Elite Franchise Magazine May 2017

elitefranchisemagazine.co.uk

Make Believe

Founded by a 15-year-old in 2004, this franchise is a rising star

MAY 2017 £4.50

The Brexit factor

Assessing the impact of Britain’s divorce from the EU

F45 Training

Why this global fitness phenomenon is set to take Britain by storm

Bright spark When a pregnant Rachel Ray had an encounter with toxic cleaning products, she realised there must be a better way and founded eco-friendly housekeeping franchise Bright & Beautiful. Fast forward 11 years and she’s just sold the 55-franchisee-strong business to Dwyer Group Cover_May2017.indd 1

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cover star

A BRIGHT FUTURE 16

It’s the franchising dream: building up a successful business to a point where you're ready to make a graceful and profitable exit. And having just sold Bright & Beautiful, the home-cleaning franchise, entrepreneur Rachel Ray is eyeing up her next big challenge

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contents 05.17

REGULARS 9 Welcome & contributors 11 News & events 89 Franchise diaries

COLUMNS 13 Pip Wilkins 15 Sussanne Chambers 25 Frank Milner 27 Nigel Toplis 31 Tony Bowman

FEATURES 34 A star is born

Joel Kern is growing the Make Believe theatre franchise while staying true to its core mission

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40 Bracing for Brexit

What impact could Britain’s divorce from the EU have on franchising?

46 Picking up speed

Rob Deutsch's banking on Blighty’s love of fitness as F45 Training takes off

54 Counting the costs

60 Lost in translation

Unveiling the expenses budding franchisors must consider

The marketing mistakes to avoid when taking your franchise overseas

66 Getting physical

Are you prepared for the realities of running a handson franchise?

72 Peddling black gold Buying a Coffee-Bike franchise has given Mark Price an entirely new lease on life

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76 Data defence duties

Now’s the time to start getting your head around the implications of the new data protection law MAY 2017 | elitefranchise

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welcome Volume 05 Issue 05 / 2017 EDITORIAL Josh Russell – Editor josh.russell@cemedia.co.uk Maria Barr – Web Editor maria.barr@cemedia.co.uk Eric Johansson - Feature Writer eric.johansson@cemedia.co.uk

Eyes on the prize

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

F

rom taking your first few steps attending exhibitions and browsing brochures to sitting at the helm of a huge multiunit franchise, franchising is an adventure that rewards the most intrepid.

When setting out, there are all kinds of challenges to overcome, whether that’s securing startup capital from your bank or conquering the initial loneliness of working on your own. But as your journey progresses, it’s easy to get swept up in the excitement that the sector can offer, as Coffee-Bike franchisee Mark Price can attest, having regained his happiness selling espressos to the people of Worcester.

However, the biggest spoils come for those who strive to reach their goals. Having built ethical cleaning and housekeeping franchise Bright & Beautiful up to a network with over 50 franchisees, cover star Rachel Ray recently sold the business to Dwyer Group and is now planning her next adventure. Talk about cleaning up nicely.

SALES Gemma Campion – Sales Manager gemma.campion@cemedia.co.uk MARKETING David Thomas – Group Marketing Manager david.thomas@cemedia.co.uk CIRCULATION Paul Kirby – Circulation & Data Manager paul.kirby@cemedia.co.uk ACCOUNTS Sally Stoker – Finance Manager sally.stoker@cemedia.co.uk ADMINISTRATION Laura Hyde – Administrator laura.hyde@cemedia.co.uk DIRECTOR Scott English – Managing Director scott.english@cemedia.co.uk Circulation enquiries: CE Media Call: 0124 567 3700 Elite Franchise is published by CE Media, 1st Floor, Regency House, 16 Victoria Road, Chelmsford, CM1 1NZ Copyright 2017. All rights reserved. No part of Elite Franchise may be reproduced, stored in a retrieval system or transmitted in any form or by any means, without the prior written consent of the editor.

Elite Franchise will make every effort to return picture material, but this is at the owner’s risk. Due to the nature of the printing process, images can be subject to a variation of up to 15%, therefore CE Media Limited cannot be held responsible for such variation. cemedia.co.uk

elitefranchisemagazine.co.uk

■ Josh Russell - Editor

Contributors

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Pip Wilkins

Nick Williams

Tony Bowman

Nigel Toplis

This month, the bfa chief executive tries to answer the million pound question: what makes a good franchisee? From innovative thinking to fearlessness, Wilkins identifies the traits most franchisors should look out for.

The managing consultant is no stranger to helping entrepreneurs get franchise ready. Don’t miss his piece on the true costs of franchising, which looks at the myriad of expenses you’ll need to consider.

Britain’s got an ageing population but at the same time the concept of having a job-forlife has disappeared.

The etyres managing director thinks franchising is just the ticket for older workers with plenty of energy.

Raising finance is usually one of a new franchisee's first tasks. Thankfully, says The Bardon Group managing director, it's relatively straightforward to secure lending from the banks if you follow the right protocols.

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news Finalists announced for the bfa HSBC Franchisee of the Year award Talented franchisees are the drivers behind the British franchising ecosystem’s continued success. That’s why it’s only right that they’re recognised for their hard work. Fortunately, that’s exactly what the bfa HSBC Franchisee of the Year award is all about. And the industry association has just announced the business owners who are competing to take home the top gong this year.

The overall UK Franchisee of the Year 2017 will be named from one of five category winners at the awards ceremony on June 28.

And with nominees including franchisees from ActionCOACH, O2 and Bluebird Care, the judges will have their work cut out for them.

All finalists will present their cases to a panel of expert judges on May 16 and May 17. We wish all involved the best of luck.

Events EWIF East Regional Meeting May 9 Birketts LLP, 22 Station Rd, Cambridge, CB1 2JD

bfa South West Forum May 2017 May 18 Newbury Racecourse, The Racecourse, Racecourse Rd, Newbury, RG14 7NZ

bfa Affiliate Forum May 2017 May 24

BY Eric Johansson

Tim Hortons: Pere Rubi / Shutterstock.com; Costa: Barry Barnes / Shutterstock.com

Costa Coffee’s owner sees tougher times ahead

While many franchises have achieved impressive results in 2016, there may be reason for a measure of caution amidst the optimism.

Having faced increasing competition from the likes of artisanal coffee houses and Airbnb, Whitbread, the company that owns cafe franchise Costa Coffee and hotel group Premier Inn, missed its own internal targets in 2016. While revenues rose by 6.3% compared to the previous year to £3.1bn, its profits grew more slowly than expected, reaching £515.4m.

Commenting on the results, Alison Brittain, chief executive at Whitbread, said the group will “remain cautious and expect a tougher consumer environment than last year” as inflation, higher petrol prices and static wages may dampen consumer spending.

At the same time, she did note that the group had achieved good results so far. Given the turbulent times, let's hope that optimisim is well-founded.

Crowne Plaza Kensington, 100 Cromwell Rd, Kensington, London, SW7 4ER

bfa London South East Forum May 2017 May 25 Crowne Plaza Kensington, 100 Cromwell Rd, Kensington, London SW7 4ER

Coconut Creatives Showcasing your brand workshop June 1

Honiley Court Hotel, Warwickshire, CV8 1NP

Orangetheory signs UK master franchisee agreement From a record number of new gym memberships being taken out in 2016 to Men’s Health remaining the UK's best-selling lifestyle publication for years, it’s not difficult to see why the fitness sector is predicted by the bfa to be one of the fastest-growing franchise industries this year. And Orangetheory, the fitness franchise, is absolutely betting on this trend to continue, having

just made the company 3 Kings its UK master franchisee.

The franchisee will take over three of the franchisor’s existing four studios and will roll out three to five new sites in southern England over the next 12 months. But it won’t stop there: it also plans to open 70 studios over the next decade.

Helping people stay healthy is certainly looking like great business.

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Pip Wilkins chief executive bfa

Newer franchises are even more likely to recruit entrepreneurs because franchisors can have a tendency to be drawn to people with similar characteristics to their own.

And when the franchise is still getting off the ground and proving its model, it’s especially important to have franchisees who are capable of being proactive, adapting to changing circumstances, driving growth and thinking creatively. But whatever state the business is at, franchisors would do well to bring people on board who can innovate and come up with new ideas, whether it’s a twist on an existing product or a local marketing campaign. So while most franchisors will of course want to make sure that any potential franchisee will be capable of following the rules, a healthy measure of entrepreneurial spirit doesn’t hurt either. After all, it was a franchisee who came up with the idea for McDonald’s Big Mac. Another trait many of the best franchisees share is an ability to multitask. Being a franchisee often involves wearing multiple hats, especially in the early days. They may have to be a marketer, have a head for numbers, manage people and get stuck into the dayto-day operations. You want someone who's capable of embracing change and adapting successfully.

Fearlessness also comes into play. Even though failure rates in franchising are typically lower and there will probably be fewer surprises, investing in a new and relatively unproven franchise concept can contain some unknowns. Franchisees need to be comfortable with taking measured and calculated risks and in some cases will be piloting new concepts.

Finally, they have to have passion. Your franchisee is your roving ambassador and they need to feel just as enthusiastic about the business they're buying as if they'd come up with the concept themselves. And while these traits might be hard to detect, they're hugely important when it comes to making sure the person coming on board is right for your business.

Screening franchisees: the personality traits to look out for From being passionate to displaying innovative thinking, the best franchisees tend to have certain things in common hen it comes to finding the right franchisees, every franchisor will have their own unique set of criteria and may well end up investing a substantial amount of time and money evaluating potential candidates. Most will look for people who are systems-oriented, driven, possess good sales and communication skills and come from a management background. These are all good traits to look out for but there are other characteristics to pay attention to as well.

Firstly, you'll probably do well to partner with someone who displays an entrepreneurial flair.

Given that franchising is so often about adhering to the guidelines, this might seem like a contradiction.

Franchisors want franchisees who will be able to follow the proven system they’ve carefully set out without trying to reinvent the wheel. But even though a lot of the groundwork has been laid out for them, new franchisees are to a large degree starting a business from scratch. And that’s why it can help if they possess some entrepreneurial qualities.

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Some people start their own business to

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Sussanne Chambers founder and managing director HomeXperts

Avoiding loneliness when going it alone Going from a crowded office to running a franchise from your kitchen table can feel isolating at first. But there’s plenty you can do to stave off the solitude hen you're setting up your first business, the excitement builds with each task. From launching the company and opening a business bank account to buying office furniture and marketing your enterprise, it's all very exciting. In the midst of this whirlwind of activity, the last thing the freshly self-employed would expect to feel is lonely. In fact, many people starting their new business don't consider potential loneliness to be a factor at all.

However, if you're used to the camaraderie of working within a team and sharing the highs and lows with colleagues, working for yourself for the first time can be a shock to the system. You can find yourself without anyone to celebrate a big win with or to chat to after a tough day. This can lead you to feel isolated and depressed.

Fortunately, there are some steps you can take to keep loneliness at bay.

Join a professional network Are there any professional groups you could meet up with on a regular basis?

Initially, attend as a guest while you work out if the group is going to work for you. Look at breakfast meetings such as those organised by the British Chambers of Commerce or local business groups. Ensure you plan your week around the meeting and attend every session.

Start each day with ten phone calls before 10am Establish a great work ethic and start each day by talking to people.

I advocate making ten phone calls before 10am each working day. As a self-employed person, it's easy to get distracted, particularly if you're working from home, so starting each day ready to do business will ensure you speak to someone every day.

Attend business lunches or coffee meetings Plan one of these every week and think strategically about who would be good to spend time with. You can keep the cost down by going for a pie and a pint or a coffee in the local cafe. Make sure you have an informal agenda and know what you want to achieve as a result of investing this time.

Work in a shared office space If you're finding yourself missing the office banter, how about looking for

shared office space? This will allow you to work with others without giving up the independence of working for yourself.

Spend time talking with positive people Most importantly, avoid doubters and negative people, whether they're a professional contact or a friend. You have a responsibility to yourself and your business to surround yourself with positive people; individuals who will make you feel good about yourself and your business. If your friends are negative, get new friends. Working in a new business is tough enough without you taking on other people’s negativity.

Working for yourself is so rewarding.

With planning, you can learn to enjoy the solitude by keeping yourself busy and avoiding the killer of entrepreneurial ambition: loneliness.

MAY 2017 | elitefranchise

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A bright future Having exited Bright & Beautiful, the thriving eco-friendly cleaning franchise she built with values at its core, Rachel Ray is now thinking about her next challenge

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BY josh russell / photography by emilie sandy

hen starting out on their franchise journey, few franchisors will imagine they may one day be able to strike a deal with one of the industry’s largest multi-brand franchisors. But Rachel Ray is not most people: having built the home-cleaning franchise Bright & Beautiful up to a thriving network of over 50 franchisees, she has just reached an agreement to sell the franchise to Dwyer Group, the service-based franchise company that owns brands like plumbing franchise Mr Rooter and cleaning franchise Molly Maid. And she’s already looking ahead to her next new venture.

After growing up on the Wirral in north-west England, Ray moved down to London at 19 to train as a chartered management accountant before working in accounting roles for several large brands, including Andersen Consulting. But it was when she secured a consultancy role with Results Accounting Systems that things really clicked. “I just found this whole world really stimulating, interesting and engaging,” she says. “It was a real fit with my personality.” Evidently Ray flourished in this environment: before too long she was promoted to the position of general manager of the company’s Australian operation. And not only did this give Ray her first taste of broader disciplines like sales, marketing and HR but it also taught her how important it was to connect

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Rachel Ray

any strategy a company embarked upon to its bottom line. “That was a really interesting time for me,” she says. “It opened up the real world of business and helped me not just look at the numbers but see the actual drivers behind them.”

Over the course of the next couple of years, Ray had two daughters, motivating her and her husband to move back to the UK. Settling in Altrincham, Ray started consulting freelance while her husband Rob founded a property maintenance company, which led to a rather serendipitous encounter. “One day one of his clients said ‘oh, do you offer cleaning services?’”

Ray says. “Being a good entrepreneur, he said ‘yes, we do’.” In light of her business consultancy background, when it came to putting together a quote for this work Ray was the obvious choice.

And as she started to consider what someone might require from a cleaning service, she couldn’t help but reflect on her experience as a busy working mum – dividing her time between her freelance work and raising her daughters meant she had little time to declutter or tackle the ironing that was piling up. “I didn’t just want somebody to clean: I wanted somebody to organise, tidy and really provide a housekeeping service,” she says. “So when I went to deliver the first quote that’s really what I had in mind.”

Having wowed the client with her pitch, Ray began to see that there might be a market for this kind of service and she resolved to turn it into a full-time business. But first she decided to conduct some industry research, building up a picture of the sector both from reports on the industry and competitor research. “What I’d envisaged just wasn’t provided by other domestic cleaning companies,” she says. “They tended to only focus on cleaning, whereas for us it was about providing a management service that took the stress and pressure out of busy working people’s lives.” On top of this, Ray found that much of the branding out there tended to be quite oldfashioned and not very relevant to 21st century working women. Keen to buck this trend, she christened her new business Bright & Beautiful.

However, this wasn’t the only thing Ray discovered when researching the industry: she also found a lot of companies utilised rather troubling employment practices. “There were a lot of cash-in-hand agencies where I could see that the cleaner was exploited,” she says. “They weren’t paid properly, they didn’t really have any sense of being appreciated or respected in their role and it was always a little bit demeaning.”

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While the service industry has increasingly shifted toward commoditisation and many businesses are embracing the stripped back employment relationships offered by the gig economy, Bright & Beautiful is committed to ensuring those it employs are fairly remunerated and granted the fundamental protections afforded to full-time staff. “We employ our teams properly; our professional housekeepers are actually employees with full working rights,” she says. “We’ve been almost a lone voice in that.”

But this wasn’t the only factor that would set the new business apart. One of the business’s most significant points of difference was inspired by Ray’s own experiences with cleaning products. “I remember when I was pregnant with my first daughter spraying conventional cleaning products, feeling quite ill and thinking ‘what is in that?’,” she recalls. “I looked at the back and saw skull and crossbones and toxic substance symbols.” Knowing how harmful conventional products could be, Ray committed Bright & Beautiful to using alternatives free from hazardous chemicals, something that had myriad benefits. “Not only are they ecofriendly and good for the environment but it’s also about protecting our team and clients from the hazardous chemicals that are in ordinary household cleaning products,” she says. “And it actually attracts more people to use the service because it doesn’t smell like a hospital: it’s natural and yet leaves everything clean and fresh.”

Given its environmental credentials and the range of services it supplied, it was hardly surprising that Bright & Beautiful proved a hit. While Ray initially drew in clients through pay-per-click advertising and local networking groups, before long the franchise’s marketing had taken on a life of its own. “Gradually the word spread through referrals from our happy clients,” she says.

