Elite Franchise Magazine Nov 2016

November 2016 £4.50

We make footballers Why Sean Conlon is investing in future footie stars

elitefranchisemagazine.co.uk

Walking the tightrope

Buying a franchise doesn’t always lead to a healthier work-life balance

German doner kebab

Can an Emirati franchise change the way Brits see kebabs?

ON THE RISE

When he first stumbled across Muffin Break, Michael Arbuckle knew he’d found something truly remarkable.

Since then he’s brought the Australian bakery brand to international markets and helped grow it to 60 stores around the UK

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sausage sausage sausage anne egg anneegg egg anne McMuffin McMuffin McMuffin I am a franchisee & this is my McDonald’s I am a franchisee & ‘For me, it’s all about the people. I have some this is my McDonald’s

fabulous people working for me – quite a few who’ve methe since day one – and it’s ‘For me,been it’s allwith about people.

I have some a pleasure toworking watch them grow.

Someone fabulous people for me – quite a few who started out as ame Crew Member who’ve been with since day oneis–now andthe it’s Business Manager at one of my restaurants.’ a pleasure to watch them grow.

Someone Anne, operates four restaurants in Leeds who started out as a Crew Member is now the Business Manager at one of my restaurants.’

Anne, operates four five restaurants restaurantsin inLeeds Leeds

Register online at www.mcdonalds.co.uk/franchising Come and talk to us at one of our Insight Days: Warwick, 6th January Bristol, 3rd February London, 10th March www.mcdonalds.co.uk/franchising

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01/11/2016 14:11 11:48 31/05/2016

Profit from print with Cartridge World Delivering cost saving print management services Office printing is a highly lucrative £90bn market. With a Cartridge World franchise you’ll be part of it, providing SMEs with a local print management service that offers up to 30% cost savings.

• Perfect for ambitious, sales-driven people • Sales are largely on contract, guaranteeing cash flow • Full support and guidance from day one • Part of an established global brand • Access to industry partners to help your business grow

A business-to-business print services opportunity Leading franchisor Cartridge World developed Cartridge World Print Services -- a flexible print management service for its franchisees to sell to thousands of small and medium-sized businesses. For a fixed monthly fee, Cartridge World manage their printers, provide an automated supply of printer cartridges, paper and ongoing maintenance. Most importantly, it delivers tangible customer cost savings.

“Research shows 90% of businesses have no idea how much they spend on print,” says Cartridge World’s General Manager Gavin Askew. “Cartridge World Print Services capitalises on this. It’s a simple, cost effective way of running their business printing with savings of up to 30%.”

“Our franchisees benefit from in-depth support at every level of their business,” says Gavin Askew. “They also have access to our industry partners, giving them the opportunity to offer print hardware/software solutions, full service and repair contracts and finance, if required.”

Contact our franchise sales team for more information: Phone: 01423 878 528 Email: franchise@cartridgeworld.co.uk www.cartridgeworld.co.uk/franchise CART001

CONTENTS

61

xx 34

elitefranchise | November 2016

REGULARS 9 Editor’s letter 10 Contributors 13 News & events 81 Franchise diaries COLUMNS 15 Pip Wilkins 17 Claire Robinson 27 Nigel Toplis 29 Tony Bowman FEATURES

34

November 2016 | elitefranchise

40 Cleaning up kebabs

61 Is the suit really dead?

46 Getting your franchise sale-ready

64 Website woes

54 Shoppers without a cause

70 To franchise or to licence?

German Doner Kebab is serving up a bright future for late-night snacking

Exiting a franchise and getting the price you deserve

Franchises have everything to win from marketing to baby boomers

A new generation of entrepreneurs is establishing a new dress code

Shining a spotlight on franchise websites

How to decide which model is best for your business

30 Kicking off the future

Sean Conlon on how We Make Footballers was born out of frustration

34 Walking a tightrope

The importance of franchisees obtaining a healthy work-life balance

6

40

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18 THE ELITE INTERVIEW

Having brought Muffin Break to the UK from down under, Michael Arbuckle is rising to the occasion

November 2016 | elitefranchise

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SUPPORTING BRITISH BUSINESS

WE COMMIT TO GROW OUR LENDING TO BRITISH BUSINESS

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

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

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

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

All lending is subject to a satisfactory credit assessment.

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

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

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WELCOME

November 2016 £4.50

WE MAKE FOOTBALLERS Why Sean Conlon is investing in tomorrow’s footie stars

GERMAN DONER KEBAB

Can an Emirati franchise change the way Brits see kebabs?

elitefranchisemagazine.co.uk

WALKING THE TIGHTROPE

Buying a franchise doesn’t always lead to a healthier work-life balance

VOLUME 04 ISSUE 11 / 2016

ON THE RISE

When he stumbled across Muffin Break [XXXX] years ago, Michael Arbuckle knew he’d found something truly remarkable. Since then he’s brought the Australian bakery brand to international markets and helped grow it to 60 stores around the UK

EDITORIAL Josh Russell – Editor josh.russell@cemedia.co.uk Maria Barr – Acting Web Editor maria.barr@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 Gemma Campion – Sales Manager gemma.campion@cemedia.co.uk MARKETING David Thomas – Group Marketing Manager david.thomas@cemedia.co.uk Mark Walker - Marketing Assistant mark.walker@cemedia.co.uk CIRCULATION Paul Kirby – Circulation & Data Manager paul.kirby@cemedia.co.uk ACCOUNTS Sally Stoker – Finance Manager sally.stoker@cemedia.co.uk ADMINISTRATION Laura Hyde – Administrator laura.hyde@cemedia.co.uk DIRECTOR Scott English – Managing Director scott.english@cemedia.co.uk Circulation enquiries: CE Media Call: 0124 567 3700 Elite Franchise is published by CE Media, 1st Floor, Regency House, 16 Victoria Road, Chelmsford, CM1 1NZ 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

Changing up S

ometimes life throws a major change your way.

Fortunately, for those of us working in the franchise sector, our industry embraces change like no other. Whether it’s people flocking to franchising to fit work around their new family or a change in life circumstances encouraging them to sell up their territory and move on, the model qoffers a great way to take your life in a different direction.

No one is more aware of this than this month’s cover star

Michael Arbuckle. Having helped bring Muffin Break to New Zealand from Australia, the entrepreneur dreamed of introducing the innovative bakery and beverage brand to British high streets. While moving halfway round the world was a daunting challenge given his young family, Arbuckle made the right choice and now has 60 outlets across the UK. Without a doubt, he’s proved that franchisors are especially adept at rising to the challenges life throws their way.

JOSH RUSSELL - EDITOR josh.russell@cemedia.co.uk

November 2016 | elitefranchise

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CONTRIBUTORS

EMILIE SANDY

Having recently had a blessing for her daughter Fjóla, super snapper Sandy is back from maternity leave just in time to shoot our cover star Michael Arbuckle. At the same time, a slew of new clients has taken her to such far-reaching places as Sweden. However, her globetrotting days may soon take a backseat as both Fjóla’s first birthday and Christmas are coming. Double trouble.

Nigel Toplis

Toplis’ role as managing director of the Bardon Group has been keeping him so busy that his wife has started referring to the company as his mistress. Thankfully, the franchisor has managed to squeeze in some time to pen a column on the pitfalls of franchise resales. His wife will be pleased to know that he’s also been planning a holiday to South Africa in December.

10

Roz Goldstein

Goldstein brings her experience with brands like Burger King, O2 and Laura Ashley to Goldstein Legal, the legal practice she founded where she offers franchise clients straight-talking advice. This month, she’s dishing out advice on how ambitious business owners can decide whether a franchising or licensing model suits them best when their businesses are ready to grow.

Tony Bowman

The etyres CEO is a big cheerleader for the franchising model. Through his work with the Founders4Schools initiative, which places business leaders in front of students, he’s trying to show young people that it’s a great way to start a businesses. Bowman is using his column this month to highlight how spoonfeeding fracnhisees can lead to stagnation in their business.

elitefranchise | November 2016

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12 years ago one of the most innovative and original Business Opportunities ever was launched in the UK. Founded by Nigel Botterill, serial entrepreneur (right), it quickly became the fastest growing franchise opportunity of all time and established a reputation as the most progressive business of its type; embracing new media, new technology and re-writing many of the rules of franchising.

Now, the Five Star rated ‘thebestof’ (as ranked by it’s franchisees) is leading the way once again by introducing: ‘The franchise that’s not a franchise’.

Aimed at helping more people into their own successful business but without the B-I-G capital outlays demanded by most franchise businesses.

So if you are looking for a business opportunity that offers the following: Low Investment Low Risk Become your own boss

Work From Home Constant Demand No cold calling

Flexible working lifestyle Excellent rewards No more 9-5!

Book a discovery day!

0121 765 5556 tellmemore@thebestof.co.uk www.getthebestof.co.uk THEB007

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ALERT: FITNESS FRANCHISE

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This is your chance to be involved in the fastest growing area of the fitness industry.

Are you the right fit for a YZ45 franchise?

CONTACT US NOW FOR MORE INFORMATION franchise@yourzone45.co.uk www.yourzone45.co.uk

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NEWS

Canoe believe it

Given that franchising is a great deal for franchisor and franchisee alike, it’s hardly surprising that big companies like Yum Brands, the owner of Pizza Hut, KFC and Taco Bell chains, are fully endorsing the model. In fact, the company is now planning to franchise 98% of its business by 2018. That’s a significant step up from the 77% of the company’s stores that are franchised today.

The reason as to why Yum Brands is making the move is to reduce risk and move to a greater dependence on more stable franchise and license fees.

Additionally, by franchising the business, Yum Brands plans to reduce its annual capital expenditure to about $100m in 2019 from roughly $500m in 2015.

It certainly seems like franchising could provide the recipe for success.

Long playing record On October 29, Anytime Fitness, the international gym franchise, broke the world record for the longest running football match ever by having two eight-player teams play for 72 hours, breaking the old record, which stood at 70 hours and three minutes.

The match, which kicked off at Chestnut Grove Academy in Balham on October 26, was played to raise awareness for Football Beyond Borders, a charity that assists children by teaching them resilience, focus, confidence and teamwork through football.

So it seems that Anytime Fitness

could get into the Guinness’ World Records, raise funds for a charity and boost awareness for its brand in one not-so-swift swoop.

That’s certainly a hat-trick we can get behind.

Coconut Creatives – How to motivate your franchisees November 9 Yew Lodge Hotel, Derby, DE74 2DF

EWIF – Midland Regional Meeting November 29 Fraser Brown Solicitors, 84 Friar Lane, Nottingham, NG1 6ED

bfa Prospective Franchisee Seminar November 30 Wey House, Farnham Road, Guildford, Surrey GU1 4XS

bfa – Women in Franchising November 17 Savill Court, Wick Lane, Windsor TW20 0XN

bfa - Prospective Franchisor Seminar November 30 Wey House, Farnham Road, Guildford, Surrey GU1 4XS

Smith+Henderson – Best Franchise Conference November 30 Milton Keynes Hilton, Timbold Drive, Kents Hill Park, Milton Keynes, MK7 6H

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

November 2016 | elitefranchise

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WORDS: ERIC JOHANSSON

Events

No matter how you slice it, Domino’s, the pizza franchise, is certainly pushing the limits of the places you can order pizza from. In the last couple of months, the company has unveiled plans to use both delivery drones and robots. And while its latest method may not be as high-tech, delivering slices via canoe is certainly making waves among the customers living in the river town of Loose.

By using special water-resistant boxes attached to a bouy to prevent the pizzas from getting soaked, Domino’s has begun delivering delicious delights to the residents of Loose. And depending on how popular this trial is, it may become a permanent offering. Here’s hoping it makes a big splash.

A taste for franchising

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Pip Wilkins, chief executive, bfa

Learning the ropes Technology is making it easier than ever to ensure franchisees are equipped with the right skills and industry knowledge from the start

It’s been an interesting time for the UK economy in recent months, with Brexit understandably dominating the headlines and creating a lot of uncertainty. While it may be business as usual for the time being, the turbulence of the current situation means companies are being increasingly careful about what – and more importantly who – they choose to invest their money in. That makes putting a robust induction programme in place crucial.

Franchising is always an attractive option for those looking to set up their own business, as it comes with a support system and full training so franchisees can hit the ground running. As a franchisor you can tailor that training and support to highlight the areas that you feel are important and give franchisees a heads-up about what difficulties they may face along the way. Being open and honest with prospective franchisees is the best way to build a positive relationship with them and keep communication channels open at a time when they may be looking for help and guidance.

Franchisors need to check that potential franchisees have the relevant business acumen and

experience to make a success of their business. The Prospect Franchisee Certificate (PFC), produced by the bfa and Lloyds Bank, is one way of helping prospective franchisees understand what they’re taking on from the outset. It’s a complete roadmap of the franchise model: the what, how and why of everything, including identifying the right franchisor, the legal agreement and the fundamentals of running a business confidently and competently.

Through a series of 13 online, videobased tutorials, the PFC can be taken in a day or one step at a time and can be accessed from any device, whenever it suits. An assessment at the end of each module ensures people really understand the subject.

It’s simply good business sense to invest in training: the more someone understands the sector, the better prepared they are for success as a franchisee. Franchising is a sector that’s grown by 46% in the last decade and is now responsible for well over 600,000 UK jobs. By continuing to bring the right people into the industry, we can ensure that these figures will continue to show the strength of the sector. And that’s great news for all of us.

November 2016 | elitefranchise

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SINCE 1994

Your existing skills could be the answer

Looking to escape the corporate world?

Many of our franchisees decided to leave employment behind and use their existing skills to build a better lifestyle and a future for themselves. Our franchisees come from all walks of life, each with varying knowledge and experience. We find this makes us a stronger network because it allows you to draw on their knowledge to fill in your skill gaps. Out network of 200+ consultants is waiting for you…

Auditel is the UK’s pioneer of strategic cost management. We assist and educate our clients to make smarter buying and management decisions, leading to business longevity and growth. Our franchisees become invaluable, outsourced board level members of the companies they serve.

The Auditel franchise is ideal for professionals who: Have previous business management experience Possess a strong desire to work for themselves Are ambitious and motivated to build a profitable business Have strong business development and negotiation skills Recognised the combined skillset and knowledge of the network to be a large asset to achieving success

Dean Cooper

Auditel gives you the opportunity to transfer your existing skills into your own business and something you can enjoy doing whilst reaping the rewards of your success. If you’re ready to take the leap, we’re ready to hear from you!

