Elite Franchise Magazine February 2018 by Elite Business Magazine

elitefranchisemagazine.co.uk

Eye of the beholder

FEBRUARY 2018 ÂŁ4.50

Time For You

Attract franchisees by viewing your franchise the way they do

The domesticcleaning franchise is shining across the world

How to fall

Revealing the lessons franchisors learned when their franchisees failed

Shifting gear Having helped launch CeX from a small backstreet store near Warren Street, franchising founder Hugh Man is now focused on helping the global second-handretail franchise enter the fast lane

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Come and talk to us at one of our Insight Days in 2018: 2nd March, Manchester 23rd March, York 20th April. Cranfield Management Centre 11th May, Edinburgh 25th May, Aston Business School 22nd June, Manchester 7th September, Bristol 21st September, Milton Keynes 19th October, Leicester 9th November, York

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Be your own boss and benefit from the support of a proven brand with more than 25 years experience. Share in our growth as the acclaimed technology and entertainment exchange store with worldwide operations. We’re so confident that you’ll be delighted with your CeX franchise that we offer a Buy Back Guarantee if you’re not. Act now to secure your location.

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cover star

Roaring trade After Hugh Man and his friends recognised a revolution in second-hand retail was long overdue, he found himself spearheading the franchising wing of CeX. Today the franchise is giving consumers great deals around the globe

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REGULARS 9 Welcome & contributors 11 News & events 97 Franchise diaries

COLUMNS 13 Emily Price 15 Sussanne Chambers 27 Frank Milner 31 Nigel Toplis 35 Tony Bowman

FEATURES 46 How to fall

Franchisees seldom fail but itâ&#x20AC;&#x2122;s important to learn from their mistakes when they do

52 Cleaning up

With Time For You, Freddie Rayner keeps houses around the globe nice and tidy

60 Sharpening your skills Do you have the qualities franchisors look for?

68 Eye of the beholder

Step into prospective franchiseesâ&#x20AC;&#x2122; shoes to better woo them into your network

82 Getting a fix on price-fixing

Why franchisors should tread carefully when setting prices for their franchisees FEBRUARY 2018 | elitefranchise

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Backing your ambition We’re committed to supporting British business. We have local relationship managers and sector specialists who are backed by a full range of products and services and will work closely with you, offering guidance that’s focused on your business vision. We’ve also been voted Business Bank of the Year for the 13th year running. It all adds up to experience you can trust. Find out how we can help. Suki Dehal, Franchise Development Manager on 07780338656 or at Franchising@lloydsbanking.com

lloydsbank.com/business

For your next step Calls may be monitored or recorded. Please note that any data sent via e-mail is not secure and could be read by others. FDs’ Excellence Awards supported by Real Business. For more information visit lloydsbank.com/bankoftheyear

LLOY001

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welcome Volume 06 Issue 02 / 2018 EDITORIAL Josh Russell – Editor josh.russell@cemedia.co.uk Eric Johansson - Feature Writer eric.johansson@cemedia.co.uk

In their shoes

DESIGN/PRODUCTION Leona Connor – Head Designer leona.connor@cemedia.co.uk Jenny Allen – Designer jenny.allen@cemedia.co.uk Lewis Sharp - Designer lewis.sharp@cemedia.co.uk Dan Lecount – Web Development Manager dan@cemedia.co.uk

ne of the things that set human beings apart from much of the animal kingdom is our ability to put ourselves in someone else’s shoes. But being able to empathise isn’t just a useful evolutionary trait: it’s also an invaluable skill in business. Understanding things from another person’s perspective can help you really get inside of the mindset of prospective franchisees, enabling you to approach your marketing materials with fresh eyes. Equally, talking things over with franchisees can provide a whole new vantage point on your aims and goals, as our franchise diarist Jane Maudsley discovered this month. And I know I’m not alone in having faith in the power of appreciating another’s point of view. This month’s cover star Hugh Man helped launch CeX after he and his friends recognised that sellers of second-hand entertainment products often got the raw end of the deal. Thanks to this insight, the franchise has flourished and is helping film fans and gaming geeks around the globe get more green for their gear.

SALES & MARKETING Gemma Campion – Head of Sales & Marketing gemma.campion@cemedia.co.uk Jemma Tonge – Senior Account Manager jemma.tonge@cemedia.co.uk Jordan Banes Account Manager jordan.banes@cemedia.co.uk Taylor Blayney – Account Executive taylor.blayney@cemedia.co.uk Natalie Mawdsley – Media Assistant natalie.mawdsley@cemedia.co.uk CIRCULATION Paul Kirby – Circulation & Data Manager paul.kirby@cemedia.co.uk ACCOUNTS Sally Stoker – Finance Manager sally.stoker@cemedia.co.uk

■ Josh Russell - Editor

DIRECTOR Scott English – Director scott.english@cemedia.co.uk Circulation enquiries: Channel Edge Media Call: 0124 567 3700 Elite Franchise is published by Channel Edge Media, 1st Floor, Regency House, 16 Victoria Road, Chelmsford, CM1 1NZ Copyright 2018. All rights reserved. No part of Elite Franchise may be reproduced, stored in a retrieval system or transmitted in any form or by any means, without the prior written consent of the editor. Elite Franchise will make every effort to return picture material, but this is at the owner’s risk. Due to the nature of the printing process, images can be subject to a variation of up to 15%, therefore Channel Edge Media Limited cannot be held responsible for such variation. cemedia.co.uk

elitefranchisemagazine.co.uk

Contributors

Jane Maudsley

Nigel Toplis

Emilie Sandy

Sussanne Chambers

Not one to budge once the going gets tough, Little Voices’ founder has stuck with her new year’s resolutions. And she’s eager to share how this helped to strengthen her franchise.

Franchising is not an easy road to riches. However, with the right attitude and support it can help budding entrepreneurs to build a business of their own, writes Toplis.

There’s a reason we keep enlisting Sandy’s services: her photos are always absolutely stunning. Her pictures of this month’s cover star Hugh Man continue her winning streak.

From reviewing your finances to finding support from family, becoming a franchisee isn’t easy. Fortunately, Chambers is happy to share her top tips to help you get it right.

FEBRUARY 2018 | elitefranchise

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make their

FUTURE your

BUSINESS

Are you looking for a career with all the rewards of helping children achieve and the independence of running your own business?

Kumon is the UK and Ireland’s largest supplementary education provider. As an independent business owner and the Instructor of your own Kumon Maths and English Study Centre, you will reap the rewards of developing children as you grow your business. We offer: • Thorough and transparent recruitment process • Low cost start-up fee • Support of a dedicated Area Manager • Comprehensive training programmes If you can demonstrate the educational skills and business acumen to succeed, this full-time opportunity could be for you. Apply now to attend an orientation meeting near you:

0800 854 714 www.kumon.co.uk

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news ActionCOACH’s global CEO’s new gig

McDonald’s new deal Whether it’s installing cutting-edge technology in its restaurants or introducing vegan burgers to the menu, McDonald’s certainly isn’t afraid of trying new things. Fortunately, this eagerness to keep pushing the envelope also extends to protecting the environment: the franchise has just announced plans to make all of its packaging sustainable by 2025.

The new initiative means that the percentage of McDonald’s packaging that comes from renewable, recycled or certified sources will jump from 50% to 100% globally. Similarly, while 64% of McDonald’s fiberbased packing today comes from certified or recycled sources, this number is also set to rise to 100% by 2025. The home of the golden arches is certainly doing its part to save the planet.

Having helped expand ActionCOACH into 72 countries, the global CEO Vic Ciuffetelli felt that managing the business-coaching franchise meant that he didn't work as closely with its franchisees as he wanted to. Fortunately, Ian Christelow, co-founder of ActionCOACH UK, had the perfect opportunity in store for him: helping to grow its operations in Britain as part of its support team. The UK network is already the fastestgrowing of all ActionCOACH regions in the world. But with Ciuffetelli’s deep knowledge of the brand, the business hopes to become even better: its ultimate aim is to control over 6% of the market and grow the number of franchisees from roughly 170 to 3,600. With Ciuffetelli’s experience to draw from, the franchise has good reason to feel bullish about the success of this ambitious plan.

Events The Franchise Show 2018 February 16 - 17 ExCel London, London Borough of Newham, London, E16 1XL The National Franchise Exhibition February 16 - 17 NEC, Halls, Marston Green, Birmingham, B40 1NT How to Market Your Franchise and Recruit for Network Growth February 20 bfa Office, Milton Park, 85f Park Drive, Abingdon, OX14 4RY Special Seminar - Legal Issues in Franchising February 22 Ardencote Spa, The Cumsey, Lye Green Road, Claverdon, CV35 8LT The British & International Franchise Exhibition March 9 - 10 Olympia, Kensington, London, W14 0NE

BY ERIC JOHANSSON

We want to make our readers aware that Razzamataz Theatre Schools has been removed from the Elite Franchise 100. It did not apply to take part and was unaware of any ranking or criteria and as a result does not wish to be included. We would like to apologise for any confusion this may have caused.

Darren Taylor Holdings acquires Wilkins Chimney Sweep Few franchises can boast a history spanning more than 100 years but Wilkins Chimney Sweep is one of them. Now the chimneysweeping franchise founded in 1895 has been ensured continued success for years to come: it has been bought by Darren Taylor Holdings, the franchisor that also owns the tree-stump-grinding franchise Stumpbusters. And its franchisees couldn’t be in safer hands: not only is Darren

Taylor the owner of StumpBusters but he started out as a franchisee himself. The unique insights he gained from this experience will certainly serve him well as he takes over the operations of Wilkins Chimney Sweep. Having an experienced franchisor at the helm will more than likely clear the way for Wilkins Chimney Sweep to remain successful for many years to come. FEBRUARY 2018 | elitefranchise

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EMILY PRICE head of opperations bfa

THings to Consider before Entering Franchise Award programmes Winning business awards can support your marketing efforts. But do your due diligence before you enter any schemes

t is only natural, in an industry that has seen positive growth for over ten years, that there is a large number of people and organisations looking to benefit from the fruits of its labour. More franchisors are looking to build their networks and that means increased marketing budgets for people to fight for. And while entering award programmes can boost your brand, make sure they are the right fit for your franchise before you do. The cost If you are being asked to pay for advertising space as part of a recognition scheme, is it a representative scheme or just another moneymaking campaign? Advertising is advertising and recognition schemes should provide frameworks to benchmark and identify successful businesses in particular categories or sectors. The assessment process should be transparent and fair for all who engage with it. The judges If you are participating in a programme that involves judges it would be wise to know who they are, if they are credible and importantly that there is no conflict of interest. Do they have industry longevity, breadth of experience and depth of knowledge? And would you trust them with your confidential company information? In addition – and it's a shame we have to mention it – but does the judging process mentioned actually exist? The criteria What are the entry criteria? Is the information you are being asked to provide sufficient for an external party to make a judgement on your business? And if not how would a cross-entry analysis take place? This may seem simple but unfortunately there are examples of franchisors still in their infancy utilising promotional platforms to promote themselves as industry leaders when they have not yet built solid foundations. As we know franchising is a slow and steady race, quick wins are costly and industry

recognition that strengthens a brand’s marketplace proposition should be earned. The process Franchising is a diverse sector and for that reason a credible programme should provide a clear outline of criteria along with any formal supporting evidence required to enable a fair judging process. During the process you should have ample opportunity to share your brand and story and there should be plenty of mechanisms to gather data and insights from the process that will prove beneficial to any supporting PR campaign. The return on investment You have submitted your entry, been shortlisted, possibly attended a finalist presentation and are about to enjoy a wonderful ceremony where you receive your award. That’s all very nice but what happens next? It can be resource heavy to produce a compelling entry that will capture the attention of judges and see you reach the top spot. For that you should benefit from an award that can set you apart from competition in the industry, is a proposition-strengthening tool in the marketplace and provides you with an opportunity to strengthen your relationship with your network. You should engage in a post-PR campaign that facilitates exposure you otherwise wouldn’t have been able to achieve. FEBRUARY 2018 | elitefranchise

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At Home Instead Senior Care we specialise in delivering quality care to older people in their own homes. Given the market opportunity an ageing population presents, a Home Instead franchise offers a wise investment to build a market leading, profitable business while helping people live a better quality of life. Over 190 franchise offices in the UK First class training and support for owners and their teams A proven management franchise model Award winning support

Each Home Instead Senior CareÂŽ franchise office is independently owned and operated. Copyright ÂŠ Home Instead 2017.

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Sussanne Chambers founder and managing director HomeXperts

Read and understand the franchise agreement It still shocks me when I ask if a potential franchisee has any questions about the franchise agreement and they state that they don’t. It's important to ask questions: as far as I am concerned the more you have the better, because asking questions will enable you to have a clear understanding of your legal obligations. Consequently, the better your understanding of the franchise agreement, the more informed your decision to go ahead will be.

Make no mistake: ensuring success as a franchisee If you want to be absolutely certain about your decision to enter the world of franchising, there are some basic errors to avoid or most people, buying a franchise is a positive lifechanging experience. The Smith & Henderson British Franchise Satisfaction Survey 2016 states that 90% of franchisees say they are happy with their franchise. Low commercial failure rates of just 1% contrast strongly with the 40% of startups that fail after five years, as reported in research conducted by Ormsby Street, the SME-research firm. It all sounds too good to be true. And, for some, it will be: sadly, buying a franchise will not create a ‘happily ever after’ for everyone. Fortunately, potential franchisees can limit their risk of failure by avoiding these common mistakes.

Get the finance right For me, it all starts with money. Some franchisees make the mistake of failing to ensure that they have adequate finance in place to enable them to run their business and meet the obligations of the franchise. There are numerous franchise finance schemes in place, from the major franchising banks such as HSBC, Lloyds and NatWest to specialist companies such as Franchise Finance. In the first place, potential franchisees should consider taking out a loan to ensure they have enough finance to run their business and guarantee their future success.