However, no matter how fast a franchise is growing, there are some factors that are out of its control. Not long after Ray launched Bright & Beautiful the recession hit and it dragged on far longer than many pundits predicted. “The news was full of doom and gloom: that’s enough to strike fear in the heart of any entrepreneur,” she says. But while the media was full of reports of businesses going belly up and concerned UK consumers were tightening their purse strings, Bright & Beautiful found that demand for its services only increased. “That’s because everyone was trying to hold onto their jobs and were potentially working longer hours,” says Ray. “Our core client, busy dual-income households, continued to be time-poor so we found we actually kept growing through the recession.”

Bright & Beautiful continued to expand, spreading from Altrincham to Manchester, throughout Cheshire and eventually across the UK. However, this presented Ray with something of a dilemma: with customers pouring in from all over the country, it was becoming difficult for her to manage the business from

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Rachel Ray

a single, central location. Fortunately, she had come across the perfect solution to this problem during her days as a business consultant. “I was aware franchising was a great way of growing a business so it was in the back of my mind and I gradually realised that there was a great opportunity there,” she says.

Ray’s first step from here was to approach the bfa and attend one of its seminars for prospective franchisors, something that proved invaluable and enabled her to ensure she was adopting the association’s best practice from the off. “I wanted to make sure it had a really firm foundation,” she says.

Over the course of the next six months, Ray then worked with a franchise consultant who helped her convert the business concept into a fully rounded out franchise model; she also sought the help of a bfa-accredited franchise lawyer to ensure all the Is were dotted and Ts were crossed in Bright & Beautiful’s franchise agreement. “Then we launched our pilot franchise in June 2010 with Faye McDonough, who went on to become our first franchisee in Altrincham,” she says.

After the success of this pilot, the hunt for new franchisees began in earnest and Ray had a very specific type of candidate in mind. “Obviously our franchise owners aren’t expected to clean and offer housekeeping services themselves; they are managing a business,” she says. “But they need to be ambitious and determined, have a positive nature and see problems as challenges to be solved.” These kinds of candidates don’t necessarily come ten a penny so rather than focusing purely on franchise websites, Ray also embarked on an ambitious marketing

Rachel Ray with Bright & Beautiful's new president and managing director Sue Moore

drive, combining both online advertising and getting her story out in the press. And before long the buzz building around the business meant Bright & Beautiful began growing exponentially. “I was really excited to get my second franchisee and then we probably got five in the next year,” Ray says.

With Bright & Beautiful rapidly bringing so many franchisees into its network, getting new recruits up to speed was vital, which is why it put together a comprehensive training package. “We have a detailed 16-week induction, which involves headoffice, classroom-based training, as well as time at the franchisee’s site,” says Ray. But the franchise's support doesn’t end there. Once franchisees are up and running, they can count on their own franchise development consultant who will act as their main point of contact and provide tailored support in growing their business. “We also have a whole schedule of events and training each year for franchisees to cover whatever stage of the journey they’re at,” Ray says.

And as Bright & Beautiful has grown, this is something that the franchise has continued to pay close attention to, building out its headoffice team to provide franchisees the help they need. “Throughout our journey, we’ve developed and improved our support and we’ve also increased our number of franchise development consultants,” says Ray. But one addition to the team has proven more significant than any other.

Having worked with franchise brands like Metro Rod and Party Crew UK, Sue Moore was initially consulting for Bright & Beautiful in areas like growth and acceleration and had made a significant impression on its founder. “We got on really well professionally: she has great ideas and a lot of experience in franchising,” Ray says.

“So two years ago she became our franchise director and introduced a whole load of improvements to our systems, processes, training and workshops.”

I remember when I was pregnant with my first daughter spraying conventional cleaning products, feeling quite ill and thinking ‘what is in that?’

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Dwyer want to build on that foundation and grow it further: they’re not here to radically rip it all up and start again

However Bright & Beautiful isn’t only concerned with supporting its franchisees: it’s also interested in providing a helping hand for the less fortunate. “In Rwanda, they’ve been through absolute trauma with the genocide and there’s lots of people widowed or orphaned,” says Ray. “While there’s a lot of forgiveness, reconciliation and hope for the future, there’s still a massive need for things like basic education for children.” Because of this, Bright & Beautiful is currently helping to build a school in the village of Cyabatanzi to allow children to access education that otherwise wouldn’t be able to. And Ray believes it's important for entrepreneurs to give back in this way. “Rob and I are conscious of our blessings so we want to make sure that we think of the poor and don’t take things for granted,” Ray says.

Focusing on treating staff well, supporting franchisees and putting its ethics first has seen Bright & Beautiful grow to a network of 55 franchises bringing in approximately £5m of turnover. And having achieved such significant growth milestones, Ray began to wonder if it was time to move on.

“As a business consultant, I was always telling people to start with the end in mind and make sure that they were thinking about the long-term strategy of their business,” says Ray. “So it would have been quite hypocritical of me if I hadn’t at some stage started asking myself: ‘is it time for me to exit?’”

But having worked so hard enshrining meaningful values in Bright & Beautiful, Ray wasn’t prepared to sell it to just anybody; if she was going to pass on the baton, it would have to be to someone she could trust to preserve its ethics.

Fortunately, she found just that when she came across Dwyer Group through its co-chair Dina Dwyer-Owens. “She’d written a book called Live R.I.C.H., which described the journey of Dwyer, its core values and the fact that it was a valuedriven business,” Ray says. “That was one of the immediate attractions to me: that it was going to continue the legacy.”

After finally striking a deal just last month, Dwyer Group is now looking to build on Bright & Beautiful’s success while preserving its core DNA. “One of the things that attracted me to Dwyer is that they want to build on that foundation and grow it further,” says Ray. “It's not here to radically rip it all up and start again.” And Dwyer Group will have an experienced hand helping it in this: Moore is now set to take the reins as Bright & Beautiful’s president and managing director and will give the American franchisor someone on the ground who understands every nook and cranny of the business. “That’s fantastic because she will bring that continuity, that relationship with the franchisees and the team and she’s very well respected by the network,” Ray says.

But what about Ray? What does she intend to do now her journey growing Bright & Beautiful is at an end? “First of all, I’ll have a little bit of a rest,” she laughs. “But, at heart, I’m basically an entrepreneur: I love starting a business, creating its brand, core values and ethos.” And she’s not lacking in inspiration: having such a passion for franchising, Ray is keen to educate the broader population around the benefits it can provide. “I would like to let people know it’s a great way for them to find an entrepreneurial career,” she says.

“So I have some ideas.”

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ADVERTISING FEATURE

Join the UK’s leading window

shutters franchise Shuttercraft launched its franchise model in 2012 when the company celebrated its tenth anniversary and the franchisor hasn’t looked back since

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hen Shuttercraft relaunched the franchise in 2016 the business made a considerable financial investment into rebranding the business, implementing next generation IT systems and investing in key staff to take the business to the next level.

Shuttercraft made this investment due to the extraordinary growth of the UK shutter market and because it felt that the investment would futureproof the business. The company has grown by 30% each year, which is extraordinary considering that the UK shutter industry is still in its infancy.

Shutters are the fastest growing and most on-trend window coverings segment available today in Britain.

In the US one in every six windows is covered with a shutter and the UK plantation shutter market is estimated to be worth approximately £60-80m per annum.

The huge growth in shutters has been attributed to the product having

become more affordable and because it has never had a higher profile as a window dressing alternative.

Shows such as 60 Minute Makeover and Grand Designs as well as lifestyle magazines are all pushing shutters as the de-rigueur window covering.

Shuttercraft shutters are suitable for all market sectors and with the introduction of new fire retardant and anti-bacterial product offerings the company’s shutters can be specified for most installations: domestic, offices, leisure and commercial buildings such as hospitals and surgeries.

The opportunity for local shutter specialists is vast and in many cases the local retailers are blinds generalists who are unable to offer specialists’ level of expertise.

Shuttercraft believes in providing only the best quality products, high standards of service and a friendly after sales service.

The franchise offers a premium product with a promise of a premium service and wants to partner with

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ADVERTISING FEATURE

people who share the franchisor’s passion to deliver on that promise.

Therefore, Shuttercraft is now looking to develop relationships with franchisees who share its goals and visions for growth as well as the franchisor’s belief that strong relationships are the difference between a good business and a great one.

Off to a great start Getting any business off to a good start is critical to its success – this is especially so for franchisees who are starting their own business for the first time. A franchisee may have invested its life savings into buying the franchise and have household bills it needs to pay.

Fortunately for potential franchisees, Shuttercraft has put a lot of thought into its business model, which has been designed with the franchisees’ needs in mind. By keeping franchisees front and centre, Shuttercraft is able to offer new franchisees fast-track entry to a growth market, low operating costs by both being home-based for the franchisee and vanbased for the fitters. The low capital investment cost makes the franchise package affordable to purchase and operate.

The proven business model and excellent supply chain enable Shuttercraft to offer franchisees a unique opportunity to run a cash positive business, with high profit margins from the outset with outstanding, on-going, earning potential.

As a Shuttercraft franchisee you will be leading the charge in your territory and not fit shutters.

Your role is to effectively manage the business on a day to day basis, managing one to two fitters while you will be focused on developing relationships in your local area.

Are you suitable?

To be considered as a franchisee you’ll need to show that you have the ability to maximise the opportunities in your designated territory by developing strong and long-lasting relationships.

The ideal Shuttercraft franchisee will already have some management and sales experience.

However, the company does offer full training

and support to help franchisees develop their sales and marketing skills .

Good communication and interpersonal skills are essential and franchisees must be prepared to work hard, follow the franchisor’s system and be fully committed to getting the business off the ground in their assigned exclusive territory.

The benefits Choosing a Shuttercraft franchise provides you with access to the UK’s most comprehensive range of high quality window shutter products and the S:CRAFT PURE Wood range of wood slat venetian blinds.

All Shuttercraft products are marketed under the S:CRAFT brand and by utilising the company’s extensive market knowledge you’ll be provided with the highest levels of support, including an on-going marketing programme.

Continuing market research and investment in product development will ensure the best product range is available to meet today’s market.

You’ll also benefit by having the on-going support of a fantastic, industry-leading brand and a highly effective head office support team which includes specialist multi-level franchise support, outstanding marketing and sales training and a dynamic logistics and customer service team.

The franchisor will support and train new franchisees on every level including sales promotion and business development activity, quoting for new work, surveying and how to get your fitters to install the Shuttercraft product range and building relationships with clients to encourage repeat business.

Follow the Shuttercraft path to success to learn about this exciting franchise opportunity visit www.shuttercraft-franchise.co.uk to find out more.

Alternatively why not call our Franchise Manager, Sean Goldsmith on 01962 280 505 or email him at: sean@shuttercraft.co.uk, what have you got to lose?

MAY 2017 | elitefranchise

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05/05/2017 15:40

Over 45 vans on the road Setting up a new business can be difficult, it’s taken years to develop our franchise model that to enable you to build a fabulous business and make the most out of the cleaning sector we operate in.

Zerodrytime is a successful business and wants to attract like-minded individuals who want to do and be the same as our existing franchises…

Believe success attracts success.

You will learn to run your own successful business with great long term repeat customers.

The earning potential is unlimited with a zerodrytime franchise. What you make from this business is up to you. Are you going to stay as the man in the van, or have multiple vans?

• Uncapped earning potential • Regular loyal repeat customers • Complete ‘Lifestyle’ business

• Man in a van options • Management options • Carpet Club creating a residual income

£19,500 +vat Call today to secure your area...

Join our team

Finance and leasing options available

Mark & Viv - (Ex Book keeper & Ex Shop assistant) - Cornwall Steve Thompson - (Ex Maintenance man) Wrexham Gary Reid- (Ex Wet carpet cleaner) Richmond on Thames

Call: 0191 270 9202 zerodrytimefranchise.com Zero 3 page.indd 3

ZERO001 31/03/2017 18:34

Frank Milner CEO Tutor Doctor

Managing innovation in your franchise network How can franchisors encourage creative thinking without new and potentially risky ideas endangering the network as a whole? t its core, franchising is a relationship between mitigated risk and shared profit.

Both parties accept a reduced risk in return for sharing the winnings. On the franchisee’s side, they share an element of their profit by paying an ongoing management service charge to the franchisor and they take on a reduced risk by using the franchisor’s intellectual property and business systems. And having invested in accessing a proven model, you’d probably So while innovation might seem like something spontaneous expect most franchisees to adhere to it. But that’s not and uncontrollable at first, it’s actually something that can be always the case: you’ll usually find that when problems managed and tested. No idea, however groundbreaking, should arise it’s likely that a franchisee hasn't followed the be rolled out if it doesn't benefit the entire network or can't be system properly. duplicated. And if a franchisee is deviating too far from the brand You can see how it happens. Most franchisees start their own businesses because it gives them freedom and and trying to implement new changes, it’s up to the franchisor to independence. And this can mean that they occasionally rein them in.

But you want to do this without stamping out creativity. After want to innovate and deviate from the established route. all, even in some of the most tightly However, this can affect the success of controlled franchise systems in the world, the franchisee, the integrity of the brand No idea, however innovations have come from franchisees and potentially other franchisees in the innovative, should that have delivered benefits to the whole network. What’s more, franchisees tend network. Ten or more heads are better to be closer to the customer than the be rolled out of than one, so instead of having a single franchisor and this can mean that they’re it doesn't benefit team working on product or service able to recognise changes in the market the entire network development in your head office, the and identify potential innovations. most successful franchisors tap into their Determining the boundaries and entire network to crowdsource ideas. addressing consistency is something that It’s also important to communicate the boundaries to the all franchisors need to consider. network and any potential franchisees. They’ll want to know about In practice, a good franchisor will have systems in what systems a franchisor has put in place to control consistency place to manage the innovation of its franchisees. and innovation within the network, so it should be discussed Everything in franchising is a process, so managing from the outset. That way, they’ll know where they stand in the balance between a franchisee’s adherence to the terms of what they can do to develop their own business and be proven system and their desire to innovate should creative without going too off piste. This mix of freedom, control, be no different. This might be through a franchisee council or a good ideas forum that screens suggestions. innovation and compliance is something most franchisees accept as the norm and they’ll usually understand that they can't make At Tutor Doctor, for example, we have a number of changes that might not sit well with the rest of the network. thought leadership committees for this exact reason. may 2017 | elitefranchise

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28/04/2017 17:48

Join a National-Award-Winning Property Franchise Join a National-Award-Winning Property Franchise Join a National-Award-Winning Property Franchise Join a National-Award-Winning Franchise Deliver exceptional customer serviceProperty to your clients whilst Join a National-Award-Winning Property Franchise Deliver exceptional customer service to your clients whilst Join a National-Award-Winning Property Franchise enjoying the customer rewards ofservice working yourself Deliver exceptional to for your clients whilst Join a National-Award-Winning Property Franchise enjoying the rewards of working for yourself Deliver exceptional customer service to your clients whilst Join Join a National-Award-Winning aexceptional National-Award-Winning Property Franchise Franchise enjoying the customer rewards ofservice working for yourself Deliver toProperty your clients whilst the customer rewards ofservice working yourself Deliverenjoying exceptional to for your clients whilst the customer rewards ofservice working yourself Deliverenjoying exceptional to for your clients whilst enjoying thecustomer rewards of working for yourself Deliver Deliver exceptional exceptional customer service service to for your to your clients clients whilst whilst Jason & Gaya chose HomeXperts their enjoying the Jason rewards of working & Gaya chose HomeXperts forfor theiryourself support and training... enjoying enjoying the the rewards rewards of working of working for yourself for yourself Jason & Gaya chose HomeXperts for their support and training...

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Elite Franchise Advert January 2017.indd 1

02/02/2017 16:14:10

Elite Franchise Advert January 2017.indd 1 Elite Franchise Advert January 2017.indd 1 Elite Franchise Advert January 2017.indd 1 Elite Franchise Advert January 2017.indd 1

Untitled-12 1

Elite Franchise Advert January 2017.indd 1

02/02/2017 16:14:10

HOME003

02/02/2017 16:14:10 02/02/2017 16:14:10 02/02/2017 16:14:10

02/02/2017 16:39 02/02/2017 16:14:10

Nigel Toplis managing director The Bardon Group

Easy money: making borrowing from banks a breeze Raising capital will be one of the first ports of call for a prospective franchisee. Fortunately borrowing from the banks has never been simpler uying a franchise requires a significant capital commitment. Fortunately for those looking to enter the industry, raising finance as a prospective franchisee is much easier than raising investment to start a business from scratch. Most established franchise companies will have negotiated funding arrangements with the major banks and a number of lenders have a specialist franchise department to deal directly with prospective franchisees.