If you’d like to learn more about our award-winning training programme, book onto a forthcoming Discovery Day and meet some of the training team.

“I joined Auditel to take control and be responsible for my earnings. I wanted to do something similar to my previous career but far enough removed for it to be different.”

Franchisee since 2014

http://auditelfranchise.co.uk

0800 583 3355

recruitment@auditel.co.uk ARCM001

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Claire Robinson, managing director, Extra Help

Why franchisors need to make their business resolutions now Don’t wait till the first of January: now is the time to start taking stock and planning your 2017 strategy The New Year is traditionally a time when people reflect on the past and make resolutions for the future, whether it’s something personal like getting fit or a businessrelated resolution such as growing your network of franchisees. You may think it’s a bit early to be thinking about resolutions but now’s actually the best time to start the planning process so you’re refreshed and ready for action when January arrives. As

your team returns to the office after the Christmas break, you’ll be ready to spring into action and hit the ground running.

I find that putting together a strategy for the year ahead makes it easier to stay focused. Spending November and December reflecting on how you and your business have fared in 2016 can help you achieve your long-term goals. This is the time to bring all those lingering issues that rattle around in your head late at night to the forefront, put new ideas on the table and think about how you’ll implement them.

Sometimes it takes a concerted effort to uncover underlying issues.

Even the most organised franchise networks with a healthy reporting and training system can ignore certain aspects of the day-to-day operations of the franchised outlets.

It’s very easy for busy franchisees to get so absorbed in running the business that they neglect to report problems back. Setting aside some time to identify those areas as the year comes to a close gives you the

chance to put a system in place that addresses the root of the issues so you won’t be carrying them over to the next year.

This is also the time to review your overall support system, which includes looking into your training programmes and how your franchisees prefer to be reached.

Does the way you share skills need a revamp? Do you have the right head office staff supporting your franchisees? Are your franchisees going quiet on you? If so, why might that be? It may be an incredibly hectic period but getting feedback from your franchisees now will allow you to develop an ongoing review system that will help maintain standards and reignite your franchisees’ passion for being part of the team.

Another aspect that can often be ignored, especially by smaller franchisors, is industry updates. It’s not easy to predict future changes that might affect your sector but it’s definitely worth looking into any pending legislation and emerging market trends to ensure you’re staying ahead of the curve. It’s also a good idea to spend some time looking at what the competition is doing. This research, combined with the feedback you’ve received from your franchisees, will help you develop an offering that truly sets you apart from the competition.

Franchisees rely on their franchisors to support the network and move it forward, so ensure you put the time and effort into business planning now in order to start reaping the rewards in the New Year.

November 2016 | elitefranchise

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Michael Arbuckle

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Michael Arbuckle

Breaking the mould Having helped spread Muffin Break across the world, Michael Arbuckle has brought Britain a bakery brand unlike any other

BY JOSH RUSSELL / PHOTOGRAPHY BY EMILIE SANDY

W

hether its bringing the public tasty pastry treats baked from scratch or whipping up innovative new products like banana, peanut butter and caramel muffins, Muffin Break isn’t afraid of throwing out the rule book. And thanks to the leadership of Michael Arbuckle, the managing director of parent company Foodco UK, the franchise has become one of the most disruptive cafe brands on British high streets.

Born and raised in Auckland in New Zealand, Arbuckle is certainly no stranger to international travel. After graduating from the University of Auckland with a bachelors in business and commerce, Arbuckle took a position in the agricultural sector for a spell before embarking on an overseas

experience – an extended working trip abroad that’s common amongst New Zealanders – working in the UK property industry. When Arbuckle returned home, he found employment with retail landlords before finally relocating to Melbourne in Australia to take a job with a shopping-centre development company. “That’s how I came across the Muffin Break brand,” he says.

First conceived of in Canada in 1989, the bakery brand was reborn in a time of changing Australian eating habits. “When the Muffin Break concept was first created, lifestyles were evolving and people were dining out more,” says Arbuckle.

In light of this, Foodco decided the time was ripe for a cafe concept that

focused on delivering freshly baked goods made from scratch, something that proved popular with peckish antipodeans. “Foodco developed that initial concept further in terms of store design, product and brand and it grew very quickly to over 200 stores,” Arbuckle says.

Impressed with the strength of the Muffin Break brand, Arbuckle decided that he wanted to play a key role in the next stage of its growth. “My wife and I acquired the license rights to Foodco brands in New Zealand,” he explains.

Over the next few years, the couple built up a network of over 40 Muffin Break stores across New Zealand but it wasn’t long before they began to think about their next opportunity.

“Once we’d developed that market, we November 2016 | elitefranchise

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Michael Arbuckle

It’s baked and in the cabinet first thing and then gets sold the same day

formulated a plan to enter the UK in a joint venture with Foodco Australia.”

Part of the reason for their choice of destination was because Britain was crying out for a premium cafe franchise. “At the time, the coffee market was very much in its infancy in the UK,” says Arbuckle. “With our knowledge and brand, we thought we could make the difference.” And while he admits that deciding to up sticks and move to the other side of the world was a daunting decision, it didn’t take long for the couple to adapt to their new lives. “It was a major upheaval because we had a young family and there’s certainly a lifestyle change going from being New Zealanders to becoming British,” he says. “But we were happy with our choice.”

However, whilst Arbuckle’s family acclimatised fairly easily to these shores, adapting the brand to Blighty wasn’t as straightforward. “Just because a 20

concept works in New Zealand or Australia that doesn’t necessarily mean it will translate successfully here,” he says. Not only did winning over institutional landlords prove problematic but it was harder to get traction in the crowded UK market than it was in New Zealand. “Whilst there’s a huge population in Britain, consumer behaviour’s a little bit different and there’s huge competition,” he says. “So there were certainly challenges and barriers.”

Fortunately, Muffin Break had a few tricks up its sleeve. Firstly, its offering of freshly made refreshments helps set it apart from so many rivals selling parbaked pastries or day-old doughnuts. “We don’t have any useby dates on our packaging and we buy in ingredients rather than premade food,” says Arbuckle. “It’s baked and in the cabinet first thing and then gets sold the same day.” Using the stores’ ergonomically designed kitchens, the franchise’s muffinistas whip up a wide

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Michael Arbuckle

range of baked products, whether that be black forest muffins or butternut squash, rocket and walnut tarts. “There’s a broad range of products but they’re quite easily made and they’re all really tasty,” Arbuckle says.

But this wasn’t the only factor that set Muffin Break apart: it’s concentration on quality has also helped it rise above the competition. “The UK consumer is now a lot more educated in terms of quality,” Arbuckle says. “People will shop at a cafe that has the best coffee, rather than the best furniture.” However, this doesn’t mean that there hasn’t been plenty of attention paid to the franchise’s fitouts: a great deal of thought has gone into making Muffin Break stores feel like a welcome respite in a busy retail environment. “We use warm colours, a lot of timber and mood lighting, coupled with bold graphics and strong finishes,” he says. “That gives us a really nice shop front.”

The UK consumer In light of Muffin Break’s popularity, it may have been hard for the burgeoning beverage is now a lot more and bakery business to keep up with demand. educated in Fortunately, the brand was designed to scale, as terms of quality; franchising has been built into its model from the off. “We’ve always been a franchised company,” they know what says Arbuckle. “Franchisees actually own the a good coffee is business: we just steer them.” Having brought an experienced Muffin Break franchisee from

New Zealand with him when he came to the UK, it was comparatively straightforward for Arbuckle to pilot and begin to grow the franchise.

“In the first couple of years, we grew to four or five stores,” he says. “And the concept just snowballed from there.”

Signing new franchisees up to the network was trivial, in part because Muffin Break was a fresh entrant in a stale market. “There aren’t many cafe franchise chains but there’s quite a number of investors or operators looking for a business,” says Arbuckle. “And landlords won’t entertain a lease without a strong covenant.” Given that Muffin Break provided both a tested model and a chance for franchisees to get in at the ground floor, the franchise world was soon abuzz with talk of the new bakery brand. “We did franchise exhibitions, we were advertising at franchise shows and we got a lot of hits from our website but much of it was word of mouth,” he says.

And when Arbuckle was signing up new recruits, he had certain criteria in mind. The ideal Muffin Break franchisees are partners with an eye to becoming multi-site operators of up to five stores, something that requires a very hands-on approach. “They must work in the business, develop the brand and maintain a strong staff culture,” he says. Additionally, because any high-street retail franchise requires quite a high level of investment, Arbuckle expects franchisees to have a strong commitment to growing their franchises: those looking for a lifestyle opportunity November 2016 | elitefranchise

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Michael Arbuckle

will probably struggle to keep 12 stores a year so I see us up with the competition. “We reaching 100 within the next don’t tend to sell franchises to two or three years,” he says. people who want to buy a job,” However, Arbuckle’s ambitions he says. “You’ve got to be willing aren’t just about the numbers: to look out for your investment another significant focus for the and put the effort in.” franchise is creating a range of Despite this, franchisees aren’t just innovative new products to tickle left to their own devices: not only consumers’ tastebuds. “The customer is does Muffin Break assist new recruits always looking for new products,” says in obtaining finance from their banks Arbuckle. “Because of this, we launched but it also handles every element of the the Muffin Lab, a focused initiative designed to create store fitouts. “We design the shop, secure approvals, get new flavours.” Since it was launched in January, the quotations and build the store,” he says. “We manage Muffin Lab has brought to life many curious cakey that whole process.” During this time, the franchisee creations, such as chai-spiced pumpkin muffins, attends training that guides them through maple bacon muffins and the duffin, a everything from accounting to sales skills. doughnut-muffin hybrid with either a We launched And, once the store is open, franchisees berry jam, custard cream or hazelnut also receive an additional four weeks of spread and cocoa filling. And Muffin the Muffin Lab onsite training and ongoing marketing Break has no intention of stopping as a focused support at the local and national level. there. “We’re continuing to develop and initiative to “We never leave them alone until we’re introduce new food groups throughout create new absolutely sure that they’re capable and the year,” Arbuckle says. flavours running smoothly,” says Arbuckle.

Without a doubt, Arbuckle has helped And this approach certainly seems to Muffin Break earn its place in shopping be getting results for the franchise. “We now have 60 centres, high streets and consumers’ hearts. “Muffin Muffin Break stores but we’d like to ramp up its growth Break’s all about giving people a break,” he says. With a bit more,” says Arbuckle. He reveals that the key to consumers being increasingly time poor, offering a this will be location: finding sufficient sites with the respite for weary shoppers is something Arbuckle takes right customer demographics, footfall and levels of real pride in. “It’s a real treat for people to be able to competition will be the key to taking the brand to the sit there and have a nice coffee and something freshly next level of growth. “We’re looking at adding ten to baked,” he says. “That’s Muffin Break.”

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BIO-RITE Working with the NHS

FRANCHISE OPPORTUNITY BENEFITS: • A BFA provisional member • 40 years experience in infection control • Providing services to the NHS, Local Authorities, Care and Nursing Homes and other institutions where infections are a threat • Job security, a growing market and high income potential • Large and exclusive territory • Comprehensive training and full business support

THE MARK OF QUALITY IN INFECTION PREVENTION AND CONTROL

Call 01420 549 659 | franchising@bio-rite.com

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07/09/2016 14:15 19:41 05/08/2016

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

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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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07/10/2016 10:23

Healthy food.

Healthy returns.

Fresh, nutritious, delicious and cooked to order in minutes.

Wok&Go is a brand-led, fusion food chain, blending the best in Thai, Malaysian, Indonesian, Chinese and Japanese cuisine.

With more than 20 stores currently open in the UK and Middle East, and with plans for further stores here and internationally, we’re going from strength to strength.

We offer flexible franchise options and help new franchises every step of the way, from locating and designing your store to support with recruitment and marketing.

To find out about opening your own Wok&Go noodle bar contact: franchise@wokandgo.co.uk 01244 376310

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04/11/2016 10:34

Nigel Toplis, managing director, The Bardon Group

Reducing the risks involved in resales Resales bring myriad benefits for franchisors, existing and fresh franchisees alike. But there are still certain pitfalls every party should avoid

Ultimately, the answer is no. For the buyer, it’s not that personal. They make decisions with their heads, not their hearts: it’s about analysis, logic, objectivity and a multiple of profit.

For new franchisees, when they buy an existing business they get all the advantages of a business in operation but there are also some downsides.

Sometimes is doesn’t quite have the staff you want. It might have processes that were developed over time but have deviated from the franchise specification. Its customers may leave simply because another brand is more convenient or you Resales are an integral part of franchising may have to let some clients go as you can’t afford and are of equal benefit to all parties to maintain their special pricing arrangements.

– whether that’s the existing franchisee, the As a franchisor, new blood should be good new franchisee or the franchisor. The existing news – after all, it brings increased drive, fresh franchisee gets a reward for building a capital asset. energy and renewed ambition. But even for a Meanwhile, the incoming franchisee gets a readyfranchisor a resale can prove to be a headache. made business with staff, customers and income Part of the reason for this is that any problems from day one. Finally, the franchisor benefits for the new franchisee become problems by – hopefully – getting a younger, fresher for the franchisor. Generally, the buyer will franchisee with the drive, enthusiasm and ambition of the original franchisee when they In virtually every have higher bank borrowings than their case the selling predecessor and will need to make a more started. It’s a win-win-win. significant personal investment. This often However, no matter how beneficial it may franchisee means the hand-holding period for the prove, there are still some key factors to overvalues the franchisor will potentially go on for longer consider as a part of the resales process. business the second time around.

Firstly and most importantly, the franchisee Despite these potential issues, resales play doing the selling has to be realistic in valuing an indispensable role in creating an energetic, the business. I’ve been involved in more than 100 progressive and dynamic franchise system. The resales and in virtually every case the franchisee has benefits of increasing capital assets, building new overvalued the business. client relationships and revitalising the franchise Part of the reason for this is that the business is far outweigh any downsides. However, it’s very personal to the franchisee. They have invested important to remember that each party – whether their heart and soul into developing it and stamped they’re an existing franchisee, new franchisee or their personality on it. Additionally, they know franchisor – have responsibilities they need to fulfil the potential of the business and that it hasn’t yet seriously with both transparency and honesty. been maximised. Surely there is some value in that?

