Elite Franchise Magazine | June 2016

June 2016 £4.50

elitefranchisemagazine.co.uk

All in the family

Why franchising with a relative produces great results

Suit the City

The tailor is stepping up its sartorial success

Guinot

Bringing the world scientific skincare

Shaping up Jan Spaticchia always wanted to head up his own business empire. Given énergie group currently turns over £26m and is on track to become the largest fitness chain in the UK and Ireland, it’s safe to say his dream has come true

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sausage anne egg McMuffin I am a franchisee & this is my McDonald’s ‘For me, it’s all about the people. I have some fabulous people working for me – quite a few who’ve been with me since day one – and it’s a pleasure to watch them grow. Someone who started out as a Crew Member is now the Business Manager at one of my restaurants.’

Anne, operates four restaurants in Leeds

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

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

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

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

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

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Fully sign-written van and mobile showroom

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

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

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

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

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

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CONTENTS REGULARS 9 Editor’s letter 10 Contributors 13 News & events 81 Franchise diaries

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COLUMNS 15 17 27 29

Pip Wilkins Karen Kelly Nigel Toplis Tony Bowman

FEATURES

30 Tailor-made success Suit the City: a franchise that’s dressed to impress

34 Family fortunes

Why should you launch a business with a loved one?

40 Skin in the game

Guinot is revolutionising skincare with a touch of science

47 Strength in numbers The perks and pitfalls of multiunit franchising

54 Modest marketing

Bragging is a sure-fire way to turn off customers

60 Face-to-face

The importance of franchisee interviews can’t be overstated

64 Go your own way Bespoke tech can bring rich rewards for franchises

70 No uncertain terms

40 6

It pays to spell out the length of a franchise contract

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20 THE ELITE INTERVIEW Jan Spaticchia on fitness and franchising

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WELCOME

VOLUME 04 ISSUE 06 / 2016

EDITORIAL Adam Pescod – Editor adam.pescod@cemedia.co.uk Josh Russell – Web Editor josh.russell@cemedia.co.uk Eric Johansson - Feature Writer eric.johansson@cemedia.co.uk DESIGN/PRODUCTION Leona Connor – Head Designer leona.connor@cemedia.co.uk Jenny Allen – Junior Designer jenny.allen@cemedia.co.uk Dan Lecount – Web Development Manager dan@cemedia.co.uk SALES Gwynn Evans – Senior Account Manager gwynn.evans@cemedia.co.uk MARKETING David Thomas – Group Marketing Manager david.thomas@cemedia.co.uk CIRCULATION Paul Kirby – Circulation & Data Manager paul.kirby@cemedia.co.uk ACCOUNTS Sally Stoker – Finance Manager sally.stoker@cemedia.co.uk Colin Munday – Management Accountant colin.munday@cemedia.co.uk ADMINISTRATION Emily Fulcher – Administrator emily.fulcher@cemedia.co.uk DIRECTOR Scott English – Managing Director scott.english@cemedia.co.uk

The future’s bright I ’ve been incredibly honoured to edit this fantastic magazine for the past year. But you know what they say: all good things must come to an end.

As I depart for pastures new, I will be left with many great memories of this wonderful sector – far too many to share in the space afforded me here. Yet if there’s one thing I can unequivocally say about the UK’s franchise sector in this country, it’s that it is full to the brim with fantastic stories. Whether it’s Joe Teixeira hanging up his football boots to take Harry Ramsden’s to new

heights, Angie Coates sharing her love of music with children across the country or this month’s cover star Jan Spaticchia weaving his way to the top, the sector is rich with inspiring tales from incredible individuals.

And given the direction in which the sector is headed – I’ve already regaled you with the impressive stats from the latest bfa NatWest survey – I look forward to reading even more success stories in years to come.

So here’s to a very bright future for British franchising.

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

Circulation enquiries: CE Media Call: 01245 707 516 Elite Franchise is published by CE Media, 4th Floor, Victoria House, Victoria Road, Chelmsford, CM1 1JR Copyright 2016. All rights reserved No part of Elite Franchise may be reproduced, stored in a retrieval system or transmitted in any form or by any means, without the prior written consent of the editor.

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

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

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CONTRIBUTORS

Nigel Toplis

When Toplis is not writing us columns on why franchises can be a better opportunity than startups, he’s out and about with his franchisees, advising how they can launch and grow their businesses. And this is clearly paying off: the Bardon Group managing director has just opened a new ZipYard franchise in Worcester, with another Midlands franchisee setting up shop next month.

Karen Kelly

Cleanhome’s founder and MD has had a productive spring, training her two newest franchisees whilst welcoming another on board. And, with four more potentially set to start in September, it’s all go for the cleaning franchise. But, as Kelly says in this month’s column, all business owners need a break from time to time. That’s why she’s busy organising a trip to see the Northern Lights.

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Tony Bowman

With his chairman of the bfa London and South East Forum hat on, Bowman has just lead the latest quarterly meeting of the lively hub at a smart hotel in the capital’s West End. But he doesn’t only spend his time encouraging franchises to meet face-to-face: this month’s column is about how social media can bring us together and tear down the walls between franchised businesses.

Pip Wilkins

It wouldn’t be an overstatement to say we’ve got franchising royalty on board in the shape of Wilkins. The bfa chief executive boasts more than 15 years of experience in the franchise sector and is a regular event speaker both at home and abroad. And, as a frequent contributor to the national press, her piece on the changing perception of franchising is fitting indeed.

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A new concept in franchising Game developers Project M Global are offering the world’s first franchise opportunity where you can be part of a unique mobile gaming concept and the good news is you do not need to know anything about gaming to be part of this very lucrative market.

The mobile gaming industry has now outgrown both the movie and music market and has become the biggest entertainment medium in the world.

Everyone has heard about the multi-million dollar global success of games such as Angry Birds and Candy Crush, but until now the opportunity to tap into this booming market and be part of the next new game that everyone wants to play has not been there.

Join a $93 billion global market Training and support

What is in it for you

• Training at the Tech Hub in London (monthly training days before and after game launch) • Design toolkit • Operations and business manuals • Video tutorials via our website • A monthly discovery day at the Tech Hub in London to meet the team and knowledge sharing

• Whatever your employment status, you can be the master of your own destiny • Work the hours that suit you • Low start-up costs, work from the comfort of your own home or office • Expected high returns • Quarterly pay outs from launch of the game • It’s a business the whole family can get involved in (including the kids)

Investment Level from £17,500 - £160k + VAT

Next Step To find out more about this unique franchise opportunity, please contact us via any of the below.

0207 608 5591 info@projectmglobal.com www.projectmglobal.com PROJ001 Project M FP June16.indd 1

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EnviroGroup’s Franchise Model is focused on the highest standards of service in kitchen and air duct hygiene within the hospitality sector.

We are your best business opportunity.

Offering: • • • • • • • •

Sales Support Bookkeeping Support 24/7 Helpline Ongoing Training and Operational Guidance Exclusive Regional Offices Established Since 2001 Highly Accredited Your Growth..

Rapidly Expanding

Our Support

e.tmwJohnbrooks@enviro-group.eu t.emw0161 766 8679 m.wte0333 8003 808 w.mtewww.envirogroupfranchising.com

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NEWS NatWest EWIF Award winners announced It is always exciting when talented business leaders are recognised for their efforts. So imagine how thrilled we were when Encouraging Women into Franchising (EWIF) announced the winners of the sixth annual NatWest EWIF Awards. Sussanne Chambers, founder and managing director of HomeXperts, won the Franchisor of the Year Award, with Anne Wainwright of McDonald’s Wakefield picking up the Franchisee of the Year gong. Meanwhile, Claire Roberts, owner of Magical Maths Staffordshire, was bestowed with the Young Women in Franchising of the Year Award. Here’s to females continuing to flourish in franchising for years to come.

Butlins partnership fits the bill for Puddle Ducks Spring’s definitely the season for new growth, which is why it’s great news that Puddle Ducks has hatched a new partnership with Butlins. The new collaboration will see the children’s swimming-lesson franchise deliver programmes to children under the age of three at Butlins’ seaside resorts. These swimming lessons will be included in the holiday-camp operator’s new Teeny Tots programme, which is aimed at providing parents with a comprehensive range of activities designed especially to meet the needs of toddlers. With this new partnership, Puddle Ducks is sure to keep making a splash in the world of franchising.

Razzamataz get its hands dirty in Tough Mudder

EWIF North Regional Meeting June 9 RBS Building, 2nd Floor, 1 Spinningfields Square, Manchester, M3 3AP bfa Great Northern Breakfast June 17 EventCity, Phoenix Way, Manchester, M41 7TB

British Franchise Exhibition June 17 - 18 EventCity, Phoenix Way, Manchester, M41 7TB bfa Annual Conference & Franchisor of the Year Awards June 23 - 24 East Midlands Conference Centre, University Park, Beeston Lane, Nottingham, NG7 2RJ

bfa Prospective Franchisor Seminar July 5 Gateley LLP, 98 King Street, Manchester, M2 4WU bfa Prospective Franchisee Seminar July 6 Gateley LLP, 98 King Street, Manchester, M2 4WU

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

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WORDS: ERIC JOHANSSON, JOSH RUSSELL

Events

Rising to a challenge is vital in franchising – and there’s perhaps no challenge so demanding as Tough Mudder. On May 22, a group of Razzamataz Theatre Schools’ principals took a tussle with a Midlands mire to raise money for the franchise’s Future Fund, which every year helps a Razzamataz student study performing arts at college. Michael French, principal of Razzamataz Barnet, said: “The day was fantastic; challenging, impossible at times, cold, wet and very muddy but [...] we are delighted to have raised funds for our students.” Here’s hoping Razzamataz hit pay dirt with this one.

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Congratulations to HomeXperts who scooped the coveted prize of Franchisor of the Year at the EWIF Awards last month.

Sussanne Chambers, being the very proud recipient of the award for her and her teamâ&#x20AC;&#x2122;s hard work and success in the industry, wanted to celebrate in a huge way, and she has decided to run this amazing competition to encourage another woman in to the franchise industry.

You could secure your financial future working from home or a small serviced office by working hard and following the proven HomeXperts estate and letting agency franchise model.

Entrants are to pass any initial interviews and due diligence as per HomeXperts Franchise Discovery Procedures showing themselves to be of the right calibre to succeed.

how to enter To apply to the competition you can visit the Franchise Opportunity Directory on elitefranchisemagazine.co.uk and click on competition. You can also contact EWIF or the Franchisor of the Year themselves. email: franchise@homexpertsuk.com or call: 01905 678853 www.home-xperts.co.uk/win-a-franchise elitefranchise & EWIF would like to thank HomeXperts for running this competition with them and helping to Encourage Elite Women In Franchising. What a great way to celebrate success, showing whatâ&#x20AC;&#x2122;s made you FRANCHISOR OF THE YEAR 2016.

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Pip Wilkins, chief executive, bfa

The shifting perception of franchising Slowly but surely, franchising is starting to get the recognition it deserves I’m privileged to have become chief executive of the bfa at a time when the perception of franchising is finally shifting.

Those of us in franchising already know it’s a sector with abundant opportunities and one which has outperformed the wider economy in good times and bad. The numbers are clear in this regard, with growth of 10% over the last two years adding to robust performance throughout the prior downturn.

And it seems that more people are beginning to notice and understand its potential impact on individuals, companies, job creation, local communities and economic prosperity. The f-word is no longer one of the business world’s best-kept secrets.

At the bfa we’ve worked hard alongside the standards-based businesses in the community to get stories out far and wide in the media. It’s no easy task; with franchising spanning just about all business sectors, there’s a broad mix of different audiences to reach and engage.

But, by working together, we’ve engaged trade, regional, national and broadcast press, developing very strong relationships with business journalists that have vastly increased the visibility of franchising as an option for budding entrepreneurs. We’ve also driven increasing numbers of people to events to raise awareness of what franchising is, how it works and the opportunities on offer. And, through national campaigns, we’ve showcased the truly life-changing impact that franchising can have.

As a result, the bfa has reached record audience numbers. But that’s not all: having recently featured in four different national newspapers over four consecutive weeks, the media is also paying attention to what’s happening in a dynamic and driven part of the economy. We’re fielding more enquiries than ever for stories and articles.

Of course there’s still a lot to do, which is why we’re so pleased to have an external relations committee as part of the bfa’s governance for the first time. This will help build on the excellent work that people in franchising are doing with academic institutions and government figures at all levels.

The ethical franchising community has never been stronger or more visible than it is currently and that’s to the benefit of all of us in it, from owner-operator franchisees to globally renowned business leaders and professionals.

Together we’re raising the bar and changing perceptions: the f-word is making itself heard.

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ADVERTISING FEATURE

WHO CARES? SALLY DOES From a very early age growing up in the care home owned and managed by her parents, Sally Graham saw the enormous rewards that well-managed care and support gave to the individuals who receive the service

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ally kept this passion to this day and it’s the force behind her phenomenal success in the sector. She opened her first home-care and support business with her father in 1995 in Harrow as a franchisee and over 17 years she managed and developed the business to become the jewel in the franchisor’s crown.

Now grown to nine franchise territories operating from three offices with a turnover of over £12m.

Sally has won numerous public and private sector major contracts and along the way on four occasions she was awarded the very coveted Franchisee of the Year.

Sadly her father was diagnosed with dementia; Sally cared for and supported him as well as managing the business until his sad and untimely death in 2010. She took the brave decision to sell her franchised operation to become a franchisor and, with her experience, she had to help others to follow her ideals and passion managing their own successful care and support service business.

In 2010, Sally set about establishing Avant Healthcare Services and already it has become a multi-million turnover operation. Through Avant, Sally wants to share her knowledge and experience.

With Avant Franchise Partners assisting you, we hope that you can join a multi-territory thriving home-care businesses enjoying the same success she has achieved.

“Our mission is to enable people to remain living in their own homes as long as they want, with the

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right care to look after them,” she says.