Of course one of the main advantages of franchising is that the banks will look

at you more favourably as a borrower compared with someone starting up on their own. For an independent startup, the banks will generally lend up to 50% of the total cost but for an established and proven franchise they lend 70% of the total cost. Terms and rates vary between the banks – though in my experience they're all trying to be competitive in this modern age. That said, you can’t just walk into a bank and walk out with a loan – there is a process involved and the bank wants to see your commitment to the business as well as evidence of your assets.

Make contact with at least two banks – your franchisor should be able to give you contact details – and arrange a meeting with their franchise specialist.

How prepared you are and how you present yourself will certainly make a difference. Of course the ideal bridge to the bank is a professionally prepared business plan. One of the major things you’ll need to consider is exactly how much money you'll need. My recommendation is to add three to six months of working capital to the overall cost of buying the franchise. This will raise the total amount of money you need to pay back but it will ensure you have the funds to get the business through its early growing pains.

While the banks are keen to lend to the franchise community, you as the franchisee will also be called upon to invest some of your own money. It's important that you have liquid funds available and that you don't overstretch yourself. Franchises have a good track record of success. However, no-one can forecast for certain the performance of the business in the future – or indeed your own commitment – and if you don't have a safety net then you can easily find yourself in difficulty.

On top of this, you also need to be honest with your franchisor about the source of the money. There's no value in telling the franchisor how much money you've got when in fact you’ve taken a bank loan for that amount and are paying high interest charges. If the franchisor doesn’t know then they can’t help or advise.

But if you do your due diligence and work with your franchisor, raising capital for that new outlet should be a stress-free experience.

MAY 2017 | elitefranchise

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08/05/2017 11:51

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This is achieved through effectively addressing the biggest franchisor and franchisee pain points.

When it comes to managing a large network spread across multiple locations, upholding consistent standards requires high levels of organisation. Giving your franchisees and operational support teams easy access to data in the cloud through a smart device drives higher levels of operational efficiency. This means you spend more time working on your business and not in it.

Franchise Infinity can be downloaded onto an Android or iOS phone and used on any desktop or iOS device. The platform is also 100% customisable so you can brand it with your logo and colour palette. You can customise the modules, choosing what each one contains, how it operates and who can access it.

Every franchise is unique in its setup, so it’s important that the tools you use to keep everyone on the same page are customised to your needs. Franchise Infinity offers a comprehensive suite of franchise tools to assist both the franchisor and franchisee. These include compliance audits and checklists, operational support team access and support, learning management systems,

cloud storage, task management and analytics measuring performance at all levels.

Thanks to the cloud, franchise management is becoming easier, more efficient and, importantly, scaleable.

Using the software as a service model, subscriptions to Franchise Infinity can be taken out on a per person basis so you only pay for what you need. To find out more, email sales@franchiseinfinity.com or register your interest at www.franchiseinfinity.com

MAY 2017 | elitefranchise

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08/05/2017 12:24

“I felt that it was a business model I could excel in .”

Jyoti Kohli, Franchisee Bluebird Care Haringey

Be part of the most experienced care franchise in the UK Bluebird Care has revolutionised the way care is delivered by concentrating on high quality customer service, whilst at the same time upholding the very best in professional care provision.

With over 200 offices across the UK and Ireland, Bluebird Care is fast becoming the nation’s foremost provider of homecare.

Bluebird Care boasts over 40 years care provision and franchise experience and is part of the Interim Healthcare Inc. Group, one of the largest care franchise groups in the world.

We have the knowledge and experience to support franchise owners at every stage of their business, which has led to the enormous success the brand has achieved.

Please contact our franchise recruitment manager, Carole Stubbs, to find out more about our proven business model.

bluebirdcarefranchise.co.uk 01730 260 026 franchises@bluebirdcare.co.uk Bluebird Care Franchises Ltd, Charles Street, Petersfield, Hampshire GU32 3EH BLUE003 Untitled-3 1

23/03/2017 13:58

Tony Bowman managing director etyres

How franchising can help the ageing population thrive, not just survive

With franchising, older people can be getting on with life, rather than getting on in years

R

ising life expectancy and the pushing back of the age of retirement could have a really significant effect on the vitality of the franchise industry. Just as redundancy packages once provided an incentive for more people to enter franchising, now the need to keep earning a living is providing a new and exciting impetus.

The official state pension age is rising to 66 by 2020 and 67 by 2028 and new figures suggest it may leap even higher to 70 by 2056. For some of you, this is literally a lifetime away but for many others it poses a clear and present concern. With competition in the job market already intense, just what sort of employment will be available for those who might have previously been expecting to be claiming their pension and enjoying their retirement?

We've just welcomed a new etyres franchisee who was made redundant at the age of 57, after spending 27 years managing a farm. He'd always assumed he would be there until he retired, so it was quite a

shock to find himself in the employment market.

Still full of energy and drive and with a teenage son bound for university, he was keen to find a new job that would offer him a sound income and a level of security. He recognised immediately that franchising was the obvious answer, as it provides a business that's been tried-and-tested, along with training, ongoing support and the opportunity to take control of your own destiny.

Historically, the franchising industry has provided a sound investment for those who have been made redundant: it's allowed them to start a new career and have a much greater level of control over their future. And franchising can do the same for an ageing workforce. There's surely no such thing as a job for life, so the challenge is to find your niche sooner rather than later, start ploughing your own furrow and – continuing the farming analogy – grow your own business so you can reap the rewards for yourself in the future.

From an older franchisee’s perspective, there are so many advantages to embracing franchising, such as having the chance to establish a thriving business and being released from the manual labour side of things.

Crucially, owning your own business also means that when the time comes, you have a valuable asset that you can sell to help finance a comfortable retirement.

From a franchisor’s point of view, age often – though admittedly not always – equates to experience and reliability, both of which are excellent qualities in a successful franchisee.

So while the fact we're living longer, healthier lives is worth celebrating, we have to adapt and find the money to fund our extended years. Franchising is a solution that provides not just an opportunity to survive but also to thrive.

MAY 2017 | elitefranchise

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ADVERTISING FEATURE

Husband and wife team up after 20 years of marriage Chris Spratling and his wife Rachel met through work and have been married for 20 years. Working together wasn’t easy back then so what made Rachel give up a £100,000 a year job to start working with her husband again?

C

hris’ career spans 20 years in senior positions in media and marketing services. His last job was as the CEO of Readers Digest UK where he completed a management buyout with the support of investors.

“Over the last six years I ran a consultancy business working with blue chip media, marketing, manufacturing and distribution businesses,” says Chris. “But I also helped a couple of local small businesses and that’s where things began to change for me.”

“Trying to turn around attitudes at blue chip companies was a struggle. The staff in such large companies don’t care as much as owner-managed businesses where I found people took action on my suggestions without needing a board paper and presentations for buy in!

“When one of my local clients invited me to dinner to say thanks for my help I ended up next to a chap called Simon Buck, an action coach. I became really interested when he described what he did as an action coach as it was close to what I’d experienced with my smaller clients. I arranged to meet with three other action coaches to find out more and then went to the ActionCOACH UK support office for a discovery day – all within just a few weeks. I was convinced this was where I wanted my career to go and I entered due diligence at the end of the discovery day and went on training five weeks later.”

Chris and Rachel Spratling enjoying family time

Support for a brighter future “Rather than flying out to Las Vegas, I opted for the UK-based initial training which consists of a serious pack of pretraining materials and five days of training at a De Vere hotel,” continues Chris. “Making my way through the pre-training materials in three weeks was like having a full-time job but it prepared me for the intense training week. Not only did I make lasting friendships on day one, I was also amazed by the support from both the trainers and the other participants.

While other franchisees had said beforehand how great the support and intellectual property you receive from

32 elitefranchise | MAY 2017

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ADVERTISING FEATURE

ActionCOACH are, I didn’t believe it until I experienced it. Nearly a year on and I can still pick up the phone to share any challenge. I’ve never experienced this level of support in my working life before.”

“I immediately began using ActionCOACH’s exclusive client generation centre and had four business health check meetings booked with prospective clients when I’d finished my training week. Each new franchisee is given free one-to-one coaching from a master coach until they reach a good level of client income. I was assigned to master coach Ellis Bardsley who helped me transition from consultant to coach and to understand that the key to success was being authentic.

“After operating the franchise for ten months, I regularly help ten group coaching clients and 12 one-to-one coaching clients. At the moment I bring in £18,000 per month, but I’m confident that I’ll reach my personal £20,000 a month target by the end of my first year.

“It’s been an incredible journey over the last 12 months. It’s really exciting to see the impact my coaching can have and being able to really make a difference to a business owner’s health, wealth and happiness is what gets me up in the morning.”

Husband and wife join forces Rachel has certainly had an impressive career, which included work with the BBC and Samsung. But while her salary was enviable, travelling up to 800 miles a week was a nightmare. So when her husband joined ActionCOACH, she quickly saw how becoming a franchisee would be ideal for her too.

There’s such a wealth of information, tools, support and techniques that I can’t possibly fail

Chris Spratling helping business owners to succeed “We discussed it and thought it could be something I’d move towards in a few years’ time,” she says. “While Chris was building up his ActionCOACH business, I’d stay in corporate life for our financial security.

“However, as we worked on our future plans – something ActionCOACH recommends you to do – I realised my lack of free time meant that only Chris could work towards our vision. So, we decided to go for it as a team and I joined ActionCOACH too.”

Rachel left her job at the end of May 2016 and spent June working alongside her husband to experience everything ActionCOACH had to offer before she began her initial training. That was the first time they’d worked together since they met over 20 years ago.

“I loved every minute of the training – it was a complete buzz. Instead of feeling exhausted after the week, I was actually so energised that I couldn’t wait to start work on Monday morning.

There’s such a wealth of information, tools, support and techniques that I can’t possibly fail. Having worked as an executive coach on my own, I can’t believe how different it is as an ActionCOACH franchisee. There’s a network of hugely creative and supportive people to work alongside.

“I began working as an action coach on August 1 last year and had a client by the end of the week.

“Chris and I run the business together but I concentrate on businesses in West Wiltshire and parts of Gloucestershire.

“On a personal level, being a franchisee has given me more time at home with our family: I get to walk the dogs in the morning instead of rushing out of the house.”

Chris believes the future is bright for them and their daughters.

“We bought a new house 18 months ago which accommodates our two girls who compete seriously in equestrian sports,” he says. “Now, we use our coaching skills to help their mindset, teach them how to set goals and they’ve embraced the benefits.

“We see ourselves doubling the size of the business year-on-year for the next three years. We have plans to collaborate with nearby action coaches to run our 90-day GrowthCLUBs and joint 6-Step seminars. We will be great at keeping each other accountable and have certain strengths that we can play to.”

If you would like to find a worklife balance like Chris and Rachel 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

MAY 2017 | elitefranchise

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A star is born

BY MARIA BARR

Joel Kern founded Make Believe when he was just 15 years old. And 13 years later, he’s not strayed an inch from the company’s core purpose: helping kids shine oel Kern’s interest in the arts and business has been apparent from an early age. His professional career started at the age of 12, when he would make pocket money as a DJ for corporate events, weddings and hen parties near his home in Ilford using kit his mum bought from Argos. A natural talker with a love for performing, his entrepreneurial spirit shone through even brighter when he helped stage a production of Greece for charity. While Kern invested the £4,000 he’d made from gigging, the production took £10,000 – allowing him to donate the £6,000 profit to the Parry Charitable Foundation, a children’s disability charity.

Filled with confidence after his glittering foray into theatre, Kern decided to launch Make Believe: a performing arts school for kids aged three to 18 that delivered lessons in theatre, singing and dancing. This

was 2004: Kern was just 15 and still in school. His humble HQ at the time was his school’s library, where he would take calls from parents, manage the business’s accounts and plan lessons.

At first, the entrepreneur taught classes of just five kids by himself while swotting up on business and marketing on the side. It was almost as if he was preparing himself for playing the role of Joel the businessman rather than Joel the teenager. “When you’re 15 and trying to get adults to take you seriously, you can’t necessarily act like a 15-year-old,” he says. “I sought advice from people around me and looked at how TV stars or people I admired carried themselves. I also emulated my dad a lot; he’s always had great charisma.” In fact, Kern’s early lesson plans were modelled on his school drama teacher’s notes, which he would sneak a cheeky peek at while the teacher stepped out of the room. As for his website, that was created by borrowing ideas from other sites he liked.

And thanks to Kern’s innate passion and charisma, it wasn’t long before word of mouth started to build.

“When kids are happy they tell other kids and when parents like something they’ll talk about it at the school gate,” he says. “Next thing I knew there were six more people coming to class the following week and it just spiralled from there.” With demand for classes growing

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Make Believe

When you’re 15 and trying to get adults to take you seriously, you can’t necessarily act like a 15-year-old

in other parts of London, it wasn’t long before Kern found himself opening 14 schools around the city and employing professional teachers.

He also expanded into other areas, such as starting a production company that staged shows in the West End, as well as setting up a talent agency that helped kids get hired for professional jobs in the industry.

However, there was only so much the entrepreneur could do himself. “What sets Make Believe apart is that we’re personal: I knew every kid and parent and they knew me,” he says. “But there came a point where I couldn’t be everywhere at all times and I realised that to grow I’d have to delegate some of the responsibility.” Franchising wasn’t necessarily the first solution that sprang to mind though. “I’d always been a bit skeptical about franchising: I was concerned that franchisees might damage the brand I’d worked so hard to build,” he admits. But Kern came to see he had to relinquish some control and figured that franchising was preferable to employing managers. And so in 2010 Kern persuaded one of his existing teachers to step up and become the company’s first franchisee in London’s Rotherhithe area.

In one of his first acts as a franchisor, Kern devised a franchisee training programme, though he admits now that it wasn’t quite up to scratch. “At first it was just me doing the induction and it probably wasn’t the best,” he says. “But what I’ve learned is that the foundation of any good franchisee is the training: it has to be so detailed.” Over the years, Kern has devised a structured onboarding programme for franchisees and teachers that covers everything from marketing to running classes, with the head-office team available to lend a hand to franchisees whenever they’re needed.

And as the franchise network grew rapidly in London through the power of referrals, Kern has always ensured the business never strayed too far from its core mission. A fan of marketing consultant Simon Sinek, who encourages leaders to find their “why” – their core mission – in business, Kern is clear about Make Believe’s purpose. “We’re about empowering kids and seeing them shine,” he says. “Early on, a kid came into our class for the first time and they could barely make eye contact. Fast forward six months and they were singing their heart out during a solo performance on stage. That’s what it’s all about.” He’s also adamant that however much demand grows, Make Believe will remain accessible for people from all backgrounds. “My mum was a single parent and there were times when money was tight, so it’s important to me to maintain a fair pricing policy,” he says. “I don’t want talented kids MAY 2017 | elitefranchise

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Make Believe

to miss out because they can’t afford the lessons: performing arts shouldn’t just be for the middle class.”

But while the franchisor has always been clear about his mission, Make Believe hasn’t always gotten it right in other areas, such as recruiting the right franchisees. “When I was younger I was perhaps too impetuous: because it was all so exciting, we ended up taking on franchisees who weren’t quite right,” he says. “Growing quickly is great from a numbers perspective but franchisees are the glue that holds everything together so you have to get that element spot on.” While this resulted in some franchisees not staying on, Kern is clearly not somebody who’s afraid to learn from his mistakes. And in the long run, those initial teething problems have helped him hone his franchisee screening process. “There are probably very few businesses out there that have a 100% success rate when it comes to franchisees,” he says.

The franchisor is constantly reviewing and improving his recruitment strategy, which at the moment involves informal group meetings on Fridays to allow people to get a feel for the opportunity. These are followed by a series of conversations with

people from across the business, including marketing, finance, operations, HR and existing franchisees. “Whoever I bring on is going to affect the entire network so it’s important that franchisees play a leading role in the process,” says Kern. He’s also got a clear idea of who he’s looking for. “You don’t have to be a performer, you can hire professionals for that, but we’re not looking for administrators either. Our franchisees need to be passionate about helping young people: they have to be someone who parents and students will look forward to seeing and miss if they’re not there for a day.”

With a fine-tuned training programme and recruitment plan, not to mention a marketing strategy that communicates the “why” behind the franchise, Make Believe has exploded in London and now includes franchisee-managed schools in 34 territories in and around the capital. It’s also started venturing further away from Kern’s home turf in London: a franchisee opened a school in Brighton at the start of 2017 and another has just come on board in Manchester.

The brand’s gone global too: when a friend moved to Australia in 2016, Kern spotted an opportunity to grow down under and ended up selling her the master franchise rights. “It was important to build a strong foundation close to London where my networks are but we’re now ready to branch out,” he says.