Get family and friends on board Starting a new business will be timeconsuming and, frankly, for the first year should be all-consuming, as the more you put into your business the greater your success will be. Family members need to understand how this could impact on family life. I had one potential franchise call me the morning of the signing meeting; he told me that his wife had said she would divorce him if he went ahead. Clearly there had not been enough discussion during the early stages of research. Understand the day-to-day It is all very exciting starting your own business. However, as with all jobs, there will be areas of monotony and repetition, so ensure you understand exactly what the day-today operations will be. Additionally don’t just focus on the elements of the work you like and are excited about; it is important to consider the less attractive elements of running your own business. Avoid these common mistakes and, as a result, you’ll move forward with and have confidence in your franchise purchasing decisions, safe in the knowledge that buying a franchise is a great way to start your own business. FEBRUARY 2018 | elitefranchise

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Roaring trade

With Hugh Man heading up its franchise wing, second-hand retail franchise CeX has gone from strength to strength and now has over 550 stores around the world BY josh russell / photography by emilie sandy

ew will be shocked to hear that Hugh Man, franchise founder at CeX, the second-hand entertainment franchise, isn’t a huge fan of our throwaway culture. “We’ve got to change this disposable world that we live in,” he says. “We’ve got to stop just throwing stuff out.” While some people seem to buy a new smartphone more often than they buy new socks, Man evidently doesn’t feel this is an irreversible trend. In fact, he has made his livelihood encouraging consumers to unlock the value of their electronics and allow others to access tech at a fraction of the price. “What’s no good to you is perfect for somebody else,” he says. “And that gives us a big market in terms of what we do with this stuff.” However, when Man was a boy growing up in Fulham these grand plans couldn’t have been further from his mind, although he had plenty of chances to rub shoulders with successful people. His father ran a Chinese restaurant around the corner from Stamford Bridge, the home of Chelsea Football Club. “Obviously I was a Chelsea supporter as a kid,” he says. “The squad used to come to my dad’s restaurant if they lost at home: that was the highlight of my week.” Despite this example, Man admits becoming an entrepreneur wasn’t exactly high on his agenda – although he certainly wasn’t beyond the occasional money-making scheme. “At 12 or 13, I bred rabbits and sold them to pet shops for pocket money,” he

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recalls. “But at that age I probably didn’t know what entrepreneurialism even meant.” Instead much of Man’s energy was invested in trying to make up ground academically. “Due to a childhood illness, I missed a lot of primary school, virtually all of it,” he says. “I didn’t know my alphabet until I was like 11 or 12.” Gaining significantly on his peers during his teenage years, Man found he had a real flair for design and began to aim for a career as an architect or civil engineer. However, his focus on more technical disciplines at A-level ended up proving problematic: finding he had too few qualifications in academic subjects to enter a bachelor's course at university, he opted instead to enter a higher national diploma (HND) programme. “Our managing director Dave Mullins often reminds me that HND stands for ‘have no degree’,” he laughs. “But it allowed me to skip the first year at uni, so I went into the second year doing civil engineering.” After completing his second year at South Bank University, Man decided to take a short break to earn some money selling mortgages and insurance – although this brief interval quickly became a longer one. “Basically I made a bit of dosh and thought ‘hang on, I’ll take a gap year then go back to uni with a bit of money and do it in style’,” he says. “I never went back.” And as things transpired this was rather fortuitous: it was while Man was

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Hugh Man

We had about ÂŁ4,000 and all our Nintendos, Commodore 64s, bits of printers and video games FEBRUARY 2018 | elitefranchise

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working in the industry that he first met his future CeX co-founder Robert Dudani. “Bobby was a newbie so we kind of clicked: I showed him the ropes and we spent a lot of time together, mostly in pubs,” he says. “And after we left the mortgage broker, we actually became very good friends – or more like brothers: we supported each other quite a lot through highs and lows.” Not long after leaving the mortgage broker, Dudani began working at a second-hand retailer. And not only did this introduce him to another future CeX co-founder, Paul Farrington, but it also gave the friends direct insight into some of the industry’s worst practices. “They treated people who were selling things very badly: they would scratch their heads, give them peanuts for their stuff and then sell it for a massive margin,” says Man. “That was typical in the second-hand retail business at the time.” Recognising that this wasn’t offering customers a great experience, the co-founders began to discuss the idea of setting up a secondhand entertainment store that offered the public better payouts for their possessions. “We had the vision that we could do a lot better by treating both the buyer and seller equally,” Man says. “And that’s how CeX evolved.” Once they had added the customerservice expertise of Oliver Ball to their team, CeX’s co-founders pooled their resources and got to work – although Man admits they were hardly blessed with a great bounty. “We had about £4,000, which is not a lot of money,

and a bunch of stuff from our houses: all our Nintendos, Commodore 64s, bits of printers and video games,” he laughs. While many of the consumer electronics stores were concentrated around Tottenham Court Road, the CeX co-founders knew their budget wouldn’t stretch to that so they instead found a backstreet location near neighbouring Warren Street station. Fortunately, being such good friends meant that getting their first location open wasn’t too onerous. “In a small store, you’re like a little family,” says Man. “We took it seriously and knew what we needed to do but we probably had more fun than we should have done.” Despite this, attracting customers to the new brand and drawing in sufficient footfall wasn’t exactly straightforward. Fortunately the CeX co-founders had a little help from their young sales assistant who showed a keen wit and remarkable prescience. “He was this wannabe cartoonist who sat behind the counter, made people laugh and produced this really cool, funny cartoon on an A5 flier to promote what we did,” says Man. “You’ll recognise his name: Charlie Brooker.” While this was many years before Brooker’s success as a writer, producer and creator of anthology sci-fi series Black Mirror, he still clearly knew how to capture the public’s imagination and soon CeX’s first store was filled with consumers looking to buy and sell electronics. “From having nothing, we started to have the latest stuff because we were giving customers fair values for their possessions,” Man says. “And for the

next year or two, every penny went back into things like stock and marketing.” And by reinvesting its revenue in this way, CeX soon had more than enough resources to open up a second location, setting in motion a trend of organic growth that continues to this day. “We saved up, trained up managers and opened another store, then saved, trained managers and opened another one and so on,” says Man. “That was it: we just kept going.” Once the business had built up a significant presence inside the capital, the entrepreneurs decided the time was right to open their first store out of the city and launched their new location – in Harrow. “Don’t laugh: as far as we were concerned at the time that was outside of London,” Man interjects. And before long the entrepreneurs were preparing to properly fly the nest and wing their way up the M40. “We left some trustworthy guys behind and myself, Bobby and Paul all piled off to Birmingham to open a store,” says Man. “And from there we just kept opening stores and building stock.” CeX wasn’t content with just extending its reach in the physical realm however. Despite the fact that in 2000 e-commerce was still in its infancy, the second-hand retailer was eager to stake its claim in the wild frontier of the web. “We always felt you should dream about what the future will look like, aim for it and make it happen,” Man says. “Technology was advancing and we believed this was going to be a new revolution.” Growing its digital presence from a glorified mail-order system to a fully functioning online retail platform took some work though. For some years

They would give them peanuts for their stuff and then sell it for a massive margin: that was typical in the second-hand retail business

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Hugh Man

CeX’s model relied on holding separate stock for its website at a central warehouse, something that ultimately resulted in stock being siloed between its online and retail arms. “We changed it so we don’t have any central stock and the fulfilment is done via the stores,” he says. “They just go to the website and the customer has access to our entire database, which gives them a great selection.” Coupled with this organic growth and online expansion, CeX had its sights set on one more mechanism to help it spread its presence: franchising. However, when it first began exploring the idea back in 2001, it became clear that its model wasn’t yet robust enough to roll out to franchises. “We didn’t feel we could provide training, stability or all of the various departments you need to take care of the franchisee,” says Man. “So we weren’t ready to provide franchisees the support and stable profitability they would be looking for.” But the following four years of trading helped the future franchise firm up its model and when Kasim Ali, one of its long-term

logistics managers, announced he was thinking about moving on, CeX could see this would finally give it the opportunity to launch its franchising drive. “A conversation came up where he wanted to start his own business and a little cheeky grin said he might consider something similar to what we were doing,” Man says. “So we said to him ‘look, why don’t you be our franchise pilot?’” Over the three years that followed Ali taking the helm, CeX’s pilot store in Croydon went from strength to strength, proving without a shadow of a doubt that franchising was the right fit for the brand. However, Man began to realise that if the company was going to make the most of it, someone needed to take the lead. “There wasn’t anyone actually taking this to the next level,” he says. “At the time, there was a guy called David Mullins working with us who was a top guy so I said to Bob: ‘Dave’s probably actually a better operations director than I am so give him my job and I’ll take franchising.’” After Man signed a second franchisee – who was the husband of CeX’s then financial director – expansion began to gather apace and before long the franchise had 12 new recruits on its hands. Although this doesn’t mean there weren’t a few learning curves along the way. “Our first AGM was a big room full of people complaining,” Man says. “But we listened to the franchisees and promised and endeavoured to improve all of the tools and services that they needed.” On top of offering a better structure for its franchisees, CeX also gradually refined the kinds of candidates it was looking for, coming to prize the right attitude over a background in a similar company. “Business acumen and retail management experience do help,” says Man. “But, more than that, it’s about their attitude towards the company and the business

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Hugh Man

model, as well as their passion, enthusiasm and trust in us as a franchisor.” And perhaps the factor that Man came to most appreciate in a franchisee was a desire to follow the system rather than reinvent the wheel. “When I recruited them, I would always tell them: ‘Don’t try to be clever, at least for the first few years: stick to the model and I guarantee you’ll be successful,’” he says. “It took me several years just to start to understand the business so it would probably take them the same time.” Fortunately, franchisees aren’t alone in this process: CeX is on hand to help them get a grasp on the franchise’s fundamentals. And this training is very much tailored to the individual needs of each franchisee. “We believe that whatever they need and want must be provided,” says Man. “If there’s stuff missing from the programme, we listen to our franchisees, try and identify their needs and work toward building it in.” But its not just about adding additional content to the training programme: it also allows franchisees to spend less time on areas they are already well-versed in or dedicate more time to areas they’re less comfortable with. “As you’re going along, you can tell us what you want, what you need, where you’re weak and what you’d like to spend more time on,” Man says. Evidently this has stood CeX in good stead. While things on the high street have become increasingly rocky for larger brands – with Woolworths, JJB Sports, Blockbuster and BHS all having bitten the dust during the last decade – the secondhand retail franchise has gone from strength to strength. In part, Man feels this is just the reality of trading in secondhand goods. “New stuff is cheaper online and you have a good

We always felt you should dream about what the future will look like, aim for it and make it happen returns policy off the bat,” he says. “With second hand, people like to play with it, touch and feel it, make sure it works and be able to come back if it doesn’t.” But this still hasn’t stopped many of the old-school second-hand retailers going extinct and in Man’s eyes this is because they failed to evolve as quickly as their fleet-footed cousin. “Being nimble, dynamic and moving with the times is key,” he says. “We know that if you’re not going forward, you’re probably slipping backwards.” And Cex is definitely keen to move forward: it already has global domination in its sights. “We’re big dreamers,” says Man. “So there was always a desire to go international.” And the CeX team got their chance after a meeting with Ball, who by this time had left the company and migrated to Spain. After a few beers, the conversation rolled round to the subject of Ball opening up a CeX store in sunny España and this put in place a pattern the franchise follows to this day. When the right member of staff relocates to a new territory, the franchise enters into discussions around how this could potentially spread the brand into a new country. “When you’ve got 5,000 staff, a certain number of people within that group will love travelling and that means you can just keep throwing seeds out,” says Man. “That allowed us to slowly but surely fulfil our dream of becoming a global brand.” Many of those seeds have now germinated: CeX now has over 550 stores across ten countries, generating a network turnover of £500m. But it has no plans to stop there. “In the next few years, we’d like to be able to call ourselves a £1bn turnover organisation,” Man says. “And we’d like to become a truly global company: off the top of my head that would entail a presence in at least 20 to 25 major countries.” In addition to spreading CeX’s reach, its co-founders are already in the process of adapting its approach to a whole range of new verticals. Already Designer Exchange stores are popping up around the country, allowing consumers to buy and sell luxury fashion accessories, while KidX is already building momentum as an online community for exchanging children’s products. And Man feels like there is no upper limit on the areas in which the brand could potentially stake a claim. “You’ve got musical instruments, you’ve got sports equipment, you’ve got fashion,” he says. “That’s where we see the future: launching further sister brands and becoming global leaders in second-hand retail.”

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BE PART OF THE WORKPLACE REVOLUTION We are looking for franchise partners to join the revolution in the UK Regus provides a new way of working through a network of 3000 locations, in 120 countries and 900 cities globally with over 300 centres across the UK, and we are looking to grow rapidly. Gain access to a world of opportunity and become part of a recognised global brand. We offer a proven, global business model, established systems, support infrastructure and excellent returns.

If you have the drive, resources and commitment to be part of a global growth story, call our franchise team on: +44 (0)7920 040370 Visit regus.com/franchise or email franchise@regus.com

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02/02/2018 15:58

ADVERTISING FEATURE

Creating wealth and time to be the best Dad The story of how Andy Hemming built a £60k monthly income working 6 days a month

Andy spending quality time with his family on holiday

ndy Hemming reveals his `warts `n’ all’ story of his decade with ActionCOACH, overcoming the 2008 recession and how he grew his coaching business to £60,000 income a month on just three days’ work a fortnight, so he could free up time for his family. “After four years working in Hamburg for Nivea, I needed to move back to the UK to support my family - both my parents were diagnosed with cancer and we had been told my eldest son had autism,” Hemming says. “Nivea was great and agreed to create a job for me so I could move back to my home in Worcester.” “I soon realised my latest role wasn’t going to work out, so in early 2007, I arranged to leave Nivea and I began to look for a new role. I wanted to find something local so I could support my family and when I failed to find a role in the management tier, I started to feel like I was unemployable! Finding Action “I was at The Mailbox in Birmingham buying a shirt, thinking I should smarten up for if I got an interview when I got a call from ActionCOACH,” Hemming says. “They’d seen my CV online and asked me if I have ever heard of franchising or considered running my own business. They explained all about ActionCOACH’s business coaching franchise and invited me to a discovery meeting. “In May 2007, I found myself in what should have been just a two-hour

interview but as soon as I heard about ActionCOACH’s values and culture, I wanted to know more. Having spent so much time in the corporate world, the ideas of learning, self-development, support and team were really appealing. Not surprisingly, by July, I was on a plane with a few other ex-corporates on our way to ActionCOACH University in Las Vegas for our initial training. “The only way I can describe the training is ‘intense’. It is designed to break you down and build you back up, instilling the ActionCOACH

core principles that can help not only your clients’ businesses grow but your own too. I came back home overwhelmed but excited, and wondered if I really had enough information and knowledge from the training to start my business. It turned out that I did.” Launching the business In the same month, Hemming started his ActionCOACH business in the West Midlands working from home - he had less than 12 months before the big recession of 2008 would hit.

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ADVERTISING FEATURE

have expected me to be very happy with my business and personal performance but I wasn’t. I was coming up to year seven with ActionCOACH and I said to my wife, Kate, I was fed up with mediocrity - it was make or break time for me.” Hemming bought an office and changed the way he ran his day-to-day business. His clients came to his office for coaching, he tightened up his diary and got super-focused on efficiency.

Andy reaching the summit of Mt Kilimanjaro

I plan to grow my business to £1m working just four days a fortnight and start to build a team of coaches “I’d given myself a 12-month target to earn enough from my business to replace my old corporate salary and by mid 2008 I had created an income of £16,000 a month,” he says. “And then life got interesting when the recession hit. My bankings dropped from £18,000 in October 2008 to just £7,000 in March 2009. With the few clients I had left, I allowed them to dictate my diary so my business wasn’t running efficiently and I had less time to spend with my family - the complete opposite of where I wanted to be.” The recession forced many businesses to take a long hard look at their finances and Hemming’s clients were no different. An accountant came to a one-to-one coaching session to see if this was a cost which could be cut. He loved what he heard and ended up introducing Hemming to the regional director of HSBC who invited him to run seminars for his clients. “It helped turn my business around and in 2011 I banked £210,000,” says Hemming. “Strategic alliances like this were clearly the way forward for me and are now simply part of the marketing toolkit for new franchise partners today with a full-time national partnerships team developing and maintaining key relationships. “I want to take this opportunity to explain that many people may consider £7,000 a month or more as a great income and, as I never dropped below this level, you may

Personal time “In 2014, I banked £360,000 and, since then, I made time my obsession,” he says. “I wanted time for me, time to be with my family and time to be a great Dad but I also wanted to be a great business owner and coach too. So, since last year, I have restructured my diary of 18 clients into three days every fortnight. On just 50 hours every four weeks, I generate over £500,000 a year. “On top of all that, I have the privilege of going on a journey with my clients. I genuinely care about my clients and their goals. I regularly get results where clients have managed to double their business, and without exception, work less hours to achieve it.” “I know I need time on my own for me to be a great dad, so I spend Monday to Wednesday every fortnight coaching and the other ten days are pretty free. I’m training for the London Marathon and hope to complete it this year in under three hours 15 minutes. I love being outside, especially in the mountains with my sons, Oliver and Alex, and have climbed Kilimanjaro with friends. “I want to continue moving as far away from mediocrity as I can and plan to grow my business to £1m working just four days a fortnight and start to build a team of coaches.”

