchise term.
Visit www.puccinosworldwide.com/franchising/apply for more information or Call on: +44 (0) 845 872 4699
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Succession planning
By Zen Terrelonge
Endgame It’s common for startup entrepreneurs to build an empire then move on to do it all over again. But what about in franchising – if a franchisor departs, where does this leave the franchisees that bought into the model?
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he startup world and franchise industry are similar in many ways but different in others. While entrepreneurs in each sector will both look to grow their enterprises and achieve scale, there will ultimately be varying approaches and agendas along the way. None more so than how they opt to exit their business. Take Debbie Wosskow, founder of home exchange business Love Home Swap, for example. Inspired by Hollywood film The Holiday when starting up in 2011, she eventually sold Love Home Swap some six years later to RCI, a subsidiary of Travelodge parent Wyndham Worldwide, for a tidy $53m. By that time she’d already launched AllBright, the network for female leaders. Having exit strategies is simply the norm for startup entrepreneurs but it's somewhat different for franchisors. Not only do they have employees to consider in the event of a departure, a franchisor must also bear in mind the impact this will have on the franchisees – and their staff – that make up their network. After all, a phrase uttered frequently by franchisors to prospects is “You’re in business for yourself but not by yourself.” Making it clear franchisees are very much a priority for him, Richard Lowden, founder and CEO of car leasing franchise Green Motion International, says: “When building a franchise network, you have an ingrained responsibility and duty of care to your stakeholders. My priority remains building a network that will benefit both our customers and franchisees.” Lowden concedes while it’s not his immediate plan to leave the Green Motion network, it’s a strategy on the radar of some franchisors. “The most important thing for anyone in this position is to create a succession plan that provides a strong platform for the next owner to spring from,” he says. But who would serve well as an heir to the franchise throne? High-performing franchisees, upper management
and larger firms can always become potential candidates to take over. Looking at the car rental sector in particular, Lowden offered a prime example that he’s witnessed with Avis swallowing up franchises Budget and Payless. “When this happens, it's vital the new franchisor makes the transition as seamless as possible for franchisees,” he says. This isn’t always the case though and, regrettably, some franchise takeovers can leave franchisees out in the cold. “In the more ruthless cases – such as Hertz's acquisition of Dollar Thrifty – some franchisees simply didn't have their agreements renewed,” Lowden alleges. “[While] that might have been good for the owner's bottom line, it isn't the way to grow a stable and prosperous brand.” Not all franchisor departures will leave franchisees high and dry though – and they’d be wise not to if they wish to flourish, cautions Carl Reader, chairman of d&t, the business advisory firm. “Ultimately, the longevity of the franchise comes down to innovation of the original concept to ensure it stays relevant with changing markets and buyer mentality,” says Reader. “The biggest concerns of a new regime coming in or a buyout is always going to be that it breaks away too far from this concept and what franchisees are comfortable with.”
When building a franchise network, you have an ingrained responsibility and duty of care to your stakeholders Richard Lowden, Green Motion International April 2019 | elitefranchise
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Nobody buys a business to try and take it out of business Carl Reader, d&t
Any decisions made must ensure franchisees are kept in the loop or else their trust in the franchisor risks getting shattered. “If there isn’t transparency at any point, naturally franchisees will lean towards thinking the worst,” continues Reader, emphasising the power of communication. This is something that’s particularly true in a long-established franchise network or else there can be resentment brewing. “This is especially prevalent in a more mature network as the franchisees will invariably believe they know better than the new franchisor coming in, as they’re on the ground and work in the business,” he explains. He adds that openmindedness is important for franchisees, however, as change is sometimes unavoidable. A recent case of franchisor departure was demonstrated in February 2019 when kitchen makeover franchise Dream Doors joined multi-brand franchisor Neighborly. The acquisition saw Dream Doors founder Troy Tappenden exit his 20-year-old company as part of the takeover but existing managing director Philip Carr remained in his position. So it wasn’t all change for the network’s franchisees. “By joining the world’s largest franchisor of home services, Dream Doors will gain new vendor relationships, a powerful peer group of other Neighborly service brands and more,” said Carr at the time. Generally, things shouldn’t be too foreign for those in a network that’s undergoing a change of hands, according to Michael Hatchwell, partner at solicitor Child & Child, part of legal network Globalaw. “Frankly, if a successful franchisee’s operation is dependent upon the identity of the owner [or] the franchisor, there’s an inherent problem and risk in that set-up,” he says, noting the business should effectively be in the same place it was before the departure.
According to Hatchwell, there should be no need for concern “if the franchisor is well-run and well-managed.” To get everyone singing from the same hymn sheet won’t necessarily be straightforward but, at the same time, franchisees must fall into line whether they like it or not. “There’s unlikely to be any ‘approval’ right vested in any franchisee,” says Hatchwell. “The concept of franchisee approval is therefore not legally relevant to a change of ownership of the franchisor.” While there’s nothing from a legal perspective that can be done, an awkward dynamic can be created between franchisor and franchisee. To prevent that, Reader advises: “In all these kinds of situations, it really is all about establishing and maintaining good, effective communication. For franchisors, I would recommend they actively engage with a franchise advisory council and really try to build good communication links with the network.” Still, franchisees should dot their i’s and cross their t’s to ensure they know just exactly what they’re committing to and that it’s the franchise proposition rather than who’s running it that interests them. “If the owner of a franchisor is important to the success of a franchise, then careful thought should be given to what happens if that owner ceases, for whatever reason, to be involved,” says Hatchwell. “It would certainly be very sensible to consider not taking on a franchise from a franchisor where the owner was integral to the franchise’s success.” Really, the bottom line is that a franchisor leaving to make way for a new owner can understandably be unnerving. But it’s important to also process the news with a rational mind. “Franchisees don’t necessarily need to be concerned [about a takeover],” reasons Reader. “Their view on it should be like how an employee might feel about a leadership change – after all, nobody buys a business to try and take it out of business.” Concluding with some additional positivity, he adds: “Provided the buyer has good intentions and the right level of funding to drive the business forward, it’s actually a really exciting time for franchisees.”
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Buy a pizza delivery franchise. A large market: 49% of people in the UK eat pizza at least once a week. And a growing market: The home delivery market grew by 5.4% between 2011 and 2016. It exploits the boom in smartphones: Mobile devices have fuelled a surge in online sales, over half of pizza orders are now placed online.
Visit FranchiseSales.com to find out more about buying a pizza franchise – and more! template.indd 3
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ADVERTISING FEATURE
Raising the next generation of riders You can’t just show kids a bike and shout “go” to get them riding – CYCLEme TOTS’ franchisees have a variety of more creative and effective methods
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s a young child you regularly master new skills and with that comes a great sense of achievement – especially when conquering a milestone as great as learning to ride a bike. CYCLEme TOTS is a business created with the purpose of making this as easy and enjoyable as possible with their unique cycling programme that teaches children as young as two to ride. Parents regularly create ingenious ways to encourage little ones to do things by generating excitement. Much like using a spoon as an airplane to encourage eating, learning to ride should be no different. Young children learn best through play and our structured activity classes are created alongside Early Years Professionals to teach children to ride through a variety of engaging activities designed to capture the imagination of even the youngest riders. With a background in sports coaching and a passion for cycling, co-founder Chris Mollison has found a real sense of purpose since launching CYCLEme TOTS. “Confidence is not always a natural feeling when starting out on a bike and often the first few wobbly steps are the most important, so children must go at their own pace,” he says. “We give parents the opportunity to be part of their child’s learning journey towards riding
pedals with the support of specialist coaching advice and structured activity classes. As a coach it is amazing to watch the child’s excitement and parents’ delight and pride as little ones master new skills, knowing you have been instrumental in making that achievement happen.” If you are looking for a more rewarding career, a better work-life balance and have an affinity for working with young children and families then a CYCLEme TOTS franchise could be the perfect solution. Give us a call on 07739 389281 or register a franchise prospectus at www.cyclemetots.com/pages/franchise-me
April 2019 | elitefranchise
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There’s no excuse for lack of communication If there’s something pressing on a franchise’s mind they must speak up – no exceptions
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s with any business, communication within a franchise is vital. And ensuring everyone involved, from the franchisor to the franchisee, knows their role and what’s required from them is key. Therefore, for a franchise business to grow it’s essential open and clear means of communication are prioritised – and Cafe2U has top tips to achieve that. When running a successful franchise it’s important to keep on top of market trends to shape your business’ direction and it can often pay to ensure franchisees are made aware of overall market performance and developments as well. In the coffee world, trends are changing all the time – at Cafe2U we work hard to keep on top of them. For example, preference for alternative milk is on the rise, including soya, almond, coconut or oat milk. This is something we are currently focusing on throughout our network. Keeping franchisees updated on the general direction of the business is also essential. This plays a key role in the information flow. Making sure they have an understanding of future plans will put franchisees’ minds at ease, meaning they can then concentrate on making their franchise a success. Having a common goal promotes a happier working environment too. Ensuring information is shared is essential to getting buy-in from everybody involved in a business and, as such, attention should be given to how this is achieved. Whether it be through phone calls or digital communications, such as emails, forums or newsletters, ensuring there is a steady and strategic flow of news and updates is paramount. Often though, nothing can beat face-to-face conversations
between franchisor and franchisee and this is one of the best ways for sharing tips and receiving feedback. To communicate successfully with our own franchisees, Cafe2U recently held its annual conference in Birmingham, allowing franchisees to speak to one another and select suppliers. The conference included an array of workshops, an in-depth Q&A session with senior leaders and an awards ceremony to celebrate our successful franchisees. To begin the conference we took our franchisees through a market overview of the coffee market, looking at the insights from the Allegra report and seeing and explaining all of the current trends that are making an impact. We also took the opportunity to remind franchisees of the brand’s high standards and quality. We also had the pleasure of having three members from the Coffeesmiths Collective join us, bringing with them their vast coffee knowledge and providing fascinating insight into the process of making and distributing coffee. A number of practical workshops and breakout sessions, designed to share best practice, took place throughout the day, giving franchisees the chance to network and compare notes. Opening up the floor for a franchisee Q&A session also allowed us to directly answer any queries attendees had, helping increase transparency and encourage people to help one another out. However, information sharing shouldn’t just be an annual event. Building a culture of information sharing improves operations, boosts franchise relationships and saves everyone a lot of time. When sharing knowledge and information, franchisees aren’t just connected with the franchisor: they can communicate with one another to find the best solution to
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whatever difficulty or problem they face. Driving forward together is key to all successful franchise partnerships. It is also necessary to ensure that when franchisees receive this information they put it into practice and this should be regularly checked and evaluated throughout the network. Making sure there’s transparency and clear communication across franchise locations will help drive and reinforce this. Giving franchisees the ability to feedback, raise any issues and seek advice can also help not only create a strong franchise relationship but also allow us to continually reshape our approach to meet their needs. Communication is a two-way process and inspiring constructive discussions can unlock valuable insight – something that has helped drive success and growth within Cafe2U. Cafe2U is built on the strength of its model and its communication process. Offering constant contact between the head office team and franchisees can be the difference between a successful and unsuccessful business.
Disseminating knowledge through constant communication is important to strengthen and grow your business together and, importantly, improves the experience customers and end users will have.
Visit www.cafe2u.co.uk/franchise-opportunities or call 01132 320118 for more information on our franchise opportunities
April 2019 | elitefranchise
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ADVERTISING FEATURE
Increasing brand awareness through strategic partnerships Anytime Fitness celebrates a substantial increase in unpromoted awareness following its UK Brand Awareness Survey results
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fter 17 years of global success, Anytime Fitness is celebrating its best ever UK Brand Awareness Survey results. The survey, which is performed yearly to benchmark brand reach and effectiveness in the UK, has traditionally shown an increase in unpromoted awareness by between 15-20%. However, the latest figures suggest a staggering jump of 138%. This enhanced awareness places Anytime Fitness firmly above brands like Xercise4Less, Better, Snap Fitness, Fit4Less and énergie Fitness, Jetts Fitness, Equinox, F45, Fitness Space and 9Round, according to the survey. Since launching in 2002 the brand has also outpaced the likes of McDonald’s and Subway, boasting a worldwide presence of over 4,500 clubs across 34 countries. With over 160 clubs now open in the UK, Anytime Fitness is sprinting towards its next milestone of 200 clubs. This exponential growth has undoubtedly had a huge impact on the company’s brand presence, however, the latest results are a huge testament to the UK brand strategy. Caroline Atkins, head of marketing at Anytime Fitness, said: “Responding to the ever-changing market, we have introduced several projects to drive the brand’s cut through. This includes enhancing our digital presence with always-on Facebook adverts, display and Google Ads, evolving the brand’s positioning and creative execution and developing a greater pipeline of national and local partnerships. “Interestingly, although the media landscape is undeniably geared towards digital, the results continue to advocate fully-balanced campaigns across both traditional offline formats and online channels,” Caroline continues. “As expected, word of mouth and visibility continues to be an excellent awareness generator. However while digital channels were the third highest driver, leafleting
and door drops were firmly rooted in fourth place. Our focus on partnerships and corporate accounts also appears to be taking shape with nearly 10% of all brand recognition originating from these channels.” Building on these results, Anytime Fitness added to its impressive list of new hires by introducing national accounts and partnerships manager Gabriella Macis at the end of 2018. Empowering franchisees to reach new business heights through collaboration, Gabriella’s acquisition resulted in immediate growth to the brand’s corporate membership database and several national partnerships. Supporting the brand strategy, Gabriella has already secured over 20 new partnerships ranging from entertainment and travel providers such as Merlin, Avis and SpaBreaks to gym wear
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suppliers such as Tikiboo and nutrition and supplements providers including Gousto, Athleat and MyProtein. It is clear these partnerships are not only driving additional lead generation and brand awareness but are having a positive impact on member perception by enhancing memberships with value added benefits and campaigns. This in turn is already reflecting in better ROI on marketing efforts, increased brand awareness and ultimately, enhanced member engagement. Driving corporate engagement, Gabriella has also developed the company’s corporate relationships, driving over 30 new corporate accounts for brands including HMRC, Blue Light, Matalan, Vodaphone, The Royal Society of Medicine and the NHS. Further supporting corporate growth, the company has recently launched a suite of corporate communications tools, training and assets to help clubs leverage maximum benefit from national accounts and drive awareness in their local communities. Whether you’re looking to be your own boss or achieve a better work-life balance, there’s never been a better time to join the Anytime Fitness family. According to the 2018 State of the UK Fitness Industry Report, health and fitness is the sector to invest in. The industry has continued to enjoy growth year-on-year, with 2018 seeing the market value rise to just under £5bn – an all-time high. Approaching ten million members, penetration is also at an all-time high of 14.9%, meaning one in every seven people in the UK is now a member of a gym. Anytime Fitness is a globally recognisable brand with personality at the heart of its business model. It cares about its members, which is reflected throughout every level of the business. The ongoing strategy to develop partnerships and add value to memberships only further serves to display the brand’s commitment to its members. Anytime Fitness has racked up a number
of accolades over the years including being ranked the number one global franchise for two consecutive years and the number one fitness franchise for the last eight years in Entrepreneur magazine’s prestigious Franchise 500 awards. Over the company’s 20-year history franchisees have chalked up a 97% success rate in the UK, proving that if you do want to be your own boss, there are advantages to investing in a global brand with a proven business model. Opening an Anytime Fitness club requires a minimum investment of £170,000 liquid capital, which represents 30% of the total investment. Prospectives can benefit from a very attractive fixed franchise fee where the convenience and affordability of the product, for both franchisees and members, is just one of the many features allowing the brand to thrive. Anytime Fitness promises a low staffing model with recurring monthly direct debits. A background in health and fitness is not required and most franchisees employ a local manager to take on day-to-day managing of the club. With comprehensive training, customised ongoing support from dedicated Franchise Performance Coaches and the launch of the brand’s new Evolve initiative, it’s easy to see why 60% of franchisees have gone on to own another club. To find out more about Anytime Fitness and its attractive franchise opportunities, visit anytimefitness.co.uk/elite
APRIL 2019 | elitefranchise
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Can you put your carers at the heart of what you do? Our mission is to become the UK Care Sector’s Employer of Choice by 2022. Join our mission and change the way care businesses are run. At Visiting Angels we understand that to be a successful care franchisee you need to put the interests of your staff at the heart of your business. We are one of the UK’s first Carer-Centric franchise businesses. If you want to be successful working in your community, if you want to make a difference to caregivers, clients and families, if you want to smile because you are changing lives and being commercially successful - call Visiting Angels today.