“I’d love to be in most UK cities within the next ten years and we’re planning to have 18 schools in Australia within six.” And all this hasn’t gone unnoticed: the Federation of Small Business crowned Kern the Young Entrepreneur of the Year for the South East back in 2014.

So given that he’s now heading up a successful franchise and being recognised for his achievements, does the franchisor feel like he no longer needs to merely play the role of Joel the businessman? “I’ve found my own way of doing things and I’ve grown into my identity as an entrepreneur,” he says.

“I’ll never be an authoritarian sort of leader, that’s just not my style. It’s about being passionate about what I do and caring about people. And they naturally want to be a part of that.”

The foundation of any good franchisee is the training: it has to be so detailed

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ABLE001 Ableworld rebrand fp.indd 1

03/02/2017 18:21

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STAN001 Untitled-17 1

02/02/2017 18:53

TUTO001

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Brexit

Bracing for Brexit With Article 50 having been triggered in March, franchises better prepare for how Brexit will affect their business

BY ERIC JOHANSSON

F

ranchising has seemed like a fool-proof recipe for success during the past few decades. By buying into a tried and tested model, a budding franchisee can generally expect to quickly turn a profit.

“But Brexit has created a lot of uncertainty,” says Dan Archer, director at Rev PR, the franchise consultancy. And with Theresa May having pulled the trigger on the UK’s divorce from the EU in March, this insecurity looks set to affect franchising on all levels for the foreseeable future.

Given that the Leave campaign argued that severing the ties with the continent would enable British businesses to rid themselves of unnecessary red tape, it’s hardly surprising that the government has begun to draw up plans for how to untangle the country from EU regulations.

However, this could have some unforeseen side-effects for franchises. “UK franchising today only exists because of a piece of European legislation,” says Archer.

The law in question is an exemption for vertical agreements that can be found in EU competition law. This piece of legislation allows franchisees to enjoy the benefits of being a part of a franchise – like lower prices and access to an established supply chain – that stand-alone SMEs don’t have. In other words, it allows franchisees to be more competitive than other small-business owners.

So the risk for franchises is that these regulations may be subject to change once the government starts to look into how EU regulations will be translated into UK law. “It

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might mean that the advantage that franchisees derive from being part of a franchise structure will be reduced and that they can’t collaborate on things like pricing anymore,” says Archer.

Another regulatory worry is how Brexit will affect the free movement of people. “Franchisees and franchisors are worried that they may not be able to recruit the right candidates,” says Glen Murphy, client relationship manager at Dennis and Turnbull, the accountancy firm. While it still remains to be seen whether or not freedom of movement will be restricted, the uncertainty around the outcome of the negotiations has already meant that sourcing talent has become more difficult, according to a report by the CIPD, the professional body for HR and people development, and Adecco Group, the recruitment agency. This talent gap is particularly prevalent in sectors that depend on foreign talent such as retail, manufacturing, health and food services.

And that’s before the rules have even been changed. “If there are changes to how people are

UK franchising today only exists because of a piece of European legislation Dan Archer, Rev PR

able to move freely in Europe it will obviously have a big impact on the way that franchises operate,” says Murphy.

At the moment, it’s still unclear exactly how trade between the UK and the rest of Europe will look once the divorce negotiations are finalised.

For now, UK franchises can easily sell their products and services to customers around the EU without having to pay any tariffs or additional taxes. But with the prime minister having ruled out that the UK will remain a member of the single market after Brexit, these arrangements are set to change and tariffs could potentially increase.

“That would be the worst-case scenario,” says Magdalena Konig, associate at Shoosmiths, the law firm. “For some businesses that make their margin on low tariffs, the result of raising them could be that whatever they’re selling won’t be commercially viable anymore.”

With the future of business seemingly in flux, it’s understandable that franchisors could be tempted to find ways to weather the Brexit storm. “More

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Brexit

people are actually looking at including hardship clauses,” says Konig. Introducing these clauses would allow franchisors to renegotiate franchise agreements if the Brexit fallout puts their business under significant stress. However, Konig is strongly opposed to franchisors considering this strategy. “It’s a real sledgehammer approach and it’s dangerous because it creates negative feeling among potential franchisees,” she says. “It could discourage them from buying a franchise.” Instead of opting for the nuclear option, Konig suggests that franchisors should look at other ways to counteract the potential negative effects of Brexit.

Another factor that could impair franchisee recruitment is if access to funding is restricted.

If there's one thing that people looking to invest in businesses hate, it is unpredictability.

In light of this, it would be easy to think that budding franchisees may find it more difficult to raise funds for their enterprises. Fortunately, that doesn’t seem to be the case. “From a bank’s perspective, lending to a franchise is a really good idea because it's more likely to get its money back,” says Konig. According to conversations she’s had with bank associates, most of them aren’t going to change their approach to lending to franchisees. The reason for this is that while similar uncertainties

were created during the economic downturn a few years ago, franchises still managed to grow their businesses.

“That showed that franchising is recession proof,” says Konig.

Speaking of economic downturns, one of the immediate results of the referendum was that the pound fell to its lowest level in 30 years. While this has been wreaking havoc on international businesses selling in the UK, it may actually create more franchising opportunities. “A lot of US franchisors are more inclined to launch in the UK now,” says Archer.

“That’s because the low pound means that relatively it's cheaper now than it was 18 months ago.” And this seems to be borne out by the evidence. For instance, Orangetheory, the US fitness franchise, announced that it has signed a master franchisee agreement to start expanding its model in the UK from April this year. And it’s not just US franchises that are looking to grow across the pond: the Canadian coffee-shop franchise Tim Hortons will open its first UK franchise in Glasgow in May this year. That being said, it’s important to remember that while costs for a foreign franchise may have gone down, the weaker pound also means that their profit margins could be smaller. “So there are pros as well as cons,” says Archer.

For UK franchisors on the other hand, Brexit could have an impact on their growth plans. “It would Dan Archer, Rev PR certainly make European expansions more difficult as they could be forced to jump through more regulatory hoops,” says Konig. One example of that is Fantastic Services, the multi-service franchise, which halted its plans to expand into the continent after the referendum. On the flipside, while British franchises could be feeling more reluctant to enter into European countries, it seems as if they may be looking to expand into other regions instead. “From speaking with my own clients, Brexit has encouraged them to look for alternative territories,” says Konig.

While we may have to wait until after the general election to find out what the Brexit negotiations will look like, it definitely seems as if whatever deal is struck will have longlasting effects on UK franchising. “It’s a very interesting time to be alive,” concludes Konig.

A lot of US franchisors are more inclined to launch in the UK now

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OWN YOUR PART OF ONE OF THE WORLD’S LARGEST ESTATE AGENCY ORGANISATIONS. Join Century 21 UK as a franchisee and benefit from; Global brand exposure Strategic local & national marketing Continuous support & development Additional earning opportunities 1500+ days worth of training

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ADVERTISING FEATURE

From the nineties to the noughties to now Two decades after ERA welcomed its first franchisees the network has grown to include over 140 franchisees and has had a staggering 14 industry award placings. And throughout its success, the franchisor has maintained a network-wide sense of family and camaraderie

E

xpense Reduction Analysts’ (ERA) first franchisee joined the family in 1996. Two decades later the franchise is till going from strength to strength. Financially, ERA’s franchisees boast the highest consulting revenue of any UK procurement franchise. The network has enjoyed impressive sales increases over the past five years, growing by 10% in the last financial year and projecting a 13.2% growth in the next. But for the board at ERA, the last 20 years have been about more than just financial gain.

“ERA was always been family-run and family-value led; 20 years down the line, that still lies at the heart of our business,” says Christopher Aston, director at ERA. “We want people to be successful and we’ve invested millions to equip them with the very best in terms of resources, infrastructure and support. But we want them to enjoy the business too and that means being able to spend more time with their families, build great friendships within

the network and achieve personal goals. We call it ‘enjoying the journey’.”

As testament to this ethos, three franchisees from ERA’s very first training course have recently renewed their franchise agreements for the third time, sealing 30-year commitments to the business they know and love.

“I make a very good living and I have a great lifestyle – it really is possible to have both,” says Neil Cullen who has been an ERA franchisee since 1996. “In the last ten years or more my wife and I have indulged our love of travel and been to most places that we would ever want to go. There are real, tangible rewards of being successful: we’ve increased the overall value of the properties that we’ve lived in and my net worth has increased dramatically.”

Never ones to miss the opportunity for a celebration, ERA plan to commemorate their 20-year anniversary in style at this summer’s National Franchise Conference.

Franchisees, the head office team

Happiness, enjoyment and a feeling of belonging to something special is just as important to us as financial success.

When our franchisees look back on their life with ERA we want them to remember the fun they had along the way as well as the money they made Rob Allison, Managing Director

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ADVERTISING FEATURE

ERA was always been family run and family-value led; 20 years down the line, that still lies at the heart of our business Chris Aston, Marketing Director

and distinguished guests will come together for a two-day event featuring world-leading speakers, franchisee-led workshops, strategic planning seminar and plenty of champagne. A lavish gala dinner complete with awards and entertainment will be a chance for the entire team to reflect on two decades of success and look forward to an equally bright and prosperous future.

“The business has achieved so much in 20 years and it’s totally down to our brilliant franchisees and the unwavering dedication from our team at head office,” says Aston. “All stakeholders are given the opportunity to have an input on strategy and business innovation and it’s this level of collaboration, along with the diversity that our franchisees bring to

the process, that has enabled us to broaden our offering and become the world-class organisation we are today.”

Continually recognised for its growth and success, as well as the care and support shown to its franchisees, ERA has once again been shortlisted as a finalist in the coveted bfa HSBC Franchisor of the Year awards. This is the fourth consecutive shortlisting and comes hot on the heels of ERA’s 2016’s bfa Franchisor of the Year bronze.

With two decades of experience, ERA is committed to growing its own business not by recruiting large numbers of franchisees each year but instead by increasing and developing the business of the existing network.

The business works to maintain the current network size by replacing

retiring franchisees with individuals of an even higher calibre. Efforts are then concentrated on boosting the number of clients, income per client and client lifespan. As their impressive string of awards show, it’s a strategy that has served ERA well.

Far from resting on their laurels, ERA’s constant strive for innovation and excellence ensures that the next 20 years will be as inspiring as the first.

And at the heart of it all, ‘enjoying the journey’ remains an essential part of the company’s culture.

“Happiness, enjoyment and a feeling of belonging to something special is just as important to us as financial success,” says Rob Allison, managing director at ERA. “When our franchisees look back on their life with ERA we want them to remember the fun they had along the way as well as the money they made.” t. 023 8082 9737 e. info@expense-reduction.co.uk w. www.expense-reduction.co.uk

MAY 2017 | elitefranchise

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45

05/05/2017 18:07

Picking up speed A fitness craze from down under has taken the world by storm.

And F45 now has its sights set on making gains in the UK market

BY MARIA BARR

W

ith smoothie-bowl-serving organic cafes on almost every corner and a seemingly endless parade of activewear-clad gym bunnies, Sydney is arguably the health and fitness capital of the world. So it’s no surprise that F45 Training, a global fitness franchise, was founded in the city back in 2013. Rob Deutsch, a former equities trader and the brains behind the operation, has always been into working out but looking at the fitness options on the market, he could see there was a clear gap that nobody seemed to be filling. “You’ve got people spending maybe $20 a week on a gym membership but getting no innovation or motivation, so they inevitably stop going,” he says. “On the other end of the spectrum, some people were paying up to $80 for one-on-one personal training sessions. I wanted to create something that combined the two in a fun environment.”

Deutsch devised a programme that would act as a third way between a gym membership and

a personal-training package: group sessions led by fitness instructors that came at a price point nestled between the budget and premium ends of the scale. Classes are based on the principles of HIIT – or high-intensity interval training. Instructors guide people through a series of high-octane, 45-second exercises with short breaks in between to help you catch your breath. The focus is on doing functional exercises – hence the F in F45 – which means you’re engaging multiple muscle groups at the same time. Classes last 45 minutes, after which you’ll leave a hot, sweaty mess and, as its website promises, “gasping for air”.

The timing couldn’t have been better for a concept like F45 to land: after years of slogging away on treadmills and peddling aimlessly on exercise bikes, people are increasingly turning to short but effective workouts like HIIT training. But is the franchisor afraid that F45 will go the way of fitness fads of days gone by?

“A lot of the elements we use, like bodyweight

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We couldn’t be everywhere at once so we’ve made huge investments in process and tech

exercises, plyometrics and weight training, have been around for years and because we don’t rely on just one type of exercise, there’s no danger of people getting bored,” he says.

The franchise is also designed to constantly surprise people with inventive new workouts: there are over 3,000 exercises and every three months 250 new ones are added, along with fresh equipment. So whatever day you pop into a class, you’ll be doing a totally new sequence.

“If something’s trending in the fitness industry, we incorporate it, which keeps us relevant and helps people stay interested,” Deutsch says. And he’s betting that this commitment to preventing workouts from becoming stale and predictable is what will set it apart from established competitors like CrossFit and Orangetheory.

As for the business model, a forward-thinking Deutsch designed it to be franchise-friendly from the outset. “I could see that there was a global demand for what we were doing so it was only a matter of time before we expanded in Australia and beyond,” he says. This meant that very early on, he worked out how to systemise the formula and develop a training programme that was comprehensive and easy to roll out on a large scale. “We knew that once franchisees started joining we couldn’t be everywhere at once so we’ve made huge investments in processes and tech,” he says. “This means the business is scaleable and replicable across borders.” For example, new franchisees take part in an intense, five-day induction to learn every aspect of the business, from marketing to using its customer relationship management software. And it doesn’t end there: they can log into an intranet – referred to internally as The Playbook – to access detailed training videos and exercise instructions, which helps instructors and franchisees deliver a consistent service.

With the business in a franchise-ready state, the first franchisee came on board in 2014. They were joined by 375 more in the space of three years as the concept took off across the country, becoming a seemingly unstoppable fitness movement. “We were the fastest-growing franchise rollout in Australian history,” says Deutsch.

And the franchisor largely chalks this lightningfast growth spurt up to having a strong socialmedia community and the positive word of mouth created by franchisees, many of whom have a background in personal training and

MAY 2017 | elitefranchise

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F45 Training

Britain’s going through a health revolution right now work hard to build their networks. “Social media’s been so important,” Deutsch says. “Most people pay ambassadors to promote their brand but our franchisees are some of the country’s best athletes and they’ve helped spread the word organically.” Each franchised location has its own social-media channels, where trainers post snaps from sessions and happy clients share their inspiring before and after selfies. The fact that models, celebrities and socialmedia stars have also been vocal about their love for the franchise hasn’t hurt either: for example Neighbours actress Olympia Valance credits her figure to its workouts. “These influencers are seeing results after training with us, which has helped us earn people’s trust,” says Deutsch.

Before long, the buzz had travelled beyond Australia and, after getting an enquiry from a fitness instructor in Ohio keen to join the family, F45’s first overseas franchisee came on board in November 2015. This was soon followed by a launch in the US and an entry into a further 24 territories across Asia, the Middle East, New Zealand, South Africa, Canada, South America and Europe. “Our global push has happened really quickly and it’s been the result of a combination of responding to opportunities but also proactively going after some markets that hold strategic

importance,” says Deutsch. This international mushrooming of F45 studios has happened at a staggeringly fast pace and looks set to continue as the franchisor focuses on making further inroads in places like Asia, which he describes as an “immature but fast-growing market”.

As for the franchise’s foray into the UK, this didn’t happen until mid-2015, when a Londonbased personal trainer who’d experienced F45 while on holiday in Australia got in touch. “He had a feeling that it would do well in London because people are busy; they want to smash out a short workout and then be done,” says Deutsch. More franchised sites at Tottenham Court Road and Kingston followed. The newest addition to the family is a studio in Farringdon, with a further two sites at Chelsea Bridge and Hammersmith set to open later this year.

So far, the focus has been on courting timepoor but goal-oriented urbanites in London but the franchisor believes the UK as a whole is ready to embrace the F45 way. “Britain’s going through a health revolution right now,” he says. “I lived in the UK in my early 20s and it wasn’t a super healthy culture but in the last few years, I’ve noticed how many more organic stores there are and there’s this appetite to be healthier and invest in fitness.” He’s right: booze Britain appears to be on the decline – at least among the younger generation – and there were a record nine million gym memberships taken out in the UK in 2016, according to the UK Fitness Industry Report.

And regardless of the uncertainty surrounding Britain’s economic climate, Deutsch has big plans for the future of the franchise in this country. Not only does he see a huge opportunity for the franchise in the capital but he intends to bring the total number of UK sites to at 50 within a year.