If you would like to know more about the ActionCOACH opportunity and you get a buzz from helping others succeed, love learning and developing yourself and have enjoyed success in your career or sport, then find out more by watching the 6-minute overview video at actioncoach.co.uk/overview

FEBRUARY 2018 | elitefranchise

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ADVERTISING FEATURE

Disclosure dispels doubt As we start another year and you’re investigating the many franchise and business opportunities out there, you’ll often find it difficult to figure out who is who and exactly what is what

rying to work out what’s true and what’s false these days is difficult at best and impossible at worst. The internet is swamped with plagiarism, copyright infringement and mock offerings. The number of ‘me too’ businesses in the franchise sector has significantly increased over the past couple of years. This makes it difficult to figure out whose content is original and genuine, and who is just copying what others have already published.

Thankfully though, we are starting to see higher demand for companies to ‘prove it’ and provide supporting evidence to back up what they’re saying. This should start to help those looking for a reputable franchise to differentiate between those that are sincere and those that aren’t. So what is this movement? ‘Disclosure Dispels Doubt’. At Ovenu, we’ve always been able to back-up and prove everything we’ve ever published and we’re always keen to show prospective franchisees the facts and figures. Sometimes this can be done at arm’s length and sometimes it’s on a face to face basis at a meeting with us. This could be anything from our trading history, website visitor statistics,

Companies must start proving what they tell consumers

current franchisee locations or maybe the earnings potential of becoming an Ovenu franchisee. We don’t just disclose the data, we prove it and that’s what tends to separate the wheat from the chaff. Remember that, just because you’ve seen something online doesn’t necessarily mean it’s true. Over almost 25 years, we’ve recruited lots of very high calibre franchisees into our network thanks to our honest and open approach. Many have subsequently stayed with us for many years, often renewing their agreements into a second, third or even a fourth term. Our franchisees are comfortable with the way we work. They appreciate that we’re always evolving to improve things and to make them more efficient and profitable, enhancing the value of owning an Ovenu franchise. The most important thing is that they’ll know everything we’ve told them, right the way back to the first communication they had with us up to today has been 100% true.

This philosophy isn’t going to change any time soon so if you’d like to know a bit more honest information about our Ovenu franchise why not take a look at our extremely informative website at www.ovenufranchise.co.uk or give us a call on 01189 743911.

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Benefit from our trusted, proven model in the UK’s £1billion signage market! • Recognised as a top UK Franchise • World-class training and support • Enviable buying power and instant brand recognition

With over 900 centres in 60 countries, Signarama is the largest sign and graphics franchise in the world. We’re looking for ambitious professionals to join our network here in the UK – is that you? If you’re looking to join an award-winning brand with real vision, then we’d love to hear from you! Call 0208 930 9047 or visit franchise.signarama.co.uk. Untitled-2 1

05/01/2018 16:45

The mark of excellent care

“…it’s an opportunity to run a successful operation whilst to a high standard.”

You can become the next Caremark homecare franchise success story. for more information speak to our recruitment team on 01903 266392

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08/01/2018 10:42

Frank Milner CEO Tutor Doctor

Show me the money Franchisors must ensure budding franchisees have the financial muscles to transition into franchsing

n franchising we often talk about the life-changing decisions franchisees make. By joining a franchise, entrepreneurs can become business owners with the support and guidance of a franchisor. At the same time, the franchisor benefits from the franchisee’s passion and enthusiasm. All in all, it’s a win-win. However, the commercial reality behind this business utopia is that the finances of the relationship should always be the first consideration. Remember that many marriages end because of money issues. Even though franchises have a remarkable success rate, they do fail. And the principal reason is undercapitalisation. It may sound obvious but it’s important that franchisors are certain that prospective franchisees understand how much money they’re going to need. Take a moment to consider how deep you need to delve into this subject during your recruitment process. Think about what you as a franchisor do to support and protect the financial interests of your prospects and yourself. It all comes down to two things: a franchisor’s understanding and openness about the funding requirements of their business and the financial position of the franchisee. Franchisors have the knowledge of the financial requirements and performance of the business itself or the franchised businesses in their network. They’re uniquely positioned to

provide indicative financial projections to prospects. Instead of the financial element of the franchisee’s business plan being a finger in the air, it should be based on the franchisor’s performance or the average of other franchisees’. Franchisors who shy away from discussing the funding requirements of their business through fear of discouraging prospects are not only unethical, they’re downright foolish. The result of doing so will be a stressful, unhealthy relationship and the very real possibility of a failure in the network, which isn’t worth the risk. Additionally, franchisors must understand the franchisee’s financial position. Being able to afford the initial fees to cover things like territory, vehicles, training and stock is simply not enough. Moreover, franchisees must also have enough working capital to support the business and themselves until the investment starts to bring a return. Their financial muscles must enable them to deviate from the plan if they must and do more than barely scrape through. It’s a franchisor’s duty to ensure franchisees have some financial breathing space before they sign on the dotted line. When it comes to supporting franchisees through the funding process, we should remember that for many the costs of starting a business are second only in life to buying a house. Most people only fund a business once or twice so it’s always going to be daunting. That’s why good franchisors build relationships with the franchise departments of the main clearing banks. The bank’s knowledge of the brand and other franchisees that it has funded can help to move things along for your franchisees. If you haven’t already got them, start working on those valuable relationships today. Ethical franchisors will only make a return on the relationship when the franchisee is successful. If a franchisor allows an underfunded franchisee to proceed then quite simply, they will never see the returns from the franchisee’s success. Even in these early stages, franchising is about sharing details. A franchisor must be prepared to give a financial illustration and show franchisees the way. Franchisees must be ready to show the franchisor exactly what they can afford and how they plan to fund the business – both with total honesty. The financials are serious so whenever you approach a prospective franchisee, you should remember Cuba Gooding Jr’s character from Jerry Maguire and think “show me the money”. FEBRUARY 2018 | elitefranchise

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05/02/2018 11:31

ADVERTISING FEATURE

COMPLETE SOLUTION Zerodrytime has a proven track record in getting franchisees from launch to earning in excess of £50,000 in their first year

erodrytime has been cleaning households and commercial premises since 2008. The UK’s only dry carpet, upholstery and hard floor-cleaning franchise today has over 55 vans covering virtually every part of the country. The company also has a master franchise in Ireland and one based in New Zealand. Zerodrytime’s franchise opportunity gives franchisees four cleaning solutions under one franchise, as well as secondto-none training, support and back-up from its UK training centre in the north east of England. MARKET POTENTIAL Being involved in the cleaning industry, David Muirhead, founder of Zerodrytime, was asked the same question repeatedly: do you clean carpets and upholstery? It was at this point that he realised the huge market potential. After all, who wants wet carpets and the inconvenience that goes with it? Muirhead started investigating and scouring the market for ways to give people what they wanted. In the early days, it took a lot of hard work finding the right machines and products and involved trips to the USA and numerous UK-based chemists to help make the products needed, but it all paid off. Zerodrytime now has a complete solution and gives its franchisees all the machines, products, processes and back-up to help them succeed. There is virtually no job a franchisee can’t tackle effectively and, most

Training begins with a fast track process prior to the two-week course in the classroom and real-life job situations, before hitting the road

importantly, they leave happy customers time and time again. The customers includes Hilton, Thistle, Malmaison, MacDonald, Ibis, Harrods, Harvey Nichols, The Shard, BMW and Audi, plus over 100,000 domestic customers UK wide. Some of Zerodrytime’s franchisees have multiple vans on the road, having swapped being the man in a van to being in a management role. Zerodrytime actively encourages and supports growth in this area. Training begins with a fast track process prior to the two-week course in the classroom and real-life job situations, before hitting the road. Franchisees also receive ongoing support and marketing advice, with back office tools such as elearning portals and video tutorials to ensure continued success. COMPREHENSIVE PACKAGE Zerodrytime franchisees receive all machines, equipment, products, uniforms, van signage, tools, marketing material, a website and full comprehensive training as part of their initial investment. Plus they get an

exclusive territory that covers around 90,000 homes. Zerodrytime has a proven track record in getting franchisees from launch to earning in excess of £50,000 in their first year. The franchise is built on solid foundations of support and knowledge - giving new franchisees the perfect platform to build their businesses in their desired locations. The company is currently in the process of introducing new market leading products - Ultra Guard for carpets and upholstery - giving the ultimate protections against accidents and stains. Zerodrytime is also planning to expand overseas with numerous master franchise opportunities across the world.

Call 0800 180 40 20, visit www.zerodrytimefranchise.com or email julie.muirhead@zerodrytime.com. TM

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ZDT adv.indd 1

02/02/2018 16:06

nce e

l b a l i Ava

The UK’s No1 dry carpet, upholstery and hard floor cleaners Earn in excess of £50,000 per year If you’re looking for an exciting career change that will bring you financial security without the constraints of working for someone else, a zerodrytime franchise could be the right choice for you. Our franchisees come from all backgrounds: Armed Forces • Police • Fire • Advertising Printers • Sales People • Carpet Fitters and many more...

Franchise areas available near you

Call: 0800 180 40 20

Key Benefits 4 great earning solutions Full training & support On job training in customers homes Online videos & information Dedicated area Domestics & commercial Man in a van or management roles Great earning potential Repeat customers

zerodrytime.com/franchise

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02/02/2018 16:08

Helping organisations improve their bottom lines Use your experience and our expertise to build a successful b2b consulting franchise ERA UK Franchise Partners work together to provide clients with a range of advice and business strategy to help them streamline overhead costs and generate ﬁnancial savings. Working withcolleagues colleaguesand andclient clientstakeholders, stakeholders, you Working with you provide consultancyand andgenerate generatelong-term long-termadded added value provide consultancy value by leveraging leveragingyour yourown ownexperience experience– and – and that a unique that ofof a unique network of colleagues – on behalf of your clients. Our franchise model works for people from many walks of life; it’s not necessarily limited to those with a background in business. What they typically have in common is hunger and a motivation to gain control of their lives by being their own boss. Most are looking for flexibility and control after many years of corporate life; wanting to work for themselves and earn what they deserve, rather than have their hard work benefit someone else. Together our Franchise Partners save UK businesses millions of pounds per year – come and share in our success!

Our next Our nextFree Free Discovery Discovery Day Day Seminars Seminars areon are onthe thefollowing following dates: dates:

To reserve To reserve your your place place or for ormore for more information, information, please please contact contact us at:us at:

22ndJanuary February 18th 15th March 1st February 29th March (Midlands) 22nd February 12thMarch April 15th

erafranchise.co.uk erafranchise.co.uk 0238082 8082 9737 023 9737 franchiseteam@erauk.net franchiseteam@erauk.net

3rd May 29th March (Midlands) 17thApril May 12th 3rd May 17th May

TOP 10

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16/01/2018 12/01/2018 15:35 19:20 20/12/2017 10:41

Nigel Toplis managing director The Bardon Group

Figuring out the F word If you’re looking to start up your own business, it’s worth getting your head around the benefits of franchising here is a huge latent demand in the UK for people looking to run their own businesses even though research proves that setting up your own business from scratch can be high risk. Fortunately, there is another option: the bfa / NatWest Franchise Survey regularly shows that four in five new startups fail in the first two years, while over 90% of franchisees are still in business after the same period. That said, franchising is not an easy road to riches. Rewards can be significant but building any business – be it a franchise or not – requires determination, hard work, ambition and dedication. More importantly, self-employment does not suit

everybody. Fortunately, franchising offers people who are self-motivated, ambitious and determined some significant advantages. Firstly, when you buy into a franchise you get a tried and tested system, which gives you access to a proven and well-established business structure, process or format. My old boss – Moshe Gerstenhaber, founder of Kall Kwik – actually called this process ‘system leasing’, his rationale being that the franchisee buys a licence to duplicate an existing and successful system from the franchisor for a specified period. What’s more, good franchisors continually develop and refine their business system to match changing market conditions and opportunities.

As a franchisee, you also get corporate backup. If you started up your own business, you would be responsible for absolutely everything, including sales and marketing, researching and developing new products, sourcing the best suppliers, doing the accounts and chasing debt. In my experience, it is rarely the business idea that causes startups to fail but the sheer enormity of the task of running the business. The franchisor provides the franchisee with experience, business know-how, operational methods, marketing tools, sales training, procurement advice and, of course, ongoing support, as well as a proven business system, trademarks and use of the brand. Essentially: total corporate backup. When you take on a franchise you are getting not only a franchisor but a dedicated partner. I am renowned for saying that franchising is a marriage and the success of the franchisor is as much reliant on the franchisee as the franchisee is reliant on the franchisor. It is far easier for a franchisor to grow their network if they can show success and if existing franchisees are positive about their relationship with the franchisor. Finally, the most significant advantage of franchising is the high chance of success as detailed in the latest bfa / NatWest Franchise Survey, which highlighted a marketplace with an annual turnover in excess of £15bn with a level of employment – circa 621,000 – that exceeds the combined armed forces. Franchising is a sizeable market sector with over 44,000 non-dairy franchise units in UK and nearly 1,000 active franchise systems. So, if you are looking to get into business for yourself, franchising offers an increasingly attractive lifestyle and career option for people from all walks of life. FEBRUARY 2018 | elitefranchise

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05/02/2018 11:33

ADVERTISING FEATURE

Run your own highly profitable windowcleaning business T

he Deluxe Window Cleaning is based in Derby, which was established in 2005. The business focus heavily on domestic window cleaning and associated services such as conservatory cleaning and gutters. This strategy enable us to maximise our income potential and cashflow and is the exact same model that all franchisees will follow to build a high profit business. Deluxe Window Cleaning has been trading for over ten years and specialise in very high standard domestic and commercial window cleaning at competitive prices. We have established ourselves as one of the leading window cleaning companies in Derby and the

surrounding areas. We have achieved this by always providing a highly professional and competitively priced service to our customers. We pride ourselves on using modern equipment whilst also incorporating traditional methods. As Deluxe Window Cleaning is a franchise, our services will eventually cover the whole of the UK as the franchise network expands. All of our franchisees will offer every service and will be trained to a very high standard with ongoing training at all the times. The opportunity Our main focus has mainly been on domestic window cleaning and associated services such as conservatory cleaning, jet washing and

gutters. This domestic focus enables us to maximise our income potential and ensure that we have a strong cashflow. Using both modern and traditional methods we offer window cleaning services to residential customers and commercial businesses including offices, shops, studios and supermarkets. Deluxe Window Cleaning has a solid proven business systems in place. We have developed a successful structure over a number of years and as our franchisee you will be able to take advantage of these systems and our proven lucrative business formula. As a Deluxe Window Cleaning franchisee we will teach you everything you need to run your business successfully, this includes; how to identify your target markets,

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ADVERTISING FEATURE

generate leads using our proven techniques, convert them into paying clients and maximise your profits all from day one. We will train you to spearhead your franchise exactly the same way as the core business, this will ensure that you are running your business efficiently and will help to eliminate any common mistakes a new business owner usually faces, thus ensuring your success. Each franchisee will receive an exclusive territory to operate in, the size of your territory will enable you to realise your full earning potential. Your Deluxe Window Cleaning franchise package includes everything you need to begin trading immediately within your chosen territory. Training and support At Deluxe Window Cleaning we feel the training and support we offer to all our franchisees is second to none. Our hands-on approach to training ensures that you will gain all the skills necessary to run your own successful business. Your initial training will take place over five days where you will meet and learn from the Deluxe Window Cleaning team. You will be given a thorough working knowledge and understanding of not only the industry but also the Deluxe Window Cleaning

Your Deluxe Window Cleaning Franchise Package includes everything you need to begin trading immediately within your chosen territory proven systems and lead generation tools and techniques. Our training comprehensively establishes you and your franchise as a highly effective business in your chosen territory. Our training program has been designed to ensure that you run your business efficiently from day one. It’s vital that we as your franchisor provide complete on-going support, not only for your day-today needs but also for your growth plans. We recognise that the most successful franchisees receive continued development and coaching as their businesses rapidly develop. What do I do next? At Deluxe Window Cleaning we’re looking for motivated individuals who are searching for the opportunity to build a successful business. You must be service minded, enjoy dealing with a broad range of people and have good communication skills. You don’t need to have any previous

experience to be a success with window cleaning, the most important qualification is a commitment to quality and a desire to own your own business. If having read through the prospectus you believe you have the necessary skills and desire to become a franchisee with Deluxe Window Cleaning, then you are ready to take your application further. The next steps are to answer any questions you may have regarding the franchise and then arrange for you to come and meet the team. deluxewindowcleaningfranchise.co.uk 07531612992

FEBRUARY 2018 | elitefranchise

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Due to increased demand for arts & crafts classes, parties and events, the award-winning Creation Station are looking for proactive and friendly people to run their own successful franchise.