Join a worldwide network of 600+ franchisees A new approach to running a care business Specifically addresses the challenge of recruitment Model proven over 20 years Reduced franchise fees for development franchisees Liquid capital required of circa £30,000
Learn more about one of the world’s largest care franchises by speaking to Dan Archer
on 0114 433 3000 or 07584 178 458 www.visitingangelsfranchise.co.uk I darcher@visiting-angels.co.uk
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From the ground up
OLTCO
After working with the likes of Coca-Cola to then recognise an American trend yet to crack the UK, Johnny Pearce and Tom Stringer launched Oltco, the resin driveway franchise By Zen TERRELONGE / aNnE StRUIJCKEN
Johnny Pearce and Tom Stringer
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ike anything in life, a change of circumstances can prompt you to rethink your outlook and how you approach life. This was the case for Johnny Pearce. Having made a living in business development, sales and marketing for much of his career, he’d clocked up hours for some household names. “I worked for St Austell Brewery and with some big nationals – Coca-Cola, Hennessy, Pepsi – and I absolutely loved the role and everything about it but I very much wanted to create something myself,” says Pearce. “I wanted to create a lifestyle within the area I live in.” This was driven by his desire to secure a better work-life balance and he found a kindred spirit in friend Tom Stringer who had a similar mindset. It was about ten years ago that the pair decided to join forces. “We were already good friends and the decision was
actually made in a hot tub believe it or not,” laughs Pearce. “We were having a chat and it wasn’t so much the business side of things, it was more of how Tom and I saw the world in terms of what we wanted to achieve.” Believing they needed a firm reason behind their goals, the answer was simple. “We very much wanted to create something where we spent a lot of time with our families. So we didn’t want to be working 11-hour days, on the weekends and not picking up the kids from school – we wanted to be a part of everything,” stresses Pearce. While they wanted to “make good money” from their venture, family time was clearly crucial as was their desire to enjoy what they were doing, which paved the way for the pair to team up on Cornwall-set Oltco, the resinbased gravel specialist laying down the foundations of exquisite driveways, paths, patios, car parks, swimming pools and balconies across the UK. Launched 15 years ago, founding director Stringer brought Pearce into the fold in 2011. “I bought into Oltco nearly ten years ago with Tom who is my business partner [and] who very much had the
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same ethos and ethics as myself – it just seemed like the perfect match,” says Pearce. And there was no doubt he was joining a business with foundations as strong as its driveways. “The company has been going for about 15 years now, with the ethos of feeling good about the work we do and the decisions we make, so it’s a very much a feel-good company,” says Pearce. The appeal of resin-based gravel specifically is that the materials are durable as well as cost-effective. A seemingly mainstream sector in America, there was the chance to capitalise on the hype with Oltco in the UK. “It’s a very scalable model for us to use and there was a huge gap in the market,” says Pearce. “Over in the States it’s an industry that’s really booming and the majority of flooring over there is resin. It was a natural thing for us to bring that across the UK and expand it where we’re from.” Using Stringer’s parents’ basement as a place to work from in the early days, they did whatever it took financially to push forward. “In the beginning it was very much hand to mouth,” Pearce recalls. “We had overdrafts with banks, we used credit cards, credit with suppliers. But now, as we’ve grown, we’re in a much stronger position than we were which is great.” And with the business doing so well, the pair came to the conclusion that franchising would be the way to level up the business. Pearce and Stringer started discussing franchising roughly three years ago. With some experience of the sector, Stringer “realised that to develop a franchise it needs to work for the franchisee,” details Pearce. While they’d considered launching a model in the past, none of the ideas were moved from the drawing board. “About three years ago we were looking at bringing the operation over to America and we brought a consultant in and one of the ideas was ‘Why don’t you franchise and do it that way?’” Pearce recalls. “We thought long and hard and [believed] we could probably drop one of our offices in every single town of the country and it would work. Just in Cornwall alone we generate over £1m in business, with a population of 500,000. So we were like ‘Why are we making all this effort, why don’t we just do this really, really well on our own doorstep?’” Agreeing on the plan of attack, the duo has taken their time to ensure anyone brought into the mix fits the bill. In keeping with that, a pilot franchise has been running for more than a year and a half. For Pearce, a people person, he was keen to embrace the franchisor role with both hands in order to show the inbound members of the network the ropes. “What I’ve found is that when I have been mentoring my staff and building people up and getting them where I want them to be, I’ve really enjoyed that,” he says. In terms of what they look for, Pearce says fledgling franchisees’ financials must be up to scratch and they need to possess the right personality. “It’s not necessarily that they have to be really good with driveways or anything like that – we just want them to be a good person and someone who we’re going to enjoy working with,” he details.
I’m concentrating on the calibre, not quantity [of franchisees] When Pearce was looking for prospective network members, he was advised to seek the counsel of Nick Carnes, a franchise consultant who was described as “the best in the business.” Carnes helped them set up all the necessary regulatory processes but there was more to it than that. “We got on so much and, it’s only the second time he’s done it, he’s actually wanted to come on board with the business,” details Pearce, revealing that Carnes now serves as Oltco’s franchise director and is in charge of recruitment. “We’ve had 100 [franchise] enquiries and he’s narrowed it down to this team of two [whose] calibre I was so impressed [by] – their backgrounds are incredible,” Pearce says. With driveway installations part of the training, in theory and practical forms, the Oltco team will typically provide support to franchisees over the first two fittings but this can go on for longer if necessary. The other element of the training is to help the franchisee perfect the sales systems and processes. “The key to it isn’t how you install the driveway, it’s how you close the deal,” says Pearce. Although franchising has been in pilot phase for 18 months now, Oltco is actively looking to grow the network and get the word out there – but there’s no rush. “We only have one [franchise] running at the moment,” Pearce explains. “We’re completely at its infancy but this has been through getting it all right. We’re only just starting to market it, so we’re at a really exciting time.” Looking at where he sees the business going in the next year, Pearce concludes: “I’d be happy to have one really good person because I feel that a really good operator could be turning over a huge amount of money or we could have ten not doing it very well. I’m concentrating on the calibre, not quantity [of franchisees].” April 2019 | elitefranchise
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From humble
beginnings
Who doesn’t love charity? Well, judging by this franchise’s rapid expansion from a single hospice to the European continent, people can’t get enough of it
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he phrase ‘From humble beginnings’ is one boasted by many businesses but it’s quite literally the case for Snak Appeal, the child care franchise, which started from nothing more than acts of kindness little over a decade ago. “Our small beginnings started in April 2008 with myself, Keith and Sue offering sweets and savoury snacks in the workplace and leisure establishments from display boxes that promote local charities, with royalties from each sale going to the charity,” explains John Huxtable, founder of Snak Appeal. The very first charity to see benefits was Keech Hospice Care with a modest £750 cheque from Snak Appeal. But when the altruistic company expanded into franchising, this figure quickly blew up. “During the next 12 months we opened it up to franchises
which resulted in five rounds being established for Keech, bringing in royalties of around £8,000 each quarter,” Huxtable remembers. When year two rolled around Snak Appeal had enough success under its belt with Keech to branch out and help East Anglia’s Children’s Hospice, Havens Hospices and HDH Hospices. “This was thanks to the success of raising funds for Keech behind us and with the very grateful help and recommendations from Paul Sutherland, the then senior corporate fundraiser at Keech,” Huxtable says. And by its third year Snak Appeal’s partnerships boomed, visiting every hospice in England and Wales and ramping up its franchisee count to meet the demand. “With only one or two exceptions, every hospice thought it’s a great way to boost their funds and were very enthusiastic about the prospect of joining us,” Huxtable notes. “We increased the amount of franchisees to around 60 to cover this major increase.” Eleven years on, Snak Appeal is on course to become king of the world – starting with Europe. “Snak Appeal has now ventured into Europe, starting in the Netherlands with CliniClowns Children’s Charity which launched there in September 2012 and more recently CliniClowns of Belgium and Clown Doctors charities of Germany have joined us.” But the franchise never forgets who to thank for getting things off the ground. “We would like to thank Keech Hospice for initially giving us this opportunity and for their marvelous support and recommendations,” Huxtable concludes.
Want to get involved in the next chapter of the journey as a franchisee? Visit www. snakappeal.co.uk, call 0800 1699 077 or email info@snakappeal.com
April 2019 | elitefranchise
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A N I D E T S E R E INT Y? T I N U T R O P P O E S I H C N A R F TASTY Artisan chocolate brownies served at festivals and events near you!
Low Investment • Great Returns • Brownies Supplied (you just sell!) Areas available: Somerset • Devon • Wiltshire • Oxfordshire • Hampshire • Other areas available soon!
100% SENSATIONAL!
Handmade & baked
E: greg@chockshop.co.uk T: 07885 697139
www.ChockShop.co.uk
FIND OUT MORE...
ADVERTISING FEATURE
As a Wonderlawn franchisee you’ll thrive on competition It seems impossible to get your business’ voice heard in such saturated times. However, that’s not a problem with a franchise like Wonderlawn
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t’s certainly not easy running a business and that goes double for today. One need only look at how saturated markets have become, where developments like the internet have enabled hundreds to get their name out there and compete for the same clients. However, you don’t have to exist in such a busy space. Wonderlawn, for instance, removes the need for franchisees to get bogged down with stockholding and delivery management so they can focus on improving cashflow, generating profit and getting ahead of the competition. After all, with their schedule cleared franchisees can focus on enticing customers with Wonderlawn’s unique products few franchises can claim to offer. That includes its – quite literally – cutting-edge artificial grass, which is far from just a pretty sight and the envy of the market. Moreover, considering virtually every home improvement for the past three decades has swapped natural materials for advanced, maintenance-free artificial ones, Wonderlawn’s offer stands out as a no-brainer to a great deal of people. One thing’s for sure – it’s sending lawnmowers and strimmers the same way as the dinosaurs. The market has blossomed into a thriving £350m industry and Wonderlawn sits poised to take a commanding position with turnover doubling year-onyear. Having kicked off its business more than ten years ago, Wonderlawn’s seen just about everything when it comes to the dramatic evolution of its industry and knows how to steer clear of the low-grade astroturf pumped out by others over the years. And if you’re
willing to put in the work, you can stand at the industry’s frontier with Wonderlawn too. That’s because Wonderlawn’s currently seeking franchisees with self-motivation, a strong work ethic and who aren’t afraid to get their hands dirty to absorb its expertise and blossom as a locally-based business. Fit the bill? Then your journey’s already started. Visit www.wonderlawn.com, email sales@wonderlawn.com or call 0333 700 6000
artificial grass installation April 2019 | elitefranchise
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Are you dreaming of owning your own photographic business? take that exciting step now!