“London alone has a massive population and we could quite comfortably have 100 franchises and still have room to grow,” he says. “The only roadblock we’ve experienced has been property: we have no trouble finding franchisees but securing sites has been challenging.” But with a property agent on board and plans to venture outside the capital into places like Brighton, Bournemouth, Birmingham and Manchester, we’ve got a feeling that there’s not much that could slow the franchisor down.

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your e s i t r e p x e s s e n i s u b Use

to

r e w o emp s r e h t o Graham Robson

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Apply your professional experience and business acumen to develop your own successful business • Rewarding franchise opportunity

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BUSI002 24/03/2017 11:42

Clearly the Right Choice Clear Brew have been operating from our head office in Cornwall for over a decade and we are now happy to offer franchise opportunities to those who would like to become a part of Clear Brew. We provide a regular dedicated beer line cleaning service to the licensed trade, including; public houses, social clubs, sports clubs, holiday parks, hotels and anywhere that has a traditional, licensed bar.

We recently scored a massive 91%! in a survey carried out by our franchisees and have as a result been awarded 5 stars.

That’s a massive vote of confidence from our existing franchisees.

If you are interested in being part of the team, want to be your own boss and are looking for a great job opportunity, then contact us today. We are looking to expand nationwide and we are seeking highly motivated individuals or couples who are enthusiastic, good communicators and have a desire to succeed.

This really is a golden franchise opportunity with an introductory offer of only ÂŁ15,000 + vat. You can run your business from home and enjoy low overheads, an excellent daily cash flow, the benefit of high profit margins and massive growth potential. The franchise provides a fantastic opportunity to become your own boss providing a vital repeat service to your customers regardless of the state of the economy. Please do not hesitate and contact us today for a full information pack.

0800 781 0577 www.clearbrew.co.uk enquiries@clearbrew.co.uk CLEA001 clearbrew fp.indd 1

04/05/2017 09:07

UK'S NO.1 FRYER MANAGEMENT SERVICE WEEKLY REPEAT “MAN IN A VAN” FRANCHISE HIGH-DEMAND, EXCLUSIVE TERRITORY VIRTUALLY NO COMPETITORS

OVER 3 5

FRANCH 0 IS WORLD ES WIDE

www.filtafryplus.co.uk | dslater@filtagroup.com

Could YOU be the next UK Franchisee? thef002

Extra Help

A rewarding franchise opportunity with all the support you need to succeed

Flexible Hours * A Rapidly Growing Market * High Earning Potential * Simple to Manage * Immense Job Satisfaction Extra Help is a national home-help and domestic cleaning franchise network that provides assistance with a variety of day-to-day tasks, such as cleaning, gardening, dog-walking, meal preparation and mother’s help services.

Extra Help Business Franchise magazine ad 121x170mm.indd 1

Filta and FranInfinity.indd 1

If you’re serious about running your own, profitable business, backed by an unsurpassed level of support, please contact our franchise team today.

Extra Help

Home-help and domestic cleaning services

Web: www.extra-help.co.uk Email: info@extra-help.co.uk EXTRA HELP Phone: 0845 618 2904 a helping hand TM

AFA approved

EXTR001

08/01/2016 09:55

05/05/2017 18:24

ADVERTISING FEATURE

A franchise where the sky’s the limit If you’re deciding which franchise sector to focus your search on, they don’t come much more glamorous than travel

B

eeing on an idyllic, sun-kissed tropical island all day long with the occasional educational free trip sounds more like play than work. However, as the owner of one travel company explains, while the glamorous perks and financial rewards are there you still need to work hard.

A travel business that took off almost by accident In 2002, internet entrepreneur Charles Duncombe was asked to help out a family friend who owned a local travel agent. The high street was stagnating and the friend wanted some help with driving internet traffic to boost enquiries.

So one morning, Duncombe started to do some website marketing for the business. But by lunchtime, he received a call from his friend saying “Charles: whatever you’re doing can you stop? Every time we put the phone down it rings again with another customer enquiry and we can’t get anything done.”

With these green shoots of inspiration, the pair set up www. holidaysplease.co.uk with £6,000 in capital. They spent £200 on marketing in the first month and booked £20,000 in holidays in the same period. 15 years later, the business sells more than £20m worth of holidays each year has over 100 employees. The growth is set to continue and the company has already grown by over 25% this year.

As the venture took off, the duo acquired The Family Holidays Company and transformed it into a franchise operation. Becoming a franchise meant that even people with no travel experience could set up their own internet travel agency.

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ADVERTISING FEATURE

And as Duncombe explains, the rewards can be significant. “The average sale value on good quality holidays is over £4,000, so when you make just 25 bookings you end up booking over £100,000 worth of business,” he says. “And who doesn’t know 25 friends who might be going on holiday this year?”

In fact, in the UK there are over 30 million family holidays taken each year with an estimated spend of £13.1bn. And you only have to take advantage of a small part of this market opportunity to be successful. The company has agents who book well over £100,000 a month.

That’s not to say you don’t need to put in the effort though. “You have to work at least three or four days a week to make this a success,” says Duncombe. “Customers expect that if they send you an email, they’ll get a reply within 24 to 48 hours. This isn’t a business that allows you to take long periods off without checking in.”

And there are awards as well as rewards. In the last few months, the company has picked up the prestigious UK & Ireland Online Travel Agency of the Year award, adding to its collection of over 20 industry awards over the years.

Rewards and awards And as well as financial rewards, the travel industry offers a lot of personal rewards too.

When you speak to people in the industry, they’ll tell you that it’s fun, exciting and sociable and that it allows them to interact with outwardlooking, forward-thinking and positive people.

You’ll also get to sell something that people really enjoy buying and talking about. They even come back and share their experiences and photos with you on social media.

What’s more, the perks can be fun and franchisees often enjoy discounts from tour operators and tourist boards on their own family holidays as an added bonus.

Phone: 0121 200 5561

Starting up on a shoestring While many franchises require significant setup costs for things like premises, staff and stock, expenses in the online travel sector are minimal. As long as you have a computer and a phone and have had the appropriate training , you’re ready to get going. So if helping people create lifelong memories while being able to travel the world yourself sounds like something you’d enjoy, a travel franchise may be the perfect option for you.

To learn more or ask any questions, get in touch with sales manager Dale Randle by email or phone.

Email: opportunities@familyholidaysfranchise.com

MAY 2017 | elitefranchise

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Franchising costs

Counting the costs Franchising offers ambitious entrepreneurs an appealing way to expand their venture but they must factor in all the initial and long-term costs before jumping in

BY Nick Williams, managing consultant, Ashtons Franchise Consulting

W

hen a business is going well, it’s only natural for the owners to make plans to expand at home and perhaps abroad. But the costs of doing this in terms of time and resources, as well as the potential financial risks involved, can be off-putting. After all, the costs of leasing premises, buying extra stock or hiring and training new staff must be funded, often through borrowing or investment.

Franchising offers an appealing and more stable route to growth for entrepreneurs but it’s also important to be aware of the potential pitfalls.

One area where franchising can be particularly cost-effective is when it comes to setting up shop in another location. Of course a business owner would retain 100% of the margin by opening their own locations instead of just a portion. But with franchising they can enjoy better overall returns with less risk. After the initial outlay by the franchisor to set up the franchise model and system, all the costs associated with establishing the new outlets are borne by the franchisee. Not only do they pay for the right to use the brand name and the company’s know-how but they also use their own capital to set up, promote and develop the business in their territory.

And while the franchisee takes care of many of the costs associated with expansion, the business as a whole can often benefit from more competitive group purchasing rates or discounts.

As the network expands, the franchisor may be able to negotiate competitive prices for their own locations and for their franchisees. This can reduce running costs and improve the company’s bottom line and market share.

Calculating your pre-franchise costs But tempting that these benefits might be, budding franchisors need to be realistic about the initial costs of getting a business franchiseready. For example, they may have to invest in protecting their trademark in the UK and potentially the rest of Europe too, if they haven’t done so already. This can cost as much as £1,500.

And since most entrepreneurs are relatively new to the ins and outs of the franchising industry, many seek professional expertise.

Franchise consultants help businesses with everything from initial feasibility planning to putting together a competitor analysis. All this advice comes at a cost though. This can range from anything from £5,000 to £20,000, depending on how involved the consultant gets in the business.

Along with general business or financial consultants, getting help with making sure the franchise agreement is legally sound is another expense to factor in. The franchisor’s relationship with the franchisee will be governed

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Budding franchisors need to be realistic about the initial costs of getting a business franchise-ready MAY 2017 | elitefranchise

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Franchising costs

by a legal agreement and it’s massively important that this agreement is strong and prepared by a lawyer whose previous work has been tested in court. Ideally the lawyer will be affiliated with the bfa. While legal fees can vary, you should expect to pay something in the region of £5,000 for a lawyer and all the various ancillaries.

Furthermore, it’s important to make sure that when your first franchisees come on board, they’re able to draw on systems and processes.

This will enable them to roll out your concept consistently without you having to micromanage from a distance. For a start, you’ll need to ensure your customer relationship management system is up to scratch and that your website – and the content management system behind it – can support additional people creating localised content. You’ll also need to have all your procedures, protocols and guidelines

documented. For example many businesses don’t have a substantial operations manual. Creating high-quality manuals written by someone with experience can cost £7,500 upwards and the process of documenting things that are taken for granted can be painfully time-consuming.

Next, you’ll have to fork out on finding your first franchisees or all your expenditure so far will have been in vain. You’ll need to have a recruitment website, marketing collateral – including a franchise prospectus – and a more in-depth offer document that details the business opportunity. You may also need to invest time and money in social-media advertising and franchise events. As for PR, creating a buzz might require you to hire an agency or invest your own time.

But even once an initial batch of franchisees has come on board and you start recouping some of your initial outlay, there are some ongoing costs to consider. You will need to keep paying to attract new franchisees to grow the network further and the head-office team will need to spend time on training and on-the-ground support for franchisees. The first year in particular can be demanding as franchisees need a bit more support to get the hang of things.

And while franchisees will likely invest in local marketing initiatives to grow their customer base, they’ll also expect ongoing support, direction and collateral from head office.

You’ll need to continually invest in marketing initiatives online and offline through PR, social media, search-engine optimisation, photography, events and more. They bought the franchise based on the fact that the company has a good reputation and it’s up to the franchisor to ensure that there’s no drop in brand awareness.

It can take some time to see a return, especially since early-stage franchisees won’t be strong revenue contributors from day one

Has it all been worth it?

All this can amount to a substantial expenditure and it can take some time to see a return, especially since early-stage franchisees won’t be strong revenue contributors from day one. It can take as long as three years to recoup all the outlay, start making a profit from franchising and establish a consistent revenue stream from the network. At a later stage, many franchisor investors start looking at the option of handing the reins over to the next generation or making an exit, much like brands like Belvoir, the letting agents franchise, and TaxAssist, the accountancy franchise, have done.

So while there are undoubtedly lots of costs associated with becoming a franchise, there are plenty of returns for those who get it right.

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EWI F

encouraging women franchising

into

NatWest EWIF Awards 2017 Tuesday, 16th May 2017

NatWest Auditorium, 250 Bishopsgate, London

Join us in celebrating the success of women in franchising!

At this year’s annual NatWest EWIF award ceremony, keynote speaker, Melody Hossaini, described by Lord Sugar as “a woman of exceptional ability”, is sharing her experiences. As a member of the prestigious CEO Champion’s Group of FTSE 100 companies we guarantee Melody’s achievements will inspire you!

Visit www.ewif.org/natwest-ewif-awards/ to find out more and to book your FREE ticket.

This event is open to anyone involved in franchising.

BUSI010 Untitled-4 1

28/03/2017 13:41

ADVERTISING FEATURE

Clean up with a Techclean franchise If you’re looking for a business opportunity that is affordable, offers flexibility and isn’t dependent on any one market sector then Techclean could be the ideal choice

W

ith an established pedigree in cleaning IT equipment dating back to the 1980s, Techclean provides a specialist cleaning service for workplace desktops, communication centres and computer data rooms. Current customers range from big names like EDF, Disney and Porsche to universities, hospitals and the Public Service Ombudsman in Wales.

Research shows that there are 200 times more bacteria on a computer keyboard than on a regularly cleaned toilet seat – in fact in many offices you’d be better off working with pen and paper in the ladies or gents than at your own desk. Additionally, the Centre for Disease Control and Prevention (CDC) estimates that up to 80% of all infections are spread by hand contact with contaminated surfaces and direct human contact.

According to the 2016 CIPD Absence Management Report, absenteeism costs British businesses an average of £522 per employee per year.

That’s around 140 million days lost to sickness absence across the UK in 2015 with colds, flu and gastric illnesses topping the table of causes. If

you combine this with the statistic that says 33% of people with contagious symptoms struggle into work rather than stay at home, it’s easy to see why providing a hygienic workplace is so important to productivity.

General office cleaners may flick a duster over the keyboards and wipe around the desk but they can rarely achieve the level of cleanliness that is essential to keep bugs at bay and extend the life of the equipment. It takes the skill of Techclean’s specialist service to properly clean and sanitise desktops, telephones and communal electronic equipment such as photocopiers and printers.

No previous experience is necessary to become a Techclean franchisee as full training is given. You just need to be good with people and have an aptitude for sales and marketing.

Philippe Lafon has been running Techclean mid-Anglia for over 20 years.

After a career spent in sales traveling all over the country, he was looking for a job nearer to home that involved technology. He heard about Techclean, liked the sound of it and hasn’t looked back since. “I hadn’t even thought about a franchise but after visiting the

Techclean head office I could see the potential,” he says. “I found the team to be really down to earth people I could work with and trust so I signed up.

Techclean territories are generous –each catchment area includes at least 10,000 business. No premises are needed, making the franchise a perfect business to run from a home office with minimal outlay.

And a Techclean franchise can slot in at any stage of your working life. Former teacher and mother of four Susan Davies set up Techclean South Wales three years ago after her youngest child went to university.

She was looking for a new challenge and wanted to grow a business that she could run from home but still get out and about to interact with others. “I just love the diversity of it and meeting different people,” she says. “It’s very satisfying work. We go into an office and in a just few hours we make such a big difference to the working environment. I have a small team of people working with me I call the ‘dream team’ – and customers are always delighted with the end results.”

Costing just £19,500 plus VAT, a Techclean franchise stands head and shoulders above other low cost franchise opportunities. Techclean franchisees can expect to achieve a net profit margin of over 50% within the first year of trading.

Contact: Emma Downes t: 01530 513300 e: edownes@techclean.co.uk Total Cost: £19,500 + VAT

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Tech

Techclean are proud to provide a comprehensive range of specialist system cleaning solutions to a diverse range of customers from FTSE 100’s to government to local businesses, charities, schools and even medical establishments amongst others.

Who does Techclean need? + ‘People people’ + Disciplined and well organised + Prepared to put in the hard work to build a business + Able and willing to follow a business system + Good communicators and enjoy building relationships with customers

Support includes: As your franchisor, we believe in supporting you fully in your marketing efforts, The Bardon Group have years of experience creating excellent marketing tools, programmes and collateral, that are effective and practical for franchise owners to follow – alongside the other demands of the business. This activity is backed up by regular email marketing, a comprehensive range brochure, product leaflets and other relevant collateral.

DETAILS: Investment level: £19,500 +VAT Business type: Specialist system hygiene Franchise contact: Emma Downes Techclean Unit 2, Cartwright Court, Cartwright Way, Forest Business Park, Bardon, Coalville, Leicestershire, LE67 1UE Tel: 01530 513300 Email: edownes@thebardongroup.co.uk Web: www.techclean.co.uk

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03/03/2017 18:02 14:06 05/05/2017

Lost in translation Launching a franchise in a new country is always going to be a challenge but ensuring the marketing is spot on will make it a little bit easier

BY ERIC JOHANSSON

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Marketing in new markets

B

y the time Jay Z’s Black Album saw the light of day in 2003, the king of hip hop required no introduction but he still kicked off the tenth song of the LP with the line: “Please allow me to reintroduce myself.”

And while the worlds of rap and franchising may seem very different, franchisors can learn from the artist when they draw up marketing plans for a new country. After all, it is about reacquainting customers new and old with the brand.

However, considering that franchisors already have 99 problems to deal with when venturing into a new country, it’s understandable if they aren’t initially making marketing a top priority.

“It’s a humongous task,” says Philip Ciniglio, CEO of Bartercard, the barter-trading exchange franchise. “Just finding the right master franchisee could take up to a year.” And even after that, franchisors still have to ensure their franchise adheres to local regulations, can afford the expansion and has done due diligence in a slew of other areas.