Rated 5-Star by customers on Trustpilot and in an independent survey, franchise owners rated the franchise as 5-Star.

Would you love to be your own boss, doing something you love with the backing of an established, tried and trusted brand? Request your free information pack today.

Over 120 people already enjoy running their own rewarding franchise.To check if your area is available and for more info call Maggie today on 01395 29700.

s so pleased my area was still available as The Creation Station really ticks all the boxes for me and my family.â&#x20AC;? Inspiring imaginations in North Watford, Hertfordshire

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As seen on.

01395 239700 07/12/2017 11:44 10:51 02/02/2018 12/01/2018 17:48

Tony Bowman managing director etyres

Success is 99%

perspiration It takes time and effort to make a franchise successful. So why aren’t many franchisees ready to do the time? ew people throughout history have been as prolific as Thomas Edison. During his 84 years on this earth, he invented the alkaline battery, the first commercial electric light and held 1,091 other patents. The key to his genius was, according to Edison himself, 1% inspiration and 99% perspiration. While the same applies to businesses, franchisees fortunately don’t have to experience a light-bulb moment. Instead, they can put all their effort into developing their business. But worryingly, some people are seemingly unwilling to apply the amount of energy required to be truly successful. By no means am I alone in having noticed this. I’ve met many a franchisor during my time who loves the franchising industry for the same reasons I do and who has also experienced the same problems I have. An issue that continually crops up is why franchisees aren't trying hard enough. All of us franchisors are left asking each other why they aren’t making the effort. Why aren’t they putting their blood, sweat and tears into their enterprise? These questions become even more acute when one considers the fact that almost all franchise agreements

contain clauses that relate to the responsibilities of both the franchisor and the franchisee. Invariably, the franchisee agrees to use their best endeavours to fully develop the business in their designated area. Most do this with huge enthusiasm and determination, happily contributing that valuable 99% of perspiration required to grow a thriving business. Sadly a few don’t. Recognising that there are innumerable reasons for this, I still think that a common reason is that the franchisee has simply reached a point where they've achieved their desired level of earnings and don’t want the extra responsibility of developing a larger business. Trust me, I’ve seen this happen on numerous occasions. While this attitude is absolutely understandable, it can prove to be quite problematic for the franchisor. When this happens, it can result in suppressed income from the franchise, which is especially worrisome if the revenue is earned from a percentage of the sales

turnover of the franchisee. Moreover, if customers cannot receive a service locally it can tarnish the brand’s reputation nationwide and jeopardise national contracts. Needless to say, there are clear considerations franchisors have to make before allowing people into their networks. Similarly if you are considering buying a franchise of your own, it’s worth asking yourself if you are really willing to commit the necessary effort to take on the challenge and make a success of the sweat of your brow. FEBRUARY 2018 | elitefranchise

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05/02/2018 11:26

What will you be doing this time next month? Still wishing you had a new job? Still wishing you’d started your own business? Still wishing you could do something more rewarding?

With a Mathnasium Learning Centre franchise you have the opportunity to build your own business, be your own boss and make a great living whilst making a difference. • No maths or teaching experience necessary • Simple, effective and proven system • Extensive training and ongoing support • Over 800 franchised centres worldwide • Low investment, great returns

It could be the most rewarding move you ever make!

Remember – nothing happens until you MAKE it happen

Find out more at mathnasium.co.uk or call Mathnasium UK – 0161 791 0686 Standard call charges apply

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08/01/2018 10:09

ADVERTISING FEATURE

Want to achieve more?

GROW WITH THE

WINNING TEAM Gabriel Moreno has recently opened his 11th CeX store in the UK. This revolutionary retail franchise is uniquely focused to buy and sell technology and entertainment

oreno says: “I was first introduced to franchising while working as a store manager and later area manager, in a fast-food chain. “When I started the research for my own franchise I felt it was important to consider the franchisor’s market experience and that they had a well-established brand. This is definitely worthwhile to minimise the risk and achieve the success of your investment. “I was really impressed by CeX’s innovative franchise model and how it’s directly involved with a challenging and constantly moving industry, dealing with products such as electronic devices, films and games as well as technology and entertainment in general. Moreover, CeX’s flexible royalty policy and its 12-month buy-back guarantee made me feel confident about getting involved with the franchise. “I most enjoy seeing my business grow. It’s an added bonus that I have the opportunity to try out a host of technology products during the course of my day.” Regarding the qualities that Moreno believes makes a perfect CeX franchisee, saying: “They need to be a self-motivated and passionate individual looking to stand out from the crowd and achieve success in a shifting and vibrant industry.”

Over 500 stores worldwide webuy.com/franchising

FEBRUARY 2018 | elitefranchise

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02/02/2018 11:38

ADVERTISING FEATURE

The sign of a bright future As the signs and graphics industry continues to grow in the UK, it is proving to be full of future-proof franchise opportunities for savvy entrepreneurs

top. Look around you and you’ll see that signs are literally everywhere. That means your customers are too. The sign market continues to flourish in the UK. It’s currently estimated to be worth £1.1bn and that figure is on the rise. In fact, over 87% of sign professionals say they’re confident they’ll see continued growth in the coming years, regardless of political and economic outcomes. And it’s hardly a secret why demand is constantly on the rise. As the economy grows, so does the number of businesses that launch, expand or relocate. With more competition, businesses must ramp up their efforts to attract customers, be more visible and stand out from the crowd. The result is a growing demand for signage and associated services. But the visual-communications industry is

about so much more than advertising. Rather than regarding signage as purely functional or with the sole purpose of promotion, Signarama understands and educates customers that signage and graphics play a much bigger role in today’s world. From artistic and cultural installations to medical and physiological applications, Signarama is a forward-thinking brand that leads trends rather than following them. Needless to say, this clearly benefit both its franchisees and customers. So, if you’re looking for a business that gives you the flexibility to be creative but with the reassurance and support of a team with decades of experience behind you, buying a Signarama franchise is an ideal way to maximise the potential of this vibrant sector. Kevin Masheder and his business partner Marc Squires have been running their franchise in Harrogate since 2016. Masheder says it’s the brand’s constant innovation and varied working environment that attracted him to the opportunity and continues to motivate them both today. “People will always need signage,” he says. “But it’s the opportunity to be innovative that excites me and makes us proud. We’re very active in the local business community which means we get invited to lots of local events and have become ingrained in the community. This business is about so much more than making signs. Every day is different and we service so many varied businesses that we both still love coming to work every day, which makes me proud too.” From 3D printing and digital technology to modern-day laser etching and engraving capabilities, Signarama’s dedicated international R&D department is always pushing the boundaries in both product and technology innovations. New technologies are developed,

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tested and brought to the market faster. enabling franchisees to remain world-leaders in the industry and one step ahead of the competition. If you think that you can’t afford to enter this dynamic market, then think again. In a move designed to bring its world-leading opportunity to those who need a lower entry point, 2017 saw the launch of Signarama Light. The first of its kind for the UK market. “We wanted to open the opportunity up to a much wider audience,” says Aliyyah-Begum Nasser, managing director of Signarama UK. “Signarama Light is the ideal way for ambitious professionals to dip a toe into the lucrative sign market with the option to upgrade to a full production franchise as their business grows,” Signarama Light showrooms are outfitted just like the franchise’s other centres but without the production equipment. As a result, their footprint is smaller and attracts lower rental and business rates. Production is outsourced to top quality national and local suppliers, leaving franchisees to focus on doing what they do best: driving sales and delivering great service to their local business community. Demonstrating not only this thriving market but a robust franchise model, the Signarama celebrated its impressive Elite Franchise 100 placing in December and franchisees in Birmingham South, Reading, Harrogate and Preston all reported recordbreaking figures in 2017. “Network sales are up year-on-year with some outstanding performances across the board ranging from impressive 25% uplifts to staggering 76% turnover increases,” says said Adrian Strong, franchise support manager at Signarama. “It’s a testament

I honestly think that with the right attitude and work ethic, the training and support from Signarama could see anyone become successful! to the continued passion and drive from each and every one of our franchisees.” Operating within the B2B sector, franchisees are uniquely placed to work across all industries. With over 900 franchisees in 60 countries, Signarama enjoys a reputation for delivering quality products and outstanding customer service. As testament to this, over 70% of franchisee turnover comes from repeat business. “There’s no question that being part of such a well-known, global brand opens doors” says Tracy Andrews, franchisee for Birmingham South. “Often the impression of size and national reach is instrumental in larger clients trusting you time and again with important, high-value projects. We work with many large companies and, being based in Birmingham, are particularly proud to produce a lot of work for Land Rover.” Founded in 1986, Signarama is the largest, most experienced signs and graphics franchise in the world. And franchisees enjoy all the benefits. World-class training and support, enviable collective buying power,

instant brand recognition and an R&D department focussed on bringing the latest technology and software innovations to the market. “I honestly think that with the right attitude and work ethic, Signarama’s training and support can make anyone successful,” says Andrews. Signarama is a brand with real vision and a mission for the future: to be the UK’s leading signage brand, emulating their global success, and the go-to solution for all businesses seeking to improve their brand visibility. With investment starting at £25,000, joining the world’s leading signs and graphics franchise has never been easier or more affordable. Contact: Aliyyah-Begum Nasser t: 0208 930 9047 e: franchise@signarama.co.uk Investment: £25,000

FEBRUARY 2018 | elitefranchise

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Business Doctors helping SMEs across the UK Going from strength to strength, the UK-based business consultancy franchise is combining international and domestic growth with enhanced support for the nation’s SMEs

usiness Doctors, which has 40 offices across Britain as well as franchises in eight international locations with more on the way, is dedicated to providing practical, hands-on advice to small and medium-sized enterprises. Having recently been named as the 25th best franchise in the UK by Elite Franchise and 2017 seeing more SMEs than ever receiving the right business advice to unlock their growth potential, now is the time for likeminded business people to give something back. Business Doctors pride themselves on being able to cut through the jargon

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and get their hands dirty. After all, that’s why their motto is: “We don’t just coach, we get on the pitch.” To give you an idea of some of the companies and jobs that Business Doctors take on, here are a few of their success stories Forestry business plans to branch out into property Three partners in a young forestry business needed some advice on how to build their business. Fortunately, that was exactly what Peter Searle, franchisee at Business Doctors Maidstone could provide. They already had some routes to market but they wanted to know how to develop the work streams to achieve their longterm aspirations. Searle began by doing a facilitated strategic review revealing that there were distinctly different routes to market for the products and services the company provided. Some markets were B2C and others were B2B. It also emerged that opportunities existed to build a separate business, which could support their own activities and those of other forestry-service providers Searle also showed that how they could secure loan to invest in property associated with forestry services. All they had to was to demonstrate profitable trading over a period of time. Recognising this, he helped the three entrepreneurs draw up a highlevel five-year plan, showing the growth of the various work streams.

As each work stream had its own unique features for promoting and delivery, the activities could be treated separately. A decision was made to create four businesses, some of which would stay below the VAT level and some would become VAT registered in time. Armed with the plan, the three partners approached a new accountant who could help them on their journey. Ultimately, they would make a loan application from a business yet to be formed. That business would be a property firm, which would submit a loan application based upon pre-lets with the other businesses. The success of the loan application would be dependent upon the quality of the pre-lets and, therefore, the other businesses would have to be set up and properly managed from the outset. With a long-term plan, the partners set about starting to build the businesses and the functional activities they made themselves responsible for. And all of it was thanks to them having the courage to ask Searle for help Micro business taken into another league East and North Kent Business Doctor Chris Simpson met his next happy client at his local BNI chapter and it wasn’t long before he had created a plan for the micro business that helped it achieve its goals and aspirations.

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ADVERTISING FEATURE

The owner came away with a number of practical and useful actions to immediately implement, which he reported were all ready making significant improvements to the firm “I cannot recommend Chris enough,” says the managing director. “I met Chris at my BNI chapter and following an initial meeting I was keen to go through the business review and strategy process.” The business owner explained that he had been on the networking circuit for some time and had met a number of business coaches, some better than others. “But Chris is in another league,” he says. The process was made simple with Simpson leading a day’s meeting looking across different areas of the business, from the managing director’s vision and direction to his goals and aspirations. The owner came away with a number of practical and useful actions to immediately

implement, which he says are already making significant improvements to the firm. This meeting resulted in the generation of a report, which covered all areas discussed with concise and understandable actions and analysis. “These areas were just what my business needed,” he says. “But its Chris’ attitude, personality and humour that made the process truly enjoyable.” The added direction that Simpson provided has helped this micro-business owner to start moving once again in the right direction, which is what Business Doctors is all about. Coffee business perks up A company in Shropshire that provides beverage services within 50 miles of Oswestry needed an urgent boost, which is why it approached Ian Follington, franchisee for Business Doctor in Shropshire and Telford. The firm’s director first encountered Follington when he carried out an informative presentation to the Oswestry Chamber of Commerce. This led to more conversations, which resulted in Follington carrying out a strategic review of the business. In particular, there was a focus on a number of new markets that the Oswestry business was considering. The director stated: “Ian took the time to discuss my business thoroughly and seemed to quickly grasp its nature and the challenges it faces as well as the opportunities that a change of focus would present. This was supplemented FEBRUARY 2018 | elitefranchise

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by the research that he conducted into the markets in which we operate.” By thoroughly examining the business and getting quickly stuck in, Follington was able to help the company look honestly at itself. “It proved quite challenging at times,” the director says. “It made me question my business, my ethics and articulating what I am good at and why a prospective customer would choose to work with my business.” An honest, forthright approach is paramount for Business Doctors and Follington proved up to the task. “I have found the whole process a positive one, albeit challenging at times,” says the director. “It is certainly a process that I am glad to have undertaken and now I find myself with a renewed enthusiasm towards my business, and the new markets that we have identified.” Looking towards 2018 The above are just a few of the successes stories Business Doctors have achieved recently, with the number of SMEs that have been helped steadily growing. This well-known and trusted brand believes in total transparency for prospective franchisees, which has helped it to recruit a number of new ones of late. This includes an upcoming launch into Myanmar as well as Cyprus later in the year. Collaboration has been seen as key to Business Doctors’ achievements, with the network of experienced business professionals relying upon one another’s skills to solve any issue that may arise for SMEs in the UK and increasingly in the world.