November 2016 | elitefranchise

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Tony Bowman, managing director, etyres

Spoon-feeding franchisees can kill off hunger for success It’s vital for franchisors to strike the balance between giving franchisees what they need to grow and not mollycoddling them themselves to be sidetracked. We have etyres franchisees who have been trading successfully for between ten and 20 years because they haven’t gone off course and have continued to adopt our policies and complied with the company’s systems.

Following the guidelines will help franchisees achieve what should be a main aim: achieving sales. There is no shying away from the fact that all franchisees must be prepared to sell. A franchise gives them a business blueprint and in many cases will generate work. But they shouldn’t expect it to deliver the level of customers they need to realise their full potential. If franchisees are spoon-fed sales, they may be able to maintain their business but they will no longer be as hungry for growth as they need to be in order to reap the maximum rewards.

It’s difficult to strike the perfect balance when it This is where the tricky balancing act comes in. comes to supporting franchisees. Too little can Franchisees don’t want to be in a position where they feel lead to disillusionment or failure, while too much can they’re being left to fend for themselves but neither do give rise to a lack of effort and ultimately cause apathy they want to be dictated to in such a and stagnation. This phenomenon way that their natural enthusiasm and is regularly discussed in bfa circles If franchisees are ambition gets stifled. and can often be a problem for The essence of franchising is being franchisors who provide most of the spoon-fed sales, able to listen and learn from others sales for their franchisees. they may be able to to avoid the mistakes and pitfalls of This is why it’s important to maintain their business business ownership. Someone has manage expectations right from the start of a franchisor-franchisee but they will no longer already tested the procedures and proven that a system works, which is partnership. The onus is on the be hungry for growth what the franchisee is paying for. You franchisor to provide training, a are wasting your money if you pay for comprehensive operations manual, this expertise and then blatantly disregard it. ongoing support and new initiatives to keep the brand and To be honest, if you can’t or won’t follow a system for business flourishing. success, perhaps you would be better off starting your own Equally, it’s the responsibility of the franchisee to follow venture from scratch or buying a non-franchised business the tried-and-tested path set down by the franchisor – but then you really will have to generate all the sales. and not ignore the advice and guidance given or allow November 2016 | elitefranchise

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04/11/2016 16:55

We Make Footballers

Kicking off the future When England didn’t make it into the Euros in 2008, Sean Conlon set out to change the future of British football. With We Make Footballers, he’s doing just that

BY ERIC JOHANSSON

F

rustration. That single word sums up how Sean Conlon, founder and CEO of We Make Footballers, the football franchise, felt when England lost against Croatia in 2007, crushing the nation’s dreams of playing in the Euros. And like many of his fellow heartbroken countrymen, Conlon blamed the manager. “Under Steve McClaren, English football was at its lowest,” he says. “The team lacked a plan, technique and played without passion.”

Walking away from the game, Conlon decided that he’d devote himself to ensuring that the pitiful display would never be repeated.

Now, a decade later, his company We

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Make Footballers is doing just that, providing children between the ages of four and 12 with a fun pasttime whilst ensuring football clubs have a pipeline of young and talented players eager to take British football into the 21st century.

And with an undertaking that big ahead of him, it’s fair to wonder where Conlon gets his energy from. The answer is that he draws his vigour from the love for the game, something his father bestowed upon him when he was fresh out of nappies. “My dad used to take me to the park to play football when I was two and a half,” says Conlon. “He wasn’t a professional player as much as an avid enthusiast.”

But that enthusiasm wasn’t the only thing his parents imparted to their oldest son. “They showed me that you can make a lot happen if you work hard enough,” says Conlon. That will to push himself towards his goal was put to good use when he devoted himself to becoming a professional footballer. “I thought I’d become a player like Jamie Vardy and fight my way to the top,” he says.

Aspiring to net that goal was what drove him to accept a deal with a former Chelsea scout-turned-coach who trained Old Isleworthians Football Club’s children’s team. The deal was that the coach offered to train Conlon if he volunteered at

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We Make Footballers

the company.” This eventually resulted in Conlon the coaching business. That’s how, when the coach having talks in 2014 with Sky Sports, which was had a falling out with the club a few years later, interested in investing in the company and turning Conlon was perfectly placed to take advantage of it into a franchise. “But I felt that the conversation the situation. “Because the club needed players, they was a little bit out of my league,” says Conlon. asked me if I could take over for him and I said yes,” Recognising his own shortcomings, Conlon he says. reached out to Rockstar Mentoring Group, the So, in 2007, with characteristic fervour Conlon business mentoring company, and Ian Lancaster, kicked off Sports Linx, the company that would founder and former CEO of Twenty CI, the eventually become We Make Footballers. And it marketing agency, who turned out he had a knack had sold his company for the business. “I managed I thought I’d become a and was looking for his to double the number of next challenge. And when children every week,” he says. player like Jamie Vardy and Conlon asked for help “We went from two to four fight my way to the top navigating the treacherous to eight and so on until three waters of early-stage years later when we had over franchising, Lancaster 1,000 kids with us.” found exactly what he was looking for. “He fell in During that time, his younger brother Joseph love with the business,” says Conlon. When the deal joined the company as its digital strategy director with Sky fell through, it was Lancaster who helped and as Sports Linx grew the siblings began planning the Conlons establish Sport Linx as a franchise and, to turn the business into a franchise. The reason in return, they granted Lancaster both the title of for that was simple. “Franchising is a win-win for director and shares in the business. everyone,” says Conlon. “I love the model because While the transition into the wonderful world it empowers individuals to run their own business, of franchising meant upgrading the website to rather than having employees all over the country accommodate franchise recruitment and writing the who are hard to control and aren’t invested in

November 2016 | elitefranchise

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operations manual, the biggest change was that the company swapped its old name for We Make Footballers in order to highlight the business’s philosophy. “The ‘We’ stands for all of us,” he says. “The parents, coaches, volunteers, teachers, players: we all have a responsibility to the sport, our country and our national team.”

Recognising that responsibility, We Make Footballers also encourages parents to change their behaviour around their children as they play. For instance, instead of shouting instructions from the stands, parents are encouraged to applaud good sportsmanship and are shown how they can talk to their kids after the game. Conlon argues this will not only help build better football players for the national teams but a better country in general.

The way Conlon sees it, while We Make Footballers makes children healthier, it also gives parents a better way to interact with them, something that will help kids excel in other

Franchising is a win-win for everyone

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things. “Football is a window into your society,” says Conlon. “Money is nice but the thing that’s really getting us out of bed in the morning is that we know about the positive influence we have on our communities.”

And in order to bring his vision to fruition, it was vital that his pilot franchisees shared his idea of what We Make Footballers should be. That is why, rather than looking for external talent, Conlon approached two of his best coaches, both of whom had successfully established academies from scratch. His faith proved to be well-placed as the two franchisees quickly turned a profit.

Not all of We Make Footballers’ franchisees are former football coaches however: it has also been recruiting PE teachers, ex-professional footballers, parents to children who have been attending the training sessions and business people with a keen interest in the game. What all of these people have in common is passion combined with an encyclopaedic knowledge of the game – both of which are essential in order to buy a We Make Footballers franchise. “You cannot run this business without those two things,” says Conlon.

While We Make Footballers currently has three franchisees and is finalising paperwork with two more, the business is aiming to expand the network to 50 franchisees over the next five years. Given that such an expansion could be challenging for any business, Conlon has put safeguards in place to ensure that the quality remains high across the network. Not only will new franchisees be given an eight-day training course and ongoing support in the form of weekly check-ups but they’ll also gain access to over 2,000 approved training sessions in the company’s database.

In the nine years since the company was first launched, We Make Footballers has stayed true to its goal of netting a bright future for the British football, having had over 150 players signing with professional academies after graduating from its programme. And given that kicking around a ball with his dad set Conlon on the path of entrepreneurial success, it’s fair to ask what his parents think about his journey with We Make Footballers. “They love it,” says Conlon.

“Not only does it generate a good income, but it also creates positive change and improves society in a small way.”

It seems British football has a bright future to look forward to.

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ADVERTISING FEATURE

Passionate property insurance franchisees F For a budding franchisees looking for a working life they’ll really enjoy, should give Concept Building Solutions a try

ind something you love to do on their shoulders. They ensure that and you’ll never have to work a the policyholder’s home or business day in your life”. That old adage premises are restored to pre-loss has been attributed to different people conditions as soon as humanly throughout the ages but the meaning possible and with minimal disruption remains the same. to their busy lives.

That desire to enjoy working life is Of course, franchisees cannot live what Concept, the property insurance on enjoyment and happiness alone – claims management franchise, making money does help. Enjoying looks for in new what you do and franchisees. As a providing a muchthe Concept provider of a free needed service while Building Solutions representation service making a six-figure franchise has to building insurance income is a great continued to grow policyholders, it’s recipe. It’s the notand prosper over imperative that so-secret ingredient the last 13 years new franchisees are to the recipe that has passionate about enabled the Concept ensuring that policyholders receive the Building Solutions franchise to best representation possible and are continuously grow and prosper for the treated fairly during the claim process. last 13 years.

This is probably why Concept The Concept franchise is costed at franchisees really enjoy releaving £27,995 plus vat and can be funded clients from the stress weighing down via startup loans of up to £25,000 over five years at six percent unsecured.

It’s a complete turnkey franchise package. The highest level of training, mentoring and support is provided over a six-month period to ensure new franchisees succeed. Due to this high level of training and support, experience in building or insurance is not a necessity. However, a passion for customer service and the ability to communicate effectively are.

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www.conceptpropertyclaims.co.uk inq@concept-solutions.co.uk 0800 0370 315 November 2016 | elitefranchise

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07/11/2016 14:13

Work-life balance

Walking the tightrope Buying a franchise is the perfect way to improve your work-life balance.

However, that may be easier said than done as every freshly launched enterprise requires maximum effort to become successful

BY ERIC JOHANSSON

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f you crave the freedom to choose your own hours and break free from the corporate serfdom that’s separating you from friends and family, then franchising may be the solution you’re looking for. Given that it enables you to become your own boss, it’s no wonder one of franchising’s biggest selling points is that it offers a great work-life balance.

However, before quitting your job in a fashion similar to Renee Zellwegers’ character in the original Bridget Jones movie, you should be warned that launching a franchise is not all fun and games. “You have to be realistic and put the hard yard in,” says Thomas Rebel, managing director at HomeServe Connect, the home-service franchise ranked as one of the best companies for work-life balance in the UK by Glassdoor, the workplace review platform. “You cannot start your own business and expect that working 20 hours a week will turn you into a millionaire.”

However, not all franchisees are created equal and what’s considered a good work-life balance may differ from one business owner to the next. “Some really enjoy working a huge number of hours and their families may be OK with it,” says Rebel.

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Work-life balance

In light of this, budding franchisees’ ability to secure a good work-life balance starts with selecting the right franchise to meet their needs. Every potential franchise owner should speak with other franchisees in the network before buying a franchise just to get an idea of how the business works. This will give you a taste of the kind of support you can get from the network and how likely it is to offer a good work-life balance.

However, achieving a better work-life balance doesn’t just require the support of your franchisor.

You also need talented people beneath you. Rebel explains that a common mistake threatening franchisees’ work-life balance, their health and ultimately their business is that they may be too be

cost-conscious, resulting in them not hiring enough people. “If they don’t hire someone, then they’ll work themselves into the ground,” says Rebel.

No family drama Before hearing about Pyjama Drama, the kids’ drama-class franchise, Jo Partridge had never considered franchising as a career. “I was floating all over the place and went to drama school,” she says. But her priorities changed when she started a family. Faced with the challenge of supporting a two children, Partridge considered enrolling in an Open University course to become a primary school teacher until her husband came across an advert from Pyjama Drama on Gumtree, the classified ads website. “It was really a no-brainer because it would allow me to work with children and in drama at the same time,” she says.

Not one to rest on her laurels, Partridge quickly reached out to the franchisor and bought herself a franchise in Llantrisant, Bridgend and the Vale.

However, while she embarked on this new path to be able to support her family, finding a good work-life balance proved more challenging than expected. “It

It was initially really hard for me to try to fit in having two children and the business Jo Partridge, Pyjama Drama

November 2016 | elitefranchise

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Work-life balance

was initially really hard for me to try to fit in having two children and the business,” she says.

Looking back, she confesses that much of the initial stress wasn’t only due to the business being new and her desire to prove herself; it was also because she had a difficult time separating her job from her personal life – something exacerbated by the fact that she was working from home. However, thanks to the advice of other franchisees in the network and her own trial and error, Partridge has become better at striking the right balance between her two lives.

“When I work, I don’t bother going and doing the washing-up,” she says. “You wouldn’t be able to nip into the kitchen and do it if you were working somewhere else.”

Disconnecting and not answering any emails during her time off also enables her to fully enjoy her time with the family. Drawing that line in the sand has enabled her to achieve a better work-life balance, as has being able to choose her own hours. “For instance, I want to be able to drop off and pick up my kids at school,” she says. “So now I plan my days around that.”

Ultimately though, the thing that has enabled her to strike a balance between her professional

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It got to the point where we couldn’t do anything with the family because I was too tired Paul Clark, Ovenu

and her personal life is the fact that she has chosen the perfect franchise for her. “If you’re working on something that you’re passionate about, then it will be fun and won’t feel like you’re slugging away at some pointless exercise,” she says.

Cleaning the slate Paul Clark hardly saw his family before he bought the Ovenu franchise in Warrington. His job as a social worker had left him in a situation where he could end up working 20-hour shifts. “Life was basically work and sleep,” he says.

“It got to the point where we couldn’t do anything with the family because I was too tired. It wasn’t a good situation to be in.”

Like many others trying to solve the puzzle of how to make life and work fit together, Clark turned to franchising to find that missing piece. Not one to rush into decisions, he spent six months researching different options before deciding to buy into Ovenu, the oven-cleaning franchise.

The factor that finally helped him make his mind up was that while many other businesses seemed singularly focused on selling franchises, Ovenu demonstrated that they would support Clark in his new endeavour. “I could ask any question I wanted and they gave me the contact information of a dozen franchisees that I could talk to about their experiences,” he says.

Those contacts would prove essential throughout Clark’s first 12 months because it gave him a chance to reach out and ask for advice whenever he needed to. However, that doesn’t mean his initial period as a franchisee was a pleasure cruise, as he still had to establish a network of customers and build up his own business. “But as time went by, I felt less and less pressure,” he says.