“We work closely with specialist charities and organisations to ensure the best support for those with dementia, mental health problems, physical disabilities, learning disabilities, Parkinson’s, brain or spinal injuries, multiple sclerosis and motor neurone disease. We also provide care after a stroke, palliative care and specialist support for children and their families.

“Avant offers a straightforward model: long-term business growth based on exceptional services by caring people and managed by committed franchise partners. We believe strongly that we’re operating in a growth market where excellent work and high standards unlock opportunities.”

Through 17 years’ experience, Sally and her team fully understand and appreciate the support needed to provide and ensure success for the franchise partners network. It’s about selecting the right individuals capable of managing very successful multi-territory businesses.

To support her, Sally has Through Avant, built probably one of the most Graham wants experienced management teams, ready to help the Avant franchise to share her knowledge and partners. Operations manager and shareholder Deepa Dungar has experience worked with Sally over nine years and brings enormous experience in the sector and HR management to support the franchise partners. Mike Horgan has worked with Sally for over 18 years, one of the most experienced multi-sector senior franchise directors in the UK. Find out how you could become part of this exciting business opportunity www.avanthealth. co.uk/franchise/or visit us at the Mums Enterprise Roadshow in Rickmansworth on the 9th June 2016 www.mumsenterprise.events

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Karen Kelly, founder & managing director, Cleanhome

It pays to take time off from your franchise insomnia, high blood pressure and muscle ache. It also impacts on your ability to run your business effectively. When you’re tired it can be difficult to concentrate; this can cloud your thinking and prevent you from getting a clear perspective on what’s going on with your business.

Taking time out to relax and unwind can reverse the health impacts of stress. The muscle tension in your shoulders will ease, your blood pressure will improve and you’ll sleep better, which means that you will be able to look at your business with a fresh perspective.

The long-term benefits of taking regular breaks can’t be overestimated, so consider what you can do to ensure your business is Taking time running smoothly while you’re away. If out to relax you’re employing people, delegate the and unwind tasks you can to your staff, who might can reverse welcome the opportunity to step up the health and play a more important role in the impacts of company. On the other hand, if you work alone, ensure that your suppliers stress and customers are aware that you’re away and that you will deal with their enquiries when you return. And, with many people reluctant to leave messages with automated answering services, a professional answering service will ensure that they get human contact and are reassured that they’re speaking to a representative of your business.

Alternatively you could swap holiday cover with one of the other franchisees in your network as they will know your business almost as well as their own.

The idea of taking two weeks off work might seem impossible but a little creative thinking can always help. Being away from your day-to-day environment and giving yourself some distance from your franchise means that you return to work refreshed, revitalised and able to think clearly about your business.

There’s nothing more exhilarating than running your own business but it’s important to get away from time to time Recent research from Worldpay revealed that a fifth of small business owners have taken no more than a week off in the last three years. With the summer holidays coming up, it’s important to remember that all work and no play doesn’t only make Jack a dull boy but also a stressed and unhappy one. Joking aside, it can be difficult to take time off when you’re running a business. Yet having a break is essential not only to your wellbeing and relationships but also to your business.

A healthy business requires a healthy leader.

When you’re working all the time, it can sometimes feel like you’re a hamster on a wheel but taking time out to relax has a number of benefits. Stress can have a serious impact on your health, causing

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Be your own boss with help and support directly from the founders.

Since 2012, The New Driveway Company has grown quickly and steadily to become the UK’s leading independent driveway and external landscaping company. Our success is due to our unique strategy – to put the customer first in delivering unparalleled professionalism, workmanship and design.

Our NDC Design & Visualisation software creates designs based on your client’s brief. Taking into consideration both function and style, you can produce detailed designs, plans and video walkthroughs, so your clients can visualise the full extent of your plan for their outdoor space.

Our business is based on a simple premise – to achieve 100% customer satisfaction for every project we undertake. In practice, we do this by coupling innovative design with the best products available.

The success of our company, and of our franchisees, begins with the products we choose. We seek out best-in-class materials and cultivate strong relationships with our suppliers, implementing stringent quality control procedures to keep our standards high. Having worked hard to put customer service with the right product and a proven our business to be profitable and reputable we now know it’s time for one of the best franchise opportunities available to be launched to a wider geographic.

Customer satisfaction is paramount to our success.

We deliver the highest standard of professional work and design. If you’re the kind of person who wants to achieve the best level of customer service for your customers, then we want to talk to you.

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”The New Driveway can prove the business model. Darren and the team have extensive hands on experience in the industry.

They’re out doing the job day in, day out.”

– Chris Thomas, Cardiff Franchisee.

The New Driveway Company is at a pivotal point. We’ve successfully set up a handful of pilot franchises within the UK – with better than expected results. Every single new franchise has exceeded its profit and performance targets, proving that our business model is viable and reproducible.

Now, it’s time to open up our franchise opportunity to a wider geographical range.

As a New Driveway Company franchise owner, you can finally achieve the work / life balance you want. You have the freedom to be your own boss, backed by a company with a solid reputation and a steadily growing customer base.

Find out more at: www.newdrivewaycompany.com/elite/ HEAD OFFICE: Milton Innovation Centre, Building 99, Milton Park, Abingdon, OX14 4RY Tel: 01235 854071

SOUTH LONDON: Dalton House, 60 Windsor Avenue, London SW19 2RR Tel: 020 3292 0534

NORTH LONDON: 483 Green Lanes, London N13 4BS Tel: 020 3633 2743

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JAN SPATICCHIA

JAN SPATICCHIA IS A FAMILIAR FACE TO ALL THAT WORK AT ÉNERGIE FITNESS CLUBS. AND WITH HIM AT THE HELM, IT’S ON TRACK TO BECOME THE NUMBER ONE FITNESS BRAND IN THE COUNTRY

BY JOSH RUSSELL / PHOTOGRAPHY BY NATALIE SEERY

CLUBBING TOGETHER W

alking into an énergie group fitness club with the company’s co-founder and CEO Jan Spaticchia, it’s evident that he has a special connection with every employee. And this was driven home when Channel 4 invited him to appear on Undercover Boss. Whilst Spaticchia aced the initial stages, he eventually received word from the show’s agents that they’d decided to take things in a different direction. After a little probing, énergie discovered that the production company hadn’t been able to find a single employee that didn’t recognise its head honcho by sight. “Most of the staff know me,” Spaticchia smiles. “And Undercover Boss relies on you actually being able to go undercover.”

Even as a child, Spaticchia wasn’t one to want to blend into the crowd. “Very early on I knew I wanted to do my own thing,” he says. “I didn’t want to work for somebody else.” This was largely thanks to the influence of his uncle, whose manufacturing business he would work at during the school holidays. Whilst Spaticchia could have easily just walked into a job with the family business once he finished, he knew he wanted to follow the example his uncle had set.

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“He was rags to riches; he made it on his own,” says Spaticchia. “That inspired me to want to do something myself, rather than just jump on board with what he created.”

Once he’d finished his A levels, Spaticchia went to technical college and decided to study leisure and recreation. “I’m obviously a reasonably big lad: I was spending a lot of time in the gym,” he says. “So I picked a college course that would allow me to continue doing that.” Whilst he studied, he made ends meet working as a gym supervisor, until his mother drew his attention to a job advert from Fitness for Industry, the company that ran all of the gyms for the Forte Group hotel chain. The ad said the firm was looking for a manager instructor grade six – or MI6. “I remember thinking that I was going to get a gun and end up working for the secret service,” Spaticchia laughs. “Basically, it meant I would be folding towels, cleaning showers, doing laundry and scrubbing scum lines.”

JAN SPATICCHIA

Before long, Spaticchia was living in the Milton Keynes Forte Posthouse and working his way through a six-month training programme.

Whilst successful completion of the course typically saw trainees going back out as instructors, Spaticchia aced his final test and leapfrogged into a senior role. “I got offered a management position straight away,” he says.

And his career continued to pick up speed: after just seven weeks as a cover manager filling in for other Posthouse managers around the country, Spaticchia was given a chance to cut his teeth setting up a club of his own in Brentwood.

“I had my first opportunity to design a club, oversee the fit out and launch it,” he says.

And Spaticchia soon got his first taste of true entrepreneurialism when he was approached by a wealthy club member who wanted him to help set up an independent club. “I thought he was full of shit, if I’m honest,” Spaticchia admits. But the member returned three weeks later, having

Very early on I knew I wanted to do my own thing; I didn’t want to work for somebody else

found a site for the new gym that had been listed in the Domesday Book.

“He said it was a beautiful working watermill in Buckingham,” says Spaticchia. “But I went to see it and it was this derelict shack.” Fortunately, this didn’t discourage the young entrepreneur – he set up his own consultancy called Ultimate Health UK, agreed on a fee of £60,000 and, within a year, Bourton Mill was open to the public. “And I got the bug: I just loved setting things up,” he says.

However, the early 1990s recession began to bite not long after, temporarily putting the brakes on demand for new fitness clubs. Ever resourceful, Spaticchia blagged his way into a job lecturing on the health and fitness industry at places like Oxford College of Further Education and Watford College, now West Herts College. “I discovered I was quite good at it: I could really hold an audience,” he said. Before he knew it, Spaticchia had worked his way up to be head of faculty for sports science, leisure and recreation courses at June 2016 | elitefranchise

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Jan Spaticchia

I got the bug: I just loved

setting things up Milton Keynes College. There was only one slight hitch.

“Nobody had ever asked me if I’d gotten any A levels or a degree,” he says. “When Milton Keynes eventually got round to asking, they paid for me to do a teaching degree basically out of embarrassment.”

Once the economy started to recover, Spaticchia returned to the entrepreneurial game and founded HiLife, his first chain of fitness clubs. “It was a bittersweet experience but I learnt a very important lesson,” he says. Having built the chain up to nine sites, Spaticchia began to bring non-exec directors on board to prepare the business for a floatation.

Unfortunately, he allowed himself to get diluted below a majority stake and began to suspect that his chairman

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and non-execs intended to wrest control of the company from him. So he took the nuclear option. “I committed commercial suicide,” he says. “I called a meeting, declared a vote of no confidence in the board and got myself sacked.”

However, this opened Spaticchia up for an exciting new project. Barclays Private Equity brought him together with experienced fitness club entrepreneur Steve Philpott, offering them a 10% stake in a £55m project to consolidate the many small brands that had emerged across the fitness sector. “Barclays had Steve in the frame for the silver-haired, mature chairman and I was the maverick dealmaker,” Spaticchia says.

However, Philpott realised that if they packaged together the mid-performers as a single brand, they could bring in franchisees to take ownership of each club and turn a fragmented market into a thriving fitness brand. “We said to Barclays: ‘We don’t need any outside backing; we’ll do it ourselves’,” he says. “That was in 2003, which is the beginning of the énergie story.”

Initially running the business from Spaticchia’s kitchen table, the first port of call for the entrepreneurs was creating a model for the nascent fitness chain. “If I’m being completely candid, it was a bit trial and error to begin with,” Spaticchia says. “It was a case of looking back at what I’d done with the clubs I’d set up and asking: ‘What mistakes did we make?

Why didn’t those things work?

And how can we do it better?’”

One thing that emerged from this process was that the model didn’t lend itself so well to opening large, 30,000 square-foot clubs; instead the focus needed to be on much more intimate, community-focused clubs. “Our speciality became smaller, more compact clubs that could become the focal point of the local area and be very much driven by a local owner,” he says.

But establishing a robust model was only half the battle; énergie

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Jan Spaticchia

still needed to test it in the real world. “It’s very hard early on when you’re a franchisor,” says Spaticchia. “In those days, it was impossible to get land owners to give you covenants or get banks to lend.” Because of this, énergie decided to take a less orthodox route, acquiring existing sites and offering to finance franchisees out of its own pockets; within a couple of years the franchise had lent over £700,000 to get its locations off the ground. “We created a self-propelled pilot,” he says. “That’s how it all got started.”

One of the key things that énergie learned from these early experiments was that it couldn’t expect a single brand to be all things to all people. “If you look at the different people we cater to, one size doesn’t fit all,” Spaticchia says. By way of example, he points to the énergie fitness for women brand, which attracts a clientele that might otherwise be intimidated by the traditional gym environment. “They’re not like a normal gym: they’re much more of a community club,” he says. “Women go there to chat and have a coffee.”

And for those still unsure whether its gyms will be the right fit for them, énergie has another trick up its sleeve.

“Most people don’t want to buy a health-club membership up front,” says Spaticchia. “They want to give it a go first.” For this reason, énergie created the empower programme, effectively a try-before-you-buy that offers a money-back guarantee if gym-goers don’t see results within 30 days. “If you’re confident in your service, you should show them what you do,” Spaticchia says. “If they’ve not had a life-changing experience, then give them their money back.”

You certainly can’t argue with the results: thus far 42,000 gym users have been through the empower programme and énergie hasn’t had to give out a single refund.

But énergie hasn’t only been making strides in improving the fitness of its customers. In 2011, the brand decided to launch National Fitness Day with an eye to getting the public off their couches and office chairs. “It was about taking one hour of one day and mobilising the British population,” Spaticchia says. By the third year, almost all of the major fitness brands were participating.

However, many of them didn’t realise it had been set up by a competitor and énergie began to realise it could become the victim of its own success. “So we went to UK Active, our national trade body, and donated National Fitness Day to the industry,” he says.

This act of generosity certainly paid off: National Fitness Day has only continued to grow, in 2015 reaching 25 million people in the UK alone.

Given énergie’s power to rally the public, it’s not surprising it has recently kickstarted a major crowdfunding round. But its motivations for doing so are perhaps a little unorthodox.

If you look at the different people we cater to, one size doesn’t fit all

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Jan Spaticchia

“Paradoxically, the crowdfunding campaign is not about raising money,” says Spaticchia.