You only have one chance to make a first impression Katie Thompson, Agency51

Nevertheless, all that effort could be for naught if the company fails to attract customers in the new market. “You only have one chance to make a first impression,” says Katie Thompson, digital account manager at Agency51, the digital marketing agency. “If the strategy isn’t right potential customers won’t engage with the brand. And once a company has revealed it's lacking in knowledge about the country it's trying to target, it will be harder to rebuild its reputation.”

And while franchisors may be tempted to attempt a new marketing strategy in the new country, it’s safer to avoid reinventing the wheel. “Trying out a new marketing style is quite a big challenge because you don’t know if it’s going to be successful,” says Barney Byfield, managing director at Davpack, the online packaging company. To avoid turning a poorly planned campaign into a marketing failure, franchisors are recommended to not change too much about a winning recipe when they launch in a new country. “Look at your core competencies and where you’ve been successful in your marketing so far,” says Byfield. “For instance, if you’re really successful at digital marketing then adapt your approach to the new market rather than coming up with a completely new approach.”

One way to recreate the success a franchise has previously enjoyed is to enable franchisees in a new country to use tried and tested marketing material. One easy way to do that is to give them access to the material through an online portal. “Then they can simply download all the marketing material – like photographs, logos and colours – and translate it for the new market,” says Ciniglio.

But giving franchisees access to the material that they need is only the first step; the second is to recognise that translating your message accurately into a new language is easier said than done. “Don’t just put it through Google Translate,” says Ciniglio.

“It’s very important that it's done professionally.” That was a lesson KFC, the fast-food franchise, learned when it first set up shop in China in 1987. The problem wasn’t that the company’s long-running slogan “finger lickin’ good” wasn’t effective – after all, it had been successfully deployed to boost sales since the 1950s. It was just that it was accidentally translated to suggest that customers should eat their own fingers. And while unintentional encouragement of self-cannibalism may not be something that happens every day, it highlights how important it is that a franchise’s message doesn’t get lost in translation.

But linguistic boo-boos aren’t the only pitfalls franchisors should worry about. From religious dietary taboos to getting the right tone of voice, there's a multitude of cultural MAY 2017 | elitefranchise

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considerations franchises should bear in mind before venturing into a new market. “If there are any products in their range that could offend particular cultures they shouldn't be marketed,” says Thompson. But it’s not just the products themselves that can strike the wrong chord with potential customers: it’s also cultural expectations around how things should be presented. That was something Byfield learned when Davpack was launched in Sweden in January this year. “The English style is to focus a lot on the price and to use a lot of bright colours whereas the Swedes are much more subtle,” says Byfield. “So we had to make it slightly different from in the UK.” In other words: make sure your marketing efforts translate well both linguistically and culturally.

However, that doesn’t mean franchisors should give franchisees carte blanche to market the business any way they want. “You can be flexible when you go into different countries as long as the marketing still carries the essence of your brand,” says Ciniglio. “What we don’t want is for people to get the wrong idea about what we do.” In the few cases where master franchisees haven’t understood that protecting the brand comes first, Bartercard has been forced to put its foot down. “We’ve had to remove people who got carried away with their marketing,” says Ciniglio.

Don’t just put it through Google Translate Philip Ciniglio, Bartercard

Thankfully, franchisors can avoid making embarrassing translational mistakes by including marketing in their franchisee training programmes.

“Make sure you’re on the same page,” says Ciniglio. While franchisors train their new franchisees on how to successfully run the business, they should also ensure new members of their network fully comprehend what the company is all about. That means going over the manual and the franchise’s services in detail.

“Understanding the meaning of a

sentence is really important so that they can better translate it to suit their culture,” says Ciniglio.

Another strategy that can help a franchise sidestep linguistic and cultural faux pas is working with marketing experts on the ground.

“Rather than having a UK agency trying to translate the content without knowing if it will work, try to find a local agency,” says Byfield. “That’s a good idea because local agencies have local knowledge and already have clients in the market.” In order to avoid any KFC-like translation errors, franchisors should look for agencies that have a team of translators. Finally, franchises are advised to look for firms that use similar strategies as agencies they’ve already worked with as it will help ensure that they deliver the message the right way. “Never just outsource your marketing to the first agency you come across because the risk is that they won’t understand your business the way you do,” says Byfield.

Following all this advice, franchisors entering a new market should easily be able to overcome any hurdles standing in their way. Sure it may be risky but to quote Jay Z: “I’m not afraid of dying, I’m afraid of not trying.”

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ADVERTISING FEATURE

Taking advantage of the dot.com opportunity Online retail franchise Platinum Business Partners reveals the questions to ask before starting a digital venture

F

for anyone who’s exhausted by their daily battle on public transport or finds themselves dreaming of having a healthier worklife balance, online-based franchises are a popular solution. You can choose to work from wherever you want, whenever you want, as long as you have an internet connection. And as an added plus, your premises costs are also kept reasonable because you don’t usually need any.

And with the explosion of interest in e-commerce in recent years, an online retail franchise offers people the chance to build a profitable and sustainable business. If you’re considering starting an online business, Platinum Business Partners shares some of the key considerations to take into account.

Picking a marketplace The beauty of most online businesses is that you don’t have to be based where your customer is. You can work from one part of the world while selling to customers in another. The question, is where do you start?

Platinum Business Partners has already conducted extensive research in terms of which countries have the most online shoppers and people’s spending patterns. Its specialists can advise you on where to start selling your products and how to expand into other marketplaces. With the right strategy, the sky’s the limit.

Creating your own brand Whether you choose to sell supplements, hair accessories, potato peelers or dog leads, you won’t be the only one. This means that having a strong, distinct brand identity can help you really stand out from the crowd.

Platinum Business Partners can help you position yourself as a reputable brand in the eyes of your target customer and come up with a brand name, logo, design and brand values that can be used across a broad range of products.

Sourcing, storing and shipping When you know what and where you’re selling and have your brand nailed down, you need to work on finding good suppliers.

In some cases, it makes financial sense to import products by buying from one country and getting it shipped to the country you’re selling to. This means dealing with international providers. But whether you choose to

use an overseas or domestic supplier, both have their advantages and disadvantages.

Platinum Business Partners can help you decide what’s best for you by considering factors like costs, efficiency of communication and service, the company’s track record and business credentials, such as accreditations or stamps of approval.

Choosing a platform The great news is that while you will need your own website to get started, it doesn’t necessarily need to be set up as an e-commerce site from day one: it can simply act as an online shop window that directs customers to other sales platforms where they can buy your products.

There are many existing and trusted platforms available that can act as a springboard for your e-commerce venture. Amazon, eBay and Etsy are just three examples but there are hundreds of online marketplaces out there.

Select the right products at the right price It’s important to identify market trends, categories and products that are in high demand and understand how these factors can differ from country to country.

What might sell well in the UK could flunk in Europe or North America.

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ADVERTISING FEATURE

Setting up and staying compliant Making money is an important skill but knowing what income you generate and how to keep it is another. How you set up your business today may affect how you can grow, sell or pass it on at a later date.

With an online retail business, you might be based in a different country to where you’re selling. This means that things like income levels, taxes and legal requirements can differ. But with the right support, it can be a smooth transition and you’ll make sure you’re doing things by the book when it comes to setting up your business, becoming VAT-registered and meeting all of your insurance and limited liability requirements.

Getting digital marketing right Once you’re all set you might feel ready to start selling, but you should never assume that customers will simply come knocking of their own accord. It’s important to invest in smart online marketing strategies to drive the right kind of traffic to your site.

Platinum Business Partners knows what images and keywords to use, how to position your brand or products, how to attract more online shoppers and of course, convert them into buyers.

From five star reviews and excellent customer service to online adverts and remarketing strategies, its team of mentors can show you how to maximise traffic to your product pages and keep buyers coming back.

on a one-to-one basis. This isn’t a one-off course: the training is continuous as your business develops.

You’ll join more than 100 other people who are currently taking advantage of the growth of online shopping.

And the beauty of this business opportunity is that you don’t need physical premises or staff and you won’t have to manufacture, store or ship a single product. If you wanted, you could work in your pyjamas at home or in your swimwear by the beach.

Platinum Business Partners promises to help franchisees turn £20,000 of working capital into a monthly net income of £2,000 to £4,000. And much more is possible and already being achieved, of course. Ultimately, you’ll be in control. how much you earn and how much time you commit to your business will be entirely up to you, as will deciding how much and how fast you want to grow your business.

To find out more about Platinum Business Partners and how its model can work for you, why not get in touch: Tel: 01202 652 103 Email: info@platinumbusinesspartners.co.uk Website: www.platinumbusinesspartners.co.uk

About Platinum Business Partners These are just seven of the hundreds of steps involved in building a successful online retail business. By joining Platinum Business Partners, you’ll have access to a step-bystep training programme that’s delivered online, offline and MAY 2017 | elitefranchise

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Hands-on franchises

Getting physical Buying a hands-on franchise often entails rolling up your sleeves and getting stuck in.

So can you hack it?

BY MARIA BARR

I

t was midnight on week two of running her first Marston’s pub franchise – the Wheatsheaf in West Hull – and Victoria Cooke was exhausted. Not only had she been up since the crack of dawn to meet the delivery lorry but she’d also been the on-duty manager throughout the day. To add to her duties, she’d ended up stepping in to act as head chef, commis chef and pot washer all rolled into one when her chef moved on. But such is the franchisee life. Of course most franchisees need to have a certain level of business acumen to successfully take a proven concept and make it work in their area. But for labour-intensive businesses in sectors like food retail, cleaning or care, they should also be prepared for some serious physical exertion.

This is especially true if a franchisee is keen to play a hands-on role in their business. For example, when she first bought her Marston’s franchise, Cooke was determined that she would be highly involved so that things were done her way. This meant that for the first year at least, she often worked long hours and wore multiple hats. It was a physically challenging period. “Getting a lot less than seven hours sleep became the norm and coffee became my best friend,” she says. “People always say how nice it must be your own boss – and it is – but make no mistake: it’s hard work. I’d been a waitress before but had never experienced anything quite like this: I’d be absolutely

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exhausted at the end of a week from being on my feet and speaking to customers.” And unlike office-based franchises or being employed, you don’t always have the luxury of scheduled breaks or weekends off. “You eat and sleep when you can,” Cooke adds.

Not all franchisees plan to get this drawn in though. Some may have an existing portfolio or prefer to let trained staff deliver the service to the customer, while they focus on other aspects like marketing, finance and strategy. But even if that’s the case, they should be able to get stuck in if need be. Daniel Browne, general manager at VIP Bin Cleaning, the franchise that services both commercial and domestic bins, has noticed an increasing number of applications from business-minded franchisees who intend to hire cleaners. However, if they think they’ll never come anywhere near a whiffy bin they’ve got another thing coming. “Staff go on holidays or get sick and clients sometimes have last-minute demands: they should always bear in mind

I’d been a waitress before but had never experienced anything quite like this where I’d be absolutely exhausted at the end of a week Victoria Cooke, Marston’s

that they might have to do some of the work themselves,” he says. “If you’re not prepared to put your wetgear on and get out there you probably shouldn’t be thinking of buying this type of franchise.”

So whether you plan to be hands-on or off, there are certain types of franchising models that require a basic level of fitness. “While we don’t base our decision on appearances – which can be deceiving – if an applicant was very overweight we’d have some serious concerns about whether they’d have the stamina to do the job,” says Louise Harris, franchise director at Wilkins Chimney Sweep. This isn’t about being a ripped gym bunny or being able to run marathons. But if you come from a corporate background where you do an average of 4,000 steps a day, you have to be able to cope with an upsurge in your daily activity levels: for example, a Wilkins Chimney Sweep franchisee can easily clock up 20,000 a day. “We don’t mind if you’re a bit tubby but you do have to have decent core and hand strength to be able to operate the equipment and of course you can’t have any underlying physical medical issues,” she adds.

This means that to make sure the right people are coming forward, franchisors need to be clear about the realities of the work. “Most of the cleaning jobs are about maintenance but some bins will be in a terrible state – that’s why the customer needs you to clean them in the first place,” says Browne. “We explain that openly to prospective franchisees, giving them the worstcase scenario of how bad it can be so we can MAY 2017 | elitefranchise

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gauge their reaction.” This isn’t for the squeamish. VIP Bin Cleaning knows it has nothing to hide and wants people to join its family knowing all the facts, so it also encourages people to shadow existing franchisees and see them at work before making a decision. If a franchisor is being cagey about allowing you to do this, it’s worth asking why.

But there’s only so much the franchisor can do: the onus is largely on the prospective franchisee to be realistic about their own abilities and how involved they’d want to be. “Many people who first approach us haven’t ever done a physically demanding job before so it’s important they understand just how exhausted they’ll be,” says Harris.

“The trouble is, they often treat the process like a oneway job interview: they try to say all the right things and convince themselves they can do it. Then their partner will ring up and tell us the real story or we’ll discover that they have arthritis. It’s so important to ask yourself if you’re capable of doing the job today and for the duration of the agreement because there are no refunds in franchising.”

We don’t mind if you’re a bit tubby but you do have to have decent core and hand strength Louise Harris, Wilkins Chimney Sweep

That being said, while some people are naturally drawn to either sedentary or physical work, a person’s fitness isn’t set in stone and many franchisees can build it up over time.

In fact, a prospective Wilkins Chimney Sweep franchisee who’s medically classed as overweight is currently on a diet and fitness regimen to get healthy enough to buy a franchise. Besides, Harris thinks there are more important factors than your current fitness level. “We place a higher premium on business acumen, communications skills and, most importantly, attitude,” she says.

“The rest can be taught and developed.”

And while franchisees should at least be capable of doing the hands-on tasks, if they prefer the business side of things there are ways to minimise the physical toil. At VIP Bin Cleaning, automation is allowing many cleaners to ease up on the most gruelling aspects of the business to focus on customer relationships. As for Wilkins Chimney Sweep, after a minimum of one year spent sweeping chimneys and understanding how to get the job done right, franchisees have the option of training up someone else to do it.

And after her first year on the job, Marston’s franchisee Victoria Cooke was able to start delegating more work to other managers and no longer does stints in the kitchen. But by first walking in the shoes of your employee, you’re more likely to earn their respect. “My staff know that I would never ask them to do something that I couldn’t do,” says Cooke.

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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.

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Mike Price

Peddling black gold After leaving a job he hated, becoming one of the UK’s first Coffee-Bike franchisees enabled Mark Price to reclaim his happiness

BY ERIC JOHANSSON

sk Mark Price about what made him turn his hand to franchising and he won’t hold back. “I hated going to work,” says the franchisee of Coffee-Bike Worcester, the mobile coffee franchise. Even though he‘d loved working in IT for about two decades, the feeling of being unappreciated had slowly festered. “I was putting in a lot of effort without getting anything back,” he says.

“Worse, it was really starting to affect my personal life and my relationships. I was just becoming very irritated and angry.” Deciding to finally call it quits in December 2015, he

handed in his notice and ventured onto the path that would see him becoming one of Coffee-Bike’s first UK franchisees.

However, the decision to buy a franchise didn’t come straight away. Instead, he first contemplated doing something with his passion for cycling. “I actually looked into buying a bike shop,” says Price. “But I ended up chatting with the owner of a store that was for sale and he really put me off it.” The owner told him that, much like Price, he’d been a huge cycling aficionado but that he had lost that enthusiasm throughout the years. “Now he just spent his days fixing crappy bikes,” says Price. “I could easily see that happening to me too.”

Wanting to avoid the same fate, he turned his hand to franchising and it’s easy to see what it was that attracted him to the model. “I wanted to be my own boss and to control my work-life balance,” Price says. “And franchising offers you all the tools you need to run a successful business.” In fact, he didn’t have to look too far for inspiration; growing up, Price had seen his stepfather running his own franchise. “He put a lot of hard work in but he also saw the rewards from it,” says Price. “So that’s another reason I wanted to go into franchising.”

And after a period of intense searching both online and offline, he found the right fit for him: Coffee-Bike. While success has been

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Mike Price

I really liked how passionate the franchisor was brewing for the German franchise since 2010 and now has franchisees on two continents, it only entered the British market in the first half of 2016. “But that was something that excited me,” says Price. “Sure, there were some risks attached to being one of the first franchisees in the UK. But at the same time I could see it was a real opportunity.” What’s more, the budding franchisee was also awestruck by the originality of the concept, its high-quality products and the equipment provided, not to mention the bike itself. However, in the end there was one thing above anything else that convinced Price that this was the way forward. “I really liked how passionate the franchisor was,” he says.

But being one of Coffee-Bike’s first franchisees on these shores didn’t come without challenges.