And when his first year was up, he found himself able to decide when he wanted to work and when he wanted to spend time with his family. Noticing how his work-life balance improved, his wife decided to join him in the business a few years later. “We can have friends over and plan our work lives around our social lives,” Clark says.

While being a franchisee still means a lot of hard work, it’s helped him strike an improved balance between his job and his time off. “Working as a franchisee has given us a better quality of life,” he concludes.

elitefranchise | November 2016

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07/09/2016 14:11 19:42 01/09/2016

ADVERTISING FEATURE

Unleash Your Inner ‘Superhero’ With A Maid2clean Management Franchise Anyone that has discovered that life is too short to stay a job slave for 50 years with a few years of poverty in retirement at the end is advised to seriously consider buying a Maid2Clean franchise.

The Maid2Clean business system has been established for many years and the business system has been thoroughly tested and refined into a worthy franchise offering.

New franchisees can generate significantly higher percentage profits to turnover with Maid2Clean than most other cleaning companies.

Once trained, new franchisees could earn a significant profit per year.

However, Maid2Clean are rapidly running out of available territories in the UK and is now looking for super Maid2Clean franchisees for a few remaining territories.

Maid2Clean franchisees get the benefit of the business’ huge

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experience, enabling fledgling franchisees to avoid all potential mistakes they could make in their early days.

This is a management franchise, which means that new franchisees will not clean or iron themselves but will recieve training to manage cleaners.

Maid2Clean trains new franchisees to market the service in their area and how to close 85% of clients.

Maid2Clean provides all franchisees with a fully comprehensive training course which includes a full operations manual, launch assistance, business plan and ongoing telephone as well as on-site support thereafter.

Franchisees’ exclusive trading areas don’t overlap with another franchisees’. The company also holds franchisee conferences and business improvement meetings where franchisees can obtain refresher training and meet other franchisees.

Cleaning is not a high profile business activity, so why would anyone choose a domestic cleaning franchise?

Franchisees are not doing the cleaning themselves but are managing cleaners, clients, suppliers and customers just like in any other business. The main and most important difference between Maid2Clean and 95% of all other businesses is that this business accumulates a solid, on-going residual income. 95% of other franchises operate on a shop-type methodology, where franchisees have to work just as hard every month to earn what they earned the previous month. With Maid2Clean efforts of this month are added to franchisees last month’s income as your revenue snowballs each month.

Who should join Maid2Clean?

The company’s franchisees come from all walks of life but are all self-starters motivated to grow their business and secure their future financial security. That goes for both individual franchisees and people going into business as a couple.

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ADVERTISING FEATURE

Budding franchisees must be ready to work smarter not harder to build their business. They’ll possess passion, tenacity, a fire in their belly and the desire to succeed.

Maid2Clean franchisees will join a premier domestic cleaning company in the country. Budding franchisees are invited to come and see the operation for themselves but are advised to ask whether a territory is available beforehand. Anyone committed to working with the proven Maid2Clean business plan will quickly see their hard work rewarded.

The success of the Maid2Clean franchise is self-evident in that over 40 franchisees have now purchased more than one area.

Why Maid2Clean?

There are almost 1,000 franchise systems in the UK today, providing work for some 520,000 people.

Maid2Clean provides work for over 18,500 of these – 22 times more than the average UK franchise operation.

Anyone looking for a business offering minimal risk and a low operating cost for a high-profit margin from a low investment should check out Maid2Clean.

The market is worth up to £8bn per year There has never been a better time to leave the ranks of the masses who are surviving, month to month, by giving their time in exchange for money and join the Maid2Clean domestic recruitment cleaning agency franchise which operates in the home services sector, servicing a cash-rich and timepoor clientele and escape the nine-tofive-job treadmill.

Maid2Clean franchisees prefer to build a long-term residual income at their own pace. The system has been designed to be as automated as possible, leaving franchisees free to do the important things, like working on their business.

Maid2Clean doesn’t limit franchisees’ earnings or the amount of households have in a postcode area, neither does it force franchise owners to use a call centre or sell a franchise that has other franchisees in the same postcode sector.

Potential franchisees are also offered automatic rights to renew their agreement, subject to non-breach, so it’s no wonder that 90% of their existing franchisees request ten-yearrenewal agreements.

Why do people buy a job for life when they can have a Maid2Clean business for life?

Maid2Clean has been going for more than 20 years. It’s a great franchise for the right person. Residual income and business support are two of the primary reasons why more than 160 franchisees chose Maid2Clean.

Buying a franchise is likely to be one of the most important decision anyone will make.

Entrepreneurs are able to build a business with the franchise whilst continueing to work in their current jobs, which is what 55% of the Maid2Clean franchisees did when they first invested in the business.

No previous experience is necessary, and the selection criteria is not based on academic qualifications but on an applicant’s attitude and determination to succeed. Mutuality is absolutely critical in a Maid2Clean franchise as the company and its franchisees are in it for the long term.

Maid2Clean is all about simplicity, consistency and uniformity of the brand, eliminating unnecessary overheads such as costs for staff, equipment, cleaning materials and transportation. Budding franchisees are advisesd to pop over to Maid2CleanFranchise.co.uk where they’ll find more valuable information and details of what is on offer as well as franchisee testimonials.

So for anyone who feels they have a superhero lurking inside them, the Maid2Clean franchise could be just what they need to unleash it.

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sales@maid2clean.co.uk www.maid2cleanfranchise.co.uk 0845 257 0677 November 2016 | elitefranchise

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03/11/2016 09:48

German Doner Kebab

CLEANING UP KEBABS Entrepreneur Athif Sarwar is changing minds about what a kebab can be, one bite at a time

BY MARIA BARR

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ou could say Athif Sarwar was always destined to become either a politician or a businessman. His father Mohammed has been involved in politics and built up a business empire, while one brother, Anas, is a Member of the Scottish Parliament and the other brother, Asim, runs United Wholesales, the family

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business that’s taken on the German Doner Kebab franchise. So as you can imagine, dinners with the Sarwars inevitably turn into lengthy discussions about either business or political issues.

In fact, while they were still kids Sarwar’s dad would typically identify which family members might be suited for politics and who would be

cut out for the business world. But the choice was always crystal clear for the entrepreneur. “Politics is too boring and there’s no money to be made,” he says. “I’ve been drawn to business since I was 16.” Hungry to learn, Sarwar would help out in the family shops whenever he could and when he went to the University of Glasgow, he chose business-related courses like

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German Doner Kebab

management and economics.

All this prepared him for his big break at the age of 21, when he took over the family’s cash and carry business. While most of his friends were still at university or delaying adulthood, Sarwar was steering the direction of a company that was turning over around £35m a year. Although this might overwhelm some, the plucky Scotsman felt quietly confident. “It wasn’t that intimidating because I was already familiar with the business,” he says. “I knew exactly how the buying worked and who the customer was.

I was also working with a team of people who had been there for years, even decades.”

His first foray into franchising came a few years into his role when,

I was bricking it right up to the night before the announcement

along with younger brother Asim, he decided to bring a number of existing United Wholesales stores together under the banner of Day-Today. But rather than slowly franchising the stores over time, Sarwar jumped in with both feet.

On April 1 2004, he announced to the press that he was about to take on 30 franchisees – all at the same time. Was it a joke? Could he really be so daring? The media lapped up the story, which spread both online and offline. But underneath his cool exterior, Sarwar was feeling the pressure. “I was bricking it right up to the night before the announcement,” he admits. “It was a very tense six months preparing the franchisees for the launch.”

Having accumulated a healthy portfolio of food businesses and grown the Day-Today franchise

Most people think of kebabs as something unhealthy you eat at one o’clock in the morning when you’re stumbling out of a pub

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network to include 532 stores, Sarwar wasn’t necessarily on the market for another franchise opportunity. But an aha moment while on holiday was impossible to ignore. “I had a kebab in Dubai at a German Doner Kebab restaurant,” he recalls. “I thought it tasted so good that I went back to the hotel and told my whole family I was taking them all out for one the next day.” Though his wife and kids were sceptical to say the least – they certainly hadn’t travelled abroad to eat an Emirati take on German street food – the whole gang was won over by the fresh flavours and his kids actually lobbied to go back every day during the trip. Impressed and feeling confident that he had the necessary experience in both franchising and the food business, Sarwar looked into bringing the franchise to the UK – a nation that already had a long-standing relationship with kebabs.

That’s not to say there wouldn’t be a few challenges though. “To be honest, I had some reservations about the name,” he says. “People are pretty patriotic in the UK and I wasn’t sure how they’d feel about the word ‘German’. But I was confident people would forget all about the name once they tried the food.”

To help put a British stamp on the brand, Sarwar invested heavily in social media and locally relevant marketing from the start. And hitting the right note with the communications was particularly important not just to help people come to terms with the name but also to overcome some pretty ingrained preconceptions about kebabs. “Most people think of kebabs as something unhealthy you eat at one o’clock in the morning when you’re stumbling out of a pub and then regret when you wake up the next morning,” Sarwar says. “I wanted to change the way people saw them and show they could be made

When it comes to food, it’s OK to grow fast

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with fresh and healthy ingredients.”

While getting people to see kebabs as a legitimate lunchtime meal – rather than a dirty snack gobbled by the kerb with a side order of self loathing – might seem like a tall order, Sarwar is drawing inspiration from another guilty pleasure that’s been given a makeover recently.

“Just look at what’s happened with the rise of gourmet burgers,” he says. “Those businesses have taken a normal fast-food product that contained low-quality meat and turned it into something that you can enjoy without the guilt. We’ve done the same by taking a product people love and cleaning it up. Our food contains 100% lean meat, comes with handmade bread and is lower in calories.”

As his first franchise launch showed, Sarwar isn’t one to take a wait-and-see approach. Within nine months he had brought 23 franchisees on board, each of whom have multiple-store deals. But is the entrepreneur worried he’s growing a little too quickly? In a word, no. “When it comes to food, it’s OK to grow fast. We’re not reliant on immigrant workers; the only source of contention is the fact that we import meat,” he says, referring to the fact that the company has been bringing in all its meat from Germany. But with the pound’s devaluation following the EU referendum, costs have inevitably risen.

“Right now, the situation with the euro is making it a bit more difficult,” he says.

But a solution is coming: with help from his current German supplier, Sarwar plans to open a UK plant that will be able to source and process British meat without the need to rely on imports.

This fits in with a wider plan to expand the network in Britain to include 200 outlets over the next five years. “I’m most interested in starting something from the ground up and building it up before passing it on,” Sarwar says. He’s certainly giving it his all, investing in both marketing and senior management talent to give the initial batch of franchisees a lift and prove that the concept will work on UK shores. If all goes to plan, the sighting of a German Doner Kebab shop will soon be regarded as evidence of a neighbourhood’s gentrification.

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The Ultimate Professional Franchise Opportunity

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www.interfacefinancial.co.uk/franchise INTE002 IFG June16.indd 1

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ARCM001

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ADVERTISING FEATURE

Now Accepting New Franchise Enquiries It’s unusual for a franchise to freeze all recruitment and invest vast sums of money in future proofing their business, but that is exactly what Shuttercraft have done. They took the view that by investing now they would not only maintain their market dominance but accelerate ahead of the pack to take advantage of a market that is growing by 30% per annum.

The market for interior window shutters has exploded over the last five years and this market is yet in its infancy. The demand for shutters has increased due to the increased awareness and desire for a clean, modern and allergy free alternative to traditional window coverings.

Shuttercraft franchisees are not physically installing shutters but focuses on customer experience as their USP. “By getting the customer experience right we ensure a strong and secure sales pipeline” Shuttercraft has done a full brand refresh and developed new and exciting consumer websites, taken on one of the world’s best CRM systems and hired key staff to reinforce our support team. Add to this our advanced business coaching, mentoring, technical support and a bespoke business software programme, Shuttercraft franchisees enjoy a level of support and nurturing that puts the company in amongst the best in the franchise industry.

About the business There is no doubt that plantation shutters have a powerful “wow” effect on everyone that sees them. This is evidenced by the fact that Shuttercraft franchisees enjoy an incredibly high level of repeat and referral business which helps keep the marketing costs lower than other industries.

Because of the popularity of their

It is not unusual for us to see a whole chain of referrals. Some of our franchisees have reported getting six clients from a single referrer Sean Goldsmith, Franchise Manager

product, Shuttercraft’s franchisees ‘consult’ rather than sell. “Our customers are intelligent and savvy and have done a ton of research prior to seeing a Shuttercraft specialist” says Sean Goldsmith, franchise manager at Shuttercraft. “This means that we can really provide value to our client by giving them sound advice on which product would best suit the window”.

What about the product?

Shuttercraft is a Licensed Master Partner of S:CRAFT and only sell S:CRAFT shutters and blinds as they are the best in the market in terms of craftsmanship and engineering.

Their shutters and blinds, installed with care by a Shuttercraft specialist, are from sustainable plantations and a manufacturing facility dedicated to reducing their carbon footprint.

Who is this franchise suited to?

Shuttercraft franchisees have come from a variety of backgrounds but this management opportunity is really suited to individuals who want to rapidly grow a business with revenues up to £500,000. Given their ambitious targets, their approach to business is calm, relaxed and confident.

By combining a high quality product with motivated franchisees and a nationally trusted brand, Shuttercraft as a company is set to make big waves in the industry.

To find out more contact Sean Goldsmith directly on 01962 280 505 or email sean@shuttercraft.co.uk

ARCM001 November 2016 | elitefranchise

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Preparing for a sale

Getting YOUR FRANCHISE sale-ready

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Preparing for a sale

From ensuring you’re not seen as integral to the franchise’s success to being able to demonstrate profitability, Chris Roberts walks us through what needs to be done in the run-up to a sale

by Chris Roberts, co-founder, Franchise Finance

I

f you invest in a franchise business and work hard to build its size and profitability, it stands to reason that unless you want to pass it on to your family, the likelihood is that you’re going to want to sell it for a good price to reward yourself for all your hard work. But how easy will it actually be to complete a sale and get the sort of price you deserve? The answer really depends on how much work has been put into getting the business for sale. If you’ve made the right preparations, it should faster for the required legal checks to be carried out so there are no delays.

From my own work within the franchise community, I know that some franchisees have had their businesses on the market for quite some time without seeing much interest. The problem is that if you simply wake up one morning and think ‘I’m going to sell my business’, unless you’re very lucky – or very organised – you probably won’t be showing it off at its best. You almost certainly won’t be receiving the best possible price either.