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why OSCAR... Call now for a FREE Information pack 0800 068 1106 discover@oscars.co.uk www.oscar.co.uk

Unique Pet Food Business Opportunity to pet owners who just love their pets Extensive Range of Pet Products • Multi billion industry • Home delivery • Work from home • Exclusive territory • Intensive training • Advice from experts • Repeat business • Ongoing support • FROM £8,995 plus VAT

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SEARCHING FOR A CAREER CHANGE WITH A FUTURE? BoConcept is a successful company in design-oriented furniture and are searching nationwide for: Managing Director Retail store-Franchise Partner - Very high average income potential - A strong brand from a well established company - Transparent processes with open communications - High Level Management Support - Extensive marketing support - Extensive training - Support for the store design and furnishings & Opening

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Franchise opportunities only available outside the Greater London area

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How mobile gaming has stepped into the franchising world

Mobile gaming is booming. Given that there are 45 million smartphone users and over £4.2bn worth of gaming revenue spent in the UK alone, it’s worth taking a closer look at the mobile-gaming franchise industry

he technological boom made us all stop dead in our tracks and wonder how we could have got involved with tech giants like Apple, Google and Facebook when they were still a startup. But realistically, unless you were somehow connected to founders like Mark Zuckerberg, Elon Musk, Larry Page and Sergey Brin or owned a huge VC firm or hedge fund, then the likelihood of you getting involved, would be close to none. So, rest assured, you didn’t miss a trick or an opportunity that just wasn’t available for most of us. But there is a way for franchisees to capitalise on the booming tech industry. Industry reports and news stories globally all appear to point to the next technological boom being mobile. With global smartphone use

estimated to hit 2.4 billion users in 2017 and to keep growing after that, the opportunities within the mobile market are breathtaking. Most notably, the biggest growth within the mobile arena has been the surge of mobile gaming. In 2016, $99bn were spent on mobile gaming for the first time ever, accounting for the largest proportion of spend. And as overall gaming spend is set to increase, so does the proportion of revenue generated by mobile – as the lucrative industry is anticipated to account for a whopping 42% of the expected $107bn gaming revenue in 2017. Mobile game franchises are generally a new concept and are expected to revolutionalise the traditional franchise industry. Based on building a franchise network that essentially help the game

go viral, this new type of franchise is tearing up the franchise rule book as potential franchisees are not expected to rent office space, employ or recruit. So how does it work? Based on the franchisee model by gaming studio Project M, franchisees are invited to purchase a piece of virtual real estate, which is essentially a level within the game. The franchisee is then expected to help raise awareness around the game via sharing of links and content around the game. Also known as social sharing. However, each mobilegaming franchise might differ slightly, depending on the mobile-gaming studio’s requirements. So how does the franchisee make money? Like traditional franchises on the market, the game generates revenue in the usual way, by traffic. Whereas in the gaming format, this would be by ‘gamers’ visiting your level and of course spending money via inapp purchases. The other way to generate revenue is by advertising – so, the more successful the game is, the more advertisers will want to spend on in-game adverts, providing you with a steady income. Conceptually, this new form of franchising can be daunting. Similarly to most franchising opportunities, this opportunity doesn’t require extensive experience, in fact it doesn’t require any, as all training is included. Remember, this is a franchise so the brand will continue to help drive awareness and market themselves, helping you to achieve the needed traffic and advertising in order to generate your revenues. The expectation of what is expected of the franchisee varies, but in mobile gaming the likelihood is that apart from the initial set up and fees, the expectations are pretty low as it is viewed as a passive franchise.

0203 519 2289 info@projectmglobal.com projectmglobal.com

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How to

fall

While few franchisees fail, itâ&#x20AC;&#x2122;s important that franchisors learn from their mistakes to prevent it from happening again BY ERIC JOHANSSON

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It’s hardly a secret why the majority of startups collapse within their first few years. From establishing supply chains to attracting their first customers, getting every part right off the bat is a considerable challenge. Fortunately, budding entrepreneurs can reduce that risk by joining a franchise where the franchisor has already ironed out most of the creases. In fact, only 1% of franchises fail, according to the bfa / NatWest Franchise Survey 2015. And when they do fold, smart franchisors learn from the experience to prevent similar mistakes from happening in the future. Recognising this, we asked three franchisors to share the insights they learned when their franchisees failed. Teething problems Helen Gillies couldn't have been better prepared six years ago when she franchised Tots Play, the babydevelopment-play company. Having perfected the brand since its launch in 2009, the founder and managing director believed she knew how to make the franchise successful. “But when you start to franchise you’re learning just as much as your

Every one of our franchisees that failed did so because they spent too much time worrying Ian Sharland, Wow World Group

franchisees,” Gillies says. And what she came to understand was that it’s easier to stumble when you’re still learning to walk in the world of franchising. “That’s why you’re the most likely to make mistakes because you don’t have the knowledge not to,” she says. She’d soon learn that lesson the hard way when she recruited her first franchisees. “There was this one lady in the early days,” Gillies says. “I kind of knew she wasn’t the right fit but I didn’t want to turn her away because she was so keen.” Unfortunately, it didn’t take long before it became clear that the franchisee lacked the skills essential to make the business successful. “She couldn’t promote herself,” Gillies says. Despite the franchisee’s eagerness to join the network, this inability to toot her own horn left the business without enough customers and eventually it had to close. But disappointing as it was to let one of her franchisees go, Gillies ensured that the network benefitted from the experience. “I learned to trust my instincts more and know that if it didn’t feel like they were the right fit, then they probably weren’t,” she says. Keen not to repeat the mistake, she also made sure that Tots Play’s recruitment process evolved to reflect her new insights. “It’s not about us being right and them being wrong or anything like that,” she says. “It’s just about making sure that the two of us fit together and that we can offer each other what we are looking for.” While these changes have meant that some hopeful candidates have been turned away at the door, it’s safe to say that Gillies taking extra care with her recruitment has worked wonders: Tots Play today has a flourishing 40-franchisee-strong network.

Changing lanes From setting their own schedule to benefitting from the sweat of their brow, it’s hardly a secret that the allure of becoming their own boss has persuaded plenty of people to take the step into franchising. However, not everyone is suited to run their own business. “There’s a world of difference between having a job description and being self-employed,” says Ian McIntosh, CEO of RED Driving School, the driving-school franchise. “Suddenly, your success depends on what you do and not what your boss has told you to do.” And failing to successfully make that mental transition is one of the main reasons why franchisees in his network have gone out of business. They stumble because not only do they have to teach the lessons but they have to do the managerial legwork too. “You must be able to handle the financial and customer side, plan your day and manage your area,” says McIntosh. Given that franchisees buy into a business because of its proven concept, it’s surprising that many of the people who join RED Driving School opt out of following the beaten path. “The reason people fail is because they don’t know how to follow our model,” says McIntosh. For instance, in their eagerness to get customers, some franchisees sell their lessons cheaper than the franchise’s recommended asking price. Others change the length of their lessons, thinking that it could help them squeeze more of them into the day. Instead, they often earn less money because they end up wasting time driving between lessons rather than teaching them. “It’s amazing that despite us really hammering home these points, people still persuade themselves that they need to do their own thing,” FEBRUARY 2018 | elitefranchise

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Franchisee failures

he says. “Not everyone fails, of course. But the ones that do, that’s the mistake they make.” Recognising this was an issue, RED Driving School has made efforts to reduce the risk of franchisees diverting too much from the model. “We are training people better and helping them more because we want them to succeed,” McIntosh says. For instance, the company has spent the last six years perfecting its franchisee support. Not only does it include a digital system where instructors can get referrals but it also offers a team that’s always on hand to provide advice to struggling franchisees, helping them to better transition into the world of self-employment. A big part of ensuring the survival of the network is to share the insights from when people’s businesses have collapsed. “Our failures are very few and far between these days,” he says. “And we make sure to share this knowledge with our franchisees. For instance, every year we do a series of talks around the country and these are the sort of things that we talk about.” By learning from the ones that crumble, RED Driving School has reduced the number of franchisee failures significantly. No worry, no cry Launching a business can be a nerve-wracking experience. Not only does franchisee have to attract customers but they also have to tackle a slew of other obstacles. And their attitude in dealing with these hurdles will determine whether they are successful or not, according to Ian Sharland, director and co-founder of the Wow World Group, the multi-brand franchisor that owns Baby Foundations, Baby Sensory, Toddler Sense, Mini Professors, KeepaBeat and Reading Fairy. “Every one of our franchisees that failed did so because they spent too much time worrying,” he says. That was certainly the case with the first franchisee that folded. “They’d ring and tell me what they were worrying about,” he says. While there’s nothing wrong with franchisees calling their franchisor for support and guidance, Sharland quickly noticed that they seemingly

The reason why people fail is because don’t know how to follow our model Ian McIntosh, RED Driving School

didn’t listen to his advice. “They would almost always tell me why an idea wouldn’t work,” he says. “I can accept that it might be different in different territories. However, people who want to resolve the situation should at least start thinking about how to modify the idea to work in their area.” But the ones that struggled were the ones who kept worrying and didn’t look for solutions. Having learned from the experience, Sharland has changed his recruitment strategy. “We consciously look for people who are going to solve and not worry about problems,” he says. While the WOW Group wouldn’t disqualify anyone who might worry a bit about the business, Sharland tells budding franchisees to be honest with themselves. “I tell them that there are going to be bad days running a business,” he concludes. “If you’re the kind of person who can’t leave your problems behind at the end of the day, then my advice is that you don’t just avoid buying my franchise but also that you don’t take on a role where you are self-employed. Life’s too short to lose sleep over problems every night.”

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See the difference. The Deluxe domestic window cleaning franchise is an excellent opportunity for individuals or existing businesses looking to build a very profitable business within their local area offering Domestic Window Cleaning and associated services.

Key benefits: • Credibility and use of the Deluxe Window Cleaning brand and proven business formula • Fully fitted Citroen Berlingo from £287 per month

You also have the opportunity to take advantage of the fully kitted Citroen Berlingo 850 L1 Van from £287 per month. As our business expands and the demand for our service continues to grow we are now looking to expand our existing operations through new strategic franchise partnerships. Using our proven business formula the right person or business will have the potential to build a profitable Deluxe Domestic Window Cleaning business in their local area.

100% FINANCIAL SUPPORT deluxewindowcleaningfranchise.co.uk Deluxe Window Cleaning.indd 1

• Focus on Domestic Window Cleaning to maximise earning potential and cash flow • High income potential • Exclusive territory • No previous experience required – full training given in all aspects of the business • Complete start up package including equipment, training, sales and marketing deliverables and a central and local website • Assistance with raising finance • Low start up and running costs

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ADVERTISING FEATURE

Take control of your career this year F

or many people, the idea of being free of the nine to five and daily commute is hugely appealing. Working flexibly around family commitments or lifestyle choices is something that many professionals aspire to but the statistics around starting your own business are very off putting. Experts put the failure rate for new businesses in the first four years as high as 50%. However, there is an alternative that is gaining in popularity. A franchise offers a ready-made business model, a tried and tested product or service, extensive training and a huge amount of support to assist even the most inexperienced business owner. To discover the right franchise model for you, visit the International Franchise Show at the ExCel in London on the 16th and 17th February 2018. It will be packed full of useful information for anyone considering a franchise and includes some of the most successful franchisors, including Dragons’ Den-backed Razzamataz Theatre Schools. Meet the founder and Dragons’ Den winner Denise Hutton-Gosney who can tell you how she earned the backing of Duncan Bannatyne and how franchise journey has enabled Razzamataz schools to open throughout the UK. Since appearing on the BBC show, Razzamataz has gone from strength to strength and has forged partnerships with some hugely respected brands including First Choice Holidays, Eurocamp, The Stage newspaper, Her Majesty’s Theatre, Disneyland Paris and Indigo at the 02 to name just a few. “We are really looking forward to The Franchise Show and meeting people who are considering taking control of their careers in 2018,” says HuttonGosney. “We are very proud to have been awarded a 5 Star Satisfaction Award from the Smith & Henderson survey, which is a benchmark assessment comparing results of franchisors of a similar size. We were

Hayley’s school at Medway has really exceeded our initial forecast, which shows that the potential for any franchisee is enormous judged by our own franchisees so we are delighted that the results reflect the efforts we put in to making sure that our training and continued support is of very high quality.” The Razzamataz franchisee Hayley Limpkin, who is the principal of Razzamataz Medway, will join the founder at the ExCel. She’ll be talking about her journey as a franchisee and how it has given her the work-life balance she was looking for. The school has more than 500 students so Limpkin will be sharing her top tips for business growth, how to select a franchise that can best support you to achieve success and sharing her experiences to show how franchising has allowed for a flexible lifestyle with job satisfaction combined with financial gains. “Hayley’s school at Medway has really exceeded our initial forecast,

which shows that the potential for any franchisee is enormous,” says HuttonGosney. “We have a huge range of very successful franchisees including recent graduates, parents looking for flexibility, past performers with no business backgrounds and those who wanted a change of career in their 40s.” To find out more about these opportunities, Suzie McCafferty, our franchise recruitment manager will also be at the show. She has over 17 years international franchise experience and is the British Franchise Association’s regional chair for Scotland. For new franchisees, Razzamataz has a special offer of just £7,995 (£2,000 saving) to launch a Razzamataz theatre school. Plus until the end of 2017, Razzamataz will pay your VAT - a saving of around £1,600 and your first term management fee is free. Chat to Suzie on suzie@razzamataz. co.uk or call 07793 054 233. For more details visit: www.razzamataz.co.uk.

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Time For You

Cleaning

BY ERIC JOHANSSON

Having hit a low point in his life, Freddie Rayner decided to change everything about his business. The result was Time For You, the domestic-cleaning franchise that’s proving a hit around the globe

f you ask Freddie Rayner about the secret to the success of his domestic-cleaning franchise Time For You, he’ll tell you that it’s really simple. “Dirt is dirt,” he says. “You don’t have Asian, Australian or American dirt. And wherever there’s dirt you can bet that someone will pay you to remove it.” This knowledge has certainly stood him in good stead, with the company today reaching far beyond the borders of Blighty. However, while the business today has a sparkle to it, the company’s beginnings were more gloomy, springing from a painful experience Rayner had while working as a door-to-door cleaner two decades ago. “One day my wife had a cardiac arrest and was taken to the hospital,” he says. “The doctors told me she wouldn’t make it through the night.” Fortunately, she survived but was left unable to work for a long time. Desperate to earn more money,

Rayner changed his business model to commercial cleaning. But doing this left him facing one of the most common woes of British SMEs: late payments. “I spent most of my time running around chasing money that I’d already worked for,” he says. A true low point came when a company that owed him £8,000 suddenly went belly up. “I was running backwards, felt really disappointed and ended up having a pity party by myself,” Rayner says. “A few days later I’d sobered up and wondered what I could possibly do to improve my situation.” The answer was to launch his domestic-cleaning business, initially named Maid For You. The important difference between it and his old company was that he would only clean people’s houses if they’d paid in advance. “That way they couldn’t run away from me,” Rayner says. “And to my astonishment it worked again and again and again.”

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In fact, the concept proved so successful that he eventually found himself cleaning all over Britain. “I was everywhere: from Oxford to Cambridge, from Birmingham to Luton,” he says. “I was being run ragged when my wife suddenly asked: ‘why don’t you just franchise?’” Agreeing to try it out, he paid a franchise consultant £10,000 to guide them through the process. “I thought that would be the last I’d see of that money but he came back and told us to change the name because Maid For You sounded old-fashioned,” Rayner says. “So we changed it to Time For You overnight and wrote in to several papers and franchise magazines. It proved to be an enormous success.” With the publicity surrounding the launch of the franchise in 2002 giving it a special shine, the franchisor found finding franchisees fantastically easy. “But we started out really slowly,” he says. Recognising that franchisees were taking just as big a risk betting on him as he was trusting them with his business, he initially sold the first franchise for just £50. “And a few weeks later, when they proved successful, we raised it to £4,000 and then a month later to £8,000,” Rayner says. “A year later it went up to £11,000 and five years later to £15,000.” While it’s been 15 years since the franchise started, the qualities of successful Time For You franchisees have remained the same. “We look for people with the ability

and will to change their own lives,” he says. Essentially, he’s searching for people who’ll do everything it takes to change their situation. “They have to prove that they will put in the effort to make it work and if they can then we’ll do everything we can to support them,” he says. This support kicks off with a two-day training course in Northampton. “We go over everything they need to do on a daily, weekly and monthly basis as well as everything they shouldn’t,” Rayner says. Franchisees are then released into the wild for 90 days to try out the method and see what works and what doesn’t. “They get their hands dirty,” he says. “Then they come back and we go over what went wrong and how they can improve.” But the training doesn’t stop there: franchisees are encouraged to seek out advice from the network and the franchisor throughout their journey. This support has also proved essential for expanding the business internationally. However, one of his first attempts to launch overseas would prove to be a bust. “We went to see someone who wanted to become the master

We look for the ability and will to change their lives

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Time For You

Wherever there’s dirt you can bet that someone will pay you to remove it franchisee in Germany,” he says. “But then the news showed a government minister being arrested for paying his cleaner in cash. It killed the meeting off dead.” The news made Rayner realise that the country’s regulations were just too complicated for Time For You. “And as a direct consequence we are not in Germany,” he says. Despite the fact that his German expansion didn’t go according to plan, he was happy to give Australia a try in 2016. Although international expansion wasn’t at the front of mind when he first booked the trip. “My wife and I went there on holiday because I wanted to be in Sydney for the new year,” he says. But once the fireworks were over, Rayner realised that the vacation had cost him £13,000. “That’s quite a lot of money for a holiday so I found myself thinking that maybe there was a way to get it back,” he says.