In fact, énergie’s round was sparked by its board’s decision to issue share options for headoffice staff. Realising that this would leave franchisees and their employees out of the loop, Spaticchia instead decided to put a percentage of the company on Crowdcube, allowing all stakeholders, including customers, a chance to buy into the company. The campaign has gone on to smash its target with a full week to spare, something Spaticchia puts down to the way crowdfunding engages stakeholders. “If I make money, they make money, so we’re all in it together,” he says. “There’s something magical about that.”

There is certainly a great sense of camaraderie between Spaticchia and his franchisees. “I still spend a lot of time speaking to my franchisees on a one-toone basis,” he says. “In that way, I’m very hands-on.” As well as attending as many of the fitness club openings as he can get to, Spaticchia also makes a point of teaching the first session of the franchise management course himself, something he takes great pride in. “Even when I’ve handed over the reins to somebody else, I’ll still come in to teach that course,” he says.

“I like meeting every single franchisee that comes through the process.”

And this dedication cuts both ways. “The network has always been like a family,” Spaticchia says. When his stepdaughter Robyn died of cancer in 2011, the network rallied around Spaticchia and his wife, helping to raise around £60,000 for the Teenage Cancer Trust in Robyn’s name. Spaticchia feels this demonstrates just how tight-knit the network has become. “When Robyn died, we didn’t quite understand how 500 people ended up at her funeral,” he says. “But when we looked around we suddenly realised that half of our franchisees had come.”

Thanks to the way the network pulls together, énergie now has over 110,000 members and turns over £26m a year. “We are the third largest fitness group in the UK and Ireland,” says Spaticchia. “Our aim is to become number one.” And this is definitely within reach: énergie is currently opening three to four sites a month, with an eye to having 225 open by 2018 and 500 by 2023. It is also aiming to reach a million members in the same timescale.

But it isn’t all about the numbers for Spaticchia.

“I want to sit back when I’m old, point at énergie and say: ‘I’m proud to say I worked there once’,” he concludes. “If I can do that, I’ll be happy.”

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Nigel Toplis, managing director, The Bardon Group

your own business, you would be responsible for absolutely everything, such as sales and marketing, researching and developing new products, sourcing the best suppliers, doing the accounts, chasing debt – the list goes on. In a franchise, the franchisor provides the franchisee with experience, business know-how, operational methods, marketing tools, sales training, procurement advice and, of course, ongoing support. That’s not to mention the provision of a proven business system, trademarks and brand.

The maxim ‘in business for yourself, not by yourself ’ encapsulates the essence of franchising and, because of this, it remains one of the fastest-growing and consistently successful methods for distributing products and services to the marketplace.

There is a quote from Eric G. Flamholtz and Yvonne Randle’s book Growing Pains that really does highlight the benefit of buying a franchise over building a startup. “[Running your own business] is about as easy as navigating unchartered waters in a leaky rowboat with an inexperienced crew while surrounded by a school of sharks. [...] The crew might be glad to know that others before them have made the voyage successfully and to hear some of the lessons that the other voyagers learned in the process.” The magic of franchising is that it combines an individual’s own abilities, drive, determination and aspirations with the proven business systems, resources, intellect and ambition of a corporate body.

So, to my mind, there is no argument: franchising reduces the risk of an investment and provides the structure to bring success to people from all walks of life.

Why franchises can be better than startups Whilst starting your own business means owning a bigger slice of the pie, buying a franchise can actually give you something worth eating A question that potential franchisees often ask is: “Why would I take a franchise and pay to do something I could do myself?” Perhaps the best answer to this is given by the long-running bfa NatWest survey.

It has consistently shown that over 90% of franchisees are still in business after two years, whilst in the same period some 80% of startups go under. So you are likely to fail if you start up yourself, whereas you will more than likely succeed if you buy into a recognised franchise. Simples.

In my experience, it is not often the business idea that causes startups to go belly up but the sheer enormity of the task of running the business. Remember, if you start

June 2016 | elitefranchise

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01/06/2016 12:11

AnytimeFitnessUK

AnytimeFitUK

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01/02/2016 22:40 18:19 23/12/2015 10:53 22/12/2015

Tony Bowman managing director, etyres

Social media means there’s no place to hide Thanks to the likes of Facebook and Twitter, franchises can’t shy away from addressing negative feedback Thanks to the power of social media, the old cliche ‘the customer is king’ has never been truer. Now, if you offer bad service or sloppy workmanship, your customer has the means to tarnish your reputation in seconds with a scathing tweet or Facebook post. As Jeff Bezos, the founder and CEO of Amazon, said: “If you make customers unhappy in the physical world, they might each tell six friends. If you make customers unhappy on the internet, they can each tell 6,000.”

This is a sobering thought and an issue felt even more keenly in the world of franchising, where your brand name is represented by dozens or even hundreds of other business owners. That’s why getting to grips with social media is important for franchisors and franchisees alike. But how can everyone involved in the industry harness social media and employ it to their advantage?

The first step is to create platforms that convey the right message. To start with, every franchise’s head office needs to be represented on Facebook and Twitter and these sites

need to be constantly monitored.

The reason this job sits well within head office is that it can respond quickly to any feedback – especially unfavourable comments – and turn a potentially negative situation into a positive one with a swift resolution. Whilst it is important to acknowledge customers who take time to recommend you or share a positive experience with your company, it is vital to be all over a review that paints your company in a bad light.

Though not traditionally defined as social media, the same thing arguably applies to customerreview websites such as Trustpilot, Trip Advisor or Which? Trusted Traders. They can generate great interest in your business but negative comments must again be dealt with professionally and expediently.

More than just dealing with customer commendations and condemnation, these channels can also bring you new business. By tracking key words – in our case ‘tyres’ – we can see instantly if a Facebook user needs new tyres in

Glasgow and put them in touch with our local branch. Meanwhile, on a local level, franchise owners can also set up their own social-media pages to link to other local businesses or groups with which they share a common bond.

Compared to franchising, social media is in its infancy but, handled right, it will expand brand recognition, drive sales, boost profitability and inspire customer loyalty. It is a phenomenon to be running alongside, not hiding from.

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01/06/2016 12:11

SUIT THE CITY

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arol Rawson first had the idea for Suit the City, the bespoke-tailoring franchise, in the 1980s. After graduating from university, she secured a high-flying job with technology giant Xerox but there was one aspect of the role that she struggled with. “If you are a professional woman, it’s really hard to find appropriate business attire,” Rawson explains. “So I had this brainwave that starting a tailoring business for women would be a really good idea.”

Rawson soon found herself a business partner with whom she registered the company. But when they decided to move abroad, she had to put things on hold until 2007.

“I shelved the idea because I was looking for the right person to work with,” says Rawson.

That person turned out to be Sallie Belton, who had previously completed a work placement at Development 1st, the business consultancy that Rawson launched in 1991. “Sallie had ambition, drive and enthusiasm,” says Rawson. “She was the sort of person that could be entrepreneurial.

And they are not easy to find, particularly at the SUIT THE CITY IS DELIVERING age of 21, which Sallie was then.”

SARTORIAL SERVICE AT A SNIP With Belton on board, Rawson started hunting OF THE PRICE for a factory in Europe that could produce Suit the City’s garments. Given that each of its suits

BY ADAM PESCOD is made to measure, this proved to be something of a challenge.

“We trialled one factory, which was dreadful, before we found another factory that could deliver to our standards,” says

TAILOR-MADE FOR SUCCESS

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SUIT THE CITY

Rawson. “And we have been with them for eight or nine years now.”

The company also struck a partnership with Holland & Sherry, which supplies Saville Row fabrics to Suit the City’s tailors. Yet, while the company’s attire might be designed for well-heeled professionals, it is able to offer it at a more accessible price point. “We don’t have high-street shops that cost a fortune,” says Rawson.

“This means we can pay staff properly and produce a suit or jacket in the same fabric that you would pay three times the price for in Saville Row.” And, by taking care of its employees, Suit the City brings an ethical approach to business that, according to Rawson, much of its competition lacks.

“A lot of our competitors will be producing on street corners in Hong Kong or factories in Bangladesh,” she says. “We won’t do that; we won’t exploit people.”

Once the fledgling tailoring firm had its supply chain sorted, it was time to get the word out. “We found customers by networking and doing what we call ‘in-company events’,” says Rawson. “This is where we set up in a company’s boardroom and inviting staff to come in and meet us.”

Before long, customers were flocking in their droves to get themselves suited and booted at Suit the City’s studio in rural Buckinghamshire. Given the demand for the service, Rawson was soon putting her plan to franchise the business into practice. As she explains, the nature of the company made franchising the best bet. “Our service is very personal; we get to know our clients,” says Rawson. “We didn’t want to be managing staff all over the country.”

However, instead of rushing headlong into a recruitment drive, the company brought on two pilot franchisees in 2012 to help fine-tune the model. It proved to be an invaluable experience for Rawson:

If you are a professional woman, it’s really hard to find appropriate business attire while one of the pilots failed to get off the ground, the other lacked the ability to sell – an essential trait for most franchisees.

Ultimately, it meant the company had to go back to the drawing board. “We completely changed our recruitment profile,” says Rawson. “We needed people who were much more sales-orientated.”

Suit the City’s first franchisee – former Mothercare COO Tony Carr – ticked all the right boxes. “He is very professional, great with customers and a brilliant networker,” says Rawson. But, while Carr was a great fit for Suit the City, the franchise was also a good match for him. “He was looking for something that would fit around his family,” she adds. “Because this is a work-fromhome franchise, he is able to go networking in the morning and then pick his kid up from school, which he couldn’t do in a corporate job.”

With franchisees able to run a studio from their own home, customers are afforded a more personal service than they might get from a town-centre tailor. “Most people come to our studios because it’s a very relaxing experience,” says Rawson. “You can park for free, which means you don’t have to slog down the high street and worry about your parking meter being up.” Franchisees will also pay a visit to a customer’s home if they are unable to get to the studio. “We have visited the homes of some very famous June 2016 | elitefranchise

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Suit the City

says. “We don’t want to fall into the trap of taking on lots of people only for it all to go horribly wrong.”

This hasn’t stopped the company expanding its horizons though: Rawson says she would consider applications from countries within a short flight of Blighty. “It’s as easy to support someone in Brussels as it is somebody in Edinburgh,” she explains.

Suffice to say, applicants from overseas will also need to prove they’re the right fit for Suit the City.

With the company’s expert tailors taking care of the finer details, it means a broad set of business skills is more important than any tailoring experience. “I know all franchisors say it’s about ambition, enthusiasm and entrepreneurial spirit – but it is,” says Rawson. “They have to go out, sell the product, promote their business themselves and be an extrovert.”

Dawson admits that recruitment has been the stiffest challenge for Suit the City thus far. But, with three new franchises all set to go, things are starting to move in the right direction for the company. “We have got a great team of people now,” says Rawson.

“We just need more of them.”

Our service is very personal; we get to know our clients

elderly people because they’re still going to ceremonies but they would find it hard to go shopping,” she says.

Having first franchised its menswear business – which was launched in 2009 – Suit the City has now made its original womenswear concept available to franchisees. Offering menswear and womenswear as separate franchise opportunities means franchisees have a greater say over the type of business they would like to run. “They can choose which one to start with and then add the other once they are competent,” says Rawson. “It gives them more potential as they grow their businesses.”

Each franchise is also complemented by the Suit the Country range, which caters to those looking for some quality fishing or hunting attire. “It’s all based around the same skill set,” says Rawson. “Measuring somebody for a tweed jacket is no different to measuring somebody for a suit.”

Suit the City will soon have five franchises operating in the UK, with Rawson looking to grow this to a network of 50. And while it can only take on three new recruits per quarter – owing to the amount of training that each franchisee receives at launch – this rate of growth works well for Rawson.

“We would rather grow slowly and be prudent,” she 32

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31/05/2016 14:32

FRANCHISING FAMILIES

FAMILY FORTUNES

Starting a business with your relatives may sound tempting but it’s important to maintain a healthy division between the personal and the professional

BY ERIC JOHANSSON

F

inding kindred spirits with whom to launch a business is just as important for franchisees as it is for everyday entrepreneurs. Yet, locating motivated like-minded individuals to propel ventures toward commercial success can be tricky. Not only do business partners have to be trustworthy but they also need to share the same vision and drive.

As such, it’s hardly surprising that the percentage of married franchising teams in the UK has remained steady at about 21% for several years, according to statistics from the bfa and NatWest. But you don’t have to work with your spouse to keep a franchise in the family. Joining forces with siblings, parents and children can prove just as, or even more, beneficial.

Not only does working with a brother, daughter or father mean working with someone you trust, it can also be easier to separate one’s personal and professional lives than it would be if you worked with a spouse. However, despite the clear benefits of joining forces with a familiar face, budding entrepreneurs are advised to think long and hard before asking family members to become their business

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FRANCHISING FAMILIES

Six years, three CeX stores and an Anytime Fitness franchise later, it is clear that the gamble paid off.

“Although that’s not to say it has all been smooth sailing,” says Razaq. “We have our disagreements like any brothers and colleagues do.”

In order to reach a quick resolution, the Razaqs make a point of talking openly amongst themselves when they disagree about something. It also prevents customers getting an inkling of any unrest. “I would advise projecting a united front outwardly to the business world, no matter what disagreements may be happening behind closed doors,” says Razaq.

Another advantage of resolving these issues during office hours is that it nullifies the impact on the Razaqs’ personal lives. But, despite their best efforts, the three brothers do occasionally fail to keep the topic of work confined to business hours, to the chagrin of the rest of the Razaq family. “We often end up talking shop at family dinners,” says Razaq. “Mostly, our other family members look I LOVE WORKING WITH a bit bored or just tell us to shut up.”

MY FAMILY MEMBERS Yet one topic the brothers didn’t leave unspoken Shakel Jivraj, Pizza Hut Delivery when launching their first store was what roles and responsibilities they should all have. This is something that other franchisees considering going into business with family members are well-advised to keep in mind. “It’s really important that all business partners are equal in their authority, regardless of age and experience,” advises Razaq.