“There were some small translation errors and misunderstandings in the franchisee agreement,” remembers Price. “But once we had discussed them with Coffee-Bike, they adjusted it and I signed the contract around April last year.” Another teething problem was that the franchisor hadn’t yet translated all of its online training material. So while new franchisees that join the network today get access to a fully operational training program before being trained on-site in Germany, Price had to prepare himself by reading a half-finished manuscript. In fact it was only after he’d actually been operating for about a month that Price went through the online training himself.

Having overcome these initial hurdles and gone through his franchisee training at the company’s headquarters in Osnabrück, Price was eager to kick off his franchising adventure for real. “I prepared by creating a calendar and putting in every local event – like markets and festivals – within 50 miles of Worcester,” says Price. He then began calling organisers to ensure that he could attend events with his shiny new bike. And these efforts really paid off when he finally rolled out his franchise at a local market on July 8 in 2016 and began serving up steaming mugs of espresso, cappuccino and hot chocolate to people passing by. The following weekend he did the same thing but also brought the bike to a local river festival where somewhere between 4,000 and 5,000 people had a chance to see the new franchisee in action.

These first outings had an additional purpose beyond making Price money out of the hot drinks he sold: it allowed people to notice the bike. “People get excited about it,” says Price. “It’s a real attraction. It’s not like one of those vans that other chains have so event organisers really take notice.” This meant that in those first months when he kept going to markets and events, a buzz began to form around the company. “All the work I’ve had since has been because people have approached me and taken cards,” says Price. Before long his inbox was swelling with emails and his phone began ringing off the hook. In the nine months since he first set up shop, Price and his bike have not only attended markets and festivals but he has also poured lattes at school fun runs and weddings and has served up espresso martinis at luxurious birthday parties.

And the steady stream of business doesn’t show any sign of slowing. “I’ve got a full calendar until October,” says Price. “And I’ve also secured a couple of really big agreements.” One is with Shelsley Walsh, one of the oldest functioning motorsport venues in the world, which has given the franchisee the opportunity to become a staple at all of the venue’s events. He’s also working with the Shakespeare Birthplace Trust to set up his bike in the charity’s gardens throughout the summer. “To have secured just those two deals alone, even without accounting for anything else, it’s just amazing,” says Price.

In fact, he’s now so busy that he’s turning down a lot of work. But not one to let business opportunities slip through his fingers, Price is now considering expanding his operation. “I’ve spoken with Coffee-Bike about financing the purchase of another bike,” he says.

However, the obstacle holding him back isn’t the price of the new equipment but the challenge of staffing it.

“It’s very difficult to find someone who’s as passionate as I am,” he says.

And that enthusiasm has certainly stood him in good stead, especially considering where he was just over a year ago. “It couldn’t be further apart,” says Price.

“On the business side I’m making a good turnover and from a personal perspective I’ve gone back to being the person I want to be: a happy, cheerful, social kind of guy. So yeah, it’s absolutely massive.”

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ADVERTISING FEATURE

A brave new start How Taran and Sophie Bassi left a career in IT to become The Massage Company’s first UK franchisees

H

aving worked in IT for 20 years and run my own consultancy, owning a massage franchise might seem like a million miles away. But the change made total sense. My wife Sophie and I felt ready for something new – we just weren’t sure what it was yet.

Many of our friends and family members were in the franchising industry and hearing about their experiences – particularly all the support and training they got – is what prompted us to look into franchise opportunities in particular. If we were going to leave IT and go into unfamiliar territory, it made sense to partner with somebody who could show us the ropes. Of course there’s an appeal to starting your own business but everything we’d heard about franchising pointed to the fact that as long as you’re prepared to put in the work, the risk factor is a lot lower.

When I came across The Massage Company, what spoke to me most was that although it was a fresh and innovative concept, it had already been proven to work and the first outlet in Camberley had attracted a loyal membership base.

It was clearly filling a gap in the market.

What’s more, it felt like a good culture fit for me and my wife. We’re both very active and try to lead healthy lifestyles – The Massage Company fits into that ethos. I think everyone should make massage part of a balanced lifestyle plan. So once my wife and I did our due diligence and agreed that it felt right, we signed on the dotted line and took on a multi-site deal, becoming the company’s first UK franchisees.

There is something daunting about being an early adopter: as the company looks to recruit more franchisees, I know the pressure will be on me to perform. But it’s also very exciting. Plus, I know that the owners are spa industry

veterans and they’ve put together an excellent training system. I’ve been asking them all sorts of questions as and when they occur to me, which they’ve been great at answering.

Our main focus right now is just getting to know the industry and laying down the foundations to get our sites open as quickly as possible. There’s a lot to do, from speaking to suppliers about equipment to engaging accountants, lawyers and property agents. In terms of location, we’re casting our net fairly wide and are considering spots in places like Reigate, Guildford and Woking. The good thing is that The Massage Company has a modular training programme so as we progress we’re continually getting support and guidance from head office.

We’re hoping to get our first site open later this year, so watch this space.

Interested in finding out more about franchise opportunities with The Massage Company?

Visit massagecompany.co.uk/franchise or get in touch to learn more: Contact: Elliot Walker Tel: 07507308434 Email: elliot@massagecompany.co.uk

MAY 2017 | elitefranchise

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Data protection

Data defense duties

Set to come into effect in May 2018, the new General Data Protection Regulation is set to significantly change franchises’ responsibilities around personal data

BY Kate Legg, CEO, Komerse

W

e live in an age where personal information is valuable currency.

Developments in technology and the growth of online activity mean that an update to the existing Data Protection Act 1998 is long overdue. Cue the General Data Protection Regulation (GDPR), which comes into force in May 2018. The new legislation has been described as a game-changer and the Information Commissioner’s Office is urging businesses to prepare for its introduction. But is the hype justified?

The current regime

We currently operate under the Data Protection Act 1998. The act applies to almost all processing of personal information, which means any information that can be connected to a living individual – for example, staff records or a customer email address.

Only information that relates to individuals is covered, so information relating to an individual contact at a particular company would be protected but information relating to the company itself is not.

The act sets out eight data protection principles that any business that deals with personal information must comply with. First of all, the information may only be processed “fairly and lawfully”.

This effectively means that you have to tell people what information you hold about them and explain why and how you will use their data. You may also only be able to use their information in certain, limited ways. In addition, there are obligations to ensure information is secure, keep records up-to-date, securely dispose of them when they’re no longer required and only transfer data outside the EU when the recipient offers adequate protection.

Additionally, the act gives individuals various rights, including a right to access the information that’s held about them, the right to stop their information being used for direct marketing and the right to compensation for breaches of the act.

The act distinguishes between the owners of personal data – data controllers – and organisations that process data on behalf of the owner – data processors. For example, if a

company outsources its payroll, it will be the data controller and the payroll provider will be a data processor. On top of this, the act also regulates the relationship between data controllers and processors.

Finally, the act describes certain types of information as sensitive personal data and expects organisations to go to greater lengths to protect this data.

The classes of sensitive information include data relating to an individual’s health, ethnic origin, criminal records, religious as well as political beliefs and sexual orientation.

GDPR versus The Data Protection Act

On May 25 2018, we will say sayonara to the Data Protection Act as it is replaced by the GDPR. But is the GDPR really a game changer?

There are many similarities between the two regimes. The concepts of personal data and sensitive personal data essentially remain the same, although sensitive data is rebranded as special data. The data protection principles are also largely repeated, although they are in some cases extended. The definitions of data controllers and data processors remain unchanged, although the obligations on data processors are significantly increased.

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Data protection

That being said, there are some significant differences between the two regimes that could have far reaching implications. The first is the addition of the accountability principle. From May 2018, it won’t be enough to comply with data protection principles – you will also need to show how you’re complying. In practice, this is likely to mean more policies, internal audits, staff training and record keeping.

The second is the introduction of explicit consent. Until now, many businesses have relied on individuals giving implied consent to their personal information being processed. In the future, this is unlikely to be enough.

The use of pre-ticked opt-in boxes or relying on the fact that the individual has not done anything to indicate that they don’t want their data processed will no longer suffice.

Where consent to processing is set out in writing – for example in a contract or terms of business – this will need to be written in plain English and highlighted

in a separate part of the document.

This means many businesses will need to review and update their standard terms and contracts. Businesses will also need to keep records of when and how consent was given and individuals will have the right to withdraw consent at any time.

New provisions have been included relating to children’s personal information and in particular to any online services offered to children.

Any internet service aimed at children will now require the consent of a parent or guardian.

There will also be stricter rules in relation to profiling: automated processes that are used to evaluate personal characteristics and try to predict the individual’s behaviour, interests and movements. Businesses will need to consider whether any of their current activities fall within the definition of profiling and, if so, decide what action is needed to ensure they’re complying.

From May 2018, it won’t be enough to comply with data protection principles – you will also need to show how you are complying

Ignore at your peril

In the past, the Data Protection Act was easy to ignore and there weren’t any real penalties if you did.

Things got more interesting when the ICO introduced its enforcement department, beginning to issue fines of up to £500,000 for non-compliance and naming and shaming offenders.

At that point, ignoring data protection wasn’t such a great strategy anymore.

There will be a further shift under GDPR. New rules will be introduced that require organisations to report breaches to both their regulator and the affected data subjects. This means that if, for example, the laptop containing your customer list is stolen, you may have to write to all of your customers and tell them. And from May 2018, the maximum fine for breaches will be increased to an eye-watering €20m or 4% of the global, annual turnover of the organisation, whichever is higher.

What to do next

Given the upcoming changes, businesses will need to consider the gaps in their current data-protection strategies and begin prioritising and tackling the areas of concern. The ICO will continue to issue guidance on the new regime over the next 12 months and, of course, franchises should also seek advice from their solicitor.

MAY 2017 | elitefranchise

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FRANCHISE RESALES

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

North Manchester

An opportunity has arisen to purchase one of our franchises based in North Manchester.

Investment: TBC Established: 2007 Turnover: TBC

The franchisee started in 2007 and operates from a prominent shop front location so any purchaser would be walking into a readymade business with a fully fitted shop, complete with furniture, IT and telephone systems along with experienced, well qualified staff. The business has Gross Recurring Fees of circa ÂŁ170K and services around 175 clients.

The training has been very good and the initial training allows you to form excellent relationships with other new franchisees. Having more than one visible shop front increases the growth potential significantly.

This represents an excellent foundation upon which a new franchisee can further develop an already established business. The business has enjoyed regular growth with the majority of new clients coming from recommendations, walk-in business and inbound leads generated from the support centre.

Phil Marriott - Franchisee

The Franchisee is selling the business because he is wishing to retire.

The business is offered as a successful going concern within the TaxAssist network and the purchaser will become part of that network of accountancy practices.

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05/05/2017 18:27

FRANCHISE FOCUS

Barking Mad

Barking Mad established in 2000. We have a track record in profitability with franchisees relying on the business as their main income stream. It’s not at all seasonal and takes a cash flow positive approach to business. Pet ownership across the UK continues to grow with 24% of all UK households now owning a dog.

Our franchise businesses are achieving greater re-sale valuations due to the on-line accounting and CRM Systems which clearly demonstrate the current financial and operational situation.

• Highly profitable • Growing market • Recognised professional service • Innovative systems • Dedicated customer service team • Unbeatable support • Online brand presence

015242 76476 lee@barkingmad.uk.com www.barkingmad.uk.com FRAN003

Bluebird Care

Enjoy a fulfilling career you have always dreamt of, by supporting your local community.

Are you searching for a tried-and-tested business opportunity, which gives you the opportunity to create a work/life balance, Bluebird Care offers you that and more. One of the UK’s leading providers of domestic homecare to the elderly and those with specialist needs. Experience in the care industry is not essential as full training and support is given, franchisees manage a team of highly-trained carers to provide Bluebird Care’s renowned care services.

• Leading the sectors digital revolution • Growth market • Over 200 businesses across our network • A scalable business model • The UKHCA’s largest member • Created in the UK for the UK market

07912 771 149 carolestubbs@bluebirdcare.co.uk www.bluebirdcarefranchise.co.uk BLUE003

Business Doctors

It is well documented that buying a franchise is cheaper, quicker and safer than self-start but choosing the right franchise is a very important decision. Business Doctors is a business support network, dedicated to helping small and medium sized businesses achieve their vision.

We have helped over 7,800 businesses with our ‘hands on’, ‘no-nonsense’ approach.

This rewarding opportunity provides business professionals with an opportunity to use their experience to give something back.

• Full suite of marketing collateral • Lead generating website • Ongoing training and support • Collaborative network • National PR opportunities on a weekly basis • Social media managed by head office • All included in the price - no hidden fees!

01744 833778 franchising@businessdoctors.co.uk www.businessdoctorsfranchise.com BUSI002

Century 21

Join CENTURY 21 UK and become part of one of the world’s largest residential estate agency organisations. Reap the benefits of our global estate agency network which spans 78 countries and comprises over 6,900 offices worldwide. Receive comprehensive training, help with launching your business and ongoing strategic marketing support.

Seize your opportunity to become an estate and letting agency professional with unlimited earning potential today.

• Benefit from global brand exposure • Continuous support and industry advice • 1,500+ days worth of training per year • Access to all of the major UK property portals • Your own website • Tailored marketing strategy • Additional earning opportunities through the SDL Group

0115 902 1002 opportunities@century21uk.com www.estate-agency-franchise.co.uk

UNITED KINGDOM CENT004

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05/05/2017 19:19

FRANCHISE FOCUS

ChipsAway

Join ChipsAway, the brand leaders and originators of SMART car body repair technology, and get the lifestyle you’ve always wanted.

Part of Franchise Brands plc, ChipsAway gives its franchisees unrivalled training, with no experience necessary. Furthermore, through our national advertising schemes, franchisees benefit from national TV advertising, and circa £75,000 worth of enquiries annually as a result.

Contact ChipsAway today and find out more.

• Proven demand • Fantastic earnings potential • Expert knowledge from Franchise Brands plc • Regular national advertising (TV, SEO, PPC etc) • Unrivaled training and ongoing support • Brand leader as confirmed by YouGov statistics • Management expansion opportunities

Kathryn Painter 0800 731 6914 www.chipsaway.co.uk

Investment Level: £29,995 FRAN003

Extra Help

Do you want to run your own business offering valuable home-help and domestic services to your local community? Extra Help offers cleaning, shopping, meal preparation, gardening, dogwalking and more, to elderly and vulnerable people, new and working parents, busy professionals and just about anyone who needs a helping hand.

Extra Help’s comprehensive package enables franchisees to easily manage a recession-proof business within a huge growth market, which comes with the added bonus of helping others.

• Flexibility to provide a wide range of services • A rewarding, profitable business • A proven, successful yet simple business model • No employees’ PAYE or NI to manage • Peace of mind with full training and ongoing support • Full or part time hours to suit your lifestyle

0845 618 2904 info@extra-help.co.uk www.extra-help.co.uk EXTR001

Filta Fry

FiltaFry Plus describes our line of innovative services that inherently preserve the environment wherever food is fried.

There’s an altruistic reason why everyone should care about eco-sustainable services; there’s an ever mounting attention towards reducing our footprint and impact on the environment. Now, what if you could help foodindustry businesses achieve that while saving them money, reducing injuries and enhancing food quality at the same time?

• Internationally recognized • Franchise is yours to resell any time you like • Mobile, can be based from home • On-going support & advice • Environmentally-friendly • Exclusive territory(s) • IFA and AFA member

0500 060706 dslater@filtagroup.com www.filtafryplus.co.uk THEF002

Home Xperts

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

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

01905 678853 franchise@homexpertsuk.com www.home-xperts.co.uk HOME003

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05/05/2017 19:20

FRANCHISE FOCUS

Mathnasium

Join the fastest growing children’s education franchise. Make Money - Make a Difference!

With over 800 centres worldwide our unique membership-based learning programme produces outstanding results with dramatic changes in attitude, confidence and school progress, helping children catch-up, keep-up and stay ahead in maths.

Proven business model developed over 40 years; strong branding and striking high-street premises - a unique opportunity to build a rewarding business on many different levels.

• Over 800 franchised centres • Simple, proven business model • Guidance with property acquisition • Personalised business plans • In person, online and in-centre live training • Proprietary management software system • No maths or teaching experience necessary

0161 791 0686 andrea.white@mathnasium.com www.mathnasium.co.uk

Investment Level: £40,000 MATH001

McDonald’s

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

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

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

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

Jane Blackwell - McDonald’s franchisee, Banbury

www.mcdonalds.co.uk/franchising MCDO002

Ovenclean

At Ovenclean we provide a business opportunity with a leading brand that will generate a great living - right from the start. Part of Franchise Brands plc, Ovenclean is the UK’s original oven cleaning specialist, and the only oven cleaning brand currently advertising on TV. With Ovenclean, you can be assured of the highest standard of training and ongoing business support. With low overheads and high profitability, Ovenclean is a simple to manage, proven cleaning franchise with fantastic earnings potential.