The solution to his conundrum was to enlist a franchise consultant to help bring Time For You to Australia. “And since paying him A$1,000 per month meant that I could claim back that £13,000 on taxes, it really was a nobrainer,” Rayner says. Not only would hiring the consultant help with his taxes but it also meant that a few months later he signed up a master franchisee down under. “And they came over to the UK to do the training and then they got started,” he says. However, a few months later it was clear that the first three franchisees in Australia weren’t doing so well. “They weren’t making any money,” Rayner says. Committed to supporting franchisees and securing the success of the network, he flew over to offer his advice. From changing the leaflets to not asking customers about payment in advance, Rayner realised that the main problem was that the franchisees hadn’t followed the model. “I told them: ‘you’re paying for the franchise, our ideas and expertise so trust us,’” he says. And this initial course correction and the ongoing support has provided every international franchisee a chance to be successful. Today Time For You has over 200 franchisees in Britain and seven scattered across Australia, Norway and Ireland. However, the franchise isn’t stopping there: Rayner hints that the company is planning to expand into Canada, the US, New Zealand and several European countries. “But our next step will be to consolidate in the UK and cover all available areas,” he says. “And then I’ll probably hand over the reins to my son Sam who will then start looking at our overseas developments.” No matter how the expansion continues, Time For You has certainly given his life a unique twinkle.

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05/02/2018 11:34

MUM AND DAUGHTER LAUNCH PRIMA MASTER DRY CLEANERS ECO-LAUNDRY FRANCHISE An air hostess and her mum who left Venezuela to make a better life in the UK have launched Prima Master Dry Cleaner’s first franchise in the south of England

rima Master Dry Cleaners specialises in environmentally friendly wet-care technology that uses water and state-of-the-art Miele machines rather than chemicals, to get clothes clean. The store in Chelmsford is the first eco-friendly laundry service of its kind in Essex and is being run by franchisee Alexandra Cadenas Pacitto with her mum Caterina Pacitto. It’s part of a major expansion by Merseyside-based Prima Master Dry Cleaners, which already has seven managed outlets in the North West and opened its first franchise in Lancashire last year. Prima Master Dry Cleaners is now recruiting franchisees across the UK. A full turn-key business support package includes help with choosing the right location for the franchise, financing, accountancy, public relations, shop fit out and equipment. Alexandra Cadenas Pacitto, who also works as an air hostess, and her mum, who previously worked in banking in Venezuela, are learning the trade from Natasha Davies, owner and founder of Prima Master Dry Cleaners. Prima Master Dry Cleaners has seven managed branches across the North West including three in the city centre of Liverpool. The proven business

(L-R) Prima Master Dry Cleaners owner Natasha Davies with franchisee Alexandra Cadenas Pacitto and mum Caterina Pacitto

model means franchisees can target a turnover of over £100,000 in year one. And if you ask Davies, the secret to its success lies in pioneering wet-care Miele machines, which use water rather than chemicals to clean clothes, and a non-toxic biodegradable detergent is used to help remove tough stains. This modern and eco-friendly alternative to dry cleaning means Prima’s shops are cost effective to set up and run, and offer competitive prices while giving customers better results, faster – in particular when it comes to delicate fabrics. Alexandra Cadenas Pacitto was impressed by the franchise package. “We knew we wanted to work with the Prima team as soon as we met them,” she says. “They are really hands-on and we know they’ll give us a lot of support to make a success of the business.” But this dynamic mother-anddaughter team won’t be the last franchisees to join the network: Prima Master Dry Cleaners is currently

running a series of discovery days for prospective franchisees. Commenting on the new additions to the network, Davies says: “Maintaining a close working relationship with our franchisees allows us to maintain the best possible quality and service and maintain the integrity of the brand. We’re really excited about the future.”

For information about franchising opportunities with Prima Master Dry Cleaners, visit: www.primafranchise.co.uk

FEBRUARY 2018 | elitefranchise

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02/02/2018 10:45

I’m fed up with other people taking credit for work I’ve done

I’m not appreciated at all

I want to be my own boss

I put in the hard work but it’s not reflected in what I earn

Running your own business doesn’t have to be a pipe dream With a Techclean franchise you can be up and running in weeks. Techclean are the UK’s leading expert in specialist IT cleaning services. With franchises available in your area, we’re looking for good communicators with an aptitude for sales and marketing to run their own locally based business.

• WORK FROM HOME • TERRITORIES AVAILABLE THROUGHOUT THE UK • NET MARGINS OF OVER 55% • HUGE AND GROWING MARKET • REPEAT BUSINESS • EXTENSIVE ON-GOING BUSINESS SUPPORT

Request a free information pack at techclean.co.uk/contact or email edownes@techclean.co.uk techclean, Unit 2 Cartwright Court, Forest Business Park, Bardon, Leicestershire, LE67 1UE 01530 513300 • edownes@techclean.co.uk

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09/01/2018 16:01

Love fashion, live your passion with Suit the City Join a leading business in a growing market, beating the current trends in retail Supply professional clients with made-to-measure, luxury garments: you will have a high rate of repeat business and referrals Low overheads - no stock, no waste and you can work from a small city centre studio Build your business with the aid of a team of Consultant Tailors all trained by Suit the City Full training and support is given during the first three months and then on an on-going basis For more information please call us or visit our website

www.suitfranchise.com

01494 880790

OVER 3 5

FRANCH 0 IS WORLD ES WIDE

www.ďŹ ltafryplus.co.uk | dslater@ďŹ ltagroup.com

Could YOU be the next UK Franchisee?

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02/02/2018 10:50

ADVERTISING FEATURE

Building a heritage If you want to launch a home-care business, Heritage Healthcare provides a safe and established support network that is experienced in helping franchisees build successful businesses

here are many things to consider when starting up a new home care business. Many aspects are required to turn your business dreams into a successful reality. Not only do you need an organised approach and thorough understanding of the market place in which you will be operating, but you’ll also need to know where to begin. Joining a home-care franchise like Heritage Healthcare will provide you with a support team who’ll give you guidance and advice. Moreover, it will also give you the building blocks to make your business successful.

Choose a growing sector Globally, we have a growing population with an ever-increasing life expectancy. Within the UK alone, there are over 10 million individuals aged over 65. This number is set to increase by more than 50% within the next 20 years. As a result, the care industry is worth over £20bn annually, giving those looking to invest a significant reason to do so. A franchise network provides a safety net to launch your own business, with many benefits and advantages in comparison to if you’d go it alone. Heritage Healthcare provides franchisees with the opportunity

to grow their own home-care business within their own territory, which will be bespoke to them without competition from fellow franchisees in the network. A reduced risk of failure Did you know that four out of five startups fail within the first year? Starting a business from scratch will always be a risk, even with a good business plan in place. However, 80% of new franchisees remain in profit after two years of business. With our franchise support team who travel across the country to support each office and a head office team able to provide daily, mobile support, you will be shown where attention needs to be given in each aspect of business. Regular reviews reassure our franchisees they are on the right track. Heritage Healthcare supports its franchisees throughout the process of launching their home-care business and beyond, with a team of experts who are always at hand to offer advise and guidance at every step of the way.

To discover more about the business opportunities available at Heritage Healthcare Franchising, visit us at www.heritagehealthcarefranchising.co.uk. Contact the team today on 01325 370707 or email michelle@heritagehealthcare.co.uk

58 elitefranchise | FEBRUARY 2018

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02/02/2018 10:43

A Proven Business, not just the next ‘big idea’ A fresh approach to franchising, so your new business has a brighter future

Our modern alternative to traditional dry cleaning is based on a unique water process and technology. We work hard in providing clean garments by using methods that are eco friendly and 100% non-toxic. Our shops are cheaper to set up and run, we can thus offer competitive prices with more profit, do everything on the premises and give customers better results faster.

“As soon as we met the Prima team we knew we wanted to work with them” - Alexandra Cadenas Pacitto, Chelmsford franchisee

For information about franchising opportunities visit: www.primafranchise.co.uk Tel: 01704 572102 Email: martin@primafranchise.co.uk

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02/02/2018 10:54

FRANCHISEE SKILLS

Sharpening your skills Embracing certain aptitudes can help you fit in as a franchisee and ensure you have a smooth relationship with your franchisor BY DAVE GALVIN, HEAD OF FRANCHISING AND SENIOR BUSINESS ADVISOR, D&T CHARTERED ACCOUNTANTS

here’s a truth well-acknowledged in the business world: a good team can be the make or break of a company. In my experience, franchising is certainly no exception to this. But what makes a good franchisee? Of course, every franchise and territory is different, so there are many things that are difficult to say universally. But there are certain characteristics that most franchisors will look for in a good franchisee. Positive franchisorfranchisee relationships are key, so if you can get these attributes nailed down you’re well on the way to a successful business partnership. A good team doesn’t necessarily require a stereotypically salesy character nor particular experiences or skillsets. But there are some common features a franchisor will always look for when recruiting a franchisee. Some of the expected aptitudes that really help someone fit – and succeed – within the franchisor-franchisee relationship would be as follows. Be upfront and clear Significant levels of trust and confidence should be in place from both sides with a franchise partnership. Therefore, if there are any signs of dishonesty, the relationship is going to be impacted. In my experience, dishonesty within a franchise – whether that’s on the part 60 ELITEFRANCHISE | FEBRUARY 2018

FRANCHISEE SKILLS

of the franchisor or franchisee – is the biggest root cause of disputes in franchise agreements. If you are upfront, straightforward and honest with your franchisor, this will serve you well as a franchisee and vice versa. Embrace the brand in its entirety One of the main things a franchisor is looking for is, quite simply, that a franchisee is willing to follow the operations manual. Of course positive innovation and new ideas should be welcomed and encouraged by most franchisors. However, franchisors want franchisees who are happy to follow their business model, not those who are looking to create their own. Franchisors need their franchisees to be compliant with their system and to be great advocates for it. Brand protection is key so understand and believe in the company’s vision and values and make sure they are clear in everything you do. Remember that you are in a network and what you do may affect the brand for other franchisees and clients. Ultimately, if you’re not interested in following the proven business model, then franchising isn’t for you. Toe the line Following on from the point above, avoid making radical changes to your business. Any strategic and major changes should come from the franchisor, who has developed a business that has been proven to be successful in the past. Of course the franchisor has a responsibility to engage with the network and get franchisees’ feedback on its future

Avoid making radical changes to your business: any strategic and major changes should come from the franchisor

direction. But the franchisor has trusted you with their business model and name and most would ask that you don’t take risks with it. Work positively and take action Nobody ever said business was easy. Just because you have an operations manual, it doesn’t mean you have the answer to everything or that everything will magically happen around you. The manual and head office should support and guide you but the main factor affecting your franchise’s success is you. Use the systems in place and support available but also make sure you motivate yourself, be proactive and take action. Have a positive outlook, be a team player and be enthusiastic. Polish your people skills Business revolves around people. To quote a good friend of mine, Carl Reader, director of d&t chartered accountants, it doesn’t matter whether your business is B2B, B2C or anything else – all interactions are H2H: human to human. Therefore, people skills are absolutely vital for all interactions. People build relationships with people, not businesses, so polish up your communication skills and interact as positively as possible. Key stakeholders both inside and outside the franchise such as staff, suppliers and customers need to be dealt with in an appropriate way. You don’t have to be a social guru but you need to be able to communicate effectively in a variety of situations. These simple aptitudes are desirable in most franchisees. They don’t necessarily fit in with the stereotypical view of entrepreneurship, particularly the ‘wheeler dealer’ characters, but they’re key elements that most franchisors are looking for. If a franchisor understands their business and their network well, it shouldn’t be brain surgery to know if someone is right for the franchise or not. I don’t know a single franchisor who simply selects their franchisees based on a CV and a list of skills. Many recruit mainly based on who the person is and whether they would be a good fit for the network. FEBRUARY 2018 | ELITEFRANCHISE

ADVERTISING FEATURE

Research, identify and raise finance for your new franchise business A

rranging finance to purchase a franchise can appear daunting. It doesn’t need to be this way. I’ve broken down some of the essentials to provide a little guidance in your search for funding. Opportunity identification Start by ‘whittling down’ the 900-plus UK-based franchise concepts. Before you think too hard about the finances, conduct your own in-depth due-diligence into the franchise opportunity and model. Take time to speak with a range of franchisees – ideally to franchisees achieving a range of turnover, not just the high performers – they should give you a warts-and-all perspective of the franchise. Qualify the franchisor: do their objectives and motivators compliment your own? This is a hugely important relationship and if you have concerns regarding compatibility, it may not be the opportunity for you. If you have conducted sufficient research and you feel entirely comfortable, it’s time to progress to step two. Preparation of a business plan Almost anyone can write a business plan. Not everyone can produce a good business plan. Even fewer people can write a business plan to a professional standard, containing everything lenders need to see. A business plan can be written with varying points of focus: to crystallise business objectives, establish venture viability and raise finance to name just a few. On this occasion, your business plan is being prepared as a vital piece of your funding application. I cannot stress enough the importance of not deviating. Keep your focus. If you start losing the focus, the documents usefulness is adversely impacted upon. Construct comprehensive projections You will need a comprehensive set of detailed financial projections, covering a minimum of three years. Produce an evidence-based projected profit and loss account, cashflow forecast and projected end-of-year balance sheets. These figures cannot be produced purely on artificial assumptions and personal predictions; you must be as realistic as possible. Your 62 elitefranchise | FEBRUARY 2018