With the three brothers planning to open a fourth CeX store soon, it’s evident the trust and transparency between them has proved a recipe for success. “The Razaqs always have something exciting in the pipeline,” he concludes.

partner. The last thing anyone wants is to permanently damage a special relationship. Thankfully, there are numerous stories of business owners who have successfully kept their franchises a family affair.

BROTHERLY LOVE Few can brag about still being in their teens when launching their first business but Samie Razaq is one of them. He was only 17 when he set up his first CeX franchise store with his two brothers Eamonn and Omar, who were respectively 20 and 21 at the time. “We always planned on going into business together and, upon Omar leaving university, we decided not to wait any longer,” explains Razaq. “I left school against everyone’s better judgement because I didn’t want them to get started without me.”

DREAM PARTNERS Mark Edmans, co-owner of Dream Doors Chilterns, didn’t leave anything to chance when he got into franchising. Just as he did his research before deciding that Dream Doors was the company for him, he also selected his business partner with the same level of care. Six years later, he and his sister Amanda are still successfully running their Chesham-based kitchen-makeover company.

Part of this success comes down to Edmans being able to trust his sister with confidential information. He believes this is a benefit shared by other franchisees who work with fellow family members. “You already know them on a personal level, so it’s less of a risk,” he argues.

This trust extends beyond having faith that family members won’t spill the beans to outsiders. “Obviously, they are more likely to go that extra mile because they’re a family member and [not] just someone you’ve employed,” says Edmans.

June 2016 | elitefranchise

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Franchising families

You already know them on a personal level, so it’s less of a risk Mark Edmans, Dream Doors Chilterns

However, while franchisees that are couples benefit from similar advantages, Edmans argues that those working with other family members enjoy benefits that married ones don’t. “It is very difficult to arrange vacations as husband and wife teams always want the same time off,” says Edmans. Needless to say, he and his sister don’t face the same issue.

“That’s a big bonus,” he adds.

While married couples undoubtedly run successful franchises, they may find it harder to leave work at the door after a long day at the office, making the separation of family and franchise more difficult. “You can avoid that with a sibling or a parent, unless you’re living under the same roof,” says Edmans.

Edmans advises other prospective franchisees thinking about going into business with their families to consider what skill sets their siblings, parents or children possess. “If they’ve got the right skill set for the business then working with a family member is the best scenario,” he concludes.

A slice of family life Shakel Jivraj never hesitated before joining his father and brother as a Pizza Hut Delivery franchisee. “My dad has always been in business with his family,” says Jivraj. “In the 1980s, he worked with his own father and brother, just like I am doing now.”

Although Jivraj started working together with his family after graduating from university, he still remembers the steep

learning curve that he faced when setting up shop with his dad. “I had to make sure I listened to the advice my father gave me and adjusted to our new working relationship,” he says.

While it took him some time to adjust to the fact that his father was the boss at work, Jivraj learned to stay in line, at least most of the time. “Of course there are always small debates between us but we resolve them professionally,” he says.

Jivraj advises franchisees thinking about launching enterprises with family members to have patience when establishing their new roles within the company. “It can take time to adjust but it will be worth it in the long term,” he says.

By allowing themselves time, the Jivraj family has not only been able to overcome difficulties at work but also to improve their private relationships. “We have definitely become closer as a result of our working relationship,” says Jivraj. “That unconditional love between father and son has been strengthened.”

That closeness has also helped them become better at running the franchise. “We know each other really well so it is easy to play off each other’s strengths,” says Jivraj. Today they run 15 franchises in London, as well as five across Oxfordshire and Gloucestershire.

Ultimately, while the initial learning curve seemed daunting, Jivraj wouldn’t trade the experience for anything in the world. “I love working with my family members,” he concludes.

June 2016 | elitefranchise

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ADVERTISING FEATURE

to build up and establish self-supporting and prosperous businesses.”

HomeXperts continue to win awards for their innovative franchise model, retaining the Gold award for The Sunday Times’ Best Estate Agency Franchise in 2015, winning for the last three years in a row. At the West Midlands Regional Chamber Awards, HomeXperts won Best Use of Technology to Improve Business Performance, becoming one of eight national finalists.

Sussanne Chambers wins Woman Franchisor of the Year

Training you to succeed Are you ready to change your career? Do you need new challenges? Is it time to take control of your work-life balance?

I

f you are passionate about property and delivering an exceptional level of customer service, then an estate and letting agency could be right for you. You will meet lots of new people, expand your skillset and help people move into their dream homes. If you want to change the face of agency in your area, then one company worth putting serious consideration into is HomeXperts.

Why choose HomeXperts?

The innovative franchise model enables you to set up your own estate and letting agency working from home or a small-serviced office. You will receive your own local website, a personalised launch marketing campaign and access to their free instant online valuation tool. All of HomeXperts franchisees are trained according to the mantra: ‘we don’t just sell or let houses, we really help people to move’. This positive ethos helps build up HomeXperts’ brand affinity in their local area, which has led to 80% of HomeXperts business coming through referrals.

Join the Best of the Best Sussanne Chambers, HomeXperts’ founder and managing director, is the proud winner of the Franchise Finance Franchisor of the Year at the NatWest EWIF (Encouraging Women into Franchising) Awards 2016. Chambers expressed her jubilation: “This award recognises HomeXperts’ commitment to encouraging more women into franchising and helping women 38

Training you to be exceptional All of HomeXperts’ franchisees are trained to National Federation of Property Professional (NFoPP) standards during their initial two-week training academy. This leads to accreditation from the Association of Residential Letting Agents (ARLA) and the National Association of Estate Agents (NAEA). Following the initial academy, you will receive 20 weeks of ongoing mentoring and support to help you through the launch process.

Comprehensive and continuous support The award-winning HomeXperts franchisee hub provides you with all the documents you need to build up and establish your business on a day-today basis. The cloud-based hub hosts over 1,000 training documents, in excess of 300 webinars and more than 100 marketing materials. The comprehensive training and support package is completed by quarterly franchise meetings, monthly business reviews and twice-weekly webinars.

Secure your financial future By working hard and following their proven franchise model, you can secure your financial future by becoming a successful and profitable estate and letting agent working for yourself. Many people had little to no experience before joining HomeXperts, yet their top-earning franchisees join the HomeXperts’ Altitude Club by earning more than £25,000 in invoiced commissions in a month.

Funding your business HomeXperts are able to offer up to 100% funding through the government-funded back-to-work scheme FranchisingWorks, as its sole estate and letting agency partner. HomeXperts have key relationships with all the major high street banks, making eligible up to 70% funding towards the initial franchise fee and the first year’s running costs.

To find out 100% of the information, visit www.home-xperts.co.uk to book your discovery meeting. To answer any of your initial questions, please call HomeXperts on 01905 678853 or email franchise@homexpertsuk.com to speak to a member of the franchise recruitment team.

elitefranchise | June 2016

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03/06/2016 12:04

Interested in Starting an Estate & Letting Agency?

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

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

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

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

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

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

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

Happy Franchisees 

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

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We work with you to make your business a success.

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

Home Xperts advertorial Jun16.indd 2





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

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

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

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

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

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

To join HomeXperts call us on

01905 678853

03/06/2016 12:04

GUINOT

SKIN IN THE GAME Serving 1,200 outlets in Britain and with a presence in 70 countries around the world, Guinot is a beauty brand boasting a truly global reach

BY JOSH RUSSELL

G

uinot has always taken a scientific approach to skincare. The brand was first born in 1963 when founder Rene Guinot was looking for a way to help rejuvenate his wife’s beauty-therapy business. “He wanted to develop products and techniques that would help with the penetration of active ingredients,” says Ellie Tidy, franchise development manager at GuinotMary Cohr UK, the UK subsidiary of GuinotMary Cohr Paris. Guinot hit on the technique of cathiodermie – using low-voltage, high-frequency electricity to gently ionise the skin – and realised the potential this had to make the skin more receptive to certain beauty treatments. This has led to scientific innovation becoming the watchword of the Guinot brand. “We’re very much focused on using research and development to remain at the forefront of the industry,” she says.

Despite this emphasis on innovation, the brand didn’t truly begin to scale until Dr Jean-Daniel Mondin took over the business in the 1970s and set up the first Guinot salon in France. “There was nothing else like it on the market, so it very much grew through word of mouth,” Tidy says. “People started going to the salon, trying the products and

40

elitefranchise | June 2016

GUINOT

soon wanted to open one of their own.” Fortunately, Guinot was able to keep up with the explosion in demand thanks to the large manufacturing and distribution facility it had at its disposal. “We manufacture all of our products ourselves; we’re one of the only professional skincare brands able to do that,” Tidy says. “That meant we could mass-produce very quickly to meet the demand.”

And it wasn’t only salon owners in France that began to pick up on the buzz around the beauty brand: before long it was making inroads into other countries. “Guinot Paris signed distributors in Cyprus, Malta, America and Holland,” says Tidy. Whilst the brand now has a

There was nothing else like it on the market, so it very much grew through word of mouth presence in 70 different nations, it still maintains a personal relationship with many of its original partners. “We have our international distributors conference annually and still see many of the same faces,” says Tidy.

One nation in particular that embraced the Guinot brand was Great Britain, after R. Robson Ltd brought the brand to Blighty in the 1960s. “We also worked very closely with Steiner Group, which supplies

beauty salons on cruise ships,” Tidy says. “Again this led to very quick growth because it got Guinot onto ships like the QE2.” The company also made sure it was getting in on the ground floor and targeting the next generation of beauty therapists by providing talks on the brand and its products at colleges around the UK. “As word of mouth spread, more people started hearing about this mechanical treatment and more salons started providing it,” she says.

It’s not hard to see why Guinot’s treatments have proven particularly popular with the British public. Not only does it offer a full range of salon treatments and home-care products but it has also taken a firm ethical position on the way they’re developed.

“If we can do something without harming the environment, then we’re going to take that stance,” says Tidy.

For example, whilst there is currently no law in the UK against the inclusion of plastic microbeads in cosmetics, they are causing untold damage to marine wildlife. As a result, Guinot has opted to use a cellulose-based, biodegradable alternative. “We’re a brand that has been around for a long time,” she says. “We don’t want it to come to an end because we’re not making it sustainable.”

Fortunately, Guinot seems like it is far from running out of steam; in fact, it has recently kickstarted the second wave of its expansion in the UK and Ireland. Thanks to the success of the franchise model in France, franchising is set to play a major role in boosting the brand’s reach. “As an industry, beauty is very fragmented and, in order for a salon to succeed, it has to have the right brand, location and support,” Tidy says. “That’s why it lends itself so well to franchising; you have all the systems and protocols in place that you need to support that business.”

Converting one’s business into an effective franchise model can sometimes be a tough transition but Guinot’s lengthy heritage in the sector

June 2016 | elitefranchise

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guinot

means it has an ace up its sleeve. “Our salon operation came long before the franchise operation so we have 50 years’ experience within the UK,” says Tidy. “We know what works within the market and where the demand is.” The close ties it has to others working in the sector means the beauty brand is able to keep tabs on industry trailblazers. And, once it has hit upon new treatments, its pilot franchise means that it is able to quickly test and trot innovations out to its franchisees. “If we come across a new mechanism, we generally run it through our reference franchise first, see how it goes and then roll it out to our network,” she says.

Additionally, spending half a century as one of Britain’s premier beauty brands means Guinot has developed a keen eye for what it takes to run a successful salon. In Tidy’s eyes, any franchisee buying into the franchise will need passion, enthusiasm and a genuine desire to deliver customer service. “People that have perhaps been in the care or hospitality sectors are very well suited to the beauty industry because it’s down a similar thread,” she says. However, she is keen to stress this doesn’t necessarily mean they need to have had hands-on experience as a beauty therapist; far more significant is having genuine We manufacture into how to run a all of our products insight company. “It’s important to have business acumen and ourselves; we’re that entrepreneurial flair,” one of the only explains Tidy.

But that’s not to say professional franchisees are expected skincare brands to know everything about running the business able to do that

42

right out of the gate. As well as providing comprehensive training on marketing, customer service, computer systems and the legal requirements of running a salon, Guinot offers much more hands-on tuition. “They spend two days on site within our reference salon; they will be working in the day-to-day salon environment, learning and feeling how the franchise works first-hand,” says Tidy. And it’s not just franchisees that can brush up on their skills; Guinot also has a training facility dedicated to helping salon employees get up to speed. “Annually we provide post-graduate training to around 4,000 beauty therapists,” explains Tidy.

Guinot Mary-Cohr UK currently has franchisees operating in Darlington, Gerrards Cross and Earlsfield, so it’s still relatively early days for the franchise. But, thanks to an inbuilt network of outlets, it’s likely to expand rapidly from here.

“Within the UK, we currently work with a pool of approximately 1,200 salons,” Tidy says. “So we’re really concentrating on conversion first.”

Whilst the franchise has a strong pipeline of potential new franchisees lined up, it is eager to ensure that the new sites it opens augment its existing network. “We have the luxury of a brand that’s well known and has a good coverage of salons,” Tidy concludes. “So, realistically, our focus is on bringing the right people into the network.”

elitefranchise | June 2016

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Fosse Healthcare Franchising Healthcare Staffing Support Agency Are you ready to run a fast-paced and exciting franchise?

The Opportunity Fosse Healthcare have a number of opportunities throughout the UK for ambitious, salesoriented individuals, to run their own business. If you’d like to throw off the shackles of employment and be your own boss, the Fosse Healthcare franchise might be right up your street. Our Fosse Healthcare franchised businesses provide specialist temporary staffing support services to care homes and hospices. We have a proven business model that is providing very generous incomes for our best franchisees. Our business systems, training and support will give you everything you need to learn how to operate a successful business.