• Unlimited earnings - earn more than £1,000 per week • Proven demand - regular, repeat business • Potential for expansion to multi-van operation • Massive domestic marketplace • Unique cleaning system and fully equipped vehicle • Comprehensive training and ongoing support • National marketing campaigns including TV advertising!

Kathryn Painter 0800 988 5434 www.ovenclean.com

Investment Level: £14,995 FRAN003

Platinum Business Partners

Platinum Business Partners (PBP) has a proven business model for creating a successful ecommerce business selling products online without having to make, handle or ship them.

Our franchise model gives you a unique blend of expert training and support and all the tools you need to start and grow a profitable and enjoyable business of your own. Earn £2,000 to £4,000 per month, net profit - much more is possible, but we prefer to under-promise and over-deliver.

• Replace or supplement your income • A tried, tested and proven system • Work where you want, when you want • Extensive one-to-one mentoring • Benefit from ongoing training • Build your business into a sellable asset

01202 652 103 info@platinumbusinesspartners.co.uk platinumbusinesspartners.co.uk PLAT003

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05/05/2017 19:20

FRANCHISE FOCUS

Radfield Home Care

Radfield Home Care is an established brand in the Home Care sector and we have created the Radfield Home Care Franchise opportunity for others to replicate our success in their local area. A Radfield Home Care franchise offers a recession resistant business providing vital services to the elderly care market for which demand is outstripping supply. This is a perfect opportunity if you are looking to set up a business that enhances your local community, has the feel good factor and can generate sustained and substantial business success.

• No previous care experience required • Full training provided and unlimited support • Highly experienced management team • Affordable initial investment level • High growth market sector • First Certified B Corp in the UK healthcare sector • Named in the Top 5 Care Companies in the UK

Contact Hannah MacKechnie at franchise@radfield.co.uk or call 01743 548550 RADF001

TaxAssist Accountants

TaxAssist Accountants is the UK’s largest network of accountants servicing the needs of small businesses and the self-employed. TaxAssist takes on both accountants and business/ finance professionals as franchisees can employ accountants while they concentrate on building their business. With an established brand and known for breaking with tradition in an industry that has not experienced this before, TaxAssist Accountants stand out from the crowd operating from highly visible and welcoming shop front premises.

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

0800 0188297 daren.tillson@taxassist.co.uk www.taxassistfranchise.co.uk TAXA001

Techclean

Are you ambitious to run your own business?

Customer driven and well organised?

Can you follow a proven business system?

This is an ideal opportunity to own a business with access to a huge and growing market Techclean territories are generous –each catchment area includes at least 10,000 business.

No premises are needed, making the franchise a perfect business to run from a home office with minimal outlay and low operating costs.

Current franchisees report net margins of 55%-65%

• Marketing and promotion tools • Group purchasing power • Internet and web support • Business management and planning • Ongoing marketing programmes • Day to day troubleshooting

01530 513300 edownes@techclean.co.uk www.techclean.co.uk

Investment Level: £19,500 THEB002

The Family Holidays Franchise Our business has been created by travel professionals to open up this exciting industry to those with a passion for travel, who want the freedom of running their own business.

We are here to support you and your business to be as successful as you want to be.

So if you have a passion for helping families create lifelong memories, whilst being able to travel the world yourself, a travel franchise is the perfect option.

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• Latest technology and forward thinking • Award winning agency • Support network • Access to over 200+ suppliers • Uncapped earnings • No previous experience necessary • Fast growing market

0121 200 5561 opportunities@familyholidaysfranchise.co.uk familyholidaysfranchise.com THEF005

www.techclean.co.uk

08/05/2017 16:25

FRANCHISE FOCUS

The Massage Company

The global spa and wellness industry is now valued at over 3.4 trillion dollars. AND, its still growing!

With an opportunity to have a Massage Company facility on every high street in every town in the UK. There has never been a better time to get involved in a fast growing section of the wellness industry.

What’s even better, for franchisees and their customers, it is affordable, convenient, reliable and allows franchisees to be their own boss, open multiple locations and join the next exciting opportunity in the franchise marketplace.

• Regular income stream from monthly direct debits • Quick return on investment • Highly profitable business • No experience necessary • Full training in all areas given • Experienced board level team supporting franchisees

07507 308434 elliot@massagecompany.co.uk http://www.massagecompany.co.uk THEM004

Tutor Doctor

At Tutor Doctor, we believe that success isn’t just measured by profit – it’s also about making a difference.

If you’re a motivated, people-oriented person who wants to own a business that enables you to have more flexibility in your life, work from home, make a difference in your customers’ lives and have control over your income, then we want to talk to you!

Join the #1 one-to-one tutoring franchise in the world and the fastest growing educational franchise in the UK!

• Low start-up cost • Minimal overhead • Ability to generate income in 60 days • Comprehensive training, tools, systems and support • Excellent earnings potential • Work from home • Provide a rewarding service to your community

020 8133 3525 http://franchise.tutordoctor.co.uk/ TUTO001

Zero Dry Time

Join a Zero Dry Time Franchise and join a business community that earns you money.

A flexible way to make a real income is on offer with Zero Dry Time. We offer a sustainable business model with fantastic prospects running and managing your own Dry Carpet & Upholstery Cleaning Company.

You will build a fantastic business “Providing dry carpet, upholstery & hard floor cleaning solutions that deliver a fantastic service whilst giving great value” to the home & business owner alike.

• Fantastic earning potential • Low running costs • Management options • Regular loyal repeat customers • Carpet Club creating a residual income

0191 270 9202 info@zerodrytime.com zerodrytimefranchise.com ZERO001

Zip Yard

Are you ambitious to run your own business?

Customer driven and well organised?

Can you follow a proven business system?

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

The exact shop fit cost will be determined by the size and standard of the premises.

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

01530 513307 edownes@thezipyard.co.uk www.thezipyard.co.uk

Investment Level: £38,500 THEB002

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05/05/2017 19:21

DISCOVERY DAYS

ch n toue i t e G or for m ation m inforou are if y sted in e inter ing with k r o w dogs

Leading UK Pet Franchise Barking Mad is a highly enjoyable, profitable and flexible self employed business opportunity operating within a sound, recession proof marketplace.

We are a dynamic and exciting management franchise business which is a home-based, professional alternative to traditional dog kennels. The flexibility of this business allows for a thoroughly rewarding, family friendly business opportunity.

Take control of your own destiny with an established brand and enjoy giving something back!

Our multi award winning franchise stands out from the crowd in terms of brand exposure, professionalism and the support provided to our network of highly motivated franchisees.

015242 76476 lee@barkingmad.uk.com www.barkingmad.uk.com

Book your Discovery Day now!

Use your business experience to empower others with a Business Doctor franchise.

Attend one of our discovery days and find out how we have helped over 7,800 businesses achieve their vision.

We will introduce you to our proven business model, collaborative network, delivery and marketing tools.

FRAN003

Like cars? Like the idea of running your own business?

Discover

Take your first step and call us today.

BUSI002

Would you love to run your own business providing valuable services to your local community?

We can put you on the road to tried-and-tested success with an Extra Help franchise.

Unlimited earnings with the UK’s automotive repair franchise

Become your own boss and take control of your life, backed by full support, training and national advertising from Franchise Brands plc.

Get started for just £29,995+VAT

0800 980 5074

www.chipsaway.co.uk FRAN003

Extra Help’s comprehensive franchise package enables you to easily manage a recession-proof business within a huge growth market, which comes with the added bonus of helping others.

Why invest in an Extra Help franchise?

• A rewarding, profitable business within a huge growth market • Proven yet simple business model • Takes away the pain and uncertainty of starting your own business • Peace of mind with full training and ongoing support • Full or part time hours to suit your -lifestyle/commitments • Immense job satisfaction with a -healthy return on your investment Book your place at one of our discovery meetings today to find out if Extra Help is the right opportunity for you.

0845 618 2904

info@extra-help.co.uk

EXTRAHELP

TM

a helping hand

www.extra-help.co.uk

EXTR001

MAY 2017 | elitefranchise

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DISCOVERY DAYS

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

A discovery meeting will explain the innovative franchise model in full, helping you to decide if HomeXperts is right for you.

Discovery meetings are held around the country on a weekly basis, including London, Manchester and Worcester.

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

Mathnasium is one of the world’s fastest growing education franchises with over 800 centres worldwide.

Manage your own profitable and fun maths-only learning centre in the local High Street. It could be the most rewarding move you ever make!

No maths or teaching experience necessary Simple, effective and proven system Low investment, great returns “A Mathnasium franchise seemed like a perfect fit. This is such a rewarding business and you can’t put a price on the feeling that you get from helping a student succeed. I now know the difference between a job and a career.”

Matrice Williams, Owner and Centre Director Join us for a discovery day and experience the Mathnasium Method and Model, held in Manchester and Hertfordshire, call now to book your place 0161 791 0686 or email andrea.white@mathnasium.com

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

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Discover how to MAKE MONEY and MAKE A DIFFERENCE!

HOME002

www.mathnasium.co.uk

MCDO002

OUR DOORS ARE OPEN TV

AS SEEN ON

I am a franchisee & this is my McDonald’s

‘The best part of being a franchisee is the responsibility that comes with a large workforce.

Ilooking am aafter & franchisee & Giving local people a chance to this is McDonald’s my develop their McDonald’s skills, grow in confidence, progress their career – it’s something I find part of being ‘The best being aa franchisee franchisee really rewarding.’ is the responsibility that that comes comeswith with Taimoor, operates four restaurants a large workforce. looking afterLondon workforce. in South East Giving local people aa chance to chance to develop their their skills, develop skills, grow grow in in confidence, progress confidence, progress their their career – – it’s career it’s something something II find find really rewarding.’ rewarding.’ really

OVENCLEAN IS AN EASY TO MANAGE FRANCHISE, WITH LOW OVERHEADS AND UNLIMITED EARNING POTENTIAL.

Taimoor, operates operates 4four restaurants Taimoor, restaurants in South South East East London in London

Take the first step towards your new future and book an Ovenclean Open Day today. Learn all the benefits of an Ovenclean franchise at our West Midlands based HQ, and you can even hear from our existing franchisees on the day!

Come and talk to us at our Insight Day in Birmingham 26th May 2017 www.mcdonalds.co.uk/franchising

Come and talk to us at our Come to us at our Insightand Daytalk in Elstree

045116-250x148-CityAM.indd 1

MCDO002

Get started for just £14,995+VAT (funding available) FRAN003

30/06/2016 09:50

86 Insight elitefranchise | MAY 2017 Day in Elstree

Discovery Days.indd 2

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DISCOVERY DAYS

Your Discovery Day Invitation Build your own online business following our proven franchise model

Butcher, baker and cabinet maker... our franchisees come from all works of life!

But they all have one thing in common. They all wanted to take control of their own destiny and become their own boss.

“The teams that perform the cleaning tasks are always very thorough, professional and quick.

I would certainly recommend using them” Fund Management group

Discover how to turn £20,000 of working capital into a successful & sustainable online business at one of our Discovery Days: 10 May - Virtual Event - Register today 25 May - Hilton Hotel, London Heathrow 2 June - Venue TBA, London …hurry… limited places at each day…

Register your interest:

Call us to learn about our Discovery Days

Why choose Techclean? + We have been in business since1983 so have experience and credibility. + Franchisees can work from a home environment. + The operating cost base of the business is very low, consequently profit margins are high with current franchisees are making 55%-65% NET MARGIN. + We operate in a huge and ever growing market.

t: 01530 513300 e: edownes@techclean.co.uk w: www.techclean.co.uk

01202 652 103

platinumbusinesspartners.co.uk info@platinumbusinesspartners.co.uk

THEB002

PLAT003

Our ‘Designer Day’ is a relaxed informal day where we can get to know each other more.

There is no sales pitch, we simply provide you with the information needed to ensure you can make an informed decision and we can start to build on our understanding of your aspirations.

Spaces are popular and we only have limited availability so we ask attendees to pay a small reservation fee of just £10. This is then refunded on the day you are with us.

Following the Designer Day. If you want to come back in to see us again that’s not a problem, we encourage you to spend as much time as you need with us.

As well as holding our own events we also exhibit at large franchise shows across the country.

To see our upcoming events please contact us: www.familyholidaysfranchise.com opportunities@familyholidaysfranchise.co.uk

Are you ready to be your own boss?

Franchising in the UK today offers you security and piece of mind that your investment is on a tried and tested business model.

Zero Dry Time franchise offers you this stability that not only is your money well invested but you can build a sustainable business for the future with endless earnings.

Zero Dry Time provide dry carpet, upholstery & all hard floor cleaning solutions that deliver a fantastic service whilst giving great value to the home & business owner alike.

Think our franchise is for you?

Then contact us, come and see us in Newcastle and see how it’s done.

THEF005

0191 270 9202 info@zerodrytime.com

ZERO001

MAY 2017 | elitefranchise

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Get inspired

by some of the UK’s most successful franchisors SAVE £20 on the cover price delivered free to your door. Subscribe to the print edition and enjoy free access to the digital edition every month.

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08/05/2017 13:56

Jane Maudsley founder & managing director Little Voices

Lessons from the road Visiting prospective and existing franchisees in person has helped Jane Maudsley get to know her network on a local level

N

ow that we’re over one-third of the way through the year, I’m pleased to report that I’ve actually managed to do good job of sticking to the New Year’s resolution I made to spend more time visiting our branches.

Since the start of the year, I’ve embarked on an unofficial trip to visit all our franchisees, which was over and above the usual network audits we do. The majority of them warmly welcomed my visit and the experience has taught me a lot.

The idea came about because I’d become too stuck in the office, bogged down in paperwork and everyday problems.

My priority has always been providing singing and drama lessons of distinction, while making sure everyone within the organisation feels confident and supported. I knew that I needed to be face-to-face with our franchisees to see their full operation with my own eyes and meet their tutors, parents and pupils for myself. Before setting off, I’d hoped it would inspire me to improve even more in 2017 and help me understand and nurture our talent.

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I started in south Wales in January and I’ve slowly but surely dropped in on two-thirds of our network, taking in Newcastle, Peterborough, Chester, Hertfordshire, Surrey, London and everywhere in between.

At first, franchisees weren't quite sure what to expect from my impromptu visits but they quickly realised that there was no hidden agenda: I genuinely wanted to understand and help them.

As the person who founded the company in the first place, I know the pitfalls, opportunities and challenges of being a business owner. The things I don’t have as much understanding of are the different regional communities and how what's happening on the ground can effect our system as a whole.

By getting out there in my car and doing some serious mileage, I could get a much better reading of what was happening on a more local level. The conversations I’ve had over coffees, lunches and dinners have been invaluable and if you want to improve the way you communicate with your network, I can’t recommend this method enough.

In this relaxed setting, I’ve learned so much and have been able to give specific help to individual franchisees. By hearing direct from them about what they really need, speaking to customers and seeing the regional variations for myself, I have a better understanding of the end user’s perception of our brand and what I can do to grow the network.

For example, just one small encounter had a profound effect on me and made all the hard work worthwhile. A parent was discussing an issue with a franchisee while I happened to be walking past. They didn’t know who I was or what I was doing there, as I try to be incognito and just sit in on lessons. At the end of the evening, the same parent came up to me and said: “Oh gosh, I only just realised who you are and I’m so sorry if you overheard me chatting about my little issue with one of the lessons. I want you to know that what Little Voices has done for our daughter is incredible. She never used to talk very much and was painfully shy but now she's able to stand up and perform with confidence.” How superb is that? As you can imagine, I left for my five-hour journey home with a real spring in my step.

My franchisees have also appreciated having face-to-face time with me and telling me about their individual challenges and successes. They

say you need to walk a mile in someone else’s shoes to really understand how it is for them and that's so true.

That extends to all the individuals who make Little Voices a success nationally, including our drama and singing tutors.

Franchisees have said how thrilled their staff have been to see the founder take a genuine interest in their hard work.

I’ve also been able to combine meeting current franchisees with visiting prospective ones in the vicinity and this has been a fabulous way to improve our recruitment strategy. I’ve met them in the areas close to where they might want to set up their franchise and seen them in a much more relaxed environment than if they’d visited head office. The knock-on effect on our franchise sales has been quite incredible.

I’m by no means done yet though. I’ve already seen so many tangible, positive outcomes and I want to keep helping our franchisees feel supported, motivated and inspired. As long as you put systems in place to make sure things in the office run smoothly while you're away, you won’t regret it.

It’s so easy to get caught up in paperwork and spend all your time bound to your desk. But there's only so much you can do from an ivory tower, so my advice is to get out there and hit the road.

There's only so much you can do from an ivory tower

90 elitefranchise | MAY 2017

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