0800 622 6008 For more information about joining Photography for Little People Franchise: Jan Massey 01207 299500 OR 07826841224 jan@photographyforlittlepeople.com
Do it for the
gram BY ERIC JOHANSSON
Instagram is the perfect tool to showcase a franchise’s personality. But watch out so your stories don’t destroy your brand
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utting your brand on Instagram can be tricky. Not only must you showcase your franchise favourably but also navigate the treacherous waters of fake accounts, influencers and your own employees’ social media habits – all of which risk ruining your brand if you’re careless. Nevertheless, when Snap-on UK, the tools franchise, joined the platform in 2017, it was certain Instagram was the right fit for its marketing efforts. “It’s one of the most heavily used social media platforms globally and now has over one billion users, which is why Snap-on UK absolutely had to have a presence on this platform,” explains Dominik Berry, marketing manager at Snap-on UK. More importantly, the franchise understood the average
Instagram user was just the kind of person it was looking to reach. “We knew that the largest age groups within Instagram were the [25 to 34-year-olds] with the second largest being [people between 18 and 24] years,” Berry continues. “This meant that the platform was the perfect place to engage with young technicians and mechanics who are our current and future customers.” That being said, Snap-on UK avoided diving in at the deep end. “In the early days there was a fair amount of testing the water with some posts but we quickly learnt what our audience do and don’t engage with,” explains Berry. Using Instagram’s statistics to find out what stories yielded maximum engagement, the franchise has organically grown its number of followers to over 19,000
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without using any paid ads. “We’re now growing at a rate of over 1,000 followers a month and I have absolutely no doubt [it won’t] be long until Instagram overtakes Facebook as our largest social media platform,” Berry says. Speaking of Facebook, Snap-on UK soon realised successful content differs considerably between the two platforms. “Instagram is based more around photography and sharing images and short videos with cool and funny filters applied to them,” Berry advises. “It’s certainly not the place for us to share our extended videos or longer, educational articles.” On the back of this realisation, Snap-on UK is using Facebook for new product launches, informative videos and the occasional meme, leaving Instagram to be “a more fun and relaxed environment,” according to Berry. But what sort of businesses would fit in on Instagram? “Companies who have an aspect of their business which makes for great photographs,” quips Andy Barr, managing director of 10 Yetis Digital, the public relations and social media agency. Lifestyle brands work particularly well as they enable companies to not just focus on the product but also on scenery, active workshop photos or even travel images. “Photographs portraying people’s aspirations are brilliant motivating factors which will have younger consumers wanting to replicate what they’re seeing, hopefully leading to product sales for you,” explains Barr. Indeed, McDonald’s is treating its 3.4 million Instagram followers to succulent shots of its menu offerings, occasional skits with comedians and customer profiles, showcasing the diversity of the people visiting the golden arches around the world. Similarly, Anytime Fitness UK’s feed is full of clients working out, staff members offering advice and motivational posters. And kitchen makeover franchise Dream Doors’ feed showcases the kitchens customers can get. The point: Instagram can be used in numerous ways to boost your brand if you can find a way to visualise it. “Make sure you post the right content, to the right person, at the right time,” summarises Berry. No matter how your content looks, you’ll need to grow your following. Several brands have attempted to strengthen their Instagram marketing efforts by enlisting influencers. However, while having a celebrity or even a C-list star talk directly to their followers about
your product can be a great cost-effective way to gain traction, Barr is weary of using this strategy. “Influencers have to be absolutely transparent about the use of paid advertising and I would say that, although influencer marketing absolutely has its place and can prove hugely successful in generating traffic and sales, be cautious as costs can be high and results aren’t guaranteed,” he explains. Take Grown-ish actor and former Kourtney Kardashian beau Luka Sabbat for example. In October 2018 it was reported he’d been hired by Snap Inc., Snapchat’s parent company, to promote its failed range
It’s one of the most heavily used social media platforms globally and now has over one billion users Dominik Berry, Snap-on UK
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of Spectacles, or tech sunglasses. According to a lawsuit filed in New York, he was supposed to promote the product in four posts but allegedly only bothered to post two and without clearing them with the PR team beforehand as required. So Snap Inc. sued him for $60,000. But he’s not the only influencer who’s failed to influence in the right way. In 2017, Logan Paul angered his sponsors, followers and any decent individual in general by publishing a controversial video of himself next to a dead suicide victim in the Japanese Aokigahara forest. And discussing 2019 plans, Paul said he would “go gay” for the month of March, which also resulted in backlash. Another off-putting example is the many social media users who used hashtags related to the California wildfires in 2018 to promote brands and their own content. This keyword-squatting strategy understandably enraged numerous followers. In other words, choosing the wrong influencers to promote your brand could land you in big trouble. “Make sure you know who you’re dealing with, that you know what good engagement really looks like and always make your requirements for copy, photograph style, time and date of posting crystal clear to avoid confusion or an influencer trying to pull the wool over your eyes,” advises Barr. Other brands may be tempted to use bots to boost engagement with their brands. However, Barr would discourage you from going down that route. “Instagram is all about building engaged communities and using bots or buying followers doesn’t comply with their regulations,” he explains. While you can certainly expect your following to grow by doing so, Instagram will eventually find these accounts in one of its regular fake account cullings and then they’d be gone again. “We would strongly advise against buying followers and using bots,” insists Barr. However, it’s not just external factors you have to be weary of – problems could also arise internally. Usually, the
Photographs portraying people’s aspirations are brilliant motivating factors which will have younger consumers wanting to replicate what they’re seeing, hopefully leading to product sales for you Andy Barr, 10 Yetis Digital
official feeds are reasonably easy to gauge. “However, the matter becomes more complicated when it comes to those [employees and clients] who don’t use official accounts but rather post about the business via their own accounts,” warns Julian Cox, director at iLaw, the law firm. While it’s become easier to pick up on derogatory comments from both customers and your own employees, Cox reminds you that – irritating as they might be – staff’s comments might be protected under the Human Rights Act 1998, which contains a clause that gives staff a right to private and personal lives. “[Similarly,] employers should also consider the Regulation of Investigatory Powers Act 2000, which spells out the extent to which employers can monitor or record communications that take place through the company’s networks,” he advises. Taking these regulations into consideration, franchises should create a social media policy to help guide them. “This should make it clear who’s responsible for posting on the company’s official feeds and their behaviour when doing so and the consequences for failing to meet up to these standards,” Cox explains. The policy should also include guidelines for staff who aren’t directly in charge of the official account. For instance, this can be things like ensuring they don’t share any prohibited or sensitive information online, adding a caveat that their views are their own and not the company’s, that they should avoid producing content associated with the firm without prior approval. “While at times it may be difficult to monitor and enforce these rules, it’s important that you clearly spell out your expectations and the actions that could be taken if the policy is disregarded,” Cox says. Indeed, Instagram may be challenging with all the hurdles franchises have to tackle. Nevertheless, there are clear benefits of getting on there and doing it right.
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IT’S ALL ABOUT
The Results Our guests benefit from results-driven treatments delivered by market-leading technology for an elevated experience. Let us show you what that can mean for your spa810 franchise business.
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spa810.co.uk/franchise duncanberry@spa810.co.uk | 01423 595810
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ADVERTISING FEATURE
chisees A care franchise done differently 20 years in the private care sector has given Visiting Angels a lot to draw from when planning for the future
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isiting Angels is already one of the largest home care providers in the United States, with almost 600 franchised offices. The business has been built over 20 years with strong ethical and community values at its core. The lessons learned from 20 years in the private care sector are now being implemented the UK. Managing director Dan Archer explains: “One thing that we learned in the US is the importance of structuring the business as a carer-centric organisation. “Many care businesses pay lip service to their carer focus without carrying that through to the structure they operate. Our proposition puts the caregiver at the heart of the business and this has allowed us to build a niche in our market when most providers do not take this approach. We are also differentiated as a caring content that new UK franchisees we do is different and our approach employer. Indeed, our mission will gain access to. “Many of our to our caregivers is market leading. Our mission is to becomerecruitment the UK Care Sector’s Employer of Choice by 2022. we have been statement is to become the UK successful caregiver In less than 12 months Join our mission and change the way care businesses are run. care sector’s employer of choice and retention initiatives have been nominated in the Great British Care by 2022.” proven for many years in America,” awards as one of the Top Employers for At Visiting Angels we understand that to be a successful care network of 600+ franchisees Our clients choose Visiting Dan says. “Most UK providers say Join a worldwide our region.” franchisee you need to put the interests of your staff at the A new approach to running a care business Angels because we look after our that finding carers is their biggest heart of your business. We are one of the UK’s first Carer-Centric challenge of recruitment caregivers and they understand franchise businesses. challenge. It makes sense for us to Specifically Foraddresses more the information call Dan Archer over 20 years If you want to be successfulproven, working in your community, if you that by doing so we enable import successful formulasModel proven on 07584 178458 or 0114 433 3000 Reduced franchise fees for development franchisees difference to caregivers, and families, our carers to provide a better want to make ato address this clients key challenge. And it Liquid capital required of circa £30,000 if you want to smile because you are changing lives and being service. For instance, a franchisecommercially successful works:- call our caregiver turnover is half Visiting Angels today. with Visiting Angels will deliver the average for a UK care provider.” experience on day one. Almost Learn more about Since in the UK in 2017 one oflaunching the world’s largest care franchises 600 franchisees internationally by speaking tothe has a built a healthy Dan business Archer and a growing team in the UK on 0114turnover. Dan by 458 saying: 433 3000 orconcludes 07584 178 regularly provide best practice www.visitingangelsfranchise.co.uk “We are alsoI often told that what darcher@visiting-angels.co.uk
Can you put your carers at the heart of what you do?
April 2019 | elitefranchise
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ADVERTISING FEATURE
Time to rethink your work-life goals For years the business world was seen as a cut-throat one of high-testosterone competitiveness. But recently, women have started to take their place at the board room table
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or those unfamiliar with franchising, it’s a great way for just about anyone considering business ownership and for good reason. For one, franchising is so varied – you will find a business model suited to you, your interests, skills and experience. And this isn’t to say you’re limited by these things: Many franchisees have also stepped into careers they were interested in but had never experienced. This is because franchisors create a business opportunity and provide all the training, tools and support for success for those who stick to the model. At Encouraging Women into Franchising (EWIF) we know because we see first-hand the many success stories of franchising among our members and at our regional meetings. Here are just a few of the reasons why: Being your own boss A seat in the board room is no longer reserved for men in grey suits as it’s beginning to open up more and more to women. In December last year, the British Franchise Association (bfa) and NatWest released the 2018 Franchise landscape report, which shows increasing numbers of women choosing franchises as their route to be their own boss. If they can do it, you can join them on your own journey to success. Be queen of your calendar Choosing when and how you work enhances productivity and work satisfaction. In fact, when you’re your own boss you have the flexibility to control many parts of your life. Want to spend more time investing in your hobbies? You can. Want to use your skills to give back to the community? You can. Want to balance your work around your family? You can. Your business is your personal success story.
women who successfully raise children and run a business. Working from either side of the coin Franchising offers a great way for women to connect with other women who understand franchising. Most of us want to see more women becoming involved, either as a franchisor or as a franchisee. But what’s the difference? Franchisors are the original business developers who had a brilliant idea and turned it into a successful business. They expanded their brand’s reach and impact by developing a model for others to follow. Franchisees, on the other hand, see the potential of the model developed by the franchisor so invest in and run their own business under the brand. They receive training, guidelines and support from both the franchisor and other franchisees in the network. Networking with other franchisors, franchisees or franchise experts helps us stand stronger. In standing stronger, we empower one another. This is why organisations like EWIF hold regular regional events, an annual conference and their glitzy annual awards to celebrate the place of women in their own right. What more could you want for your own future career?
Are you ready to rethink your work-life, supported by franchising? Please email info@ewif.org or visit our website www.ewif.org
Avoiding managers who avoid you Did you know there are still managers who won’t employ women of a “certain age” in case she leaves to have kids? Through franchising, you create your own business goals. How you achieve them is in your hands. At EWIF, we have countless stories of
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COULD YOU OWN A FIRST CLASS LEARNING FRANCHISE? Joining the UK’s fastest growing after school tuition franchise includes: • • • • • •
Comprehensive Training and ongoing support Low start - up costs Your own protected online space Proven automated marketing A proven and profitable business model Quality, tried and tested learning materials
We are the fastest growing UK-based tuition franchise with over 270 centres nationwide. At First Class Learning, we believe that no child should be left behind.
hello@firstclasslearning.co.uk www.firstclasslearning.co.uk
0800 458 3797
We aim to develop a child’s knowledge and understanding, providing them with a solid foundation in maths and English, relevant to their current studies and future goals. Whatever a child’s ability - whether they’re aiming high or need a little bit of extra help we want to make sure that THEY COUNT. We know that in today’s increasingly competitive world, a winning mindset can make all the difference. Unlike many other after-school tuition centres, our courses have been designed to align with the current National Curriculum. With an increasing number of schools using our materials, you can be confident your student’s work is relevant to their studies and their learning needs.
Recruitment
The tricks franchisees need to recruit the right candidates From soft skills to background checks, do you have what it takes to find the right employee for your franchise? By Gavin Chase, franchise sales director, Antal International Networks
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t doesn’t matter if you’ve just bought your first franchise or if you’re a veteran franchisee, finding the right staff for your business should always be a priority. But this can be far from an easy obstacle to overcome. Let’s look at some facts around one of the biggest challenges you’ll be facing. Three-quarters of franchise units do employ staff and over 30% of UK franchisees employ more than six employees. Out of the 720,000 people employed in the franchise sector there’s roughly a 50/50 split between fulltime and part-time workers. Right now in the UK we’e experiencing the highest employment rate and the lowest unemployment since records began back in the 1970s. For you, this means sourcing talent can become difficult as there are fewer candidates in the talent pool. In fact, most of the best candidates are probably already working somewhere else. So ask yourself why would someone with the right skills for your franchised business make the decision to join you? A key foundation to making the right hire is based upon good decisions and planning for your business needs. So here are some key things to consider as you find the right people for your venture. Job description Do you understand the job and what the role you’re hiring for entails? If you don’t, then there’s no way potential recruits will. It’s essential employees understand their duties and responsibilities from the outset. This won’t only
help you formulate better job ads but also help you in the interview. You must be able to clearly outline what you expect and answer the candidate’s questions about the position. Interview process Speaking of the interview, ask yourself how you can best assess candidates during the interview process to establish their suitability for the job, evaluate their skills, relevant experience and attitude. With the vast array of franchise opportunities available there’s no simple answer to what the best interview methods are but the broad guidelines include being structured, following a repeatable format, not shying away from the direct questions, keeping focused on the answers you’re seeking and not coming away from an interview with your questions unanswered. It’s also important to allow the candidates to ask questions about the job opportunity. In fact, it’s a great chance to assess their genuine interest and enthusiasm to be part of your team. Skills and experience What are the essential skills and work experience the candidate must have to perform well? You may have been on a training programme with the franchisor prior to making hiring decisions around your own staff. This means you’re in a great position to understand the skills and experience needed from
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RECRUITMENT
candidates. Don’t make the mistake of compromising on a person’s talents. The right candidate is out there so be patient. Attitude As a franchisee, you’ll be enthusiastic about your business and believe in the brand, products and services that you’re offering customers. The question is if the candidate in front of you will be an amazing brand advocate too. These soft skills are critical to making good hires. Not only do you want to be confident that your employees do a good job but also that their attitude and actions generate new referrals which means more sales. Too many business owners spend valuable time in their franchise managing non-performing or disruptive employees. So let’s avoid that by looking for people with a great attitude. Background and reference checking There may be a legal requirement for you to undertake background checks on people you plan to employ but don’t forget to undertake reference checks with past employers as well. Whilst many franchises take formal background checks to verify the eligibility of individuals to work in a sector such as working with children, few obtain references from former employees. Try not to be one of them. This is the single best occasion to speak to people who’ve
worked with or employed the person you’re about to spend your cash on and put your trust in. Ask for a telephone number from candidates and pick up the phone. You won’t regret it. How are they getting along? Interviews are great but few things highlights a potential hire’s suitability like seeing them in action. Gauge the candidates by getting them to join you for the day as it’s a chance to get to know them and experience first-hand how they handle themselves. When you were investigating a franchise you may have experienced a taster day. You may now be working in your franchise. People who are seriously interested in the job will, or at least should, be more than willing to give it a go for a few hours before either of you make the final decision. And here’s the best advice I will give you. Don’t hire this person if you see or feel that there are shortcomings in their performance or attitude. In 26 years of recruitment experience working with employers across the globe, I have to warn you that if you accept these traits in a candidate, you’ll find yourself repeatedly trying to convince yourself that they’ll change if you invest more time in them. Hate to be blunt but no they won’t. Remember, hiring the right staff for your franchise isn’t all about employing family and friends, recruiting people based on a feeling or hoping that you can change those working for you to fit the job. Every business is a people’s business and you can only scale with the right employees under your wings.