Six figure personal income Growing marketplace Proven business model White collar opportunity Be your own boss Management franchise

Testimonial

“I started my Fosse Healthcare franchise in October 2013. We have grown a lot faster than we expected achieving annual sales of £880k in our second year. We’re on track for sales of £1.3million for year three and I now enjoy a very healthy six figure income. I’m so delighted with my Fosse Healthcare franchise that I’ve just bought another one!”

Ken Rudge - Fosse Healthcare (Devon) December 2015

To find out more visit: www.fossefranchise.co.uk Call us on: 0116 402 7199 Email: info@fossefranchise.co.uk FOSS001 Fosse FP Feb 2016.indd 1

29/01/2016 11:33

THE PILLARS OF YOUR BUSINESS Why choose GoliathTech?

Very few other franchise opportunities today give you the tools and resources to quickly build a sustainable venture. One that fits your business perfectly and offers a unique, profitable product.

EASY START-UP - be in operation quickly - no complicated inventory requirements - flexible products & programs to meet your unique needs

PILE HEAD WITH REBAR

TRAINING & SUPPORT - certification program to become a GoliathTech installer - ongoing sales and installation support - engineering assistance MARKETING SUPPORT - association with a quality, respected brand - national advertising program - website branding opportunities - cooperative program

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EQUIPMENT - specialized equipment for installation of helical screw piles - can adapt your current excavator - no damage to landscape or structures - ideal for restricted spaces - any season operation - removable and reusable system

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SIMPLY SUPERIOR SUPERIOR TECHNOLOGY • Better anchoring mechanism = less movement • Easier, quicker installation • Highest quality product for residential applications • Perfectly level structures due to precision engineering

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*Expansion Fee is 75% of current Initial Fee; Renewal is 25% of current Initial Fee. **Costs vary and depend on whether the franchisee has an existing, compatible business (e.g. landscaping or construction company) with the required base equipment and vehicle.

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04/05/2016 14:13

Multi-unit franchising

Strength in numbers

More franchisees are investing in multiple sites and sometimes across multiple brands. But what are the financial challenges of buying more than one franchise unit and how can owners manage growth across several outlets?

By Alex Littner, managing director, Boost Capital

B

usiness growth is the goal of any true entrepreneur; opening additional outlets can bring financial reward for the bold and ambitious. And, in franchising, this hunger for expansion can be seen in a move towards owning multi-unit franchises.

More individuals are opting to own a handful of franchises in the same stable or even operating franchises from different brands. Bigger profits, cost-savings on overheads and a stronger, more influential relationship with the franchisor are just some of the attractions.

Increasing by multiples Multi-unit franchises used to be rare but as franchising increases overall in the UK – up 14% during the two years to 2015, according to the bfa – owning more than one operation is increasingly commonplace. Roughly three out of ten franchisees

in the UK now run more than one outlet, while one in five with a single unit plans to acquire another.

And of those who already control a number of outlets, more than half have plans to open more.

So what’s driving this trend? It’s not just individual ambition but franchisors themselves. Many actively encourage multiple-unit ownership and some only deal in multi-franchise contracts, preferring to work with a smaller number of more sophisticated franchisees. Multi-unit franchisees are easier to manage and more resilient to tough financial times.

And, when one of the top barriers to franchise unit growth in Britain is an inability to recruit suitable franchisees, it makes sense to work with the proven talent that already resides in a franchise system.

Franchisees are also realising that expansion into more than one franchise brand can bring variety and greater opportunity. Multi-brand franchising is growing in the US, particularly in the food sector, June 2016 | elitefranchise

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The Ultimate Professional Franchise Opportunity

An IFG Franchise provides you with an opportunity to earn an above-average return on your working capital, plus: • No Long Hours or Extensive Travel • No Employees • No Inventory or Equipment Get the full story today.

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Multi-unit franchising

and looks set to be the next big phenomenon in the sector in Britain.

But when franchisees decide to take on more than one franchise – whether from the same or different brands – they face serious challenges in terms of both funding and management.

Why lenders like the multi-unit model When it comes to business growth, the biggest barrier for entrepreneurs is finance. Franchisees often complain that they struggle to raise capital for one outlet, let alone more. But many lenders are favourably inclined towards multi-unit franchisees, as these individuals have experience of raising capital and are more businesssavvy. Typically, such franchise owners understand they need to build sufficient equity in one operation before borrowing to fund another, feeding the cycle of growth. Combine this business acumen with a history of successful debt management and a cluster of franchises can look an attractive lending option.

As ever, any lender wants to see how a franchisee plans to grow. Typical questions might be: what is the true valuation of existing outlets and how much can they generate to fund future growth? Franchisees must also be sensible about how much debt they can handle without starving their existing franchises of necessary funds. The advice of an accountant with franchising expertise can be invaluable here, even for the most experienced franchise owner.

Planning ahead Few businesspeople leap straight into multiple-unit ownership, even if a franchisor would allow it. Most build up experience and equity in one operation before moving onto

the next. But there are ambitious souls who plan for expansion from the outset. From a lender’s point of view, it can be useful to know of such ambitions early on, though they must be backed up with sensible, tangible business planning.

Franchisees should have a strategy in place that shows when a second outlet is scheduled for opening, whether that’s in 18 months or two years’ time. Is there a goal to develop yet more branches and when?

What are each business’s sales and profitability projections at every stage of the growth process and are these realistic and attainable?

Is the intention to grow through new franchises or buying resale opportunities? These are all points any franchisee should be able to address if they hope to raise serious capital to expand.

Multi-unit franchisees are easier to manage and more resilient to tough financial times

Sharing overhead costs One financial advantage of a multiunit operation is the chance to spread running costs across the group of businesses. Franchise systems already offer advantages to franchisees in terms of greater buying power and business support but when someone owns a number of franchises they can decide how to share overheads between them, where allowed by the franchisor. This could be as simple as investing in one master IT system to run all outlets or reasoning that less office space is required since senior staff are fewer in number. There can be a cost saving on salaries too, since the franchisee can pay themselves less from each individual unit. Less money coming out of every business means more left for reinvestment, buying yet another unit or paying down outstanding debt.

June 2016 | elitefranchise 49

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TAXA001 04/04/2016 13:36

Multi-unit franchising

When franchisees take on more than one franchise, they face serious challenges in terms of funding and management

Potential for scale â&#x20AC;&#x201C; and profit So itâ&#x20AC;&#x2122;s clear the multi-unit approach has potential advantages for all concerned. More outlets equals a greater market presence, accelerated growth, plus more possible revenue, which is good both for franchisor and franchisee.

Being led by the same person, multi-unit franchises can bring greater operating efficiencies. From the franchisorâ&#x20AC;&#x2122;s point of view, there are fewer relationships to manage, recruitment and training costs are reduced, plus those running the franchises are experienced and require less hand-holding.

We all know franchises tend to be more profitable than standalone businesses but this is amplified significantly when the franchise is one of several run by the same person. According to the bfa, two out of three multi-unit franchises are profitable or very profitable, compared with 46% of those running a single unit. In addition, bignumber franchisees often have established relationships with those in the commercial property world, which can make unit expansion easier.

Background research and reality checks However, there are still other fundamental considerations to take into account when planning to expand to more than one franchise. What works in one site may not necessarily succeed in another. Market research into a new location remains essential as it will help gauge local competition, the difference in the customer base and appetite for the proposed offering. Any franchisee must also be secure in their first operation before they think about opening another and understand what pressure expansion may put on their existing business portfolio.

And the truth is not everyone is cut out to oversee a number of businesses. The leadership skills required to run multiple franchises are different to those of being a hands-on boss. It is often said that having more than one outlet means an owner shifts from working in the business to on the business. This loss of direct control can be difficult, which is why appointing experienced, reliable managers and assistant managers for every outlet is a must. This will ensure that each business has a system and culture to operate seamlessly regardless of whether the franchisee is present.

The opportunities in multi-unit franchising are considerable; investing in additional franchises means you can build a business quicker then trying to grow a nonfranchised company organically. As a result, I predict we will see ever more multi-unit operations in the years to come. And that is a positive thing for franchisees, franchise systems and the economy as a whole.

June 2016 | elitefranchise

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Modest marketing

turn

bragging into branding While franchisees may be tempted to boast about themselves, bragging is only likely to alienate consumers. So how can you toot your own horn without blowing it?

BY Eric Johansson

54

“A

ny man who must say, ‘I am the king’ is no true king.” Game of Thrones fans may recognise the words of Tywin Lannister, played by the terribly talented Charles Dance. However, non-aficionados of the HBO show are well-advised to pay attention too. In fact, any franchisee that fails to take heed of the above could run the risk of losing customers, especially if they have a proclivity for bragging.

While franchisees are encouraged to only buy into franchises they believe in, constantly broadcasting how great the company is can only have one outcome. “It is very simple; people just lose interest,” warns Dugan Aylen, head of franchisee recruitment and resales at Granite Transformations, the home-transformations franchise. “With all the noise out there, why would anyone listen to someone boasting about themselves?”

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Modest marketing

Rather than boosting sales and revenue, franchisees will simply blow it by relentlessly tooting their own horn. Likening some businesses’ self-congratulatory tendencies to friends bragging about their lives on Facebook, Aylen continues: “Even if they are your friends, you still get bored of them.”

However, franchisees that sermonise about their own magnificence don’t only risk alienating potential customers but may push away journalists too. “Just sending irrelevant releases is going to get you blacklisted,” warns Sally Anne Butters, director at Rev PR, the specialist franchise PR agency. “If you send an email to every contact you know saying that you’ve got this product, the journalists who keep getting those messages will eventually stop opening emails from you.”

For these reasons, self-aggrandising press releases and adverts should be no-gos for any franchisee. However, that doesn’t mean franchisees can’t talk about themselves; they just have to be cleverer about it. “You have to turn that bragging into branding,” says Sammy Blindell, co-founder and managing partner at How To Build A Brand, the brandbuilding agency. She stresses that the better a franchise’s brand is, the less the franchisee has to brag, adding that a strong brand doesn’t come down to the best product but the people talking about it. “It is no longer about who you know but who knows about you,” she says.

Much like expanding one’s social network, franchisees have to start by getting to know their audience and what it wants to hear about. “If you start talking about something that people are interested in, they will automatically become attracted to your company,” says Blindell. Ultimately, becoming familiar with the things that stimulate your customers will stand you in good stead. “Connecting is more natural once you understand your customers’ needs and desires,” says Jonathan Cronin, brand and communications manager at CeX, the videogame franchise.

For franchisees, understanding their market is even more important at a local level than a national one. “Franchisees must connect with the community in their area,” says Aylen. This

It is no longer about who you know but who knows about you Same Blindell, How To Build A Brand

also means that franchisees get the best of both worlds as they can piggyback on the national franchise’s brand while still playing the local-businessman card. “You get both the local trust and the line of thought that goes: ‘I’ve seen them everywhere, they must be good,” he adds.

But just because franchisees have the opportunity to be both local and national, that doesn’t mean they should spare any efforts getting to know their local market. Blindell advises franchisees to start their odyssey into the minds of consumers by adhering to the creed of the real-estate market: location, location, location. “Ask yourself: ‘Where do your customers hang out in the biggest concentration?’” she says. “You’ve got to be the most visible and credible person in the place where your customers are.”

The second step is to talk the talk. “You need to speak customers’ language,” explains Blindell. Understanding various local dialects allows franchisees to address their market easier whilst boosting both brand and customer relationships in the process.

Yet that doesn’t mean franchisees should revert back to bragging about the greatness June 2016 | elitefranchise

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Modest marketing

of their products’ features with some additional local slang sprinkled on top. “Don’t talk about the features; talk about the benefits,” advises Aylen.

“Identify how this product or this service is going to benefit this person.

How is it going to help them?”

Whether the franchisee is delivering food, senior care or music lessons for children, they should talk about how clients’ lives can level-up by using their franchise’s services. Suffice to say, an office temp with a bad attitude is unlikely to be at the top of the list of things that customers benefit from. “Anyone that meets customers becomes the face of the brand,” says Cronin. “Great service grows the brand. Poor service destroys it.” In other words, employees are as important for franchises as they are for any other business. “A lot of franchises make the big mistake of trying to grow too quickly and employing the wrong people in the process,” says Blindell. “All the people that customers talk to are your ambassadors, so you’ve got to take control of the conversation.”

Franchises that employ serviceminded and capable employees are certain to reap the rewards. Not only does great service give franchisees’ reputations a power-boost but it can also provide them with indirect bragging opportunities as customers start reviewing their services. “It is really important to harness the power of customer reviews,” explains Butters. “A good franchisor will have a process in place to help their franchisees collect reviews.”

For instance, franchisees could ask clients to fill in a form after a job is done, write reviews online or give feedback via email. While this may help business leaders improve their relationships with customers, it also provides the opportunity for franchisees to publicly but indirectly pat themselves on the back. “The only bragging that is credible is customer With all the noise reviews like a Trustpilot score and press reviews,” says Cronin. out there, why Not only is offering great would anyone service a worthy goal for any listen to someone enterprise, it also provides franchisees with another boasting about indirect bragging opportunity as themselves? they become eligible for industry awards. “It is a really great Dugan Aylen, Granite way of getting local publicity Transformations for franchisees,” says Butters.

However, while awards may be a good way of getting other people to talk about franchisees’ greatness, business leaders should not take signing up for different awards lightly. “There is no point in entering an award if you enter it poorly,” she adds.

Yet, as long as a franchise is equipped with the best employees, solid market research and an appropriate tone of voice, it should be well on its way to establishing a brand that’s a hit with customers.

June 2016 | elitefranchise

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01/06/2016 12:19

ADVERTISING FEATURE

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

O

fficially launched in Britain

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

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

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

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

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

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

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

Why choose The ZipYard?