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ADVERTISING FEATURE

franchisor should help here. Of course, certain territory specifics, such as levels of affluence, will impact upon the projections. Although, broadly speaking the numbers should at the very least be relatively similar to other trading franchisees of the same network. Calculating contribution Following the forecasting exercise, you will know your predicted startup costs. This takes into account working capital, VAT, professional and other fees â&#x20AC;&#x201C; so much more than just the franchise fee. Lenders have a typical lending stance towards a given franchise, normally varying from 50% to 70%. What does this mean? It means the applicants are required to contribute between 30% and 50% of the total start-up costs. If your financial position does not allow for this investment, it could be time to rethink whether this is the opportunity for you or consider alternative ways to raise finance, for example a nonrepayable gift from family or friends. Assessing your options Long gone are the days where you only have a couple of potential lenders available to you at the outset of your franchise journey. The landscapes of accessibility and availabilityÂ have

evolved significantly over time, which is good news for franchising. It is important to take your time when considering the most suitable options available to you. It is likely a number of these options will be appropriate for your individual circumstances; it would be best to speak to a franchise finance professional for some guidance if you are not entirely confident. The franchise department Franchise startups are significantly different to a standalone new start business. Not only do franchisees benefit from support, training and development but they also operate Rob Orme QFP, marketing manager of Franchise Finance

a proven business concept, which significantly de-risks a proposition. Understanding this distinction is of paramount importance. Unfortunately, not all lenders possess this awareness. This means a franchise startup could be treated exactly the same way as a standalone new start, which may be reflected in the cost of borrowing and may prove decisive in the underwriting process. Therefore, I would strongly recommend that wherever possible an applicant should introduce a funding application to the franchise department of the desired lender. Unsurprisingly, lenders love franchising Why? A proven concept provides a lender with confidence. Confidence that any borrowed funds are highly likely to be repaid within agreed terms. Decisions around lending money are largely based on risk, anything that can be done to reduce the risk to a lender will most definitely improve the likelihood of a successful funding application. Your next steps Providing you follow the guidance above, it is likely you will be successful in arranging finance for your franchise startup. However, if you need some help or wish to seek additional advice, talk to the professionals. Franchise Finance has extensive experience and in-depth industry knowledge, we would be delighted to assist you. www.franchisefinance.co.uk 01844 355575 info@franchisefinance.co.uk

FEBRUARY 2018 | elitefranchise

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02/02/2018 10:43

ADVERTISING FEATURE

Is buying a franchise right for you? Find out what being a franchisee means and whether you have got what it takes to be one.

o you ever wonder what it would be like to be your own boss? What about buying your own franchise? But here’s the real question: is it the right option for you? Here, we take a look at what makes a successful franchisee, the types of franchises available and why franchising is such an appealing venture. Who is the perfect franchisee? As a franchisee you are your own boss but you should be open to listening to advice from your franchisor. You need to be level-headed and amenable to other people’s opinions to be able to take a step back and realise that you may be going wrong somewhere. “You need to put your faith in the franchisor and take their advice,’ says Adrian Steel, franchisee at Wilkins Chimney Sweep Basingstoke. “After all, they’ve been successful with the model and you’d be foolish not to take their advice.” Steel also regards the ideal franchisee as being driven to make the business a success as just buying a business isn’t enough” and being able to “draw on any experiences you’ve had in any previous jobs.” However, that previous experience could be in anything as long as the skills are transferable. In other words, if you’re hard-working, open to advice, in need of a little support yet keen to be your own boss then you have the makings of the perfect franchisee. I’m not sure I want to run a fast food business Contrary to popular belief – franchising is not just limited to fast food restaurants. The industry now represents nearly every business sector. Here at FranchiseSales.com, there are a wide range of franchises to choose from. For instance, coffee franchises have become particularly attractive lately, with the coffee industry currently at an all-time high. Another option for people craving a better work-life balance is to join a work-from-home, which of course provides the added benefit of saving you money by not requiring

you to rent an office. Moreover, there is a plethora of other sectors to join as a budding franchise. You can opt to become your own boss working in a franchise in a cleaning, gardening, automotive, property, education or a fitness franchise. And there are many, many more options to chose from. You simply have to look to find the one that best suits your needs. You might have experience in education or a passion for sign making and you should aim to go into business in a sector where you have some knowledge. Having said that, most franchisors offer comprehensive training and support, and you can very often invest in a sector where you have no previous direct experience. So why is franchising such an attractive option? Low risk Franchises will have a tight, tried and tested business plan with proven results. Furthermore, you will have the support from the franchise who want you to succeed, amongst other reasons. “Caring for animals has always been my dream,” says Diane Routledge, franchisee at Paw Pals Ashington.” But as I had no experience of running a business, I did not think having my own business could ever be an option.”

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02/02/2018 10:39

ADVERTISING FEATURE

“When I discovered Paw Pals, it seemed the ideal solution to buy a franchise and gain the support of a well-established company to help me set up my branch from scratch, something I would not have been able to do on my own, and then to have the continued support as it developed.” A chance to develop If you want a bigger challenge and to take on more responsibility, franchising could be just what you’re looking for.

That was exactly what happened to Michael Malloy, franchisee of Bang & Olufsen in Bath who simply couldn’t get more responsibility, no matter how much he asked his boss. “Then I read an advert in a national Sunday newspaper offering franchise opportunities,” he says. “I had been self-employed earlier in my working life and was very keen to enjoy the opportunity again.” Flexibility Owning a franchise often means a better work-life balance. You are your own boss, only working the hours you chose, which is ideal for new parents. “After having my daughter my priorities changed,” says Shobhana Sankar, franchisee at The Creation Station Sutton. “I wanted to be there for my daughter and my family. Running my own franchise with a brand that shared my family values and personal values was the obvious choice for me.”

something, why not make a career out of it? That is what Caroline Newbury, franchisee at Paw Pals West Oxfordshire, did. Having always wanted to work in with animals, she was thrilled when she came across the franchise’s website. “I am a big lover of the great outdoors and after sitting behind a desk for 25 years I was ready to fulfil my dream and make my own success doing something I love,” she says. “Not many people can say that.” Good second job option If you would like another source of income, then owning a franchise ‘on the side’ could be an ideal opportunity. As long as you have enough resources to employ someone to run it for you, this could be a highly lucrative venture. Find your franchise at www.FranchiseSales.co.uk. Browse hundreds of opportunities to suit all interests and passions.

Indulge a passion Evidently, there are plenty of sectors in the franchise industry you can explore. If you’ve always had a passion for FEBRUARY 2018 | elitefranchise

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02/02/2018 10:40

ADVERTISING FEATURE

Simple business model with low risk and high profits Enjoy the excitement and success of building your own business in the commercial cleaning sector. Our franchise package and ongoing support means that our business opportunity is simple to run and low risk with achievable high profit margins.

rom the outset, the bedrock of the Betterclean Services way of thinking has always been to keep it simple. This ethos has continued through into the franchise opportunity and the ongoing support and guidance given by the head office team. Betterclean Services offer franchise opportunities in the commercial cleaning industry, a sector that is currently worth some £6.9bn with almost every business having a requirement for cleaning at their premises. Due to this vast market place, the continuous need for the service and the simple yet detailed business package that Betterclean Services has developed this business opportunity is low risk to any investor. The franchise package starts from just £19,600 and the ongoing management fee is one of the lowest in the industry at just 5.75%. In other words, not only is the business low risk, but it also has a low entry level investment requirement and a

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low ongoing management fee meaning higher profits for franchisees. When former accountant Simon Luget left his role, he knew the freedom, challenge and reward of running his own business would shape his future. That’s why he decided to invest in starting a Betterclean franchise in his local area, bringing 15 years’ financial experience to bear on growing his own commercial cleaning business. “When I looked at the Betterclean franchise I saw a professional business model with a solution you can provide to clients delivering a strong 1st class service,” says Luget. “When I met Dan

and Mike I believed in their vision and achievements, and I trusted them. I wanted to build a sustainable and profitable business. And that’s what I saw with Betterclean. Now I’m putting in the hard work to achieve that.” Counting on success with Betterclean Keen on being his own boss and taking on the responsibility for recruiting and managing staff, Luget was naturally a dab hand at creating the financial projections to drive his franchise forward. He has now moved beyond the startup phase and loves almost every

ADVERTISING FEATURE

minute of his new business. “As a franchisee you are responsible for all aspects of the business and have an incredibly varied job. No two days are the same,” says Luget. “I’m building a profitable sustainable business for the long term and am not after a ‘quick win then burn’ type business. So far it has been both challenging and rewarding, which is what I wanted.” A busy family man, Luget loves getting out into the local countryside around his home in Kent. But with holidays now on hold while he builds up his new management business, the Lugets are looking forward to future profits being invested in more theme park trips, a firm family favourite. In the meantime, Luget is very much relishing the challenge ahead, and credits solid market research for helping him find the Betterclean business opportunity. “If you’re thinking of taking on a franchise, take your time and find one you understand and feel has the right fit,” he says. “It’s a big commitment so do your research and then take the big step. I did just that and am pleased with my choice.” Growing your own business involves a lot of learning and often an amount of trial and error. Fortunately, buying in to an established franchise reduces this risk because the franchisor has already developed a proven business model and all the franchisees have to do is

follow it. However, we realise that franchisees join our network with very different skill sets and the needs of each individual differ greatly, so as a franchisor we provide a flexible support structure tailored to the needs of each franchisee. This flexibility starts from day one when one of our mentors will sit down with you and map out the growth plan for your business, identify all of the key milestones along the way and the support that you’ll require to build your business. The mentoring doesn’t stop there; we’ll continue to have regular telephone and in-territory catch ups with you to ensure you’re on track to achieving your goals and to identify and remove any potential stumbling blocks before they become a problem. Regular communication is key because people new to business don’t know what gaps in their knowledge they have and it’s therefore our job to guide you through the lifecycle of running and building your business. This support and understanding allows our franchisees to grow successful businesses that not only generate a great income but become an attractive asset that can be sold in the future.

Contact Mike our Franchise Manager on 0800 772 0810 or email franchise@bettercleanservices.co.uk for more details. Investment: from £19,600 +vat Dan van Kuyk – MD and Founder FEBRUARY 2018 | ELITEFRANCHISE

Eye of the beholder

Learning to see your franchise from the perspective of prospective franchisees can be the key to ensuring the beauty of the business opportunity hits home BY PAUL STAFFORD, HEAD OF COMMUNICATIONS, CHANTRY

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GAINING PERSPECTIVE

or most that get there, building a business to the point of successfully franchising it is a labour of love. That passion is something franchisors can’t have enough of; it’s one of the key drivers and differentiators of a great operation. However, it can also be blinding, particularly during the formative years of growth. Living and breathing your brand can shield you from the truth, from seeing what others see. Because when it comes to finding franchisees, existing solely in the bubble of your business isn’t going to deliver the best results. You’ve got to get beyond how you feel about your franchise and look through the eyes of others to assess your appeal to the people who really matter – your prospects. Attention to detail can be the difference between an enquiry and a missed opportunity. Take some time to get away from the noise and day-to-day operations to get a truly fresh look at your proposition, focusing on three key areas. First impressions You see your marketing messages and materials constantly and human nature means you’ll barely notice them after a while. But potential franchisees checking out multiple opportunities are usually looking for reasons to narrow their options and cross brands off their shortlist, so your shop window needs to be at its most appealing. And that window is probably a large one. Your website stands at its centre, surrounded by every other place you advertise: portals, print, social media, digital and other campaigns. Even if your website isn’t where someone found you, any interested prospect will spend serious time looking over it – unless you give them a reason not to.

Fortunately we’re now – mostly – past the days of having a single page with 100 words on franchising tacked on to your main customer site, though this does still happen. Put yourself in a prospect’s shoes: you’re looking at five different brands and one of those five websites offers little more than “we’re franchising, get in touch” in the way of information. Which one do you eliminate first? Most franchise sites require no complex functionality, meaning they are inexpensive to have properly designed and built, so there’s no excuse for not having a professional-looking site that appeals directly to your target audience in its design, copy and calls to action. Likewise if you have a great website but follow it up with poorly designed and produced emails, prospectus and other materials, then you’re taking the initial sheen away and diminishing interest. Along with your online presence, look anew at your other marketing collateral. Your brochures, fliers, social media and so on should all project the image of a modern, professional and savvy franchisor that knows how to support its franchisees to succeed. Remember that some of this information will also be viewed by people who will influence the prospect’s decisionmaking process, such as family, friends or professionals, so it needs to impress both visually and in its wording. Playing the field As nice as it is when a prospect has blinkers on as to other franchise options, the reality is that those who are doing proper due diligence on the market are grading you against the rest. Some franchises naturally have several competitors; if you’re in home care or pet care for example, it’s easy to identify rival opportunities. But if you think you have no competitors and a FEBRUARY 2018 | ELITEFRANCHISE

GAINING PERSPECTIVE

unique business, you’re missing the point: when it comes to franchising, you’re competing for prospects and their capital. If your franchisees operate from vans or shops, then your competition includes other mobile franchises or retailers, whether they offer similar products or something wildly different. Whether through your own knowledge or by asking prospects who else they’re looking at, competitor research can go a long way toward distinguishing your brand. Once you’ve identified a few, research them comprehensively. Look at their website, marketing collateral, online profiles, print ads and so on. What are the key messages they give out? What are the advantages they focus on? How do they position themselves in the market? Who are their communications speaking to? By properly understanding the competition, you can assess your strengths and weaknesses in relation to your rivals and get a big-picture overview of the market as prospects are seeing it. You’ll gain an understanding of what you look like in that context, rather than just what

you look like in your own mind. And, of course, if you objectively know your differentiators and espouse them early, you’ll ensure you stand out from the crowd. Recruitment process The impression you’ve conveyed so far is either enhanced or undone by what happens when the human-to-human interaction begins. It goes without saying that a courteous, punctual and knowledgeable point of contact is expected, someone to provide answers and information rather than simply sell during the early telephone conversations. And then it’s back to those first impressions for the all-important meeting or discovery day at your office. What’s the first thing someone will see when they walk into your office for the first time? Is it clean and tidy? Are the people they’ll talk to passionate and well-informed? It’s incredibly easy to overlook these things in a building and situation you’re in daily but for fresh eyes visiting for the first time it will set the tone for the rest of their experience. In aligning these three key areas with care, professionalism and consistency, prospects should be able to replicate your hunger for your business for themselves – and perhaps start seeing things through your eyes too.

You’ve got to get beyond how you feel about your franchise and look through the eyes of others 70 ELITEFRANCHISE | FEBRUARY 2018

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OWN YOUR PART OF ONE OF THE LARGEST ESTATE AGENCY ORGANISATIONS IN THE WORLD. The Century 21 UK franchise package includes: • Dedicated business development manager • Continued professional support & training • Comprehensive online & offline marketing • Being part of a global brand • Market leading technology • Recruitment, strategy & compliance advice • Many additional earning opportunities

If you’re determined to succeed, have exceptional service skills and entrepreneurial flair, then owning a CENTURY 21 UK franchise could be perfect for you.

UNITED KINGDOM

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0115 902 1002 opportunities@century21uk.com www.century21franchise.co.uk

08/01/2018 10:45

Do you dream of owning your own Tearooms? Fulll your dream of owning a Tearooms with a Beatons franchise. Beatons seeks franchisees who are hard-working, dedicated and capable. Do you have the sparkle and passion needed to turn your dream of owning a tearoom into a reality? Youâ&#x20AC;&#x2122;ll relish being part of a group which makes you the hub of your community. If this has aroused your curiosity, and you want to take a cautious lrst step, a video and an enquiry form are available at: www.beatonstearooms.co.uk/franchise, give us a call on 01747 871819 opt.2 or email franchise@beatonstearooms.co.uk.

Serving up... Gracious Hospitality

~ Bringing Elegance to your Table ~ @beatonstearooms

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www.beatonstearooms.co.uk

Beatons Tearooms

02/02/2018 15:18

v2-Daltons business - full page ad - 196x270 with 3mm bleed CMYK 300dpi.pdf 1 05/10/2017 16:55:02

Buy or sell a business or franchise today...

• Search over 30,000 businesses for sale • Franchise opportunities to suit every budget

• The UK’s favourite place to buy or sell a business

www.daltonsbusiness.com Untitled-3 Untitled-12 1 1

12/01/2018 05/10/2017 17:53 17:14

NEW CAREER OPPORTUNITY FOR 2017 FOR THE FIRST TIME, IT IS NOW POSSIBLE TO OPERATE YOUR OWN PART-TIME HELEN O’GRADY DRAMA ACADEMY BUSINESS (2/3 DAYS PER WEEK) FOR AN INITIAL OUTLAY OF ONLY £2,000. By becoming a franchisee in our organisation you would: * be your own boss * * teach our world famous drama programme * * work flexible hours - in school time only * * gain great job satisfaction * * earn an attractive income * * have an amazing amount of fun! * Territories are available across the UK and we are seeking energetic and enthusiastic people who have regularly worked with children.