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ADVERTISING FEATURE
Feeling inspired? Here’s the secret to motivation Making the step from employee to being the boss, as many franchisees do, brings with it many responsibilities as well as freedom
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he equation between employee and employer is generally well understood. An employee receives a wage to reward them for spending their time undertaking the tasks required of them by the employer. Good employers communicate their expectations clearly with well-written job descriptions, which include working hours. Stepping from a career, which may have spanned 20 years or more, of employment into becoming the boss of your own company is often a major attraction of starting a business, buying a franchise or buying an existing business. New entrants dream of an improved work-life balance, freedom to set their own working hours and flexibility to work the needs of the business around family responsibilities. In short, the prospect of not being answerable to an employer is often appealing. However, the need for self-discipline and motivation is crucial for leaders of successful businesses. Not only do they need to be driven and have vision themselves as their business grows and brings on new employees, they need to be able to inspire others around them. Having a joint vision and goal is one of the most powerful drivers in teams who excel and customers and staff alike will look to the business owner for a clear lead.
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Working closely with the franchisees to understand their drivers and challenge them to grow is an important responsibility of any franchisor. BusinessDictionary.com defines motivation as “Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal.” It continues: “Motivation results from the interaction of both conscious and unconscious factors such as the intensity of desire or need, incentive or reward value of the goal and expectations of the individual and his or her peers. These factors are the reasons one has for behaving a certain way. An
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New entrants dream of an improved work-life balance, freedom to set their own working hours and flexibility to work the needs of the business around family responsibilities. example is a student that spends extra time studying for a test because he or she wants a better grade in the class.” Franchisors are often aware of the potentially huge shift in emphasis when an individual moves from employee to business owner. Initial training, focussed development with a head office team member or fellow franchisee, a clearly written operations manual and ongoing mentoring, supervision and development are all structures usually in place in order to nurture and support new franchisees to make the transition successfully. At Promedica24, a leading live-in care provider offering one-to-one live-in care as a desirable and cost-effective alternative to nursing home care, the training and development package is a pivotal part of the model. The franchisor fully appreciates the step made by new entrants and no stone is left unturned to equip them as they start their business journey. Promedica24 franchisees are enrolled into an initial training course at head office covering all parts of business knowledge needed to equip them to hit the ground running. Covering operations, marketing, advertising, PR, sales techniques, overview of company ethos, strategy-setting, handling business finances, time management, administration, there’s a comprehensive range of training to set new franchisees firmly on the path to success. As it’s a Polish company, the initial training also includes all-expenses paid trips to the main head office in Warsaw and, a few months into trading, to Rzeszow – the central hub of the recruitment of care workers for the UK. The new franchisees enjoy first-hand not only the benefit of having the support of the UK head office but also the breadth of vision of being part of an international organisation. But the support doesn’t stop at initial training with Promedica24. The dedicated national franchise development manager, Tammie Johnson, runs an intense support program over the first three months to ensure new information is embedded and the transition into being a business owner of the franchise is smooth. Clear goals are set, key client
meetings are accompanied and the new franchisees are guided through the steepest part of their learning curve with the benefit of Tammie’s 30 years of experience in both the care industry and business development. After all, a huge advantage of a franchise model should be access to highly experienced professionals in their field like Tammie. The whole head office team, including the marketing manager and centralised lead generation team, are also there to support and nurture the network. After the first three months, franchisees are often pretty confident with the day-to-day running of their business and have settled into the routine of working for themselves. But the support and supervision is ongoing and tailor-made to the individual needs of the franchisees and includes business development goals and vision-setting to support individuals with establishing their own priorities. Working closely with the franchisees to understand their drivers and challenge them to grow is an important responsibility of any franchisor. In franchising there are two main ingredients which spark a great partnership between franchisor and franchisee. Firstly, the franchisee being encouraged to unleash their inner focus and drivers and, secondly, the franchisor to provide direction and support to enable the franchisee to flourish.
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The MJB Franchise Programme is a tried and tested programme, designed to enable you to run your own successful consultancy. Grow a business with your coach, with you every step of the way Book your complimentary discovery session and start your growth journey today! www.mjbgraham.com/franchise • michael.graham@mjbgraham.com
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Franchising is the kick-start to business ownership Who doesn’t want to run their own business? Well, given the hardships in store for independents, not everyone. But franchising changes that attitude for many
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any people, like you, aspire to be their own boss. This could be for a number of reasons, the most common being because they see no long-term security in working for someone else. You can also feel your potential income will always be limited as an employee, especially if you are self-motivated, hard-working and driven by success. Franchising offers you an exciting opportunity to break free and own your own business, whilst at the same time minimise the risks inherent to operating an entirely new business, and allows you the freedom to grow and develop a business you really want and will enjoy. After all, when starting as a new
self-employed business owner, you can make mistakes which can be costly and at worst, catastrophic. As an established franchise, Sanondaf has ironed out these problems. As specialists in disinfection and decontamination we have a documented operating system contained within the franchise manual, giving you guidance on how to operate the business in order to achieve maximum sales and profitability from the start of your journey. Brand awareness and image, proven operating systems, back-up equipment and reports, ongoing consultation, mentoring and support are the key benefits of choosing a franchise opportunity as opposed to going it alone, meaning you will be in business for yourself but not by yourself. There is also the benefit of having a number of successful franchisees always on hand to share their knowledge and expertise as they are doing the same thing as you. One of the most important aspects of becoming a franchisee is help is at hand at every stage. Having Sanondaf UK as your franchisor will provide you with initial training, launch and marketing support as well as dayto-day consultation and mentoring. At Sanondaf you also don’t require
premises, so upfront and ongoing costs can be minimised and our product works in every sector. You can find out more information by contacting us: www.sanondaf.co.uk, stuartwhite@sanondaf.co.uk, 01236 702028
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ANN MARY WARDMAN AND DEAGLAN FUREY
Making a difference BY VARSHA SARAOGI
Having started her journey growing Tutor Doctor’s UK franchise network a decade ago, Ann Mary Wardman has now become a franchisee of the brand with her son Deaglan Furey
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hen Ann Mary Wardman became in charge of tutoring franchise Tutor Doctor’s UK regional and national franchise growth a decade ago, she immediately connected with the company’s aim to make learning easier for children. “I used to be a university lecturer and I just love what Tutor Doctor does – it makes such a difference,” she says. “[Tutor Doctor president] Frank Milner used to use this phrase ‘It’s not enough to make a dollar, you also need to make a difference’ and that really resonated with
me.” Consequently, she became a UK franchisee of the Canadian franchise along with her son, Deaglan Furey, in January 2019. While working for Tutor Doctor, she saw how franchisees flourished and that’s when Wardman realised it was a perfect opportunity for her. “When I joined Tutor Doctor in 2009, there were probably only about ten franchisees in the whole world and now there are 500 plus across 16 countries,” she declares. “So we knew the business worked and that gives
Sometimes people have this thought that they’ll buy a franchise and it will just all fall into their lap – no, it’s hard work Ann Mary Wardman
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you great confidence when you’re buying a business.” Tutor Doctor wasn’t the only franchise she worked with. Over the years, Wardman accumulated a wealth of knowledge about franchising as she was responsible for introducing a slew of North American companies such as digital marketing agency WSI, franchise consultancy MatchPoint and marketing solutions company AlphaGraphics to the UK franchise market. As a result, she knew what being a franchisee entailed from the get-go. “Franchising
ANN MARY WARDMAN AND DEAGLAN FUREY
[Tutor Doctor president] Frank Milner used to use this phrase ‘It’s not enough to make a dollar, you also need to make a difference,’ and I think that really resonated with me Ann Mary Wardman
is a business in a box and you unpack the box along with your training and you’ve got everything from ‘This is how you get customers, this is how you deal with your employees,’” says Wardman. “You’ve got something in place for absolutely everything.” However, while franchisees are under the umbrella of a tried-andtested business, it doesn’t mean they have it easy. “Sometimes people have this thought that they’ll buy a franchise and it will just all fall into their lap – no, it’s hard work,” she adds. Along with in-depth franchise knowledge, Wardman’s entrepreneurial experience of owning a cleaning company was an add-on when she became a franchisee. “Lots of people will go into Tutor Doctor, they’ll have just one territory, they’ll build a business that gives them a good working life and a good return on their investment,” she says. But with her experience Wardman aimed higher. “We’ve bought five territories
plus the regional licence [in Bromley] because we see it as a business,” she explains. “I think you do look at things differently if you come at it from a point of view of business.” Given the mother and son team’s passion, it’s easy to see how they’re on top of the game in their franchise. In fact, Wardman claims Furey achieved the top gun recognition for the rookie category in February. This means, out of the new franchisees who signed up within the last year, he did the maximum business in just a week. “We had a little bit of a jog when we hit the ground but then we really started to move it up to an actual full-on sprint,” Furey says about his initial days. He believes it’s important to plan ahead even before the training begins over in Canada. “I would really advise getting events planned before you go to Toronto as it becomes a little busy when you get back,” he opines. “[That’s] because the UK has quite a few Tutor Doctors already and it’s starting to become a brand that people recognise.” For Furey, getting to this stage had its challenges. To start with, some marketing methods suggested by the North American franchisor couldn’t be
replicated in the UK. For instance, lawn signs may well work wonders elsewhere but would be against UK regulations, Furey declares. “So [they] went ‘You must have lawn signs because it’s got such great return rate’ and we went ‘We’re going to get fined if we do that here,’” he says. As a result, Furey came up with innovative ideas such as putting streamer poppers inside letters before posting them to potential clients to grab their attention. “You’re not going to be able to spend millions of pounds on an advertising campaign that stretches over billboards,” he adds. “Instead you’ve got to think about what’s going to be the best return on investment. That means thinking outside the box and doing something that bigger companies don’t have the manpower to do.” Looking forward, the mother-son duo are confident about their future plans with Tutor Doctor. “I want to get to the point where we’ve got a million [pound] turnover and expand from there,” Furey says. “We may take on some more business in Bristol [and] Birmingham but we’ll make sure that our first territory works properly.” Admittedly, becoming a Tutor Doctor franchisee requires much more than a desire to make money. “If you’re not passionate about making a difference in children’s lives, this isn’t the business for you because it’s not going to make you multimillions,” Wardman concludes. “Tutor Doctor is about making a decent living and making a difference as much as anything.”
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ADVERTISING FEATURE
Can you double your revenue in six months? It’s time for MJB Graham Consultancy to expand and help even more franchisees and businesses thrive. Discover the excitement and pride that driving such phenomenal results can bring The four pillars At MJB Graham Consultancy, our specialist team helps companies across all industry sectors to overcome their sales challenges with an approach that drives performance. The fact is that generating sales is the key to driving every business forward. We believe that if a business owner is open to learning the art of selling, they can achieve anything. We have broken this down into four easy to understand pillars. Strategy How to get your product and service in front of the right clientele - an effective system to generate leads. Process How to stay in control and save time when taking your prospect on the journey to becoming a client. Pitch How to articulate your offering in the best possible way. People buy from you instead of you selling to them. Mindset This is fundamental to succeed in any business. Without the right mindset, the rest is unlikely to work. Supported every step of the way Let us help you to set up and run your own thriving consultancy business with our tried and tested systemised programme, designed to enable you to get you up and running with your own successful firm, whether you want to work part-time or full-time.
You will be fully trained on the four pillars, all of the programmes and be supported by your very own business coach. This will start off with your business plan, then you’ll be mentored every step of the way to drive quick, scalable and sustainable results for your clients, as well as yourself. We have heaps of online collateral including case studies, proving that our method really does help businesses at least double their revenue within months. The MJB head office fully supports you with sending out, as well as chasing contracts and invoices, freeing up your time to find more clients and drive their success. We run quarterly events for the franchisees and their clients, which really help you and your clients strengthen relationships, as well as being a fantastic way to expand your network with like-minded individuals.
Hungry for more? Book a discovery session today, where you’ll have the opportunity to talk to not only head office but be introduced to your assigned business coach, as well as the team of existing franchisees. We look forward to talking you through the opportunity and answering any questions you may have to provide you with all the information you need to make a confident and informed decision.