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

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

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

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

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

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

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

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

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

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

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04/05/2016 14:21

Interviews

Face-to-face A rigorous interview process can ensure that franchisors bag the very best franchisees by adam pescod

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iven the success of a franchise depends on the performance of its franchisees, it stands to reason that anyone looking to join a network should be subjected to a good level of scrutiny. That’s why any franchisor worth its salt will have a diligent recruitment process.

Needless to say, there’s only so much a franchisor can learn from a CV and an application form. In order to really assess whether somebody has what it takes, it’s essential that a franchisor meets each prospect face-to-face. And, with so much at stake for both parties, the amount of time that a franchisor spends with a franchisee prior to bringing them on board will be far greater than that spent with a prospective employee. “People aren’t buying jobs; people are buying businesses,” says Julie Clabby, founder and franchisor of Busylizzy, the postnatal-fitness franchise. “We need to know that their family is on board, that they have got suitable

elitefranchise | June 2016

01/06/2016 12:20

Interviews

support when it comes to childcare and money in the bank.”

Busylizzy’s recruitment process – from the initial expression of interest to signing on the dotted line – lasts between three and four months. While 70% of the company’s franchisees were previously customers or instructors, that hasn’t made the franchise any less thorough with its recruitment. “From the off, we try to be really transparent about how it all works and what the expectations are,” says Clabby. “This really helps weed out the people who are not serious.”

Naturally, inviting every single applicant in for an interview is not a prudent use of a franchisor’s time. By initially asking candidates to fill out a comprehensive application form, they can ensure they are only meeting the people whose credentials seem to stack up on paper. “It gives us a pretty good idea about someone’s background and experience,” says Mike Parker, managing director of Minster Cleaning Services, the commercial-cleaning franchise. “We are looking initially for a track record of success and an indication of their financial position.”

However, what can’t be gleaned from a written application is whether a prospective franchisee has the character to take on their own business and make a success of it. This is something Clabby looks to establish when she interviews prospective Busylizzy franchisees.

“It’s a fun franchise but, like every business, there’s a bottom line,” she says. “I want people who understand the importance of generating revenue and growing their business.”

Commercial acumen is one thing but just as important is a person’s

compatibility with the franchise as a whole. “I will ask myself if I can work with them, if I can see my team working with them and if I could see them getting on with our other franchisees,” says Parker. “And they will be asking themselves the same sorts of things.” Meeting a prospective franchisee in the flesh will also give franchisors a better insight into their attitude and motivations for buying a franchise. For Business Doctors, the business-consultancy franchise, it’s imperative that interviewees demonstrate their commitment to the company’s cause. “We don’t want people who want to make money,” says Rod Davies, director at Business Doctors. “We need people who are genuinely passionate about using their business skills and experience to help other businesses grow.”

In order to get as full a picture as possible of its applicants, Business Doctors complements its interview process with a psychometric test.

As Davies explains, this furnishes the company with a number of insights that they couldn’t draw out in a face-to-face meeting. “The psychometric profile assesses people’s entrepreneurial flair and their

People aren’t buying jobs; people are buying businesses Julie Clabby, Busylizzy

emotional quotient,” says Davies.

“These are things that you really can’t understand and detect in a standard interview process.”

Of course, all of the above can count for nothing if a candidate can’t demonstrate an intimate knowledge of their prospective franchisor. As such, the work that an interviewee does prior to the interview – and even before applying – can help or hinder their chances dramatically.

Given the majority of Busylizzy’s franchisees have past experience of the brand, Clabby doesn’t usually have to worry about applicants being unprepared. “But I’ve met a few who hadn’t done their research and I’ve thought: ‘Oh my word, you know nothing about us. Why are you here?’” she says.

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Likewise, Parker expects people to know Minster inside-out before applying for a franchise. “I would expect them to have done quite a lot of homework on Minster,” he says.

“They should know what we are about and what sectors we operate in.” However, as Parker stresses, it’s not just about having the right answers: if an interviewee comes armed with questions aplenty, that can also be a good sign for a franchisor.

“Sometimes people will arrive with an A4 pad and three or four sheets of questions,” he adds. “That tells me they have thought about it beforehand.”

By choosing to invest in a franchise, people are ultimately putting their livelihoods on the line.

Therefore, Parker is happy to give candidates all the time they need to dig into the finer details; he will even spend a whole day with a prospective franchisee if necessary.

“I will generally sit and talk to them for as long as they have got questions coming at me,” he says. “People are going to invest serious amounts of cash, so if I can’t answer their questions, I shouldn’t be taking their money off them.”

Should candidates make it through their first interview with Minster, 62

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I will generally sit and talk to them for as long as they have got questions coming at me Mike Parker, Minster Cleaning Services

they are then expected to speak with the company’s existing franchisees.

“We would encourage them to contact a minimum of half a dozen but they can phone every one of them if they like,” says Parker. By spending time with people who have already been there and done it, interviewees can make a more informed decision about their future.

And, as Parker explains, he’d rather candidates spoke to franchisees that have had differing levels of success. “It’s all part of helping them make sure they’re happy coming into business with us,” he says.

Yet this is far from the end of the process for prospective Minster franchisees. “Even at that point, we are not asking if they’re committing to this or telling them we are going to progress with them,” says Parker.

“Almost until the point of signing an agreement, we are still checking each other out.”

Evidently it’s better to invest a lot of time and effort into an interview process than risk it all falling apart down the line. “If anything, we are probably too selective on who we bring into our business,” says Parker.

“But we’d rather do that than be too casual about it and make mistakes.”

elitefranchise | June 2016

01/06/2016 12:21

ADVERTISING FEATURE

A touch of gold

own successful Goldgenie Certified Professional business by offering the attractive gold-plating service to clients. We provide you with the tools, the roadmap and the guidance to set up a proven business in your local area.

This unique opportunity means that there are no franchise fees, no Having proven itself as a shining light royalties or fixed overheads once you in the world of franchising, a business become a franchisee. As a partner you will receive advice, guidance and opportunity with Goldgenie is surely one sub-contracted business leads directly not to be missed from them when available.

As a formal Goldgenie Certified Professional, you are supplied with oldgenie has established itself as the world’s a ‘business in a box’ which will premier customisation brand with over 18 include your plug-in-and-play gold years of experience and a high calibre of plating system and everything that clientele from celebrities to blue-chip organisations you could possibly need – including Lexus, Honda, Toyota and Nokia, including: personalised Blackberry and HTC.. business stationery, marketing Driven by award-winning entrepreneur Laban We provide you materials and high resolution Roomes, who founded the business in 1995 and with the tools, the images for your own secured investment from James Caan on BBC’s marketing needs, so that Dragons’ Den, the business has seen exponential roadmap and the growth and now seeks motivated entrepreneurial guidance to set up you can get started building your business straight away. individuals to grow the brand around the world. a proven business You will also have an affiliate The Goldgenie Business Opportunity will allow in your local area link that will give you any ambitious individual to establish and grow their commissions from sales off their website product range.

With partners now working boasting clients including luxury car dealerships, yacht owners, jewellery stores, trophy outlets, manufacturers, churches and home and hotel owners, how you build your business is limited only by your imagination.

Budding entrepreneurs will have complete flexibility and freedom in how they run their business.

Not only will you be benefitting from over 18 years of experience - with access to a dedicated team of specialists to assist you with everything you need to start your business - you’ll be hitting the ground running.

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For more information please contact Frank Fernando on 02088046200 or email business@goldgenie.com June 2016 | elitefranchise 63

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03/06/2016 16:45

Bespoke technology

Go Your own way

Bespoke technology may be more expensive than off-the-shelf solutions but investing in tailor-made tech can give franchisors an edge over their competition by eric johansson

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ompared to Silicon Valley startups, it is safe to say that franchises aren’t the most tech-savvy of businesses. Rarely are sectors such as coffee, cleaning and care regarded as being ahead of the curve. Yet, not only can franchisors benefit from investing in technology but, by tailoring it to their specific needs, they can provide great service whilst leaving competitors wondering what hit them.

It’s certainly been hard to ignore the slew of technology providers that have sprung up in recent years, offering tech solutions that promise to elevate businesses by automating and simplifying tasks. However, Edward Mauleverer, founder and director of Ed’s Garden Maintenance, the gardening franchise, argues that franchisors are better off developing their own bespoke systems rather than purchasing off-the-shelf solutions. With a background as a consultant advising London’s financial companies on which technologies to invest in, Mauleverer knows better than to rely on onesize-fits-all solutions. So, when he noticed a way that tech could improve his franchisees’ service, he decided to invest in something that was specifically developed for

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Ed’s Garden Maintenance’s needs.

“Instead of buying an expensive wizard box with a lot of stuff we wouldn’t use half of, we’ve prioritised the areas that would make a difference to our business,” he says.

The investment resulted in the bespoke platform EdsJobs. “It does bookkeeping, customer management and scheduling,” explains Mauleverer.

“EdsJobs basically manages all the stuff done in an office.” He adds that the system saves gardeners from doing the one aspect of their job that they hate. “Gardeners on the whole don’t like admin,” he says.

However, reducing franchisees’ administrative burden isn’t just beneficial to the gardeners; it also improves customer service by decreasing the risk of franchisees accidentally forgetting to show up for appointments. “It prevents the customer getting upset and the brand being damaged,” says Mauleverer.

By simplifying, streamlining and automating the paperwork, EdsJobs enables franchisees to provide customers with consistently spectacular service whilst slashing the time franchisees spend on administrative chores. “When franchisees have finished a job, they can simply press a button on their

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Our franchisees distribute our quality greeting cards, wrap, bags and displays to a variety of independent retailers and national groups around the World using the sale or return (consignment) method.

The greeting cards market is now worth over £1.6 billion per annum in the UK alone with online sites sharing only around 5% of this market, (GCA 2015). The convenience market now represents a year-on-year increase of 5.1% and social and economic changes are still helping to drive this channel (IGD).

How much does an OPC franchise cost?

• The minimum total investment is £33,000* with a personal investment of £15,000 • No royalty payments or management fees are charged • We offer a five year renewable franchise agreement

I bought a ready-made business with an income from day one Mark Quinlan (Huddersfield & W Yorkshire) You can work around special occasions or holidays. No more 9 to 5!

Mike & Fiona Davies (West Kent) All the mistakes have been made in the past and solutions put in place.

Paul Hodgkinson & Ione Brown (NW London & Harrow) Knowing I can ask for advice when required gives me confidence Penny Scott (Cambridge)

What you can expect from us: • Existing profitable business • Income from day one • High-quality products • All cards produced in the UK • Full training & support • Cloud and iPad based technologies • Opportunities available now Your next steps For us to be able to send you details on the resale territory most suited to you, we need to have a brief conversation. Call Andrew Cutler today on: 01932 267 300 or email: andrewc@originalposter.com

www.originalposter.com * Banks can lend up to 50-70% percent of the cost – subject to your financial history.

Original Poster Company FP 06.16.indd 1

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03/06/2016 13:46

Bespoke technology

phones and it will automatically send an invoice to the customer,” explains Mauleverer. “At the end of the day, they know that they don’t have a lot of admin to do.”

Yet EdsJobs is but one way bespoke technology can improve franchises’ service and client relationships.

Coffee-Bike, the mobile coffee-shop franchise, launched an app in 2015 that not only allows customers to see when and where franchisees are open for business but also provides franchisees with a nifty anti-theft solution. “[The bike] is equipped with an acceleration sensor, which recognises even the finest movements and sends it to the Coffee-Bike server,” explains Jonas Dambacher, IT manager of Coffee-Bike. This way, franchisees are warned if someone absconds with their bike and are able to pinpoint its exact location via GPS. While no mobile coffee-making units have been stolen yet, the company’s franchisees are no doubt left with a greater sense of security.

But safety also means being able to have a clear overview of the company, something that The Original Poster Company has achieved by developing its tailor-made cloud sales platform ConsignPak. The software facilitates invoicing, checks inventory and allows franchisees to quickly 66

While Ed’s Garden Maintenance had compare historical sales data. While the skills and resources to develop ConsignPak has reduced franchisees’ EdsJobs in-house, not all franchisors administrative burden, Kerry Sherriff, are as fortunate. Thankfully, there operations manager at The Original is a multitude of developers in the Poster Company, urges franchisors market ready to create the software not to rush into developing new for them. However, outsourcing bespoke technologies. “Research, tech development isn’t without its research, research,” she advises. risks. “You have to make sure you “[And] take your time – the next big own the intellectual property of the thing may not be the best thing for software,” advises Mauleverer. “I’ve your network.” heard many stories where companies Richard Dancy, marketing manager have paid someone to develop it only of Barking Mad, the dog-sitting to find out that they franchise, couldn’t don’t even own the agree more. “You can We’ve prioritised software.” Failing to end up wasting an the areas that secure ownership of awful lot of money,” he would make a the bespoke solution says. “We were thinking difference to could see franchises about launching an app our business having to pay to but we weren’t sure how use the technology it would help us.”

Edward Mauleverer, Ed’s Garden Maintenance or the developer Barking Mad has selling the tech to instead invested in other companies, which might allow a bespoke internal online support competitors to benefit from the centre called FIDO, which allows franchisor’s investment. our franchisees to communicate Ultimately though, tailor-made with other franchisees and access technology can lead to improved operating plans, marketing resources services for customers, minimise and advice articles. Yet, Dancy adds franchisees’ administrative burden that investing in tailor-made tech and ensure that the franchisors’ would have been wasted unless enterprises turn a greater profit. “By Barking Mad hadn’t also spent time having bespoke technologies, you and money training its franchisees to end up with a very powerful system,” use the tools. “That’s something we concludes Mauleverer. invest heavily in,” he adds.

elitefranchise | June 2016

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Telcoinabox set up, supply and support telecoms companies We give you the systems and tools to change your lifestyle. Create a successful business that fits in and around your family or other commitments.

If you’re motivated and ambitious, a Telcoinabox business will enable you to have the work-life balance you choose — or dream of. Use your entrepreneurial skills to be your own boss, build your own brand and start up your own business. You’ll have the flexibility to work from home, or anywhere with a computer and phone, and to work when and how you want.