Prioritising profit What you need to do is work towards a sale up to two or three years before, if possible. Most business valuations are based on the buyer’s view of the profits they think they can achieve in the future.

This will normally be based on the franchise’s current profitability and will take its performance trends from the past few years into account. So it’s important to work with your accountant to help them understand that your objective is no longer to minimise tax but to show good levels of profit. It’s also important to

get their advice on the best way to deal with the actual sale from a tax point of view, particularly if you’re trading your business through a limited company.

The sale price or value of a business is often based on a multiple of the adjusted net profit. For example, it could be three times a net profit of £50,000. This is basically the goodwill figure and in certain circumstances the value of things such as stock or vehicles that are owned outright will be added to this. Adjusted profit means removing things that relate

specifically to you but retaining a fair salary to pay the new owner to carry out the tasks you perform on a daily basis.

In the run-up to the sale you need to stop doing anything that reduces your profits. So in the first instance keep costs to a minimum and try to increase your gross profit percentage. Next up, turn your attention to attacking your overheads. Don’t spend money if you can avoid it and ensure that no personal expenditure is placed through the business. The point here is that if you make an November 2016 | elitefranchise

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Preparing for a sale

additional £10,000 profit in your final year of trading – using an example multiple of three – this could add a further £30,000 to the value of the business.

If you’re not creating monthly or at least quarterly management accounts, you’ll not be tracking your profitability closely enough.

Don’t wait until after your financial year end to see how you’ve done. You need to be micro managing the business to get the best results.

Also, when you get a prospective buyer it will impress them and their bankers if you have accurate, up-to-date accounts. This means their decisions can be based on facts rather than guesswork.

The actual multiple used in the pricing calculation will vary and depend upon a number of things. You’ll need to start with the average figure that’s being achieved within your franchise network so ask your franchisor about this.

It will also be necessary to talk to your franchisor about your plans to sell. This is because the process you’ll need to follow will no doubt be covered in your franchise contract and they will almost certainly need to agree on the acceptability of the purchaser as a new franchisee. What’s more, they may actually be able to help you find a buyer using their normal recruitment processes. Once you know the average multiple, whether someone is willing to pay this will depend on how attractive your business looks and how sustainable they think your current level of profit will be.

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To give yourself the best possible chances of success, make sure you’re not seen to be crucial to the success of the business Taking a step back To give yourself the best possible chances of success, make sure you’re not seen to be crucial to the success of the business.

Ideally, you’ll be able to identify a member of staff who will stay after the sale as the front face or key manager of the business to ease the transition. If possible, have some contracted income in place so there’s some longevity surrounding sales income, rather than simply relying upon ad hoc sales. Also, having a good database of your past and present customers and your prospects can be a particularly valuable and attractive asset to potential buyers.

A serious buyer will have a lot of questions about your business, some financial and some non-financial, as they go about doing their due diligence. You need to have good systems in place to help them get the information they need. They’ll be interested in the quality of your staff and the way you deal with HR matters. For example, they may ask if you have policies and procedures set out in an accessible employment manual and whether your staff have up-to-date contracts of employment with job descriptions that feed into a good appraisal system. They may also be interested to know if you have good health and safety records and that you can demonstrate that you have regular health and safety audits and training programmes.

This is by no means an exhaustive list but it should give you a flavour of what you need to be thinking about before putting your business on the market. The work you do leading up to your sale will have a huge effect on the overall price you receive, so buckle up and get ready for the ride.

elitefranchise | November 2016

08/11/2016 16:55

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06/10/2016 12:20 12/11/2013 07/09/2016 16:59:27 19:46 03/12/2015 15:30 12/11/2013 16:59:27

ADVERTISING FEATURE

Bio-Rite: Protecting Patients in the NHS

By Alan Wright, Managing Director, Bio-Rite

Y

ou may well have read or heard about outbreaks of infection within some healthcare institutions. Some of the most commonly reported in the media include Norovirus – often described as the ‘winter vomiting bug’; MRSA and C.Difficile which is also unpleasant and causes diarrhoea but can have more serious consequences for vulnerable patients. The risk of infection is actually rising at concerning rate due to various factors like stretched staff resources, lack of expertise in dealing with such threats effectively, overcrowding and limited investment in our NHS.

50

Overcrowding alone can result in the increase the risk of the spread of common pathogens if proper decontamination procedures are not adhered to. In the past, empty wards would be cleaned thoroughly and decontaminated on a rota system.

However, these days wards are full all the time and this is not possible. Staff need to decontaminate beds and areas quickly so they are back in use with the minimum of delay. Sometimes this means moving equipment to be cleaned at another location.

But this can present further challenges. C.Difficile for example is spread through the air. Because

the spores are air-born, just moving contaminated mattresses and equipment to another area for cleaning can spread the disease putting both patients and staff at risk.

Similarly, incorrect procedures such as simply ‘wiping over’ used care equipment can help spreading disease as this is not a sufficient procedure to control most pathogens effectively.

To cope with these challenges, for several years, leading hospitals and care homes have been outsourcing decontamination services for used care equipment and ward decontamination to specialists such as Bio-Rite. This is a good option as stretched staff need to

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ADVERTISING FEATURE

Case Study Paul Smith, Bio-Rite Franchisee “I had been offered two jobs just before joining Bio-Rite but I turned them both down as I was looking for an exciting, new challenge. I am keen to build and run my own business and also employ local people to help bring jobs to my community.

Bio-Rite is one of the few companies in the UK that is able to offer the range of products and services that are needed to reduce infections in healthcare environments and BioRite’s franchise model will provide all the support necessary and combined with my marketing and sales skills, allow me to grow a solid business and future for myself and my family. Being able to make a difference by addressing such pressing needs in our institutions will also be rewarding and I am confident that there are also other markets for Bio-Rite’s decontamination services moving forward too.”

Prior to joining Bio-Rite Paul Smith was a sales manager in the electronic office supplies market and previously worked at Xerox for nine years.

rightly focus their resources on their primary role of providing the best healthcare possible. It is inevitable that more hospitals will follow suite and outsource such services in the future.

Bio-Rite’s staff have 40 years of experience in decontamination and infection control management. Using best practices involved with both manual and mechanical disinfection techniques, BioRite’s trained franchisees can now address the challenges faced by healthcare providers trying to cope with the increasing threat from infections in institutions across the UK. From a business point of view, the decontamination sector also offers a repeat business model with longterm contracts. Bio-Rite has worked with some clients for many years. By partnering with healthcare professionals in this way, clear operational strategies can be developed to enable organisations meet prescribed performance indicators and in-turn make a significant contribution to creating the best infection free environment possible in the UK. Over 150 area decontaminations have successfully been performed

by Bio-Rite’s team over the last six years. Using specialised equipment, including Hydrogen

Peroxide Vapour technology, Bio-Rite can decontaminate areas that are infected or are prone to infection rapidly and safely and the company’s service has been proven in over 40 NHS hospitals across the UK. Bio-Rite delivers a decontamination solution that is flexible, comprehensive and cost effective to its many clients who rely on the franhise to deliver day-in and day-out.

Most importantly, the healthcare sector is also a rewarding place to work. Franchisees can make a significant impact on people’s everyday lives.

Reducing infection within UK institutions for the benefit of patient safety can save lives.

The fulfilling nature of the work and the lucrative business opportunity could provide the change in direction many people are looking for.

Bio-Rite is currently recruiting franchisees on a nation-wide basis. Bio-Rite is a British Franchise Association Provisional Member and staff and franchisees are members of the Infection Prevention Society.

BIOR001

For further information please visit: http://www.bio-rite.com/franchise

November 2016 | elitefranchise

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ADVERTISING FEATURE

The surprise franchise that ticked my list

M

itali Chopra had a successful corporate career in India for over 17 years before moving to London with her family in 2015.

And she had a very specific idea of what she wanted to do next.

“My husband works for HSBC and was transferred to London from India in early 2015. I have an engineering degree and a MBA, which has enabled me to take on roles in sales, marketing, customer service and process excellence with firms like PricewaterhouseCoopers and Microsoft.”

Following a dream “The move to London gave me the chance to follow a dream of mine with three specific wishes:

1

16 years ago I met an executive coach who really made an impression and it was always in the back of my mind that business coaching could be a great profession for me. I had worked with the SME sector for the past 10 years and, more

often than not, the basics of business were missing. I knew I could help them grow and flourish.

2

I had wanted my own business for a long time and it was an ideal time to pursue that.

3

I was determined that whatever I did business-wise, I wanted it to create a positive social impact.

In November 2015, I went to the Business Startup Show at ExCel London to understand the SME landscape. I wasn’t looking for a franchise but I happened to attend ActionCOACH franchise owner Shweta Jhajharia’s seminar on how to build a sales and marketing machine, where she also spoke about her journey with ActionCOACH. I felt a real connection with her story so after her seminar, I went over to the ActionCOACH stand to learn more about the franchise opportunity.

I’d never considered a franchise over my own startup but I soon began

Mitali and her family enjoying quality time together white water rafting

52

to realise that a franchise gives you so much support and provides a springboard to success.

The vision of the company resonated with me. Moreover, there are 1,000 ActionCOACH offices in 60 countries and the company has over 20 years of experience with a large group of clients. I also liked the idea of working with a collaborative learning model and being associated with a likeminded community."

Joining a team “I went away to research ActionCOACH and reached out to several franchise owners – I wanted to make an informed decision before I took the next step. When I met Ian Christelow and Julie Wagstaff, area developers of ActionCOACH in the UK, at a discovery day. I was already convinced that joining ActionCOACH was going to tick all the boxes for me.

They told me I could choose to do my franchise training in Las Vegas or in the UK. I made the conscious decision to train in the UK because I wanted to spend as much time as possible building connections with the team here. I had been told by every franchise owner I reached out to that the ActionCOACH community was very inclusive and supportive but I didn’t completely believe them until I experienced it for myself.

During training, I was amazed by the team environment and I am still amazed today. I couldn’t understand how a franchise with non-exclusive territories wouldn’t experience negative competition between franchise owners. But the franchise actually builds partnerships, creating more business for us rather than less.”

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ADVERTISING FEATURE

Mitali helping others to succeed while finding success herself

Eclipsing my corporate salary “I launched my ActionCOACH business on August 1 and within eight weeks had signed up five oneto-one coaching clients, bringing in a monthly income that’s close to eclipsing my corporate salary.

I followed the marketing advice in my training and my first client came from ActionCOACH’s exclusive client generation centre. The following clients came from networking, social media marketing and also from my website, which ActionCOACH provides as part of my franchise package.

My clients come from a range of sectors and they are all at different stages of the business lifecycle.

I work with them to build a roadmap and take them to their desired next level. The work I do is life-changing for my business owner clients. They understand their business better, improve their profitability, enjoy work more and can see the possibility of more growth and financial freedom in the future.

I’d like to grow to 20 clients a month by the end of my first year and I think this is quite possible with the mix of client generation activities I have access to. This will help with the final part of my dream: to give back. With every client I sign, I sponsor a child’s education. I’ve been working with a school in India for some time now to offer scholarships to children who would not have had the opportunity to maximise their potential without this funding. I would like to help as many children as possible to have a good education.”

Enjoying a work-life balance “ActionCOACH gives me the flexibility to choose a work-life balance that suits me. While I intend to work hard at my business, I can still make time for my family. Our goal is to travel and explore 100 cities across the world. We have already been to 40 but still have 60 to go.

“People ask me if it’s harder to be a woman in business but my belief is that if you’re bringing value to the table then your gender doesn’t matter.

I believe more in the law of karma. ActionCOACH is another choice that allows me to help others to succeed while finding success myself too.”

What next?

To join this rapidly growing team of over 150 franchise owners in the UK, you’ll need to raise a personal contribution to your investment of at least £10k (banks can lend up to £30k unsecured) and impress the ActionCOACH directors with your past successes, desire to help others and appetite for learning and growth. The basic entry level investment for an ActionCOACH franchise is £21k and some of the UK coaches have already achieved revenues in excess of half a million pounds a year.

ACTI002 Could ActionCOACH be the franchise that helps you achieve your dream, just like Mitali? You can find out more by watching the ActionCOACH overview video at actioncoach.co.uk November 2016 | elitefranchise

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03/11/2016 10:49

Marketing to baby boomers

ShopperS

withouT

A CAUSE Franchises are constantly being urged to splash their marketing budgets on targeting millennials instead of the more affluent baby boomers. However, this may not be money well spent

BY ERIC JOHANSSON

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W

hen Gaby Lixton and Caroline Sparks cofounded and launched Turtle Tots, the baby swimming franchise, they quickly realised that parents weren’t the only ones interested in bringing kids to the classes. While plenty of mothers and fathers signed up for weekend waterpaloozas, they were rarely able to take time off from work during the week. Instead, the toddlers who attended classes between Mondays and Fridays were often accompanied by their grandparents. Not only that but the seniors often paid for their grandchildren’s swimming lessons even if they themselves didn’t join them. “So that’s how, even in the early days, it became apparent that we needed to market ourselves to grandparents too,” says Sparks.

And the Turtle Tots co-founders

aren’t the only ones to notice how reaching out to people born in the 1950s and the 1960s – the socalled baby boomers – can provide a healthy influx of money. In fact, Brits who were born in the postwar era accounted for 47% of all UK consumer spending in 2015, according to research from Saga, the insurance company, and the Centre for Economic and Business Research, the economics consultancy.

So why do businesses seem determined to keep marketing their products to millennials when there’s a more affluent age group out there? “It’s because marketing has historically been very youthfocused,“ says Tash Walker, founder of The Mix, the human-behaviour research agency. A reason for this is that businesses tend to associate being young with being switched on

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Marketing to baby boomers

For instance, a common mistake is addressing them as if they’re old people, especially considering that they spearheaded the concept of teenage rebellion as we know it.

“They may look older on the outside but they were rebels, radicals and innovators on an unprecedented scale,” says Lynne Rawlinson, brand manager at Business Doctors, the SME consultancy franchise. “In their heads they may well still feel 15.

Patronise them at your peril.”

Seeing how easily that mistake is made, it makes sense that franchisors need to draw a map to guide them on their journey. “Begin by doing indepth audience research,” says Shaw.

“Dig deep and figure out who you’re actually targeting.”