To find out more visit: www.mjbgraham.com/franchise
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ADVERTISING FEATURE
The first of many
When considering becoming the first UK franchisee of a thennew Canadian brand called Tutor Doctor, Alex Scotchbrook’s family thought she was a lunatic. But little did they know she and the franchise would be going strong ten years later
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lex Scotchbrook, owner of Tutor Doctor Farnham, Camberley, Woking and Guildford, is no ordinary franchisee. That’s not only down to owning a quartet of territories but because she just celebrated one decade with Tutor Doctor – a feat many can only dream of achieving. But her rarity extends even further, for as the Canadian-born franchise’s first UK operation Scotchbrook laid the foundation for how Tutor Doctor would fare on British soil. And judging by its success ten years later, she’s one in a million. It’s not surprising considering once upon a time Scotchbrook worked in a training and development role at IBM, where tuition became her second nature. “I was the one-to-one coach [with] mostly the business leaders in the UK IBM company, so this was a natural segway,” she recalls. Scotchbrook found her forte at IBM and the banking crisis took it to another level. For while making departmental cuts the computer giant’s honchos offered Scotchbrook a remote-working role but she was already eyeing other plans. “I knew what one-to-one could do for people and thought ‘wouldn’t that be amazing if you could do this kind of support but with kids?’ Because they’re not so stuck in their entrenched ways,” she laughs. A few franchises like ActionCOACH, recommended by Scotchbrook’s friend’s brother, fit the one-to-one bill but, upon visiting, didn’t scratch her itch to work with kids, instead harkening to the business coaching she knew well. But they certainly weren’t a waste of time, as they opened Scotchbrook’s eyes to franchising. “I hadn’t run my own company before so it was a halfway house with me,” she says. “It was the tried and tested model I really liked.” It was enough to see her touch base with franchise broker Keith who, after noting Scotchbrook’s expectations, earnings and values, set out to find the dream. “It was very good for me because it felt like
a tailored approach,” Scotchbrook says. “I wasn’t confident and I never set out to go and be my own businesswoman. It’s taken me by surprise” Once Keith returned with word of a new Canadian franchise named Tutor Doctor, Scotchbrook reacted like never before. “Honestly, it’s the first time in my life this has ever happened to me but all the hairs on my arms stood up,” she remembers. “I just [went] ‘woah.’” From child-based tuition to the franchise model, everything about Tutor Doctor ticked boxes and with plans to open in Britain, this was Scotchbrook’s shot. But given the brand only existed on the other side of the Atlantic, the excitement had to be conveyed through radio waves. “So I said ‘yes I’m interested’ then they contacted me and there were a series of phone calls,” Scotchbrook says. “I think it was actually all done by phone because Tutor Doctor’s head office is in Canada.” Despite her family labelling her “a lunatic”, fearing Tutor Doctor were disguised con men given how new and far it was, Scotchbrook wasn’t deterred. Once her lawyers scanned over the contract, it clearly wasn’t a case of too good to be true. The next stop was touching down in Canada for training and as one of only a handful of worldwide franchisees at the time, it was quite different to now in retrospect. For one, it spanned five days instead of today’s much longer period – and for good reason: “There was almost nothing on accounting and how to manage cash flow and things like that which they have a lot of now,” Scotchbrook recalls. Still, she notes the training’s core goals have remained the same. “The focus of the training was then – and I believe still is now – how to do family consultancy, where we go and meet the family and find out what they need so we can match the right tutor for that student,” Scotchbrook describes.
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ADVERTISING FEATURE
That took some hands-on experience, which caught Scotchbrook off guard upon finding herself in locals’ living rooms. “We went into some Canadian homes, which are very similar to English homes,” Scotchbrook notes. There, she learned the basis of Tutor Doctor’s offering. “Everyone wants higher grades but the reason for not getting the grades you’re after is different for every single person, so we’re just sort of looking at that side,” Scotchbrook explains. Following more lively exercises, including being taught how to run events one evening in a shopping mall, she went back to Blighty bursting with ideas. Not even waiting a moment for jet lag to subside, Scotchbrook got straight to work marketing her new business with her husband. “We were basically out of the house for the whole of the first week doing something,” she recalls. This included her other half setting up a Tutor Doctor stall at a local community theatre he worked for. In fact, limited internet know-how got the pair spreading the word in a variety of creative ways, which bolstered their community focus. “It’s all a blur, I think I probably got a month condensed into one day in my mind [when] standing out in fields with balloons and things and prizes to win,” Scotchbrook laughs. “The internet will produce low-hanging fruit [for] people who are now Googling ‘I want
a tutor’. But going at the community is the Tutor Doctor thing, where present people meet us and come back again and again.” Being based across the pond didn’t stop the franchisor lending a hand in these crucial early stages. Although, once again, the phone was the only gateway. “There were eight of us in the training groups and we’d all call in at a point of time every week and talk about how we’d done, share things and set our own goals for the following week, which is good,” Scotchbrook explains. This was in addition to daily updates between Tutor Doctor and its new UK presence. And given time zone differences, 2pm semi-officially became catch-up hour. Now, however, British franchisees can see their franchisor whatever the weather. “It’s much more hands-on and personal now, what they do for people when they come back [from training],” Scotchbrook says. The support was far from one-sided, as over the next few years Scotchbrook translated many of Tutor Doctor’s Canadian ways into British. For starters, grade seven had to be ditched for year eight in Britain. “The thing I was most initially aware of was – sounds crazy – translating all the US-canadian marketing stuff into something a bit more palatable for the Brits,” Scotchbrook explains. “And the spellings and so on as well.” It means, despite being the only Tutor Doctor UK franchisee for some time, Scotchbrook’s enjoyed a very close relationship with her franchisor. “I didn’t notice because I didn’t know anything different but I think there was a lot more collaboration over everything than I was perhaps aware of,” she recalls. Having now expanded to four territories, this still rings true today. Now, Scotchbrook’s toying with the idea of tackling rising mental health issues in children with her skills. After all, having reached the ten year milestone with Tutor Doctor and finalist in bfa’s Franchisee of the Year Award in 2013 and 2016, getting back to basics has never looked so appealing.
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First of
it’s kind!
Mini Athletics has developed a unique product in providing fun and engaging classes to 2 - 7 years focused on building the fundamental movement skills. Through 3 progressive classes, children go on a fantastic journey in athletic movement. They are introduced to the basics of athletic movement skills (running, jumping, throwing) in a play based yet structured format. Children are encouraged to develop athletic skills that are fundamental to their early physical development. In addition, the exercises build cognitive and social skills, preparing them for the early learning goals.
Winning the Gold medal for children’s physical literacy! www.miniathletics.com
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THE IMPORTANCE OF REPEAT BUSINESS Unique, weekly repeat business Huge customer base Guaranteed national accounts Low overheads and stock
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Franchising since 1996
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Fresh Faces
The By ERIC JOHansson
new batch
Franchising is reasonably safe way to start your own business. So if you’re looking for a new opportunity, why not check out these fresh faces of UK franchising?
From the rise of boutique studios to the ever-expanding number of gym memberships bought each year, the British fitness industry is going from strength to strength. 9Round is one of the companies leveraging the situation with a killer combo of combat-based workouts and franchising. The franchise combines circuit training with elements from boxing, kickboxing and mixed martial arts into its sessions. Each workout involves nine three-minute rounds, each of which is designed to push the client to the max. Having entered the UK in 2015, the American franchisor already has ten British franchisees. 9Round is now looking to grow its network to over 50 franchisees across Britain in the next five years. That’s a knockout if we ever saw one.
Asian cuisine is having a moment in the world of UK franchising. Over the past few years, food franchises like Wrapchic, Camile Thai and Wagamama have enthralled UK foodies with their succulent offerings. So is there space for more food franchises? Ned’s Noodle Bar certainly seems to think so. The business opened its first eatery in 2000 and already has sites in South Bank, Shoreditch, Basildon and Oxford. But now it plans to scale even faster through franchising. Having already recruited its first UK franchisee, the company expects to grow this number to ten by the end of 2019. And that’s not all – it’s also viewing potential opportunities to set up shop in Paris and Pakistan. Interested in joining Ned’s Noodle Bar on this adventure? Bring your chopsticks and a healthy appetite for business and we’re sure the franchisor would love to speak with you.
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Fresh Faces
Courier franchise Cargo2Go is on the move, having first seen the light in 2006. Since then it’s grown to become a trusted transport provider for haulage companies in need of outsourced assistance, high-tech firms, the construction industry and many other sectors. Cargo2Go launched its first franchise in Leeds in 2011, which has since added the Halifax, Wakefield, Bradford and Huddersfield territories to its business. But now the franchisor is revving up for considerable expansions. Cargo2Go has identified 25 territories where the franchise model will work and is looking for franchisees to fill these slots and deliver success further down the road.
A thing of beauty, Pro. Clinics began life as British Laser Clinics in 2013. As the Bristol-based company grew, founder John McLennan started viewing ways to expand its offering further afield. By 2018 he seriously began to consider franchising as a viable option to achieve scale. Having spent a year seeking the guidance of franchising consultants, McLennan relaunched the business as a franchise named Pro. Clinics in February 2019. Now he’s looking to recruit exemplary candidates to grow his network to 20 franchisees over the next five years. Together, he hopes they can offer people everything from tattoo and warts removal treatments to laser skin rejuvenation and cryotherapy pain relief. This opportunity is certainly not just a pretty face.
Mandie Davis loves French. Now she wants to help your children appreciate the language of love too with Les Puces, the French teaching franchise for children. During her family’s stay in la République, Davis taught English to French kids through song, stories and dance. Back in Britain, she considered her teaching experience and how quickly her own kids picked up a foreign tongue by staying in a different country. Davis realised there could be a business opportunity there. Thus, Les Puces was born in 2015. After three years of perfecting the model, the company was franchised in January 2018. Since then the franchisor has had one franchisee join the network. In 2019 she hopes to expand the group by adding two more with the ultimate goal of having 15 franchisees promoting the Les Puces method within the next five years. Can you say j’aime la franchise?
The Gaming Party Bus brings the party to your place – literally. Founded in August 2014, the concept is quite simply to fill a van with video game consoles and drive it to a slew of different events – from children’s parties and weddings to corporate events and hen nights. Franchised in early 2019, the company is now in the process of selling its first franchise. But it’s not stopping there. “We’re planning to cover the whole of the UK, Europe and the States,” proclaims Alex Lushpa, the founder. “We’re now opening a European office in Berlin and planning to open up in Las Vegas in the next six months.” The game, as they say, is on.
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ADVERTISING FEATURE
Is there a recipe for success when choosing a franchise? John Morgan, director of Harper’s British Classics, explains exactly why Harper’s decided to explore franchising and what you should also be looking for in the model
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t wasn’t a quick or easy decision franchising our business. My father and I were running a successful multi-unit fast-service restaurant operation around the UK and hadn’t given much thought to the idea of franchising. Over the years, numerous parties had encouraged us to franchise Harper’s but we never gave it much consideration – that’s perhaps ignorance or naivety on our behalf. However, eventually, after exploring the idea with various industry experts, we knew our business model satisfied the criteria needed when developing a franchise model for any business. So if you too are considering buying a franchise, what key factors should you look for? Demand and longevity First and foremost is demand. We were confident there was a strong, long-term demand for what we were offering at Harper’s. This is a must for any successful franchise operation, irrespective of whether the business model is supplying products or services. Entering into a franchise is a life-changing commitment and one that may last over a decade. With this in mind, it’s imperative the brand has the longevity to let you reap the rewards for the entire length of the franchise. The quick-service restaurant and casual dining industry in particular can be a fierce battleground, so it’s essential to choose a franchise distinctive in the marketplace or has the backing of a major brand. Over-expansion in a saturated market has damaged many high street chains due to a lack of distinctiveness in their offer. Favoured burger and pizza chains spring to mind. Why are we confident in our attempts? Low competition and a mainstream but unique offering that has stood the test of time Whichever sector you ultimately decide to enter, pick a business that is relatively unique and where the
demand will be long-term. Training and support The training and support package a franchisor offers will reveal a lot about what you can expect from the franchise. A clearly defined training programme, for example, includes all elements of running your business from day-to-day operations to the recruitment and management of company employees. Make sure your prospective franchisor has this training in place, as well as continued ongoing support. Ultimately, these factors will give you valuable insight into whether the franchisor is interested in upholding the quality of their brand during the length of your relationship. All reputable franchisors should support their franchisees during the lifetime of their agreement. At Harper’s we involve all senior management within the business and support our store managers regularly, providing frequent visits and guidance to push the brand forward and give a great experience to our customers. Turnover is vanity, profit is sanity Profit is a necessity for a business to succeed. Consider whether there is the opportunity to make a level of income that will satisfy yourself and, more importantly, whether the franchisor offers any proof to back up their advertised projections. If they’re part of the BFA, this will have been checked as part of their application process. However, the projected turnover for a business is not a basis to make an informed decision. The more relevant figure is the profit margin. You should ensure there is sufficient profit or cashflow within the business to satisfy the two parties involved, yourself and the franchisor. Having multiple outlets makes us confident in all of our financial figures. After all, we certainly know what works best within the quick-service restaurant industry and can pass this valuable experience and knowledge on to all of
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our franchisees. Proven track record The penultimate factor is finding out why you should trade under the particular brand name, instead of starting your own business. The sad truth is many people begin their own business and many end up failing. The latest NatWest BFA survey into franchising states around half of all business startups that are not part of a franchise model fail within five years. Compare this to an overall closure rate within businesses adopting a franchise model of 5.5%. Even more remarkable is the fact that within that total figure, only 0.9% of those businesses closed due to commercial failure. So, statistically, there is a compelling reason to seriously look at franchising as a means to start your own business. However, statistics shouldn’t be the sole determining point – the experience level within the franchise is a vital aspect. At Harper’s our management team have over 40 years of experience within the hospitality sector, which means that although we are continuously learning there are a breadth of challenges we have faced and overcome. Becoming part of a franchise means this knowledge will be available to franchisees. It is also a given that you should have complete confidence in the product or service you are being asked to sell. Without this you cannot commit the necessary passion into the business, which is what will be required to reap the potential rewards.
To find out more about joining a new and exciting British quick-service restaurant franchise, visit www.harpersfranchise.co.uk or call Bill Hendrie on 07733 590 706
The final ingredient Ultimately, the final ingredient is you. Without the right attitude, commitment, work ethic and willingness to stick to the format, the business won’t work. Everything else can be in place but if the final piece of the puzzle is missing, the recipe is incomplete. APRIL 2019 | elitefranchise
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ADVERTISING FEATURE
Is this the business you’ve been looking for? Are you a performing artist or teacher who loves working with children? We can set you on the road to success
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he Helen O’Grady Drama Academy excels in developing children’s self-esteem and confidence through the use of drama. That’s because we provide a carefully crafted creative programme for young people and, in some locations, adults too. What’s more, we offer an exciting opportunity for energetic and enthusiastic teachers to get in on the fun and run their own Helen O’Grady business, which includes teaching children, school holidays off and an attractive income. But be warned: our success is measured not just by whether we make a profit but by whether we make a difference. For we understand the importance for children to learn valuable life skills, giving them the ability to express themselves in a variety of situations whilst having lots of fun. So could you be our next franchisee? Here’s a peek at what we can offer you: A thoughtfully designed programme and curriculum Our Helen O’Grady self-development programme is not only designed to boost children’s confidence and self-esteem but also build public speaking and communication skills through a carefully structured English drama programme. By participating in fun drama classes children learn a huge amount about social skills
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while improving verbal communication and developing their imagination and creativity. Moreover, a great amount of time has been spent developing an exciting curriculum encompassing an extensive range of drama activities, designed to capture the imagination of children of all ages and develop confident, articulate kids with desire to make positive contributions to the community. You call the shots By becoming a principal within our organisation you are your own boss, with the abiliy to teach our worldfamous drama programme, work flexible hours, gain great job satisfaction, earn a great income and have amazing amounts of fun. We will support you all the way All Helen O’Grady principals are part of an international network with a wealth of communication and support. For example, our excellent UK management and training team provide a structured drama curriculum which is constantly revised and updated. Additionally, training is thorough and ongoing with principals attending a termly seminar, with workshops on future curriculums and excellent business and marketing advice.