1

No telecoms experience required. We make selling telecoms easy through robust training and back end office support.

2

Sell once and receive monthly recurring revenue for the remainder of the contract - just like the large phone networks enjoy themselves.

3

Earning potential of £75,000+ per year within 2 years - based on adding only 6 small business customers per month.

4 5

No stock, no territories or retail store required.

Sell under your own brand throughout the UK.

Proven business model – our model supports over 400 Partners worldwide, with over 75 Active Partners in the UK.

“Enabling passionate people. Igniting the entrepreneurial spirit. Enjoying the ride.”

0203 326 5550 | info@telcoinabox.co.uk www.telcoinabox.co.uk Telcoinabox FP Feb16.indd 1

TELC001 29/01/2016 16:35

BE PART OF THE EXCITING NEW CURRENCY REVOLUTION

Largest cashless banking facility globally

Generate revenue 24/7

22 year old pedigree

Enjoy exponential profits

Franchising in 13 countries

Be part of a franchise community

Over 60% of businesses need our service

working ahead of the curve

UNITED KINGDOM

CHINA INDIA

SOUTH KOREA HONG KONG TAIWAN

THAILAND MALAYSIA

COSTA RICA

SINGAPORE AUSTRALIA Established herehere in Aprilin1993.

Established 1993 Currently operating in twelve with over, 70,000 card countries with over 15,000 card holders in 12 countries.

LSPHIVW ERH WXEǺ

NEW ZEALAND

BBX001

Enquire to: franchising@bbxuk.com 0333 4002014 www.bbxuk.com/bbx-franchise BBX.indd 1

BB UK

BUSINESS BANK EXCHANGE 29/01/2016 16:57

Operate your very own branch of The Bank of Spare Capacity.

Now is your chance to be part of the CURRENCY REVOLUTION with the rise of alternative currencies gathering pace along with the acceptance of new methods to fund business growth.

BBX has been a leader in the marketplace since inception in 1993 and is proud to have a strong franchising pedigree allowing it to expand into 12 countries covering 4 continents.

Our franchisees invariably have a background in sales management and are good motivators and communicators. Depending on the individual strengths a franchisee will chose to build either a Regional or District franchise, details below, which both enjoy the following key benefits: • Worldwide brand and proven business model.

• A product at the forefront of the currency revolution currently taking place.

• Earnings 24/7 due to international reach and automated systems.

• High profitability and re-sale values.

Regional Franchise As one of 14 regional franchisees you would be responsible for client acquisition within a defined territory and developing a sales team of up-to 15 individuals to recruit 30 new clients for each of the 5 district offices in your territory. You would also be responsible for running a regional sales office and forging links with the business heads in the area.

District Franchise A district franchisee is responsible for the ongoing client management of the accounts within a defined area involving:

Regional P&L Forecast YEAR

P&L

1

£64,906

2

£133,956

3

£313,006

4

£418,342

5

£535,943

District P&L Forecast YEAR

P&L

1

£50,838

2

£121,015

3

£251,935

• Running periodic networking events

4

• Maximising the clients usage of our currency

5

£305,135 £347,396

• Establishing a District Branch office • Building a team of account managers

Enquire to: franchising@bbxuk.com 0333 4002014 www.bbxuk.com/bbx-franchise EliteFranchise1015.indd 2

BB UK

BUSINESS BANK EXCHANGE 06/10/2015 14:12

Franchise terms

No uncertain terms

BY Kate Legg, CEO, Komerse

Preparing for the end of a franchise agreement is vital for franchisors and franchisees alike

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ranchise agreements will always be for an initial, fixed term as it is important that the franchisee is given a guaranteed initial period to build the business. However, the length of the term can vary greatly across different networks.

The majority of franchise networks in the UK are for an initial term of five years, with the option for the franchisee to renew for a further five years after that. However, networks occasionally offer only 12 months, whilst at the other end of the scale some networks offer 15, 20 or even 25-year terms. So what factors are important in setting the term?

The first and perhaps most obvious consideration is that the term must be long enough to enable the franchisee to establish their new business and recover their investment.

Depending on the type of business, the franchisee may well make a loss in their first year of operation and not break even until the second or third year. In that scenario, a franchisee would expect a term of at least five years so that they have at least the fourth and fifth years to make a profit and â&#x20AC;&#x201C; hopefully â&#x20AC;&#x201C; a return on their investment.

As a general rule, it follows that the higher the initial investment, the longer the term that would be expected. Allied to this, if the franchisee is using bank borrowing to fund the business, most banks wonâ&#x20AC;&#x2122;t lend funds for any longer than the initial term. Consequently, the more the franchisee has to borrow, the longer the initial term will need to be to pay back the loan.

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Franchise terms

Some networks are more complicated than others in that it will take longer for the franchisee to complete the training and become fully familiar with the business systems and processes. Similarly, it will take some businesses more time than others to become established in the franchisee’s local area.

Having said this, shorter terms offer both franchisor and franchisee greater flexibility to exit if required. Franchise agreements don’t contain a right for the franchisee to serve notice and terminate during the term. This means that the shorter the term, the shorter the amount of time the franchisee is committing to in terms of how long they’ll have to operate the business before they can leave.

Equally, from a franchisor’s perspective, renewal at the end of the initial term provides renewal. This means that the terms of the new franchise an opportunity to introduce a new franchise agreement could be different from the original and include, agreement, update equipment and, in a for example, different levels of royalties. worst-case scenario, get rid of an There will also be a condition that the franchisee underperforming franchisee. Shorter is not in breach of the franchise agreement. Usually, Franchisees terms mean this opportunity arises this will relate to both the point of renewal and also should only more frequently. to whether the franchisee has complied with the franchise agreement throughout the initial term. enter into The effect of the renewal conditions is that, Renewal a franchise although the franchisee technically has a right Franchise agreements with shorter agreement if to renew, in some circumstances franchisees terms – those less than ten years – they’re likely may not qualify for renewal. And, in others, they should always contain a right for the to recover an may simply choose not to, for example if the franchisee to renew at the end of their appropriate franchisee does not want to invest in carrying initial term. This will be subject to the return during out of refurbishments or if the new franchise franchisee satisfying certain conditions.

The conditions usually include giving the initial term agreement is on terms that they’re not willing to accept. As a result, the initial term becomes written notice of the desire to renew fundamental. Franchisees should only enter into a within a certain window – typically franchise agreement if they are comfortable that they will between three and six months prior to expiry of recover an appropriate return during the initial term. Any the initial term. subsequent renewed terms can then be seen as a bonus or The right to renew will be subject to the an additional investment opportunity. franchisee having complied with the franchise All franchisees approaching the end of their current term agreement and manual during their current should review the terms of their franchise agreement and term. The terms of the agreement may also allow check what the renewal criteria are. Additionally, dates the franchisor to require equipment, vehicles when renewal notices must be given should be diarised so and premises to be refurbished and for the that the relevant window is not missed. It’s often helpful to franchisee to undertake refresher training. The start a dialogue with the franchisor well before the term franchisee should therefore to be prepared to is due to expire. This gives the parties plenty of time to foot the bill for this. consider their position, understand what requirements the Often the franchisee will be required to enter franchisor is likely to have at renewal and start budgeting into a new franchise agreement based on the for any costs incurred. franchisor’s terms as they stand at the point of

June 2016 | elitefranchise

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Franchise RESALES

Why buy a sandwich franchise?

• The British ‘on the go’ sandwich market is currently valued at £3 billion • 1.8 billion sandwiches are bought in the UK every year • A healthier fast food option

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

DYNA001

www.propertyfranchise.co.uk propertyfranchise@martinco.com 01202 292 829

The Property Franchise Group in numbers:

The Property Franchise Group is the UK’s number one property franchise specialist.

•

5 award-winning brands

•

20 years’ franchising experience

We are a group of five well-known UK estate agency and lettings brands: CJ Hole, Ellis & Co, Martin & Co, Parkers and Whitegates – creating a network of nearly 300 offices reaching from Falmouth to Inverness and most places in-between.

•

49 new franchise territories last year

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78% of franchisees have operated for over five years

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80% income generated from lettings

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95% customer satisfaction

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240 franchisees

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Business systems already in place; and the business will have premises and staff as well.

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294 high-street offices

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The brand is already enjoying local recognition operating within a pre-defined territory.

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20,471 new instructions last year

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There is an existing landlord and tenant client base already.

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42,000 managed properties

Our franchise owners have a strong high street and online presence and they are able to provide local property knowledge to clients whilst being backed by an established brand and support team.

We are looking to partner with successful businesspeople who have the ambition and motivation to grow their business – and you don’t need any previous experience in property.

•

An immediate income stream capable of further development and which typically exceeds the cost of servicing the business loan.

The Property Franchise Group are a PLC business recognised Investor in People and a full member of the British Franchise Association.

PROP003

Franchise RESALES - sponsored by Franchise ReSales June16.indd 1

03/06/2016 17:28

Franchise RESALES

Passionate About Cards?

Existing profitable business Income from day one High-quality products All cards produced in the UK Full training & support Opportunities available now THEO003

For more information call Andrew Cutler on:

01932 267 300 andrewc@originalposter.com

www.originalposter.com

Franchisee: East London

A resale opportunity has arisen in one of our franchises based in East London.

Investment: TBC

The franchisee started the business in 2004 and operates from a ‘visible’ office, complete with signage in a prominent location. The business services around 186 clients and enjoys gross annual recurring fees of circa £180,000.

Location: East London Established: 2004

Turnover: £150,000

Any purchaser would be walking into an established business, complete with furniture, IT and telephone systems along with experienced, well qualified staff.

The business has enjoyed regular growth with the majority of new clients coming from recommendations and inbound leads generated from the Support Centre.

This opportunity represents an excellent foundation upon which a new franchisee can further develop and grow an established business.

For a franchise re-sale you only pay us a half franchise and training fee as we recognise that you will also be investing in purchasing the business. For further information please call us today on 0800 0188 297 or visit us at www.taxassistfranchise.co.uk/resales

TAXA001

Franchise RESALES - sponsored by Franchise ReSales June16.indd 2

03/06/2016 17:28

FRANCHISE FOCUS

Franchise Sales

FranchiseSales.com is the leading internet resource for franchising. Online since 2001, we have extensive experience helping prospective franchisees find and buy the right franchise and franchisors find and recruit the right people for their business.

We aim to help you become an owner of your dream business, by making the process quick, simple and easy. Our clients are successful, wealthy and happy with their franchise business.

• High quality leads • High conversion rate • Number one in Google and other search engines • Global reach

www.franchisesales.co.uk

DYNA001

Fantastic Services

Do you want to start your own business and be your own boss?

What if you could deliver high quality home services without investing in marketing or advertising? Join Fantastic Services today, the only UK franchisor that finds customers for you and arranges your work schedule so that it fits your skills and preferred territory. You can now become a Cleaning, Gardening, Handyman, or Removals franchisee with a minimum investment.

• Guaranteed customers • Industry leading brand • Unlimited trading territory • Full initial training and ongoing support • Fast easy start - up to 14 days • Franchise fee starting from £1490

Phone: 020 3404 0424 | Email: franchise@joinfantastic.com | www.joinfantastic.com

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The New Driveway Company

We are the UK’s leading independent driveway and external landscaping company and can trace our consistent growth to a clear strategy – to bring a new level of professionalism, design and customer service to the homeowners of Britain. Each franchise significantly exceeded its performance and profitability targets, confirming the viability of our innovative business model. We are now successfully rolling out our best in class franchise opportunity across the UK.

• Your own unique, extensive territory • A 3-year business plan tailored for you • Assistance with financing via Franchise Finance • Full training • Support with marketing • Well set up your virtual office

Contact Darren Field | Phone: 01235 854071 | email darren@newdrivewaycompany.com | www.newdrivewaycompany.com/elite

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HomeXperts

The innovative HomeXperts franchise model enables you to start your own estate and letting agency working from home or a small serviced office. You will be trained to industry standards, whilst receiving continuous, comprehensive support and receive access to the awardwinning HomeXperts Franchisee Hub. By working hard and following the proven franchise model, you could secure your financial future by earning more than £25,000 in invoiced commissions in a month.

• Industry leading training package • iPad, Wide-angle lens camera, Digital measurer • 24/7 access to the award winning HomeXperts Hub • Access to all of the major UK property portals • Local website and a national branch page • Full back office support

Phone: 01905 678853 | Email: franchise@homexpertsuk.com | www.home-xperts.co.uk

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FRANCHISE FOCUS

The Interface Financial Group

• Above-average ROI • Low overhead - home-based • Virtually paperless • All transactions worked together • Non-territorial & Portable

IFG 50/50 is an affordable home-based franchise that provides short-term working capital to businesses by purchasing current, quality invoices at a discount. In IFG 50/50, all transactions are handled by both the franchisor and the franchisee. Both handle due diligence and funding.

The franchisor, however, handles 90% of the paperwork, leaving franchisees free to handle the ‘people’ part of the franchise.

Phone 0845 834 0332 | Email: ifg@interfacefinancial.com | www.interfacefinancial.co.uk

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Mobile Workwear

Mobile Workwear is an innovative new franchise opportunity, bringing our range of reliable, hardwearing products to the businesses that need them most. Our success is built on being ‘tested to work’, from the products we offer, to our staff, suppliers and partners. As a franchisee, you can unlock the potential within that brand to create a mobile retail business limited only by your ambition.

• Low investment <£5k • Low running cost • High earning potential • Unprecedented level of support • Centralised accounts, stock and delivery control • Discounted samples

Phone: +45 87244700 or 07769 882775 | Email: mobile.workwear@mascot.dk | www.mobileworkwear.com

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Now Boarding Pet Hotels

Do you have a passion for small pets? Do you want to work from home with flexible working hours?