Additionally, franchisors should look for variations in their desired to what’s new, whilst being close to the age of retirement is equated with being old and frail. “The stereotype was that within two or three years after you retired, you wouldn’t matter,” says Walker.

“That’s a very misplaced belief.”

She believes franchisors must erase that idea from their minds as an increasing number of people are working beyond the age of 65, resulting in baby boomers rapidly accumulating more wealth. More importantly, they’re not afraid of spending that money, with baby boomers splashing out £10.6bn each year on travel, according to research from the Institute of Customer Service. In comparison, the people born between the mid-1980s and the mid-1990s, so-called millennials, annually spend £8.4bn. “Baby boomers have much bigger disposable incomes, own houses and are interested in going abroad – all luxuries younger generations cannot afford right now,” says Walker.

However, that fact is one companies are seemingly struggle to get their heads around, the consequence of which is that UK businesses waste £27bn each year by targeting millennials over the more affluent baby boomers, according to the Institute of Customer Service. “In other words, millennials are getting too much marketing attention,” says Amy Shaw, digital PR executive at Curated Digital, the online marketing agency.

Given that baby boomers are more affluent and willing to spend money, it makes sense that franchises should change their focus and aim their marketing efforts towards this generation. But saying you want to target British seniors is easier said than done.

The stereotype was that within two or three years after you retired, you wouldn’t matter Tash Walker, The Mix

target audience in order to help franchisees to get the marketing right in their area and engage with local baby boomers. “It’s important to acknowledge that they are individuals with different attitudes and opinions,” says Walker. “They may be from the same generation but they all have varied interests, states of minds and personal commitments worth considering.”

But while baby boomers in Cardiff, Chelmsford and Cambridge may all have different hobbies, there are some similarities as to how they engage with each other. For instance, they’re more technologically savvy than November 2016 | elitefranchise

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07/11/2016 10:55

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07/09/2016 19:47 19/08/2013 16:17:50

Marketing to baby boomers

they’re often given credit for, which shouldn’t be surprising considering that Bill Gates and Tim Berners-Lee are both baby boomers, as was Steve Jobs. This is reinforced by the number of older people now hanging out on social-media platforms. However, it’s still important for franchises to target the right networks: according to research from DMN3, the marketing agency, only 9% of baby boomers hang out on Instagram.

Businesses may find more success trying to reach them on Twitter, which counts 30.6% of baby boomers as users, or on Facebook, where 82.3% have accounts.

In fact, baby boomers are engaging more with the content on social-media platforms than Generation Z, the people born around the turn of the millennium. According to research from The Mix, while Gen Z is considered the first truly digitally native generation, it’s also the most cautious. “They are profoundly conscious of the potential pitfalls online,” says Walker. “They may have five or six different accounts on a selection of platforms but they also monitor their behaviour more closely because they know how publicly they may mess up.”

But while Gen Z may tiptoe around the interweb, their parents are embracing a more extroverted and less cautious approach online.

If you doubt it, just remember the one person who’s determined to drop a comment on your every status update. “My mum likes everything that I put up on Facebook,” says Shaw. “I mean everything.” That tendency to like status updates, share material and engage with others is

They were rebels, radicals and innovators on an unprecedented scale Lynne Rawlinson, Business Doctors

something that franchises are advised to incorporate in their marketing strategy in order to attract baby boomers. And the way to do it is to create material they can engage with.

That’s a strategy Turtle Tots is fully embracing. “We have regular photoshoots in our classes because we’ve found that grandparents are very likely to share the pictures online,” says Sparks. Those shares have the added benefit of working as implicit recommendations for the company’s services, which is important because baby boomers are more likely to engage with recommendations from their friends than with clean-cut corporate commercials. Drawing upon the success of these photoshoots has prompted Turtle Tots to develop a YouTube channel. “Whenever we post a video, we get huge engagement online because people like to show their friends what their little girls and boys do during their classes,” says Sparks.

And as people share away, it means more potential customers will take notice and engage with the brand online. “I don’t know how often grandparents have told me that they’ve heard about us online,” says Lixton.

Given that 90% of Turtle Tots’ customers discover the brand through word of mouth, it’s hardly surprising that the franchise has found more ways to ensure they get the conversations going. Not only is the business providing its clients with material to share online, they also sell branded merchandise to boost their profits and get people talking.

The idea is that whenever their customers take their babies swimming elsewhere, their friends may notice the Turtle Tots logo on their nappies and ask what it is. “That way it becomes a discreet talking point,” says Sparks.

Ultimately, considering that baby boomers are switched on to what’s trending, are active online, have time on their hands and money to spend, it should be a no-brainer whether or not franchises should swap their marketing focus from millennials to their parents.

November 2016 | elitefranchise

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ADVERTISING FEATURE

Is property franchising really the best franchise opportunity out there?

Secure your financial future in an industry you can be truly passionate about

Y

ou’ve decided to become your own boss.

Franchising IS the perfect opportunity for you to take control. However,you’re not interested in fast food restaurants, leisure centres or retailers and require something to excite and challenge you. Becoming an estate and letting agent can provide all of that and much, much more.

Estate and letting agency is a lucrative and sustainable business and with the right training and support any selfdetermined individual can be successful. The market has continued to grow steadily over the past 15 months with an average annual rise of 5%.

Franchising models provide their own benefits such as an established brand and business model, training and ongoing support and potential assistance with initial funding. So it’s worth seriously considering property franchising as an option for your future business.

The classic high street model has dominated the market for years but given that 95% of people start to look for properties online, the old model is going out of style in this competitive market. You may also be dealing with an agent who isn’t as fully invested in building the business, compared to franchisees who build businesses working for themselves.

For the past few years, the online property franchise model has grown rapidly, helping people save hundreds of thousands of pounds on the sale of their home. However, the lack of a personal touch can lead to homes stagnating on the market without the support and guidance of a qualified agent to take care of the sale through to completion.

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The personal agents model offers a mix between the two, with agents scheduling their days for when it’s convenient for clients. At the same time they eradicate the costs of the high street model by working from home or a small office. HomeXperts, the personal agent franchise, offers franchisees the chance to become a part of that kind of model.

Founded in 2010 by Sussanne Chambers, HomeXperts delivers an intensive training programme that ensures all franchisees are trained to National Federation of Property Professional standards, leading to accreditation from the National Association of Estate Agents and the Association of Residential Letting Agents. After their initial training, all HomeXperts franchisees start a 12-week programme to help them to launch their businesses. They’re then provided with 24/7 cloud-based access to the HomeXperts Franchisee Hub to ensure there’s always a helping hand available.

If you think a HomeXperts franchise could be right for you, then book your discovery meeting today through www.home-xperts.co.uk. Alternatively, you can call 01905 678850 to speak to one of their Senior Franchise Recruitment Managers, who will be happy to answer all of your questions.

elitefranchise | November 2016

Home Xperts Advertorial.indd 1

07/11/2016 13:51

Wanted Property Entrepreneurs

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

Join a National-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 n

n

n

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

n

Impressive Training

n

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

n

Serious Franchisee Support n

n

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

We work with you to make your business a success.

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

n

n

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.

12 weeks Kick Start programme to guide new franchisees through their business set up process.

Each franchisee has an On-boarding Manager to guide them through the launch processes and business development.

Monthly business reviews to discuss your progress.

To join HomeXperts call us on

01905 678850

BRONZE

lettings franchise

2016

HOME003

Untitled-1 A4 Magazine1Advert November 2016.indd 1

07/11/2016 13:48 07/11/2016 12:31:37

Inspiring, educating and supporting women considering or involved in franchising

The mission of the group:

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

3 target groups:

Women looking to become franchisees

Women business owners looking to expand through franchising

Existing Franchisors that have businesses suitable for woman franchisees

EWIF also....

 Undertakes research into women in franchising  Raises the issues facing women in franchising  Publicise "Women in Franchising" in the media

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

Untitled-2 11 EWIF.indd

BUSI010

07/10/2016 18:35 18:22 04/04/2016

Franchisor fashion

IS THE SUIT REALLY DEAD?

With the rules of power dressing for men looking more complicated than ever, franchisors are walking a sartorial tightrope

BY MARIA BARR

W

hen financial analyst Michael Pachter, sporting a wonky tie, questioned Facebook founder Mark Zuckerberg’s decision to wear a hoodie to an IPO meeting on Wall Street, it seemed to represent a clashing of two worlds. One was in favour of showing respect by donning what has for decades been the accepted workplace outfit: the business suit.

The other comprises a disruptive group of entrepreneurs who take pride in wearing what makes them most comfortable, even if they’re attending one of the most significant meetings of their career. From Snapchat co-founder Evan Spiegel’s penchant for white trainers to the late Steve Jobs’ trademark black polo necks, entrepreneurs are embracing

a more casual look that speaks to a counterculture that’s seen tech geeks come to rule the world.

Wearing a suit and tie used to be de rigueur for men. But thanks to Zuckerberg, Spiegel et al. the rules are changing and the casual look has spread out from isolated pockets in Silicon Valley and London’s Tech City to offices across Britain.

The entrepreneur uniform most often spotted at coworking spaces, hackathons and startup HQs is jeans, some form of smart jacket and either a shirt or t-shirt. Helen Venables, managing director at House of Colour, the image consultancy franchise, puts this down to the democratisation of business success.

“There’s been a seismic shift away from the very formal look and this November 2016 | elitefranchise

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04/11/2016 16:32

Franchisor fashion

is almost certainly due to the rise of digital entrepreneurs who are proving that having a great concept has nothing to do with the clothes you wear,” she says.

Venables could easily have been talking about Zak Patel, O2 franchisee and managing director of Denham the Jeanmaker, the clothing company. He favours the casual look and didn’t even put a suit on for a recent meeting at Downing Street. “I hate the idea that you have to wear a suit to a meeting,” he says. “Personally, I’d like to see the suit die.”

With the rise of flexible and remote working, office culture has become less formal and structured, which is invariably making dress codes harder to interpret.

For example, the entire concept of dress-down Friday is looking increasingly irrelevant. “A lot of guys would wear the same thing – like jeans and a shirt or t-shirt – on weekends and during the week now,” says Luke McDonald, stylist at Thread, the online personal styling service for men. “People now wear whatever they feel comfortable in.

That certainly wouldn’t have been true a generation ago.”

But more than just a desire to feel comfy, does what you wear signify how you approach business? For some, rocking up to a meeting suited and booted betrays a lack of innovative thinking and the type of conformity that many entrepreneurs are allergic to. “If The people in someone I meet turns suits work for up in a pinstripe suit, people in t-shirts I think they could be and jeans overcompensating for a lack of substance,” Marco Robinson, NAKED Group of says Marco Robinson, Companies

Marco Robinson founder, NAKED Group of Companies I’ll usually wear a nice pair of designer jeans, perhaps paired with some designer trainers and something like a leather jacket with a t-shirt. I can’t remember the last time I wore a tie.

62

People.indd 2

franchisor and founder of the NAKED Group of Companies. Robinson can’t remember the last time he donned a suit and is cautious when meeting men who do. “The people in suits work for those in t-shirts and jeans,” he says. “The only people who might need to dress up for meetings are employees. And I am not an employee.”

Patel recalls an initial meeting he had with Jason Denham, the stylish founder of the company he now licences. “When he first saw me, Jason said ‘I was expecting a guy in a suit’,” he says. “I guess it was because I had

Dave Mortensen co-founder, Anytime Fitness

Rod Davies franchisor, The Business Doctors

I rarely wear a suit unless it’s a very formal occasion, though I will wear a jacket to a high-level meeting. I always do my research to make sure what I’m wearing is matched to the person I’m meeting so they feel comfortable.

I can usually be seen wearing a navy blue suit and white shirt but no tie. In our office, we try to look smart but not too corporate. A suit can definitely look cutting edge if you have the right attitude and confidence.

elitefranchise | November 2016

10/11/2016 12:41

Franchisor fashion

Photography by Yorkshire Post

a background in telecoms.” And the entrepreneur believes that Denham might well have been less keen to do business with him if he had dressed up too much.

Dave Mortensen, co-founder of Anytime Fitness, the gym franchise, isn’t quite as ready to judge suit-wearers. “I wouldn’t say that just because you wear a suit you’re small-minded,” he says. “It really depends on the industry you’re in. That being said, I very rarely wear a suit unless the occasion is very formal.”

Zak Patel managing director, Denham the Jeanmaker I am so flexible when it comes to what I wear. Sometimes I’ll step out in jeans and a t-shirt. If I want to look a bit sharper, I’ll put on a good jacket. But a suit would feel a bit much.

seem simpler, it’s actually very But while the suit may be in open to interpretation. And decline in some circles, many Venables points out that British franchisors appear reluctant men aren’t famous for their to give it up entirely. The ability to find the right balance.

Business Doctors, the business “Generally speaking, Britain consultancy, favours a smart does smart better than anyone – dress code – within reason. “We think Savile Row tailoring – but encourage people to wear navy casual often means something blue suits and white shirts but like jogging bottoms,” she says. have a no-tie policy,” says Lynne “Britain’s franchise industry is Rawlinson, the company’s brand still trying to work out how to manger. “We feel this makes us master smart casual.” appear smart but less corporate Meanwhile, McDonald has and this is an approach that’s some sage advice. “Shoes can be spearheaded by our franchisors Rod Davies and Matt Levington.” the downfall of many an outfit,” he says. “Avoid chisel toes, But what do the stylists slip-ons or anything too sporty. make of the state of franchisor A classic choice like a Derby fashion? Venables thinks there’s or Oxford shoe always works. work to be done. “There can be And avoid overa tendency in accessorising; you the franchise don’t need a pocket industry to play square, a watch it safe and wear and a bracelet.” The very traditional casual look certainly suits and white seems to have less shirts,” she says. margin for error.

“But this can Whatever side sometimes come Zak Patel, Denham the of the fence you’re across as being Jeanmaker on, it’s perhaps too formal.” a little early to McDonald’s start mourning the end of the verdict is even more damning.