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Our brand is the largest and fastest growing drama business in the world A better time to join than ever In our modern world young people rely greatly on technology, communicating through text, instant messaging and social networking. It’s therefore more crucial than ever to nurture children’s confidence in the real world and let them hold their heads high, speak clearly and present themselves well. It’s no wonder therefore that principals worldwide have the support of schools and parents and demand for classes is growing. What’s the investment? To join up with this highly successful franchise about £15,000 is required for a full-sized branch, with an interest-free payment plan available, and a minimum deposit of £3,000. This is an excellent cash flow business, with the bulk of fees collected at the commencement of each term. For example, a franchise principal can earn in excess of £30,000 per annum, with the growth of a branch only limited by a principal’s creativity and imagination. It’s now also possible to operate your own part-time drama academy business for three days per week for an initial outlay of just £2,000.
Academy franchise business? A great amount of time has been spent developing an exciting curriculum encompassing an extensive range of drama activities, designed to capture the imagination of children of all ages and to develop confident, articulate children, who desire to make a positive contribution to the community. By becoming a principal within our organisation, you would be your own boss, teach our world famous drama programme, work flexible hours, gain great job satisfaction, earn an attractive income and have an amazing amount of fun. Visit www.helenogrady.co.uk or contact our chief executive officer, Nigel Le Page, on 01481 200250 or by emailing nigel@helenogrady.co.uk. Our current list of available areas are West London, Northern Ireland, S & W London, Portsmouth and Guildford
Want to learn more? Quite simply, if you’re a motivated, people-orientated person who wants to own a business that enables you to have more flexibility in your life, work from home, make a difference in the lives of hundreds of children and have control over your income, then we want to talk to you. After all, an interest and enthusiasm for drama is far more important than formal drama training. Directors and principals throughout the world have found the unique Helen O’Grady programme to be an excellent way of building confidence through the arts and language development, in addition to building essential life skills. We’re seeking energetic and enthusiastic individuals with experience in performing arts and working with young children. If you fit that bill and are looking to take a new career path, or if the prospect of working during term time only interests you, why not invest in a Helen O’Grady Drama April 2019 | elitefranchise
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Ten considerations for bringing your brand to Britain From implementing solid contracts to regulatory compliance, Fiona Boswell, partner and head of franchising at Fraser Brown Solicitors, enlightens ambitious business owners with their sights set on Blighty BY FIONA BOSWELL, PARTNER AND HEAD OF FRANCHISING, FRASER BROWN SOLICITORS
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re you a franchisor looking to bring your brand to the UK? Then there are some key legal considerations to bear in mind before developing a franchise network on these shores. your trademarking 1 Consider Franchising in any country is all about branding.
So you must ensure your brands are registered as trademarks in the UK to establish a franchise network here. This can be done by extending an existing international trademark registration to apply to the UK under the Madrid protocol or by registering your trademark here in the UK. Existing EU trademarks will continue to apply to the UK post-Brexit until they’re due for renewal at which point a domestic application will have to be submitted. 108 ELITEFRANCHISE | APRIL 2019
It would be prudent to do this as soon as possible to avoid later registration issues. Registration is vital for the growth of your brand in the UK marketplace as it grants you the monopoly right to use the brand, which is subject to the payment of renewal fees. This also applies to the securing of local domain names for your brand and the registration of designs. Note, there’s no requirement to register ownership of copyright in the UK. Also, check if your brand works in the UK and doesn’t have any adverse associations. Avoid relying on business partners to do this as it can be a costly exercise to practically secure ownership of your brands registered in foreign territories if you fall out with your business partner. Understand the market your business is suitable for the UK market. Get 2 Ensure
OVERSEAS LEGALITIES
some guidance from specialist franchise consultants on whether your franchise will work in the UK as understanding the local market is key to the success of your business. Ideally, you should have a test run to flag any areas that may need work. The lessons learnt by doing this will be invaluable for the future of your franchise operation.
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Choose your growth structure wisely Next, you’ll need to look at how you want to operate your franchise in this country – there are four ways to do this: individual franchises, master franchises, area franchises and hybrid structures. Setting up an individual franchise involves establishing a limited company in the UK and developing the franchise yourself. Comparatively, setting up a master franchise involves appointing a company or individual to develop the network in the country for you. The master franchisee trains, recruits and supports the other franchisees whilst you provide some support and control on what the master franchisee does. The master franchisee obtains its income generally from franchise fees and usually a fee based on sales turnover. Using this approach means you typically receive your income from products sold and a royalty fee from the master franchisee and upfront fee for acquiring the sole right to operate the franchise in the country. Remember though, you must be confident of the aptitude, integrity and financial standing of this business partner as well as having the time and resources to invest in their development. The third option is to use area franchises. This is similar to the master franchise but instead of being
given the whole of the UK to develop, you appoint them to grow your business in a specific area only. The final options are joint venture or hybrid management franchise structures that might be more suitable for you depending on the level of control you require and the investment capability of your chosen business partner. Take advice at the outset on your proposals to ensure your inceptual structure meets your requirements. It’s costly to adapt the structure at a later stage.
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Upgrade contracts You’ll need to have appropriate systems, manuals and contracts in place to operate your franchise in the UK. English law doesn’t currently prescribe that you require any particular documentation to operate or recruit for franchises. Neither are you subject to any formal registration or disclosure process like in other European countries. Likewise, you’re generally not liable to make payments to franchisees when they cease to operate a franchise business in England. However, the British Franchise Association (bfa), the leading trade body for the franchising industry in the UK, recommends that franchisors have a voluntary disclosure document specifying key details about the franchise to disclose information to franchisees prior to them signing up. This is in line with many of the requirements of other European countries. Whilst not a legal requirement, it’s good ethical franchising practice which will help attract quality franchisees and useful evidence to counter any misrepresentation claims. Without specific legislation governing the operation of franchises, it’s vital to implement robust contracts specifying the obligations of the master franchisor and master franchisee and corresponding contracts with sub-franchisees. These will work in conjunction with your operations manual APRIL 2019 | ELITEFRANCHISE
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Overseas legalities
as the key tools for policing the operation of your franchises. Ordinarily, these contracts are subject to English law and courts as this is where your franchises will be. If you’re an incoming franchisor, this may mean you need to tweak your existing documentation pack to comply with English legislation. Check the documentation used in other jurisdictions for compliance with the laws here. Issues such as resale price maintenance, cooling off periods and restrictions on passive selling may be wholly inappropriate for use in this country.
5
Always comply UK laws impose specific obligations on businesses that can help you police your franchisees. Data protection is an area of extreme sensitivity. Your franchise contracts and corresponding manuals must include clauses that ensure the franchise network is operated in accordance with data protection laws. Anti-bribery is another area heavily policed in Europe, with corresponding fines and risk of imprisonment for businesses that fail to comply. Businesses must be aware when using the internet and social media. So it’s vital you implement a social media policy for your franchisees, specifying exactly how they can use the internet and social media to avoid tarnishing the brand. Similarly, remember competition laws prevent outright bans on internet usage as prohibitive of passive selling but measures suitable to legitimately protect your brand are permitted. Get advice on how to structure your contracts to ensure measures concerning the use of social media and the internet can be implemented.
6
Make it enforceable Prevention of competition is a key area for any franchisor and your contracts should include appropriately drafted restrictive covenants to legitimately protect your business interests and the goodwill of your brand once a franchisee ceases to operate an outlet. These must be carefully drafted to be enforceable. So take advice. Likewise, it’s important to ensure you’ve signed nondisclosure agreements with potential investors prior to disclosing sensitive information regarding the operation of your franchise and take some financial payment from them, like a deposit, to make them demonstrate their commitment to the project.
7
Don’t overpromise Vet your marketing and recruitment material for compliance with English advertising laws to protect yourself against misrepresentation claims and take special care regarding profit forecasts. It’s best to underpromise as discrepancies won’t only ruin your reputation in the franchise market but may result in later claims from franchisees for fraudulent misrepresentation which can have serious consequences for the company and its directors.
8
Avoid infringing European competition laws Competition laws impact on a variety of key concerns for those considering franchising in the UK. Pricing controls are a particularly sensitive area and agreements or concerted practices that seek to control pricing in franchise networks, like imposing minimum or set prices, will fall foul of competition laws rendering your agreements unenforceable. Certain forms of price promotions and restrictions on excessive pricing are permitted but, again, these must be carefully drafted. If you plan to exclusively supply your franchise network in the UK, any restrictions on the network seeking products elsewhere must be carefully drafted to comply with competition laws. Seek advice on whether this will apply to you as it is a complex area.
9
Seek sector specialist advice If your business operates in a heavily regulated area – e.g. drinks, food, hospitality, leisure or the care industry – you’ll need specialist advice on British laws affecting the operations of this type of company. Your choice of business partner should have familiarity with the requirements in the UK or at least trusted specialist advisors to provide guidance on compliance requirements.
10
Get in with the right crowd The key to successful franchising in the UK is attracting the right franchisees to your business. Membership or association with the bfa will help add credibility to your brand. Likewise, using suppliers and advisors vetted by the bfa will also ensure you’re receiving the right specialist advice. Word to the wise – franchising in a new territory merits taking advice on local requirements. Failure to do so can leave you contractually exposed or with a contract that UK franchisees won’t sign. It’s about more than just whether the business fits the UK environment, your contracts must comply too.
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ADVERTISING FEATURE
Opening the doors for the first time Being the new kid on the block in Britain brings a range of benefits, as this spa franchise has discovered
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rawing from over 15 years of experience leading franchise brands with combined networks of over 500 franchisees, Duncan Berry believes he is well placed to ensure franchisees’ onboarding and ongoing support requirements are well met. spa810 is the brand he and his wife, Tania, identified as being ideal for this and have invested in acquiring the master franchise rights for the UK and Ireland. spa810 – pronounced spa eight ten – offers a selection of carefully curated spa and non-invasive medical treatments. The brand offers body sculpting, advanced facials, laser hair removal and a
variety of massages, all given by a highly trained and qualified team of aesthetic therapists. The spa810 brand fills a much-needed service offering with experience in five-star spa hotels with high-end pricing, compared to the independent, fragmented and inconsistent offerings provided at a local level. spa810 provides both female and male customers with top of the line treatments and an elevated experience in a convenient retail location. Massages, facials and skincare treatments are offered using market-leading, FDA approved technologies administered by professionals. Included in spa810’s suite of medical technologies are state of the art lasers for hair removal and non-surgical fat reduction equipment. Berry’s also discerning about the qualities he believes are necessary for prospective franchisees. “The ability to provide leadership, set the right tone and culture in the business, be solution-orientated
and understand the interdependent partnership that exists between franchisee and master franchisee all help contribute to a successful and profitable outcome for a franchisee,” he explains. Experience of managing teams and-or individuals and exposure to business are an ideal prerequisite for spa810 franchisees. Although, given it’s a management franchise Berry is confident in providing the necessary support. After all, he and Tania had no experience of the business sector they launched in but it didn’t stop them making a success of the pilot spa in Harrogate, North Yorkshire. Berry has twice been elected to the BFA Board of Directors. His professional experience includes managing numerous high-quality franchise businesses, including Cartridge World, Choice Hotels Europe and, most recently, Bluebird Care, the BFA’s 2017 Franchisor of the Year. Berry will use their significant experience and deep understanding of franchising to further build upon spa810’s success. “We’re thrilled to be launching spa810 in the UK,” he comments. “We believe the brand meets a significant demand in the market. The fundamentals of the sectors I’ve previously been involved with of merchandising, driving occupancy, revenue per room, along with recruitment and retention, are all highly relevant and can be applied to this sector.” To join the exciting new journey visit www.spa810.com or call 832 733 4100
April 2019 | elitefranchise
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ADVERTISING FEATURE
Flexible franchising is a piece of cake There is nothing stopping you from achieving your dream. Life is a journey, it’s all about how you steer forward
A
t Cup the Cake, we certainly understand that in today’s financial climate it’s important for both mums and dads to work. So what better opportunity is there than to work from home, have fun and still be able to spend time with your little angels? With us you get just that. What’s more we don’t breathe over your shoulder or ask for any of your profits. Your earning potential completely depends on you. A delectable opportunity to start your own business from the comfort of your own home with no traffic, no travelling expenses, no boss to answer to and best of all no monthly royalties to pay out. What you earn is yours to keep because you earned it, it’s yours. An idea inspired with your angelic children in mind Your business will be set up for you from scratch. Included with your startup pack is a comprehensive kit which will equip you with all the basics needed to best service your customers. Comprehensive initial training is included with the option to further advance with our ongoing training. At Cup the Cake the sky is the limit. Our unique selling point is that we create cupcakes with unconditional love and enthusiasm for our customers, regardless of the occasion. We thrive on our creative abilities. Cup the Cake creates everything from cupcakes with a unique splendour and wedding cupcakes with a flair to something quick and simple to take to the office for your birthday and unique no-two-thesame designs for birthdays. Not only will you still be with your angels and work from home but you’ll also be in a position to earn a cash income greatly influenced by the amount of hours you invest into your business venture. Whether it be part-time or full time,
whichever you decide. Cup the Cake offers three entry packages. The first, Fairy, offers the opportunity to start something on a smaller scale with abundant potential. Included is your complete online set-up, website, admin portal, booking and payment portal, order requests, store front – Facebook page, email address, training, ongoing support and even hosting your website for six months. Your complete online set-up and training await you. All you need to do is have fun while you earn. The second option is called Cherub. It includes the set-up as with the Fairy package as well as business cards, car magnets and an online marketing boost. Your set-up will also include your business registration with Companies House, guidance with regards to your business banking account options and accounting software. Your starter kit is comprehensive and will equip you with all the basics needed to get those orders out to your customers. Thirdly is Angelic which includes all as stated in Cherub plus an electric mixer and an edible image printer set up for all your creative toppers as well as a turntable for your masterful creations, an airbrush set up which includes a compressor and edible colours and a fondant steamer for brightening up your unique designs.
t: 07799 453621 e: hello@cupthecake.com w: cupthecake.com
april 2019 | elitefranchise
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Buy or sell a business or franchise today...