01481 200250

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nigel@helenogrady.co.uk

www.helenogrady.co.uk

02/02/2018 11:00

DISMISSING EMPLOYEES

Learning to let go BY ABIGAIL ETCHELLS, Senior Associate, Stevens & BOLTON LLP

Letting an employee go is always sad. However, franchisees can take steps to ensure that dismissals due to poor performance and misconduct don’t come back to bite them

e all hope that we’ll only ever hire perfect employees. Unfortunately, that’s often just a pipe dream: from time to time, staff members will misbehave or fail to fulfil their responsibilities. Fortunately, there are key steps you can take when letting staff go to help protect you from legal pitfalls or reprisals. Lay the groundwork You should have a few safeguards in place before issues even arise. This includes having good contractual arrangements in place that clearly outline notice provisions, reference any key obligations and policies you expect employees to comply with. You should also set out the circumstances in which you can dismiss them without notice, for instance due to gross misconduct or dishonesty. Staff should also be subject to confidentiality obligations to

ensure that any such obligations imposed on you as the franchisee in the franchise contract can be enforced and observed. Make sure you consider whether a confidentiality undertaking could be obtained in favour of both you and the franchisor. This is particularly important if you end up with a disgruntled leaver and will help you if you need to dismiss someone for breaching those obligations. The contracts should also reflect the type of employment status that the individual has. While we will talk more about this below, it’s important to note that you should have clear guidelines in place to ensure that staff are treated in a way that reflects that intended status. Equally important is ensuring individuals are aware of the standards expected of them, which are usually given to them during induction or training. Documented job descriptions and performance targets can be useful and you may need to rely on these if people fall short of expectations. Know who you are actually dealing with Be clear about the actual employment status of the individual you’re dealing with. As well as the obvious categories of employees and the self-employed, individuals can also be engaged as workers. Which rights people have depend on which of these three categories they fall into. Employees have the most protection and the genuinely self-employed the least. Workers fall somewhere in the middle. In particular, employees have the right to bring claims for unfair dismissal if they have more than two years’ continuous service. The difficulty for organisations is that you can’t necessarily rely on what your contracts say about an individual’s status, although a well-drafted contract will always help. The reason for this is that a court or employment tribunal will make a decision on status based on how the relationship operates in practice. As we’ve seen from the claims against

76 elitefranchise | FEBRUARY 2018

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DISMISSING EMPLOYEES

companies such as Uber and Deliveroo, this is a particular issue facing organisations that operate in the gig economy. This being said, if an individual doesn’t have unfair dismissal rights – for example because they are workers or don’t have two years’ service – they could still bring claims for discrimination or under the legislation that protects whistleblowers. These types of claim are more complicated, more costly to defend than an unfair dismissal claim and the compensation for them is often higher. Accordingly, it’s worth keeping the rest of the steps below in mind in any event.

While it’s common to talk about making individuals redundant, this has a specific legal meaning which is not connected to the behaviour of the individual concerned

Know what you are dealing with Organisations can come unstuck because they don’t classify the reason for dismissal correctly but it’s very important to get this right. While it’s common to talk about making individuals redundant, this has a specific legal meaning which is not connected to the behaviour of the individual concerned. You should therefore be careful not to use it where the reason for dismissal relates to the individual’s conduct or performance. The other way in which employers can be tripped up is in making an incorrect distinction between poor performance and capability. If someone is performing badly because they are not trying, it can fall into the misconduct category. However, if they aren’t pulling their weight because they are just incapable of doing the job, then that would fall under the capability category. FEBRUARY 2018 | elitefranchise

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05/02/2018 17:51

DISMISSING EMPLOYEES

No matter how tempting it might be to spare someone’s feelings, giving them the real reason for dismissal is paramount. For example, many employers feel more comfortable telling an employee that they are being made redundant when, actually, they’re getting sacked because their performance isn’t up to scratch. As well as tripping you up in relation to the procedure, giving an incorrect or untruthful reason for termination can leave you open to an inference that the individual was dismissed for a discriminatory or otherwise improper reason. Deal with issues promptly and consistently Always make sure you deal with issues in a timely manner as failure to do so could impact on the fairness of the dismissal or make it more difficult to rely on them as a non-discriminatory reason for dismissal. You should also ensure that you treat individuals consistently. If there is a difference in treatment between employees you should be clear about

why this is and document it as it could be relevant when facing any discrimination claims. Follow a fair procedure What a fair procedure will look like will depend on the reason for dismissal. If the issue is performance then you will need to follow a performancemanagement procedure. This should start with holding a formal meeting with the employee to discuss the issues with the employee’s performance and agreeing on a plan that allows an opportunity to improve within a realistic timescale. The second step is to provide appropriate support and possibly training during the process. The third step is to conduct regular reviews throughout the duration of the plan and holding further informal and formal meetings, including issuing a final written warning before terminating employment if there is no satisfactory improvement. If the issue is misconduct then you should carry out an investigation into the alleged wrongdoing. Needless to

say, this should include speaking with the employee. Once that investigation has concluded, invite the employee to a meeting to put forward their defence to the charges. If you decide that the employee is guilty of misconduct whether you can dismiss straight away will depend on how serious it is. Only gross misconduct will entitle you to dismiss without notice, otherwise the employee should be given a warning. You should also act in accordance with any internal procedures you already have in place and if the individual is an employee you should also follow the requirements of the ACAS Code on disciplinary and grievance procedures. Consider mitigating factors Finally, it’s important to give proper consideration to any mitigating factors which could have caused or contributed to the issues you are concerned about. If the problems arise because of a disability then you may have a duty to make reasonable adjustments to accommodate this, and that might mean being more lenient in your approach.

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05/02/2018 17:51

Turn your skills and experience into a lucrative business operating in a secure, growing, £6bn marketplace Exclusive Territory with £1M turnover potential Strong ROI from recurring monthly income Security and scalability of B2B contracts Stable marketplace regardless of politics, economics or Brexit! Royalties scale down from 5.75% to 2% as you scale up Build a clean asset to sell in the future

Telemarketing which targets clients in your territory – at no cost to you

A network of like-minded director-level business owners sharing experience

YOUR business owns your contracts and you set the terms – not us

Enjoy the returns from building your own business in a £6bn marketplace which includes retailers, supermarkets, offices, GP surgeries, schools and much, much more. With BCS your route to achieving your financial goals is tailored around your personal objectives, experience and available resources. Although franchise owners share a common goal, the route each takes is entirely personal to them. We work with you to define your plan and then support you in enjoying the journey to building your own profitable business.

0800 772 0810 12/01/2018 14:09

Buy a sandwich franchise. It’s the humble that sandwich tops the list of Britain’s favourite foods. The British ‘on the go’ sandwich market is currently valued at £4.4bn. Brits consume over 11.5 billion sandwiches a year.

Visit FranchiseSales.com to find out more about buying a sandwich franchise – and more! Untitled-7 1

08/01/2018 10:48

Is education your passion? lo ve l l ’ u o Y w it h g n i h c tea ts Mag iKa

Maths & English Tuition Our franchise opportunity is for people who want to be part of a profitable business that makes a positive and lasting impact on the education of local children. We are… …an already successful operation with thousands of satisfied students …in one of the UK’s fastest-growing market sectors …a business with a comprehensive training and support programme …a business with low investment and potentially high returns

Business should be fulfilling

Find out how at: www.educationalfranchise.co.uk Email: enquiries@magikats.co.uk Tel: 0844 870 9896

JOIN A LETTINGS, PROPERTY MANAGEMENT & SALES FRANCHISE WITH SIGNIFICANT EARNING POTENTIAL Your franchise package contains everything you need to get your business up and running: • Trading under the Almond Property Management brand name • A large territory for you to trade in • Full training on all aspects of the business • Signwriting for vehicle • First year’s membership to the Property Ombudsmen • 10 letting boards • 10 ‘For Sale’ boards • Software to run the business (first three months paid for) • Processes, systems and templates to run the business • Central and local websites • Stationery starter pack

01708 450192

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We are looking to develop our existing operations through new strategic franchise partnerships with the right individuals. The Almond Property Management franchise will give individuals the potential to earn a significant income while providing a valuable service in their local area. We will provide you with support to build a successful business within your chosen territory. You will receive full initial and ongoing training, marketing and central and local websites so that you can hit the ground running.

For more information about the Almond Property Management franchise, submit an enquiry TODAY!

www.almondproperty.co.uk

02/02/2018 10:57

PRICE-FIXING

BY KATE LEGG, CEO, KOMERSE

Getting a f ix on price-f ixing Given price-fixing can result in fines in the millions and even prison sentences, it’s important to make sure franchisors and franchisees understand their obligations

e all know that in the franchise industry, the franchisor will seek to control almost every aspect of the franchisee’s business. But when it comes to pricing, there are important legislative restrictions that prevent franchisors from controlling the prices charged by franchisees to the extent they might like. The basic principle of ensuring all franchisees in a network are operating in the same way and on the same terms is fundamental to a successful franchise. This principle is central to ensuring consistency across the network and, consequently, to growing and safeguarding the reputation of the brand. On the face of it, there’s no reason why this shouldn’t extend to pricing and ensuring all customers receive the same value for money, whether they buy from a franchisee in Liverpool or Luton. Price point is often one of the key identifiers of a brand. In some industries there is a direct correlation between price and perceived quality and brands want to avoid their products being sold too cheaply for fear that people will believe low price equates to poor quality. Conversely, some business models are based around high volume, low price and even a small increase in the latter could significantly impact volume and overall turnover. For these reasons, it’s easy 82 ELITEFRANCHISE | FEBRUARY 2018

to see why franchisors would like to control the prices at which franchisees sell goods and services to customers. On the other hand any attempts to try to fix or influence prices within an industry is generally against the public interest. An agreement to keep prices high has an obvious impact on buyers but equally an agreement to keep prices artificially low, even on a temporary basis, could force some businesses out of the market or make it impossible for new entrants to gain a foothold. Either way, pricing agreements within an industry tend to distort free competition and ultimately mean consumers may be paying more than they should. For this reason, this type of action is prohibited by law. Setting the ground rules Pricing rules are mostly found in the Competition Act 1998, which prevents any arrangements that have the effect of restricting competition in the UK. This applies regardless of whether there is an express agreement or merely some discussions, sharing of information or other activity that has the effect of distorting competition. The act also prohibits any action that amounts to an abuse of a dominant position, whether this is one firm acting alone or a group of firms that collectively hold a dominant position between them. These rules are supplemented by the Enterprise Act

PRICE-FIXING

2002, which makes some pricing activities criminal. Further criminal offences may be committed not just by the business but by the individuals within them who made the decisions. In short, this means that if a franchisor requires franchisees to sell at a particular price, then they both could be guilty of criminal and civil offences and the individuals within those businesses could face imprisonment. And this is no empty threat: there have been a number of highprofile price-fixing cases in the UK. For example, in 2012, the Office of Fair Trading (OFT) fined British Airways £121.5m – later reduced to £58.5m – for colluding with Virgin to fix fuel surcharges.

Casting a wide net Arrangements that fall short of fixing the final selling price can still be caught. Arrangements designed to set a minimum price, a price range, individual components of a selling price or the rate of price increases are all examples of arrangements that are prohibited. Indirect price-fixing such as an agreement not to advertise prices is also prohibited. In 2015, the Competition and Markets Authority concluded that an agreement between lettings agents not to publish their fees in a local paper was illegal because it reduced price competition between agents and potential competitors. Never out of reach Generally, franchise networks can avoid the reach of competition law on the basis that they are too small to have any significant impact on the market as a whole. Sadly, this exemption doesn’t apply in the case of price-fixing, which even in a small, local market is still considered an offence. And if companies are found guilty, the repercussions can be severe. In

If a franchisor requires franchisees to sell at a particular price, then they both could be guilty of criminal and civil offences 2009, after an investigation into the construction sector, the OFT issued fines totalling £130m to 103 companies. In 2003, Littlewoods, Argos and Hasbro were fined for fixing the resale prices of Hasbro toys and games. Argos was fined £17m, Littlewoods was fined £5m, while Hasbro had previously been fined £15m for price-fixing agreements with its distributors. In 2011, Tesco was among four supermarkets and five dairy producers fined for exchanging information on their intended pricing, receiving a fine in excess of £10m. And if fines aren’t enough, a person found guilty under the Enterprise Act could face imprisonment: in 2007, three individuals were sentenced to up to three years. So how far can a franchisor go in regulating prices without exposing themselves and their network to potential civil and criminal prosecution? Generally, issuing recommended prices is acceptable, provided that the ultimate choice of price is down to the individual franchisee. The franchisor would also usually be allowed to set a maximum price but giving a range of prices or setting a minimum price is unlawful. It’s also worth noting that if the object or effect of any pricing strategy is to distort competition, it will be illegal. Whilst it can be tempting for franchisors to want to influence franchisee pricing decisions, the risks if they go too far could be catastrophic. As a result, care must be taken and legal advice should always be sought before sharing any form of pricing strategy, whether inside or outside the network. FEBRUARY 2018 | ELITEFRANCHISE

Franchise Resales

Making a decision to better control your future? Our franchisees did, they now care for life.

Be part of the most experienced care franchise in the UK Please contact Carole Stubbs our current resale opportunities.

bluebirdcarefranchise.co.uk carole@bluebirdcare.co.uk 07912 771 149

BLUE003

rosemary

an altogether friendly bookkeeping experience

Merry Maids has been one of the most successful home cleaning franchise operations in the world for the past 37 years, with almost 100 franchises in the UK. If you’d like to hit the ground running, perhaps one of our existing Merry Maids businesses is for you.

Northampton

Investment: £60,000 Established: 2005 Turnover: £140,000

Wigan

Investment: £35,000 Established: 2015 Turnover: £40,000

Grantham & Newark Investment: £75,000 Established: 2004 Turnover: £130,000

Bromley & Orpington Investment: £195,000 Established: 2002 Turnover: £340,000

TruGreen is the world’s largest lawn care company. The journey began as a small private company in 1973 which was acquired by ServiceMaster in 1990 and we now serve more than 3.4 million residential and commercial customers throughout the UK and the USA. Be a part of the world’s largest lawn care company with one of our rare resale opportunities. We may also have other areas available for resale as our franchise owners’ circumstances can change at short notice so if you don’t see an area that you might be interested in listed, please still get in contact as we may not have had chance to update our resales information.

South Oxfordshire Investment: £54,000 Established: 2010 Turnover: £54,000

ServiceMaster Clean Contract Services deliver office cleaning, commercial cleaning and contract cleaning services to businesses across the UK. Our rare resale opportunities benefit from employees, equipment and customers, so that you can continue to grow a profitable business. We also have vacant territory available in Scotland, Yorkshire, the Midlands, Norfolk & Kent.

Bournemouth & Poole Investment: £80,000 Established: 2014 Turnover: £120,000

Glasgow & East Strathcylde Investment: £250,000 Established: 2003 Turnover: £478,000

Over 4 million businesses in the UK require a bookkeeping service and you can be a partner in supplying it! Whether you are a qualified or an experienced bookkeeper we have a route to suit you. As a Rosemary Bookkeeping franchise, you can benefit from the following: • Recurring income with average 50% net profit margins • Excellent growth opportunities to build into a management style business • Flexible hours – work from home – keeping costs down • Dedicated support in Bookkeeping, Operations, Sales & Marketing Although we don’t currently have any resale opportunities on the market, we do have vacant territories throughout the UK.

Contact ServiceMaster Ltd today on 0116 275 9005 or email franchisesales@servicemaster.co.uk for more information