“Generally speaking, franchisors suit. One of the world’s most successful entrepreneurs, seem to be a little behind in Elon Musk, is often pictured terms of what people wear looking sharp in a suit or tux if in the workplace,” he says. the occasion calls for it. Even “They’ve tried to adopt a more hoodie-loving Mark Zuckerberg smart casual look but in many has started wearing a suit and tie instances it actually just looks combo. Perhaps the trend could like they’ve put on a suit and then removed the jacket and tie.” come full circle? Given that power dressing seems to have That being said, the casual become about showing people dress code doesn’t give you a you’re not just wealthy but that licence to be sloppy. “I draw the there’s something a little different line at flip flops,” Mortensen about you, it’s conceivable that says. Robinson agrees and feels the suit could become an act of particularly strongly that if you rebellion against the reign of are dressing down, you need denim. “The suit is definitely not to get the basics right. “I wear dead,” McDonald concludes. “It’s expensive clothes that look very a timeless classic that’s always good,” he says. “Power dressing evolved and adapted.” Sorry Zak is about grooming: making sure what you wear is pressed, getting but Savile Row’s tailors probably aren’t going to be quaking in the right fit, styling your hair their Oxford lace-ups or Derby and having clean fingernails.” shoes just yet.

So while the casual look may

Personally, I’d like to see the suit die

November 2016 | elitefranchise

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10/11/2016 12:42

Franchise websites

Website woes Consumers use websites to discover, research and buy – so why do so many franchise websites fall short?

BY MARIA BARR

W

hen it comes to people’s experience of your brand online, expectations have never been higher in terms of speed, security, content quality and design.

In fact, 40% of web users will give your website roughly three seconds to load before they give up and move on.

But many businesses in the UK, both small and large, are struggling to keep up with the pace of digital change.

A select committee report in June this year found that Britain faces a digital skills crisis that could affect productivity and cost the economy around £63bn a year, while another report in 2015 from GoDaddy, the domain-name registry, revealed that around 60% of small businesses don’t even have a website. And franchises are no exception. “Franchisors in the UK have quite a traditional approach to marketing and that’s true of their websites too,” says Nick Strong, who delivers digital training

64

courses through his role as managing director at Franchise Intelligence, the growth consultancy.

It does seem that some franchises could be missing a trick. “The franchise industry is still learning about the value of websites,” says Alex Cavell, PR and marketing director at Bluebird Care, the care franchise. “Most franchises stick to what they’re good at so if they have an offline business that’s very operational or people-oriented, digital only gets what’s left over from the budget once traditional marketing has eaten it up. But if you stop investing We’re all publishers now in your website it will quickly and the CEO is now become dated.”

And one area where the lack eyeball to eyeball with the of budgetary commitment is customer. This terrifies most apparent is web design. senior management “If you compare the look of franchise websites with Nick Strong, Franchise Intelligence other websites, we look oldfashioned,” says Cavell. “People expect to see video, imagery and animation that’s so good it rivals the stuff Disney produces.” With the rise of videoand image-based platforms like Instagram and Snapchat, people see the world through an increasingly visual lens and simply don’t have the time to wade through long

elitefranchise | November 2016

Technology.indd 1

04/11/2016 16:41

"

This was our second year exhibiting at the London ExCel Franchise Show and again, we've left with various franchise leads and sales enquiries.

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Last year, we were able to open three new franchise Show andour again, we've left with various franchise leads and sales This was second year exhibiting at the London ExCel Franchise communication throughout the process is frequent.

We have shops from attending the show and this year we hope to double enquiries.

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The show is we've very the wellshow presented and arranged and the shops from attending and this year we hope double enquiries.

Last year, we were able to open three new franchise communication thePacking. process isarranged frequent.and We the have - Chloe Sands, Marketing Executive at Postpresented and that.

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- Chloe Sands, Marketing Executive at Post to andattend communication throughout thePacking. process is frequent.

- Chloe Sands, Marketing Executive at Post to andattend Packing. again next year for a third time. already made arrangements We have spoken to - Chloe Sands, Marketing Executive at Post and Packing. some great people, it ExCeL London. hasWe been a busy show have spoken to Every February. and the look and feel some great people, it We have spoken to www.thefranchiseshow.co.uk ExCeL London. of the exhibition is the has been a busy show some great people, it We have spoken to Every February.

London. best it has been since and the look and feel We ExCeL also have successfully The event has grown from has been a busy show great people, it www.thefranchiseshow.co.uk Every February. they started! launched Ireland's biggest just 60 brands in 2013 to over ofsome thethe exhibition is feel the ExCeL London. and look and has been a been busy show ever Franchise Show in 160 February - Matt Head of Recruitment, best itexhibition has since We www.thefranchiseshow.co.uk also have successfully The brands event in has grown 2016. from of theO'Neil, is the Every February. and the look and feel Expense Reduction Analysts UK Ltd association with The Irish Next year we plan to have they started! launched Ireland's biggest just 60 brands in 2013 to over best it has been since www.thefranchiseshow.co.uk We also Association. have successfully The event has grown from of the exhibition is the Franchise more 200. ever Franchise in 160 in February - Matt O'Neil, Head of started!

Recruitment, Had a great show in they launched Ireland'sShow biggest just brands 60than brands in 2013 to2016. over best has been since We also have successfully The event has grown from ExpenseitReduction Analysts UK Ltd association with The Irish Nextbrands year we plan to 2016. have ever Franchise Show in 160 in February London!

Talked to - Matt O'Neil, Head of Recruitment, they started! launched Ireland's biggest just 60 brands in 2013 to over Franchise Association.

Expense Reduction Analysts UK Ltd more than 200. association with The Irish great potential clients Next year we plan to 2016. have Had a great show in ever Franchise Show in 160 brands in February Matt O'Neil, Head of Recruitment, Franchise Association. more than 200. about expanding London!

Talked Expense Reduction Analysts UK to Ltd association with The Irish Had a great show in Next year we plan to have Coyote Ugly in India, great potential clients Franchise Association.

London!

Talked to more than 200.

Had a great show in UK, Ireland, Italy, about expanding great potential clients London!

Talked to Slovakia, and Coyote Ugly inmore!"

India, about expanding great potential clients - Justin Livingston, Coyote Ugly UK, Ireland, Italy, Coyote Ugly in India, about expanding Saloon Slovakia, and more!"

UK, Ireland, Italy, Coyote Ugly in India, Justin Livingston, Coyote Ugly Slovakia, and more!"

UK, Ireland, Italy, Saloon

- Justin Livingston, Coyote Ugly Slovakia, and more!"

Saloon - Justin Livingston, Coyote Ugly Saloon

Why exhibit Why exhibit anywhere else?

Why exhibit anywhere else?

Why exhibit more exhibitors, more visitors, more international brands, anywhere else? than any other UK show. anywhere else? more exhibitors, more visitors, more international brands,

Contactmore Matthewexhibitors, Parfrey - 0330 1222 049 - matthew.parfrey@newstartexhibitions.com more visitors, more international- @FranchiseShowUK brands,

than any other UK show. more exhibitors, more brands, than anyvisitors, othermore UKinternational show.

Contact Matthew Parfrey - 0330 1222 049 - matthew.parfrey@newstartexhibitions.com - @FranchiseShowUK than any other UK show. - @FranchiseShowUK Contact Matthew Parfrey - 0330 1222 049 - matthew.parfrey@newstartexhibitions.com

Full Page Ad for Making Money.indd 1

Contact Matthew Parfrey - 0330 1222 049 - matthew.parfrey@newstartexhibitions.com - @FranchiseShowUK

05/10/2016 10:57:49

NEWS001

Full Page Ad for Making Money.indd 1

05/10/2016 10:57:49

Full Page Ad for Making Money.indd 1

05/10/2016 10:57:49

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08/11/2016 16:39

Franchise websites

brochures – especially at the start of their journey. “Franchises are missing out on leads because they’re burying their contact details and making people go through pages and pages of copy,” Strong adds. “That’s a rookie mistake.”

The digital barriers So what’s holding some franchises back? While there is a lack of practical digital skills across all sectors and age groups, the real problem may lie further up the chain with an ageing leadership team.

“Most directors tend to be in their 50s,” Strong says. “Many of them are embarrassed and only embrace what they understand, which can be quite limited. Digital is a huge chink in their armour.” And without commitment from the top, it’s easy for franchises to turn into laggards when it comes to investing in the latest technology.

The lack of digital know-how is also creating a culture of fear. As it is, Strong believes there’s a certain predisposition in the industry toward avoiding anything risky. “Franchising is built upon the reliability of historic achievements that you aim to replicate,” he says. “That means there’s a cautiousness about doing anything that isn’t proven.”

What’s more, social media is making it easy for negative stories to be amplified while brands are finding it harder to control their own narrative. “We’re all publishers and the CEO is now eyeball to eyeball with the customer,” Strong adds. “This terrifies senior management.”

This sense of dread often results in franchise websites becoming static documents – something you might update at the start of each year and then leave for months. Risk-averse franchisors often put layers upon layers of approval processes in place before something can get uploaded – a long way from Facebook’s “move fast, break things” motto. But this is a mistake when people are using your website to find out more about you. “Your website should be a moving, evolving asset – not just a digital version of your brochure,” says Cavell.

Besides, attempting to retain complete control is a futile mission.

“They can’t stop it,” Strong warns. Instead, he believes in educating directors to remove their sense of vulnerability. And beyond senior management, it’s equally important to share digital know-how throughout the network while recognising that not everyone will be at the same stage of their digital journey.

At Bluebird Care, Cavell and his team have created around 200 microsites to help franchisees deliver localised content. At the start of the project, Cavell discovered that while some franchisees were able to take on the managing of their website and run with it, others preferred head office to upload the content for them. Additionally, franchisees were given a huge amount of hand-holding on everything from the company’s tone of voice to the use of photography. These microsites now form an “extremely important part” of the company’s marketing mix and an increasing number of enquires come from

People expect to see video, imagery and animation that’s so good it rivals the stuff Disney produces Alex Cavell, Bluebird Care

66

them. Part of the reason for their success is that the digital team has managed to balance giving franchisees the autonomy to execute a localised digital content strategy with ensuring consistency and head office oversight. “We’ve shown our franchisees that people don’t want to just read about head office: they want to know what we’ve been up to at a local level,” Cavell says.

But is a website really that important in today’s multichannel world? Cavell believes they play a critical role at every stage of the customer journey. “More and more people are using websites to learn, research and make decisions,” he says. And while social media is important, Twitter’s decision last month to axe Vine, its video platform, demonstrates the dangers of relying on a third-party platform at the expense of investing in your own website.

There’s also a massive opportunity cost for those who ignore their website. “The few bright lights that do invest in their website are getting ahead of the more nervous franchises,” Strong concludes. “The website will continue to be an important hub.”

elitefranchise | November 2016

Technology.indd 2

04/11/2016 16:40

8-12% NET fixed income for 10 years Fully managed, effortless UK property investments

Emerging Property are an established UK property consultancy, with a focus on two of the UK’s highest yielding property sectors - Purpose Built Student Accommodation and Serviced Apartments.

Both of these sectors are benefitting from high and increasing demand, with record numbers of students and tourists, respectively, in the UK over the past few years.

All of our property investments provide 8-12% NET yields, fixed over 10-year periods, with flexible resale options throughout.

With onsite management teams responsible for all operational aspects of each of our properties, buyers also receive a completely effortless income.

Immediate 8-10% NET income fixed yields for 10 years

Scholar’s Village Student Property

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Westbeach Serviced Apartments

Proven income from operational 10-12% NET fixed phases yields

www.emergingproperty.co.uk info@emergingproperty.co.uk EMER001

Untitled-2 1

02/11/2016 16:43

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

Franchising or licensing?

To franchise or to licence?

There’s a range of factors that can help you decide whether franchising or licensing will suit your business best

BY Roz Goldstein, founder, Goldstein Legal

F

ranchising and licensing are excellent options for business owners looking to expand because they provide an alternative to organic growth, which often entails less risk. But there’s often a lack of clarity as to how the two models differ and business owners sometimes head in the direction of one, without fully understanding the merits of the other. However, there really is no great mystery involved and to prove it we will run through the pros and cons of each to help you understand which might suit your business best.

Terminology First up, let’s look at terminology. In the majority of cases, ‘franchising’ refers to the business format franchising.

The franchisor, being a business with a strong brand and a well-established and profitable business model, looks to replicate that model by franchising it to other people – the franchisees. In a licence agreement, on 70

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the other hand, the licensor grants a licensee the right to use the licensor’s brand name and / or other intellectual property rights – such as copyrights.

As with a franchise, the licensee’s business benefits from the brand and intellectual property of the licensor and the licensee pays fees to the licensor accordingly. The difference is that a licence arrangement tends

not to involve the replication of an existing business format. Often, the intention is the opposite, with the licensor licensing their brand to a third party who may exploit it in a consumer sector where the licensor has no presence or expertise.

Is there a rule as to which model works best with certain business types?

Sadly, it is not quite as simple as that.

Of course, franchising has brought the likes of McDonald’s, Starbucks, Mail Boxes Etc. and hundreds of other brands their international reach and success. Indeed, the advantages of franchising are well-known. For one, new startup franchises have a much lower failure rate than other startups.

Moreover, franchise arrangements extend the use and reputation of the brand to a wider geographic area and a bigger audience, to the benefit of all.

Does this mean franchising produces a win-win for everyone?

Sometimes, yes. But not always. Franchising is not the perfect

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Franchising or licensing?

solution for every business and it isn’t easy. As a potential franchisor, you soon realise that there are more franchise opportunities on offer than there are franchisees wanting to take them on.

Your franchise offer must be as – or even more – attractive than those of your competitors.

Furthermore, a franchise concept is unlikely to thrive unless you have a business model with a proven track record of profitability. In getting your franchise offering off the ground, you’re likely to have invested time, effort and money in everything from a company operations manual to a franchise prospectus and detailed marketing strategy. It’s no surprise successful franchisors will often have spent upwards of £30,000 to launch a franchise business model and sometimes more.

As for licensing, the perfume industry is a good illustration of where this particular model has thrived. The majority of all the big-name fragrances are made and sold by just two or three perfume houses. Calvin Klein, Cerruti, and Chloe, for example, are all manufactured and distributed by Coty under licence from the brand owners.

Licensing also works well when the licensor has developed some specific technology, knowhow, brand images or design that’s attractive to licensees who wish to incorporate it into their existing businesses. Software and database technology, for example, are invariably exploited through licensing.

Coaching and training concepts, however, have been shown to work well either as franchised businesses or licences. ActionCOACH and Pitman Training are examples of successful franchised operations. But there are also many businesses that have developed coaching and personal development tools licensed to training establishments that incorporate those tools into their own business structures, such as neurolinguistic programming.

A licence arrangement tends not to replicate an existing business format.

In many cases, the intention is the opposite

Pros & cons To clarify, let’s highlight the pros and cons that apply to each business model.