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• Search over 30,000 businesses for sale • Franchise opportunities to suit every budget
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• The UK’s favourite place to buy or sell a business
www.daltonsbusiness.com Untitled-3 Untitled-12 1 1
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ADVERTISING FEATURE
Recruitment franchise opportunity Law Staff Legal Recruitment provides high quality professionals to businesses. Now you can own a part of it
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aw Staff Legal Recruitment has operated across England and Wales for over 15 years and has developed a dedicated following of both clients and candidates from top tier magic circle firms and regional heavyweights, right down to the smallest niche companies, each have been awarded the same specialist attention. We are now looking to expand. This exciting opportunity is for you to own your own part of this incredible company. We’re not just selling a standard recruitment package, we are sharing our business with you. Why choose a Law Staff franchise? Law Staff has low set up costs with full, continual support from our dedicated in-house franchise manager. We have fantastic earning potential that could realistically reach up to £100,000 within your first year of trading. A two week on-site training course given from our experienced team will have you ready to start working, and more importantly earning, within two weeks. No need for offices, you can start this flexible working business from home.
What else can we offer you? By joining our network you will have control of your own dedicated region in the UK or Ireland with access to existing clients and candidates. Moreover, you’ll receive a bespoke, easy to use database with full training and continual support offered. Our team is ready to support you with help on sales, purchases and payroll amongst many other accounting areas as well as with management support, helping you to establish your own team of dedicated recruitment consultants. Additionally, we will help you aquire new vacancies and candidates seen on a national level through our experienced marketing teams with access to over 16 leading job boards nationwide. The franchisor will also share warm leads to boost your business growth. Our support will help your business onto top clients’ preferred supplier lists and access to local government and authority Job vacancies. Our complete marketing admin pack with usable templates will ensure your business is seen at it’s highest standard. Our coup de grace is that we also offer holiday cover, allowing you time away without your business suffering.
What we need from you You will need top class communication skills as you’ll be spending a lot of time on the phone negotiating between clients and candidates. Moreover, you must be committed as success doesn’t come overnight. A background in sales, customer services or management isn’t essential but will be beneficial. However, a great personality is a perfect starting block. Lastly, you must be self-motivated. Owning your own business means you are the boss, and you make the rules.
Contact Paul Sweeney 01954 208062 psweeney@law-staff.co.uk www.law-staff.co.uk
April 2019 | elitefranchise
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Franchise Resales
Buy an existing franchise
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Search 100s of franchise resales now Visit bfsale.co.uk/eliteresales
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an altogether friendly bookkeeping experience
Merry Maids has been one of the most successful home cleaning franchise operations in the world for the past 37 years, with almost 100 franchises in the UK. If you’d like to hit the ground running, perhaps one of our existing Merry Maids businesses is for you.
Northampton
Investment: £60,000 Established: 2005 Turnover: £140,000
Wigan
SOLD
Investment: £35,000 Established: 2015 Turnover: £40,000
Grantham & Newark Investment: £75,000 Established: 2004 Turnover: £130,000
Bromley & Orpington Investment: £195,000 Established: 2002 Turnover: £340,000
TruGreen is the world’s largest lawn care company. The journey began as a small private company in 1973 which was acquired by ServiceMaster in 1990 and we now serve more than 3.4 million residential and commercial customers throughout the UK and the USA. Be a part of the world’s largest lawn care company with one of our rare resale opportunities. We may also have other areas available for resale as our franchise owners’ circumstances can change at short notice so if you don’t see an area that you might be interested in listed, please still get in contact as we may not have had chance to update our resales information.
South Oxfordshire Investment: £54,000 Established: 2010 Turnover: £54,000
ServiceMaster Clean Contract Services deliver office cleaning, commercial cleaning and contract cleaning services to businesses across the UK. Our rare resale opportunities benefit from employees, equipment and customers, so that you can continue to grow a profitable business. We also have vacant territory available in Scotland, Yorkshire, the Midlands, Norfolk & Kent.
Bournemouth & Poole Investment: £80,000 Established: 2014 Turnover: £120,000
Glasgow & East Strathcylde Investment: £300,000 Established: 2003 Turnover: £478,000
Over 4 million businesses in the UK require a bookkeeping service and you can be a partner in supplying it! Whether you are a qualified or an experienced bookkeeper we have a route to suit you. As a Rosemary Bookkeeping franchise, you can benefit from the following: • Recurring income with average 50% net profit margins • Excellent growth opportunities to build into a management style business • Flexible hours – work from home – keeping costs down • Dedicated support in Bookkeeping, Operations, Sales & Marketing Although we don’t currently have any resale opportunities on the market, we do have vacant territories throughout the UK.
Contact ServiceMaster Ltd today on 0116 275 9005 or email franchisesales@servicemaster.co.uk for more information
sponsored by Resales.indd 1
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01/03/2019 14:54
ADVERTISING FEATURE
Why bother working with an established brand? Launching your own business can be a daunting process. But the tools an established franchise offers from the outset can set you up for life
L
aunching a franchise with an established franchisor, such as FASTSIGNS, means you build a business for your own benefit. However, you are not on your own in doing so. Having a franchisor with a proven history and substantial network provides entrepreneurs with confidence and tangible evidence that the model they’re buying into actually works. For example, as a franchisor, FASTSIGNS provides a well-known
and trusted brand name that has a 34-year history in the signage, graphics and visual communication industry. Our name’s synonymous with quality signs and graphics, which proves very beneficial for our new centres when they open. If they were operating as independent businesses, it could take them several years to achieve the prominence in their local market that the FASTSIGNS brand affords them instantly. An established franchisor can also provide guidance and support to a new franchisee when searching for appropriate locations and building the physical premises the business will operate from. A franchisor will know what makes a good location for their offering and will have a design and build programme that can be utilised when making the facility fit for purpose. At FASTSIGNS, we work with our new franchisees to find the correct location within their purchased territory, assist with the fit-out and determine the most appropriate and productive layout for the centre. We are also able to keep startup costs to a minimum because we recommend required machinery and initial substrate order quantities, which
reduces outgoing costs and wastage in the first few months following the opening. These are all costs independent businesses may not be able to avoid. Finally, a good franchisor should always have one eye on the future. At FASTSIGNS we constantly review emerging technologies and work out how to apply them to signage solutions by sourcing suppliers, obtaining discounts and ironing out all the quirks before passing the tried and tested knowledge to our franchisees. This approach means our franchisees remain experts and at the forefront of signage technology to consistently delight their customers. For more information about the FASTSIGNS franchise opportunity, visit www.fsfastsigns.co.uk
April 2019 | elitefranchise
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FRANCHISE FOCUS
AUTOMOTIVE Chips Away
Driver Hire
Mac Tools
£: 29,995+VAT
£: n/a
£: 5,000
chipsaway.co.uk
driverhirefranchise.co.uk
mactools-franchise.co.uk
Restore Automotive
Revive!
Snap-on Tools
£: 24,997
£: 27,500
£: 16,037
restorefranchise.com
revivefranchise.com
snaponfranchise.co.uk
Screen Rescue
SuperGlass
£: 19,750 +VAT
£: 15,000
screenrescue.co.uk
superglassukfranchise.com
BUSINESS ActionCOACH
Business Doctors
CPA Online
£: 27,000+
£: n/a
£: 7,375+VAT
actioncoach.co.uk
businessdoctorsfranchise.com
cpa.co.uk
Expense Reduction Analysts
Get Ahead VA
How 2 Franchise
£: 39,900
£: n/a
£: n/a
erafranchise.net
getaheadva.com/franchise-opportunity/
how2franchise.co.uk
Jackson Fire & Security
MJB Graham Consultancy
PA4You
£: 39,500+VAT
£: P.O.A
£: n/a
jacksonfire.co.uk/franchise
www.mjbgraham.com/franchise
pa4you.co.uk
Platinum Business Partners
Regus
The HR Dept
£: 30,000+VAT
£: n/a
£: n/a
platinumbusinesspartners.co.uk
regus.co.uk
hrdept.co.uk
Ableworld
Bluebird Care
Caremark
£:75,000
£: 115,000
£: 100,000
ableworldfranchise.co.uk
bluebirdcarefranchise.co.uk
caremarkfranchises.com
Heritage Healthcare
Home Instead Senior Care
Kare Plus
£: 29,995+VAT
£: 90,000+
£: 40,000
heritagehealthcarefranchising.co.uk
homeinstead.co.uk/franchise
franchising.kareplus.co.uk
Promedica24
Radfield Home Care
Right at Home
£:£20,000 + VAT
£: 75,000
£: 37,000+VAT
franchise.promedica24.co.uk/
radfieldhomecarefranchising.co.uk
rightathomefranchising.co.uk
Arising Cleaning Franchise
Betterclean Services
Blue Sky Guttering Ltd
£: 2,995+
£: 19,600+
£: n/a
arisingcleaningfranchise.co.uk
bettercleanfranchise.co.uk
franchise.blueskyguttering.co.uk
CARE
CLEANING
SPONSORED BY
WWW.FRANCHISESALES.COM
FRANCHISE FOCUS
CLEANING Bright & Beautiful
Clear Brew
Deluxe Window Cleaning
£: 17,995+
£: 15,000+VAT
£: n/a
brightandbeautifulhome.com
clearbrew.co.uk
deluxewindowcleaningfranchise.co.uk
Drain Doctor
Dublcheck
Dyno
£: 21,000+VAT
£: 9,950
£: c250,000
ukplumbingfranchise.co.uk
dublcheck.co.uk
dyno.com
Envirogroup
Fantastic Services
FiltaFry
£: 23,950+VAT
£: n/a
£: 14,950+VAT
envirogroupfranchising.com
joinfantastic.com
filtafryplus.co.uk/franchise
Jan-Pro Cleaning Systems
Jani-King
Merry Maids
£: 1,000 - 5,000
£: n/a
£: 19,995+VAT
jan-pro.com/franchising
janiking.co.uk
merrymaidsfranchise.co.uk
Metro Rod
Minster
Molly Maid
£: 100,000+VAT
£: 28,225+
£: £16,975+VAT
metrorod.co.uk
minsterfranchise.co.uk
mollymaid.co.uk/franchise
MouldDoctor
Ovenclean
Ovenu
£: 33,000
£: 14,995
£: 9,995
moulddoctor.co.uk
ovenclean.com/franchise
ovenufranchise.co.uk
Prima Master Dry Cleaners
Sanondaf
ServiceMaster Clean
£: n/a
£: n/a
£: 26,150
primafranchise.co.uk
sanondaf.co.uk/sanondaf-franchise/
servicemastercleanfranchise.co.uk
techclean
Wilkins Chimney Sweep
Zero Dry Time
£: 19,500+VAT
£: 13,100+VAT
£: 24,950+VAT
techclean.co.uk
franchisechimneysweep.co.uk
zerodrytime.com
Cafe2U
Coffee-bike
easyCoffee
£: 26,650+VAT
£: 7,490
£: 15,000
cafe2u.com/uk
coffee-bike.com/en
easy.coffee/franchise
Esquires Coffee
Puccinos
£: 22,500
£: 75,000
esquirescoffee.co.uk
puccinosworldwide.com/franchising
COFFEE
CHILDREN Boogie Beat
ComputerXplorers
CYCLEme Tots
£: 5,995+
£: 29,500
£:POA
www.boogiebeat.co.uk
computerxplorers.co.uk
cyclemetots.com
diddi dance
First Class Learning
Helen O’Grady
£: 4,995+VAT
£: 8,000-16,000 +VAT
£: 15,000
diddidance.com
firstclasslearning.co.uk/own-a-franchise
helenogrady.co.uk
SPONSORED BY
WWW.FRANCHISESALES.COM
FRANCHISE FOCUS
CHILDREN Kiddley Divey
Kumon
Mad Science
£: 5,997+VAT
£: 3,000
£: 23,500
kiddleydivey.co.uk/join-our-team
kumon.co.uk
madscience.org
Mini Athleticse
Magikats Maths and English
Mathnasium
£:POA
£: 10,000+VAT
£:40,000
miniathletics.com
educationalfranchise.co.uk
mathnasium.com/franchise
Monkey Music
Puddle Ducks
Sport4Kids
£: 13,975+VAT
£: 18,975
P.O.A
monkeymusic.co.uk
puddleducks.com/franchising
www.s4kfranchising.com
Stagecoach
Sticky Fingers
Swimtime
£: 14,995+VAT
£: 3,000
£: 18,000+VAT
stagecoachfranchise.com
stickyfingerscookeryparties.co.uk
swimtime.org
The Creation Station
Turtle Tots
Tutor Doctor
£: 7,999+VAT
£: 13,000+VAT
£: 49,700
thecreationstation.co.uk
turtletots.com
franchise.tutordoctor.co.uk
DATING Most Beautiful People £: 9,000 easterneuropewomen.com
FASHION & CLOTHING Mobile Workwear
Noa Noa
£: n/a
£: 40,000
mobileworkwear.com/Franchise
noanoa.com
FINANCE BBX
DNS Accountants
Expense Reduction Analysts
£: n/a
£: 25,000
£: n/a
bbxuk.com
dnsaccountantsfranchise.co.uk
uk.expensereduction.com/
Rosemary Bookkeeping
TaxAssist Accountants
£: 16,970
£: 36,950+VAT
rosemaryfranchise.co.uk
taxassistfranchise.co.uk
Auntie Anne’s
Beatons Tearooms
Camile
£: n/a
£: 55,000
£: 250,000+
auntieannesfranchising.co.uk/
beatonstearooms.co.uk
camile.co.uk/franchising
Fifo Capital £: 25,000 fifocapital.co.uk
rosemary an altogether friendly bookkeeping experience
®
FOOD & DRINK
SPONSORED BY
WWW.FRANCHISESALES.COM
FRANCHISE FOCUS
FOOD & DRINK Chock Shop
Cup the Cake
Harpers
£:POA
£: 377+
£: POA
chockshop.co.uk
cupthecake.com
harpersfranchise.co.uk
Harry Ramsden’s
Maston’s
Muffin Break
£: 150,000 - 250,000
£: 25,000
£: POA
harryramsdens.co.uk/franchise
marstonscareers.co.uk
muffinbreak.co.uk
Papa John’s
Riverford
Southern Fried Chicken
£: 100,000+
£: n/a
£: 125,000+
papajohns.co.uk/franchise
riverford.co.uk/franchise
franchise.southernfriedchicken.com
Subway
Snak Appeal
Warrens Bakery
£: 86,000 - 222,000
£: n/a
£: 18,500
subwayfranchising.com
www.snakappeal.co.uk
warrensbakery.co.uk
HOME IMPROVEMENT & GARDEN BoConcept
Countrywide Grounds Maintenance
Decor Walls & Flooring
£: 100,000
£: 44,950+VAT
£: n/a
boconcept.com
countrywidegrounds.com/franchise
decorcladdingcentre.co.uk
Just Shutters
Neighbourly
Schmidt
£: 25,000
£: POA
£: n/a
shutter-franchise.co.uk
neighborlyfranchises.com
www.home-design.schmidt
Shuttercraft
TruGreen
Wonderlawn
£: 25,000
£: 28,000+VAT
POA