If this sounds like you, then why not open your own Now Boarding Pet Hotel. With our complete start up package, you could be ready to open for business within weeks! We provide you with everything you need to get started, and will help you every step of the way.

Phone: 01322 471801 | Email: enquiries@nowboardingpethotels.co.uk | www.nowboardingpethotels.co.uk

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TaxAssist Accountants

TaxAssist Accountants is the UK’s largest network of accountants servicing the needs of small businesses and the self-employed. TaxAssist takes on both accountants and business/finance professionals as franchisees can employ accountants while they concentrate on building their business.

With an established brand and known for breaking with tradition in an industry that has not experienced this before, TaxAssist Accountants stand out from the crowd operating from highly visible and welcoming shop front premises.

• 5 star franchisee satisfaction award for three years running • Awards from franchise and accountancy arenas • Accountancy fee banks are a saleable asset • In demand services • 1st class support and training

Contact Jody Macmillan | Call: 0800 0188297 | Email: jody.macmillan@taxassist.co.uk | www.taxassistfranchise.co.uk

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FRANCHISE FOCUS

Zip Yard

Are you ambitious to run your own business?

Customer driven and well organised?

Can you follow a proven business system?

All Zip Yard franchises are finished to a distinctive specification and you are presented with a fully operational and fully supported business with trained staff and comprehensive brand marketing from day one.

• Marketing and promotion tools • Group purchasing power • Internet and web support • Ongoing training programmes • Continued concept and product development • Day to day troubleshooting

Contact phone 01530 513307 | email: edownes@thezipyard.co.uk | www.thezipyard.co.uk

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Original Poster Company

OPC is celebrating over 25 years as the world’s leading distributor of greeting cards, selling quality products through independent retailers and national groups such as Costcutter, Nisa, etc. Our network benefits from two growing UK industries – the greeting cards industry, worth £1.6 million (GCA 2015), and the convenience sector, up 1.5% from last year (IGD). Our franchise opportunities are established businesses with stock and customers.

• Low overheads, high margin product • Proven simple business model using Cloud and iPad based technology • Attractive to retailers - they only pay for what they sell • We don’t charge royalty payments or management fees • We offer a five year renewable franchise agreement • Comprehensive training and support • Full BFA membership

Contact Andrew Cutler | Phone: 01932 267 300 | Email: andrewc@originalposter.com | www.originalposter.com

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The New Driveway Company

We are the UK’s leading independent driveway and external landscaping company and can trace our consistent growth to a clear strategy – to bring a new level of professionalism, design and customer service to the homeowners of Britain. Each franchise significantly exceeded its performance and profitability targets, confirming the viability of our innovative business model. We are now successfully rolling out our best in class franchise opportunity across the UK.

• Your own unique, extensive territory • A 3-year business plan tailored for you • Assistance with financing via Franchise Finance • Full training • Support with marketing • Well set up your virtual office

Contact Darren Field | Phone: 01235 854071 | email darren@newdrivewaycompany.com | www.newdrivewaycompany.com/elite

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To advertise in this section please call: 01245 707556

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

SAVE £20 on the cover price delivered free to your door. Subscribe to the print edition and enjoy free access to the digital edition every month.

Receive 12 issues of the UK’s best new franchise magazine for entrepreneurs for only £20* OFFER CODE:

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Call us today on:

01245 707 516

elitefranchisemagazine.co.uk/subscription JANUARY 2016

CLEANING UP JANUARY 2015

From pounding the streets winning contracts to heading up a cleaning franchise listed on the Sunday Times Fast Track 100, Carol Stewart-Gill is a self-made success £4.50

*Limited to new subscribers at UK addresses only. Please allow 28 days for delivery. Overseas mail: Europe £60; rest of world £95 Offer closes 30.06.16

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DISCOVERY DAYS

To find out 100% of the information about the award-winning HomeXperts model, book your discovery meeting by emailing franchise@homexpertsuk.com.

A discovery meeting will explain the innovative franchise model in full, helping you to decide if HomeXperts is right for you. Discovery meetings are held around the country on a weekly basis, including London, Manchester and Worcester.

If you have any initial questions, call the HomeXperts Franchise Recruitment Team on 01905 678853.

Contact us today to arrange your 1-2-1 discovery day!

For more information call: +45 87244700 or 07769 882775 email mobile.workwear@mascot.dk or visit www.mobileworkwear.com

Phone: 01905 678853 Email: franchise@homexpertsuk.com www.home-xperts.co.uk

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Find out about our seminars and book your FREE place at www.franchise-seminars.info.

Ahead for Business IFG operates regular Franchise Office Discovery Days. For those interested in a self-employed career that involves a world connected to finance and who have a business curious analytical mind, we hope they will enjoy spending some time investigating this fascinating franchise opportunity.

There with you are co-attendees researching IFG; different ages, career backgrounds and perspectives...it all adds to a constructive, productive day.

STEP INTO FRANCHISING

Ahead for Business What is franchising? How does it work?

Can I be successful?

Right from the start, the heart of IFG has been to place its franchisees in a serious leadership position. Only with a network of skilled, committed and industrious franchisees can we correctly find, service and underwrite our small business clients who need prompt payment of their bills.

All of these questions and more are answered at the NatWest Franchise Seminars. We will provide advice and guidance to help you identify and choose the right franchise, so that you can enjoy the rewards and freedom of being your own boss.

We are proud of providing an ethical and sustainable source of fast finance to businesses. We’d be delighted if you wish to join us at one of our Discovery days to learn more.

You will be guided through our ‘Steps to Success’, an overview of the franchise industry, given financial advice and an insight into the operational and legal considerations of investing in a franchise.

Phone 0845 834 0332 Email: ifg@interfacefinancial.com www.interfacefinancial.co.uk

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Franchise Seminars

The seminars are held regularly in Manchester, Birmingham and London.

02071 833 657

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www.franchise-seminars.info I enquiry@franchise-seminars.info

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DISCOVERY DAYS

Having seen Now Boarding Pets Hotels, you are probably wondering what to do next regarding investing in your own franchise? You’ll be happy to know we work on a 1-2-1 basis with you, and after you’ve got in touch we’ll run through some basics over the phone and then invite you in to show you exactly how the Now Boarding Pets Hotels business operates and will work for you. Get in touch today to join us in this amazing, rewarding world.

Interested Investors

One of our franchise representatives will contact you shortly to introduce themselves and the opportunity.

Provided you are happy we will send you some more detailed information for you to digest. We then arrange a Q&A over the phone and if all your questions are answered satisfactory we will then invite you into the office to meet the developers and give you a full presentation covering best, conservative and worst case scenarios. From there we cover the contract and provided you are happy we welcome you on-board.

To find out more about this unique franchise opportunity, please contact us via any of the below.

0207 608 5591 info@projectmglobal.com www.projectmglobal.com

Phone: 01322 471801 Email: enquiries@nowboardingpethotels.co.uk www.nowboardingpethotels.co.uk NOWB001

What are you waiting for?

Lets get ‘Out There’ Come and find out about our amazing franchise opportunity. Easy and relaxed way to meet the team, ask questions, and learn about what we do and how we do it.

Contact Dave Palmer on 0151 347 9333 or email david.palmer@outthere.today www.outthere.today

IF YOU’D LIKE TO TELL POTENTIAL INVESTORS HOW YOU RUN YOUR DISCOVERY DAYS OR 1-2-1’s PLEASE CALL: 01245 707556

or email gwynn.evans@cemedia.co.uk

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Buy a coffee franchise with

Why buy a coffee franchise?

Coffee is big business: 800,000 people in Britain buy coffee at least 4 times a week It makes lots of money: Total turnover for this sector reached £5.8bn in 2012 And it’s growing: Analysts predict that the chain market will grow at least 6% by 2017, hitting 7,000 outlets and £3.7bn in sales revenue.

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

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03/12/2015 15:30 12/11/2013 16:59:27

Franchise Diaries Jane Maudsley, founder & managing director, Little Voices

The magic of momentum Getting a new business off the ground can be a slog but itâ&#x20AC;&#x2122;s imperative not to lose any early momentum What is momentum? The Oxford Dictionary defines it as the impetus and driving force gained by the development of a process. If you have bought a very roadworthy vehicle in a franchise, it will need you, as the leader, to keep it well-oiled and moving. Thatâ&#x20AC;&#x2122;s why it is worth recognising what can help you gain momentum and keep your business going.

The first thing to understand is that getting started is the hardest part. Pushing a big heavy stone up a mountain is tough but, once you get moving, it becomes a lot easier. The second thing to learn is not to stop once you reach the top of the hill but rather to keep on moving. But how do you achieve that?

Certainly you need to be determined and headstrong, clear on your goals for the first week, month, year or five years and apply yourself consistently and daily to those goals. When starting a business in a new area, you need to build trust and reputation. Who are the people that need to trust you? Who are the contacts you need to make and nurture? Go out there every day and, through every medium possible, get in

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front of your target audience. If you consistently speak to three to five contacts daily over three to five years, you will build your reputation and your presence in an area. And, most importantly, you will be trusted. It is quicker to lose trust than it is to gain it so do not let anything damage your reputation or your trust.

You also need to build loyalty with the people that you attract. You have to build momentum into your sales so that customers want to keep buying from you. This means having special offers for your loyal customers and following up constantly to remind them about what they are missing out on if they don’t buy from you. It is also about giving them extra special treatment even if they complain about something. So make sure you put momentum and energy into building customer loyalty. It may be a loyalty scheme or a surprise thank you gift but don’t just do it once – keep it up. Be consistent and you will gain momentum. You might even look to put a referral scheme in place but don’t just launch it and not follow it up – keep it going.

PR can have a hugely positive effect on how people view you. Someone talking about your business is so much more powerful than you paying for an advert. You need to consistently nurture your relationship with local journalists and the media.

That means newspapers, magazines, radio, TV and local agencies. Commit to getting one PR piece out every

single week: it doesn’t have to be a news story – it could be a case study, comments on something that is relevant to your industry in the news or an award that you have won. A consistent approach to PR might mean building up a contact list of key journalists in your local area. Your exposure to the wider community will gain momentum and the sales will come in as a result.

Awards are also a great way of building brand awareness and gaining recognition in your local community.

However, you need to choose your awards carefully because they need to be relevant to your business. Once you have several relevant nominations under your belt, you will see your reputation as being one of the best in your industry gaining momentum.

Keeping all the cogs turning is not easy. It is tiring as it is hard work but once you have reaped the rewards of your efforts, it will all seem worth it.

So, my word of the month is momentum. Say it to yourself and get your vehicle running at a consistent 80mph every day. It is often you that gets in the way, so put your mind to it, push that stone up and then, when it starts to attract speed and force, keep pushing.

Keeping all the cogs turning is not easy but once you have reaped the rewards of your efforts, it will all seem worth it 82

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THE ALL-NEW RC FROM LEXUS This delightful two-door coupé incorporates elements from the Lexus IS and GS models to create a car with a sleek, bold profile.

It is also powered by a choice of petrol or hybrid engines that deliver outstanding performance and fuel economy, perfect for your business.

Lexus Connect 3-year Contract Hire example for the Lexus RC 300h F-Sport, 8,000 miles per annum*: 35 Monthly Rentals of

£379.00 (plus VAT)

Initial Rental of

£2,274.00 (plus VAT)

Excess Mileage

12p (plus VAT)

LEXUS CAMBRIDGE Norman Way, Coldhams Lane, Cambridge CB1 3LH www.cambridge.lexus.co.uk LEXUS IPSWICH 1 Augusta Close, Ransomes Europark, Ipswich, Suffolk IP3 9SS www.ipswich.lexus.co.uk

RC

LEXUS NEWCASTLE 22 Benton Road, Newcastle upon Tyne, Tyne & Wear NE7 7EG www.newcastle.lexus.co.uk

Tel: 0800 114 3334

Standard EU Test figures for comparative purposes and may not reflect real driving results. Official fuel consumption figures in mpg (l/100km) for the All-New Lexus RC 300h: Urban 55.3 (5.1), Extra Urban 56.5 (5), Combined 56.5 (5). Official CO2 emission figure 116g/km. *For Business Users only. Initial rental and VAT applies. Available on new sales of model shown when ordered and proposed for finance between 1 April 2016 and 30 June 2016, registered and financed by 30 June 2016 through Lexus Financial Services at participating Lexus Centres. Offers only available to businesses within the same postcode area as a Lexus Centre. Other finance offers are available but cannot be used in conjunction with this offer. Subject to availability at participating dealers. We may receive a commission for any introduction to this finance company. Finance subject to status. Applicants must be 18 or over. Guarantees/Indemnities may be required. Terms and conditions apply. Lexus Centres are independent of Lexus Financial Services. Lexus Financial Services is a trading name of Toyota Financial Services (UK) PLC. Registered Office: Great Burgh, Burgh Heath, Epsom, KT18 5UZ. Imagery for illustration purposes only. Jardine Motors Group includes Lancaster Motor Company Ltd, Lancaster Cars Ltd, Lancaster Luxury Vehicles Ltd, Lancaster plc, Lancaster Specialist Cars Ltd and Lancaster Sports Cars Ltd. All of whom are regulated by the Financial Conduct Authority.

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

Could you be our next Regional Director?

Step into established successful business in Bath, Bristol, Southampton or Taunton.

• • • • • • • •

Profitable business already established with GP% of 30% Bring your management expertise and create a lifestyle you love Office based, low overheads, few employees Marketing focus with multiple income streams Average Regional Director t/o after 3 years is £1.5 million Investment starts at £50,000 and up to 50% can be paid over three years.

Growing market Recession resistant

Come and discuss your future with Ann Mary Wardman, UK Master franchisee in our offices in Cheddar, Somerset.

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

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

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

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

Commercial Cleaning with a difference To learn more about JAN-PRO, please contact us on: t: 01934 70472

m: 07933 753228

e: annmary.wardman@jan-pro.com

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