Franchising: pros On the franchisor’s side, the fact that they receive an immediate income from their franchisees is a big positive.

Similarly, the franchisee benefits from the opportunity to buy into an already proven business concept.

Both franchisor and franchisee profit from franchise arrangements that extend the use and reputation of the brand to a wider geographic area and audience.

Franchising: cons Bear in mind that a franchise is unlikely to thrive unless you already have a proven track record of profitability. A franchisor will often have spent upwards of £30,000 prior to launching their business model on expenses such as a business analysis, a pilot franchise operation; compelling franchise prospectus, a marketing strategy and a robust tailor-made franchise agreement.

Your franchise offer must be as – or even more – attractive than those of your competitorse Licensing: pros Turning to licensing, one advantage of a licence is that it can be easier to manage than a franchise. The licensee also has more freedom to run their business their own way and, as a general rule, a licence arrangement is cheaper and easier to set up than a franchise concept and demands less in terms of time Licensing: cons A licence agreement, however, has to focus carefully on quality assurance and compliance with the licensor’s standards. Products or services sold under licence should enhance and complement the reputation of the licensor and the licence agreement must allow the licensor to pull the plug whenever quality or compliance are compromised. Before granting any licence, the business owner must demonstrate how they will monitor quality in practical terms.

Both franchising and licensing can set your business on the road to success but it is essential to choose the right direction. Once you have made that important decision the sky is your limit.

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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!

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Franchisee: Greater Manchester

A resale opportunity has arisen in one of our franchises based in the Greater Manchester area.

Investment: TBC

The franchisee operates from a shop front so any purchaser would be walking into a readymade business with a newly refurbished shop complete with furniture, IT and telephone systems along with experienced, well qualified staff.

Location: Greater Manchester

Established: 2006

Turnover: £240,000

This represents an excellent foundation upon which a new franchisee can continue to develop a substantial business which is very well known in the local area.

The business has enjoyed regular growth with the majority of new clients coming from recommendations, walk in business and inbound leads generated from the support centre.

The business has gross recurring fees of £300,000 and the franchisee is now looking to realise the asset built.

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

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Why Did We Choose OPC? I bought a ready-made business with an income from day one Mark Quinlan You can work around special occasions or holidays. No more 9 to 5! Mike & Fiona Davies All the mistakes have been made in the past and solutions put in place Paul Hodgkinson & Ione Brown Knowing I can ask for advice when required gives me confidence Penny Scott For more information call Andrew Cutler on:

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FRANCHISE FOCUS

McDonald’s

Have you ever considered what a life-changing opportunity a McDonald’s franchise could offer?

Being a McDonald’s franchisee means owning your own business – working for yourself, but not by yourself. It’s about setting your own goals, managing your own restaurants and reaping your own rewards.

McDonald’s franchisees are hands-on, business-savvy and ambitious people who are ready to make a long term commitment to a business.

“I didn’t know anything about the food industry, so coming in and getting all that training gives you a lot of confidence and comfort.”

Jane Blackwell - McDonald’s franchisee, Banbury

www.mcdonalds.co.uk/franchising

MCDO002 MCDO002

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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The Interface Financial Group

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.

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

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

Shuttercraft

• High Profits • High Cashflow • Low Margins • High Referral Levels • Advanced Training Package • Multi-Level Business Support • Premium Product

Shuttercraft offers premium wooden shutters in a market that is growing by 30% per annum. We put “customer experience” at the heart of everything we do and that is how we remain the market leader. Shuttercraft have invested heavily into new websites, new CRM systems and dedicated personnel to ensure our franchisees have every advantage when entering this growth market.

Phone: 01692 280 505 | Email: sean@shuttercraft.co.uk | www.shuttercraft-franchise.co.uk

ARCM001

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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BBX UK

Over 60% of businesses have the ability to service more customers without increasing their fixed costs – this is called their SPARE CAPACITY. If their spare capacity is not used its value will be lost forever which costs UK businesses hundreds of billions in lost revenue annually.

BBX is the largest Global Cashless Trade Exchange offering businesses a facility to turn their spare capacity into additional revenue without discounting. Building on 22 years of franchising we have opportunities in the UK offering:

• Multiple income streams – earning 24/7 • Dedicated territories • Renewable income leading to exponential profit growth • Immediate cash flow • Global market leaders

Contact Matthew Harding | Call: 0333 4002014 | email: matt.harding@bbxuk.com | www.bbxuk.com

BBX001

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

THEO003

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FRANCHISE FOCUS

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

NOWB001

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

MASC001

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

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To advertise in this section please call: 01245 673 690

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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*

Call us today on:

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October 2016 £4.50

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PEARSON ANDERSON

September 2016 £4.50

BREAKING UP IS HARD TO DO

How Amit Kainth created his franchise network almost entirely by accident

How to avoid heartache when partnerships fall apart

CAMILE THAI

Brody Sweeney dishes on venturing into the London food delivery market

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SPUN CANDY

How James Ellender became a real-life Willy Wonka

SHUTTERCRAFT The franchise sheds some light on its successful transformation

OUTSOURCING ADVICE

August 2016 £4.50

WE LOVE PETS

Meet the franchise caring for all creatures great and small

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A REASON FOR BEING

The Steve Jobs management lesson franchisors must take to heart

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COFFEE-BIKE

The mobile coffee shop serving up success on the streets

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The estate and lettings franchise shares its approach to property

Should the Scots be fearless about franchising?

June 2016 £4.50

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ALL IN THE FAMILY

Why franchising with a relative produces great results

SUIT THE CITY

The tailor is stepping up its sartorial success

Ensuring the world has the right tools for the job

GUINOT

Why you must leave your ego aside when bringing on a franchise consultant

Bringing the world scientific skincare

NONE BUT THE BRAVE

Whether it’s relocating from Sydney to the UK or swimming the Cook Strait, Danny Hanlon doesn’t shrink from a challenge. And fortune favours the brave: since 1998, he’s grown Trend Transformations to a network of over 200 locations around the globe

KEEPING BUSY To say Lisa Curteis is a hard worker is an understatement. In the early years of Rosemary Bookkeeping, its director was scarcely able to switch off – even when she went into hospital to give birth to her son. But the hard work has definitely paid off, seeing her head up an award-winning franchise network

TOP GEAR

For former professional rugby player Mark Llewellyn, tackling challenges head on is second nature. Thanks to this, his vehicle repair franchise Revive! UK is now entering the fast lane and is set to turn over £8.5m this year

SLICE OF THE ACTION

When Ian Christelow first came across ActionCOACH, he knew it was something he wanted to be part of.

From one area development license in East Anglia, he has since grown the franchise into a network of over 150 coaches that helps companies throughout the UK

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

*Limited to new subscribers at UK addresses only. Please allow 28 days for delivery. Overseas mail: Europe £60; rest of world £95 Offer closes 30.11.16

DISCOVERY DAYS

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.

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.

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.

taimoor taimoor milktaimoor milktaimoor milksheikh milksheikh sheikh sheikh

Phone 0845 834 0332 Email: ifg@interfacefinancial.com www.interfacefinancial.co.uk ARCM001

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

Ahead for Business Franchise Seminars

STEP INTO FRANCHISING

am a a franchisee franchisee & & II am this is my McDonald’s this is my McDonald’s

Ahead for Business

‘The best part of being a franchisee ‘The best part of being a franchisee is the the responsibility that that comes comes with with is amresponsibility aafter franchisee & looking after large workforce. workforce.

IIlooking am a franchisee & aa large Givingis local people chance to to this mypeople McDonald’s Giving aa chance this islocal my McDonald’s develop their skills, grow grow in in develop their skills, confidence, progress progress their their confidence, ‘The best partsomething of being being aa franchisee career – it’s it’s something I find find ‘The best part of career – Ifranchisee is the responsibility responsibility that comes comes with with really rewarding.’ that is the really rewarding.’ looking after a large workforce. looking a large workforce.

Taimoor, after operates four restaurants restaurants Taimoor, operates four Giving local people a chance to in South Southlocal East London London Giving people a chance to in East develop their their skills, skills, grow grow in in develop confidence, progress their confidence, progress their career – – it’s it’s something something II find find career really rewarding.’ rewarding.’ really

What is franchising? How does it work?

Can I be successful?

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.

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.

Taimoor, operates operates four four restaurants restaurants Taimoor, in South South East East London London in

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

Come and talk to us at our Insight Day in Elstree 22ndDecember July 2016 2016 2nd

02071 833 657

www.mcdonalds.co.uk/franchising

Come and talk to us at our Insight Day in Elstree 1 045116-250x148-CityAM.indd 22nd July 2016

INTE002

MCDO002 INTE002

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www.franchise-seminars.info I enquiry@franchise-seminars.info RBS001

www.mcdonalds.co.uk/franchising

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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.

Interested Investors

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.

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.

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

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

Phone: 01905 678853 Email: franchise@homexpertsuk.com www.home-xperts.co.uk HOME002

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

PROJ001

IF YOU’D LIKE TO TELL POTENTIAL INVESTORS HOW YOU RUN YOUR DISCOVERY DAYS OR 1-2-1’s PLEASE CALL: 0124 567 3690

to speak to a member of our team

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Visit us today to find your Dream Franchise www.franchisesupermarket.net

Franchise Opportunities with Franchise Supermarket ‘Franchise Supermarket is here to help you find the right Franchise Opportunity. Starting your own business can be a daunting process, so Franchise Supermarket aims to ease this process and help you become one of the 97% of franchisees within the UK that are achieving profitability. The Franchise Supermarket team wants to be more than just a directory - we aim to be the one stop shop for Franchise Recruitment!’

Franchise Supermarket provides YOU with • • • •

Detailed up to date franchise profiles Franchisee success stories The latest franchise news Upcoming franchise exhibition dates and franchisee Discovery Day dates

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

Finding my own leadership style

Jane Maudsley reflects on how she’s learned to stay true to her personality and keep her head above the water while leading her team

A

fter months of seeing Trump and Clinton battle it out for the US presidency, it seems topical to discuss the challenges of leadership and various styles adopted by business heads. As a leader, I feel that it’s important to lead by example; to have a vision, create a value-driven culture, inspire, motivate and mentor those within the organisation. But

while I have a clear idea of how I want to lead, there are challenges that crop up along the way.

When you google the word leadership, you find synonyms like authority, control, supervision and manager. While those are undoubtedly aspects of being a leader, there are far more qualities that come into play and you need

to find a leadership style that gels with your personality. I don’t feel the need to rule with an iron fist at Little Voices, not only because it’s not called for but also because being controlling or forceful doesn’t come naturally to me. Leadership shouldn’t just be about control, management, supervision and authority. I’d rather come across as warm, friendly and approachable. Of course a leader ultimately needs to call the shots but how that’s achieved is up to you. An effective leader inspires their team by creating a vision that can be achieved by everyone. They then execute that vision strategically and help everyone to make it a reality.

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The problem is that when you’re just starting out, it’s easy to lose track of your vision as you fight to solve immediate operational issues, like getting customers through the door.

You quickly go from feeling excited about owning your own business to being swamped with day-to-day tasks. But if you want your franchise to grow, you have to be able to see the business from a strategic point of view.

This means processes, procedures and systems need to be in place that free you up. Leadership is often knowing when to step back and not trying to do it all yourself.

For example I used to do all of the singing teaching within my flagship franchise. I loved it and I was good at it. At the time, I thought I was the only one who could – and should – be teaching. But there are other fabulous

An effective leader inspires their team by creating a vision that can be achieved by everyone

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vocal tutors who, with the right training and support, could keep the parents and pupils equally happy – releasing me to work on the business side of things. Had I not come to that realisation, my business would have suffered. I’m constantly learning to let go and trust that someone else might be capable of doing the job, perhaps even better than I could.

I’ve experienced every element of this business first hand, from the bookkeeping and marketing to sales and customer service. I know how I want it to be done but I also know that if I want the franchise to grow I need to have more quality time to think and implement growth strategies. To get to that point, everything has to be processed in the business so that someone else can take on the role. As the leader, I can then provide encouragement, inspiration and mentoring.

It’s also important to accept that once you’ve delegated certain tasks, people will make the odd mistake.

What’s most important though is how you handle the problems and what kind of safeguards you put in place to prevent the same issue arising again in the future. The answer is not to go back to doing it yourself. As a leader – rather than a a manager – I prefer to turn to my colleagues and ask them a question so they can arrive at the answer themselves, rather than me figuring it out for them.

If you’re reflecting on your own leadership style, remember to stay true to your personality – especially when tricky situations arise. At the end of the day, we all want a successful business and how you lead has a direct impact on the kind of business you have.

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Branch out on your own with the support of TaxAssist Accountants

take control of your career

build an asset for your future

grow your business

our Support Centre averages 1 person per 6 franchisees

over 200 franchised areas

marketing and lead generation

established business model

benefit from the support of a successful franchisor

be your own boss

119 franchisees on 10 year agreements

ongoing training & support

expanding worldwide 270+ branches accross UK

Key UK Franchise Industry Stats

Source: BFA NatWest Franchise Survey 2015

There are now 44,200 franchised units operating in the UK and the sector employs 621,000 people

ÂŁ15.1bn

estimated turnover of the UK franchise sector

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active franchise systems in the UK

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of franchisees in the UK franchise industry report proďŹ tability

Call us today for a confidential chat 0800 0188 297 or visit us at www.taxassistfranchise.co.uk

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Reach out for renewables

Other benefits include:

The renewable market in the UK has a predicted value set to reach £50 billion by 2020 and the sector presents fantastic opportunities for entrepreneurs who want to establish a new business in a rapidly growing market.

• Exclusive products

Green Square is looking for like-minded people to join their team and experience a business model that is in high demand from domestic and commercial customers looking towards greener alternatives for practical renewable energy solutions for the future.

The Green Square franchise offers the opportunity to work in an ethical environment and penetrate a ring fenced business area, while minimising the risks associated with starting out alone, with a sales potential of over £1 million in three years.

• Fully certified training and qualifications in renewable technology • Quality Management system for microgeneration technologies in place (MCS) • Supported by legislation • Reasonable franchise fee • Bespoke software allowing full system design and calculations for complex installations • Full marketing support: website, launch event and marketing campaigns • Turn-key business concept

For further information please visit our website, or to express an interest in finding out more information email:

franchise@greensquare.co.uk

T: 03333 707 707

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