shuttercraft-franchise.co.uk
trugreenfranchise.co.uk
wonderlawn.com
Concept Building Solutions
Concordia
Moreland Insurance
£: 32,995+VAT
£: n/a
£: n/a
concept-solutions.co.uk
concordia-employment.co.uk
morelandinsurance.co.uk
Diamond Logistics
InXpress
Mail Boxes Etcs
£: 14,997+VAT
£: n/a
£: 25,000+
diamondlogistics.co.uk
gb.inxpress.com/franchise-opportunities
mbe.co.uk/franchise
Pack & Send
The Original Poster Compay
Two Men And A Truck
£: 29,500
£: 15,000
£: 30,000
packsend.co.uk
originalposter.com
twomenandatruck.co.uk
INSURANCE
MAIL & COURIER
World Options £: 29,995+VAT worldoptions.com
SPONSORED BY
WWW.FRANCHISESALES.COM
FRANCHISE FOCUS
MARKETING Signarama
Vibe Marketing
£: 25,000 - 45,000
£: 14,995+VAT
franchise.signarama.co.uk
vibemarketing.co.uk
PET SERVICES Barking Mad
MyWaggyTails
Now Boarding Pet Hotels
£: 10,000+VAT
£: 7,750+VAT
£: n/a
barkingmad.uk.com
mywaggytails.co.uk/grab-a-franchise
nowboardingpethotels.co.uk
OSCAR
Trophy Pet Foods
We Love Pets
£: 8,995+VAT
£: 13,995+VAT
£: 9,999+VAT
oscar.co.uk
trophypetfoods.co.uk
welovepetsfranchise.co.uk
De Photo
Photography for Little People
White Box
£: 14,950+VAT
£: 15,000
£: n/a
dephoto.biz
photographyforlittlepeoplefranchise.co.uk
whiteboxphotography.co.uk
FASTSIGNS
Kall Kwik
Recognition Express
£:POA
£: 50,000 +shop fit +VAT
£: 35,000+VAT
fastsigns.co.uk
kallkwik.co.uk
recognition-express.com
Signs Express
Voucher Packs
£: 40,000+
£: 10,000 - 12,5000
franchise.signsexpress.co.uk
voucherpacks.co.uk
PHOTOGRAPHY
PROPERTY Agency Express
Belvoir
Century 21
£: 24,500+VAT
£: 22,500+VAT
£: 23,500
agencyexpress.co.uk
belvoirfranchise.com
century21franchise.co.uk
HomeXperts
Martin & Co Estate Agents
Platinum Property Partners
£: 19,995+VAT
£: n/a
£: 41,450+
home-xperts.co.uk
propertyfranchise.co.uk
platinumpropertypartners.co.uk
Redstone Lettings
Surelet Property Rental Services
VeriSmart
£: 14,995+
£: 9,500+VAT
£: 9,000+VAT
redstonesfranchise.co.uk
SureLetFranchise.com
verismart.biz
SPONSORED BY
WWW.FRANCHISESALES.COM
FRANCHISE FOCUS
RECRUITMENT Driver Hire Nationwide
Law Staff Legal Recruitment
£: 35,000+
£: n/a
driverhirefranchise.co.uk
law-staff.co.uk
RETAIL CeX
Cash Generator
Everyman Barber
£: 150,000 - £250,000
£: 80,000
£: n/a
webuy.com/franchising
cgfranchising.co.uk
everymanbarbers.co.uk
KG Professional
One Stop
Suit the City
£: n/a
£: 92pw+VAT
£: 19,950 - 22,950
kgsalons.com
openaonestop.co.uk
suitfranchise.com
9Round
Anytime Fitness
Body Street
£: 115,000+
£: 110,000
£: P.O.A
9round.co.uk/own-a-franchise
anytimefitness.co.uk
www.bodystreetuk.co.uk
Energie Fitness
Fitness Space
HITIO UK
£: 95,000
£: 24,950
£:POA
energiefranchise.com
fitnessspace.com
hitiogym.com
One Element
Premier
YourZone45
£: n/a
£: 14,950 ex. VAT
£: 60,000
one-element.co.uk/franchise
makesportyourbusiness.com
yourzone45.co.uk
Eazi-Apps
Fone Doctor
Project M Asia
£: 7,995
£: 58,000
£: from 25,000+VAT
eazi-apps-business.co.uk
fonedoctoruk.co.uk
projectmasia.com
SPORT & FITNESS
TECHNOLOGY & SOFTWARE
Trivaeo Cloud Services £: 14,995 trivaeo.com
TELECOMMUNICATIONS Auditel
Challenger Mobile Communications
£: 37,950+VAT
£: n/a
auditelfranchise.co.uk
challenger-mobile.co.uk
TRAVEL Holiday Franchise Company £: POA holidayfranchisecompany.com
SPONSORED BY
WWW.FRANCHISESALES.COM
DISCOVERY DAYS
CREATE THE WORK/LIFE BALANCE YOU WANT Dynamic, ÂŁ3bn marketplace Six lucrative income streams Home-working potential Excellent support and training Robust marketing framework
t: 01530 513300 e: franchise@thebardongroup.co.uk w: recognition-express.com Please contact us for more information regarding available territories
PREPARING CHILDREN FOR THE FUTURE Home-based, management franchise Flexible, family-friendly commitment Generous territories with at least 600 prospects Dynamic support programme Rewarding and fulfilling
t: 01530 513308 e: franchise@thebardongroup.co.uk w: computerxplorers.co.uk
Try a different type of franchise instead. Contact Imogen on 01925 730 273, email franchise@homeinstead.co.uk or visit www.homeinstead.co.uk/franchise
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DISCOVERY DAYS
Do you dream of being your own boss? To find out more about our business opportunity visit www.monkeymusicfranchise.co.uk email jointheteam@monkeymusic.co.uk or call 01582 766464.
Discover more about our Ovenu Franchise with an informative, one to one chat over coffee. Contact us today and we'll put a date in the diary.
Franchise with us Shops, kiosks, drive thru and vending Proven success in busy high street locations Great arabica blend coffee at great prices Quality food options and great service Innovative equipment and smart technology Support and training from committed team Join the orange coffee revolution
Visit www.easy.coffee/franchise or call us on
0333 433 0311
Discover how to MAKE MONEY and MAKE A DIFFERENCE! With a Mathnasium Learning Centre franchise you have the opportunity to build your own business, be your own boss and make a great living whilst making a difference. Join us for a discovery day and experience the Mathnasium Method and Model, held in Manchester and Hertfordshire.
Book your place at mathnasium.co.uk or call 0161 791 0686 Standard call charges apply
01189 743 911 ovenufranchise.co.uk
Apply for up to ÂŁ2,000 to run your own FLexible fun and rewarding Creation Station franchise Run your own educational, fun and flexible arts & crafts Creation Station franchise. Choose your hours, have fun and create positive differences within your community with your own successful business.
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DISCOVERY DAYS
RELAUNCHED FOR THE DIGITAL AGE
Franchise Opportunities with Driver Hire
STRICTLY B2B
- ‘Franchisor of the Year’ award winner - five times - Average franchise turnover of £1,180,450 in 2017/18 (3 x franchise industry average) - Average net profit more than £130,000 - Franchising successfully since 1987
EXCELLENT SUPPORT AND TRAINING
CELEBRATING 40 YEARS IN BUSINESS
Robust marketing framework
ROBUST MARKETING FRAMEWORK
t: 01530 513300 e: franchise@thebardongroup.co.uk w: kallkwik.co.uk
driverhirefranchise.co.uk
Multi-award winning franchise model Flexible financing assistance Innovative industry Full technical training Personalised operational support
For more information visit: www.fsfastsigns.co.uk Your Discovery Day Invitation
Book a discovery meeting with us by emailing: opportunities@century21uk.com or call 0115 902 1002 A meeting is a chance for you to find out more about the CENTURY 21 UK team and whether it is the right fit for you.
To join us on our next webinar or find out more about Platinum Business Partners go to:
http://bit.ly/PBPDiscovery
It’s important that you see the systems & support we offer and get the opportunity to speak to our Business Development Managers who would help you grow your business. We hold these meetings across the country on a monthly basis.
Register your interest:
01202 652 103
platinumbusinesspartners.co.uk info@platinumbusinesspartners.co.uk
United Kingdom
0115 902 1002 opportunities@century21uk.com www.century21franchise.co.uk
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make their
FUTURE your
Call us now on 0800 854 714 or visit kumon.co.uk
BUSINESS • the UK’s largest supplementary education provider • proven business model • marketing support • comprehensive training
Butcher, baker and cabinet maker... our franchisees come from all works of life! But they all have one thing in common. They all wanted to take control of their own destiny and become their own boss.
“The teams that perform the cleaning tasks are always very thorough, professional and quick. I would certainly recommend using them”
Call us to learn about our Discovery Days
Fund Management group
Love fashion, live your passion with Suit the City Join a leading business in a booming market, beating the current trends in retail. Work from a small studio and build your business with the aid of a team of Consultant Tailors all trained by Suit the City.
Why choose Techclean? + Experience and credibility + Work from a home environment + Low cost, high margins + Operate in an ever growing market
www.suitfranchise.com
UK’S NO.1 FRYER MANAGEMENT SERVICE WEEKLY REPEAT “MAN IN A VAN” FRANCHISE HIGH-DEMAND, EXCLUSIVE TERRITORY VIRTUALLY NO COMPETITORS
Call us on 01788 550100 to find out more www.filtafryplus.co.uk | dslater@filtagroup.com
Could YOU be the next UK Franchisee?
SEARCHING FOR A CAREER CHANGE WITH A FUTURE?
Arrange a meeting with us today and find out if we are right for you!
Request more information enquiries.uk@boconcept.com
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Checkout Your Dream Franchise At the One-Stop-Shop for Franchise Recruitment, Profiles, Latest News, Success Stories, Upcoming Exhibitions and Dates for Your Diary.
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DAVID GLOVER managing director, Caremark
A mile in
your shoes David Glover, managing director at Caremark, spent two days shadowing his staff to better understand the work that goes on in the franchise. This is what he learned
I
n 2018, Caremark, the homecare franchise, introduced a new shadowing programme to the business called A Mile in Your Shoes. Designed to ensure head office staff understand and appreciate what it means to be on the front line running a franchised office and, crucially, caring for clients in their own home. Ever one to lead by example, I recently had the fortune of being one of the first people to complete the two-day exercise. I introduced the scheme to directly address comments from franchisees. Most of those ideas were things I’m sure most franchisors hear from time to time. Things like: head office can be detached from the network or doesn’t always appreciate what goes on at the coalface. On reflection, I decided they were right. To truly understand what each role entails and the challenges our franchisees and their staff encounter, we must walk in their shoes. I know how valuable this sort of exercise is, having done it often during my time with the business. Now, every year, all head office staff must spend two consecutive days shadowing the team in our Pulborough office, chosen because of its proximity to our head office and to avoid inconveniencing franchisees as the branch is company-owned.
By undertaking the programme, staff learn more about the business, about policies and procedures and how they relate in practice. They learn what our care workers do and how they do it. This gives everyone a unique perspective on how we, at head office, fit in with the bigger picture and really brings us together as a network. Our motto is “One team, one goal”– you can’t achieve that sitting in a bubble. On my first day, I shadowed a recruitment coordinator, care coordinators and the care manager. For me, this is the part of the company I’ve always been most familiar with. But things do move
To truly understand what each role entails and the challenges our franchisees and their staff encounter, we must walk in their shoes
on and it’s so valuable to see the fast-paced nature of the business up close and personal. I came away with a renewed appreciation of the challenges faced when recruiting care staff. You’ve got to be proactive, followup enquiries very quickly and really consider the way you speak to people – right down to talking about coming in for a chat rather than worrying them by saying interview. Sounds simple but it’s these slight nuances that you don’t always appreciate from afar. On the second day I went out with some of our care workers. Shadowing them was an incredible experience and I don’t mind saying that I was utterly humbled by it. Seeing the difference a care worker can make to a client and the genuine mutual affection that exists was quite moving. I was also reminded how difficult the job can be. During our first call of the day, a virtually bed-ridden client soiled themselves. The care workers were so compassionate, took it completely in their stride and quickly got the client cleaned up in the most dignified manner. We train our care workers in the technical things like moving and handling and safeguarding but you can’t teach compassion. I really wanted April 2018 | elitefranchise
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them to know that their job is more important than mine – I made a point of telling them so. Everything we do across the company is to ensure a quality experience for our clients and no one has more bearing on that than the men and women who care for our clients, day in, day out. And it’s not only clients who look forward to seeing our care workers. I also met immediate family in some homes and the relief that our visits provided for them too, in the form
of respite, was palpable. It’s easy to forget how much our business impacts on real lives. Back at head office, I shared my thoughts and learnings with the rest of the team at one of our regular meetings. As the managing director, I speak to everyone when they come back from their own A Mile in Your Shoes experience and encourage them to think about what they learnt and how that can impact their role. So far, the general feedback of the programme is extremely positive.
Some very busy staff are reluctant to take the time out but I stress to them that it’s arguably the most important thing they’ll do all year. Will my experiences shadowing colleagues this month make me a better managing director? Absolutely. If you have the chance to do something similar within your franchise, I implore you to take it. Learning from the people who work in your franchise will only improve you as a franchisor.
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INTRODUCING HITIO GYM EUROPE’S MOST EXCITING HEALTH AND FITNESS CONCEPT GYM AND COMBAT SPORTS FOR THE WHOLE FAMILY With 32 clubs already established in Norway and sites now confirmed in London, Portugal and Spain, HITIO is going international with opportunities for master and single site franchisees across the UK and Europe.
WHAT MAKES HITIO DIFFERENT + Large customer base (any age from five years) + Parents can train at the same facility and at the same time as their children
+ Few members needed to be profitable + Capitalising on the increased participation in combat sports in mainstream fitness
ver First mo ge a d v a n ta s t
f ir of the Be one up and n t o s ig s e e is franch n your t h ird o save a is e f e e franch
WE’RE TAKING HITIO INTERNATIONAL Don’t miss out on being a part of it. Contact the team at franchise@hitio.com to get started.
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