INDUSTRY NEWS

Your source for what’s happening in Canadian franchising

Sola Salons Accelerates Canada Expansion

Sola Salons, the world’s largest and fastest-growing salon studios franchise, announced in April the signing of four franchise development agreements that will expand its presence in key territories across Ontario, including Toronto, Durham, Kitchener-Waterloo, Markham, Richmond Hill, Hamilton, and Barrie. These new signings will bring nine new Sola locations to Canada over the next several years, in line with the brand’s aggressive domestic franchise development plans. In the past year, Sola opened 53 new locations, signed 72 franchise agreements, and reached a milestone of 18,000 independent beauty professionals across North America.

“While Canada just reopened salon businesses in late 2021 due to challenges the pandemic brought, Sola Salons continued to grow its international development, further showcasing the strength of our business model,” said Christina Russell, CEO at Sola Salons. “We are excited to continue to plant our roots in Canada through our membership with the Canadian Franchise Association, welcome new franchisees, and watch our existing owners grow throughout Canada.”

Sola Salons is a recession-resilient franchise with an understanding of markets across Canada. The realestate rental model requires minimal staff, drives unparalleled occupancy, and is backed by more than 17 years of salon studio expertise. Sola supports a growing community of more than 18,000 independent beauty professionals across more than 600 locations by providing a turnkey solution for beauty professionals to explore a better life as an entrepreneur.

The model continues to grow in popularity, especially amid the pandemic as beauty professionals seek to go independent to offer their clientele more control over their salon experience. More than 2,000 new beauty professionals joined the Sola family in 2021 alone. Sola brings firstin-Canada market resources like its new BookNow engine, which allows customers to book online and customize their appointments with their independent hairdressers, nail technicians, estheticians, massage therapists, or other beauty professionals.

Sola is driven by its desire to use real estate to help aspiring business owners achieve their dreams and is looking for franchisees who feel the same way. As part of its continued franchise growth strategy, Sola Salons will be targeting a number of markets across North America. Franchise opportunities in Canada include Alberta, British Columbia, New Brunswick, Nova Scotia, Newfoundland & Labrador, Ontario, and Saskatchewan.

Famoso Neapolitan Pizzeria Reopens in South Surrey with Weekend Breakfast Trattoria

Famoso Italian Pizzeria + Breakfast Trattoria, a prominent neighbourhood Neapolitan pizzeria located at The Shops at Morgan Crossing in South Surrey, B.C., recently made a comeback to the community with a fresh new makeover, along with its first-ever weekend Breakfast Trattoria for the brand.

Famoso in Morgan Crossing has been a mainstay restaurant in the community since 2014 and has built a strong following among local residents as well as many visitors over the years. It closed at the onset of the pandemic, but this local pizzeria is ready to welcome regular and new guests back to dine in at its fresh, casual, and authentic atmosphere.

“We’re excited to reopen in this community. We love our guests and we want to move forward as the pandemic situation changes. By giving this restaurant a makeover, we are making a fresh restart to reconnect with the community again,” says CEO Frank Di Benedetto.

Famoso is known for its authentic Neapolitan pizza, which has regularly won awards and has become a favourite with many. Staying true to keeping things authentic, it uses imported Italian dome ovens, ingredients imported from Italy, and traditional culinary techniques in pizza making that have gone unchanged for generations.

To provide more variety and excitement for guests, it has added a new weekend and holiday Monday Breakfast Trattoria menu, which includes signature breakfast pizzas, Famoso style Frittatas served in skillets, and mouth-watering Famoso Benedicts, giving guests a wide array of exciting options to choose from.

Azim Hajee, the new franchise owner and operator, holds an InterProvincial Journeyman and Red Seal Certification, and has years of experience as an executive chef. “I’m passionate about making delicious food and working in the restaurant industry. My team and I are looking

forward to serving and reconnecting with our guests and the community here.”

In addition to dine-in services, Famoso also offers fast takeout/pickup and online ordering with its own Famoso app, and convenient delivery services. Breakfast Trattoria will be available at selected Famoso locations.

Variety the Children’s Charity of Ontario Reveals Its Newly Renovated Primucci Pavilion in Honour of Pizza Nova Founding Family

Since 1963, the Primucci surname has been synonymous with pizza. On June 14, the entrepreneurial pizza makers were recognized for close to a quarter-century of support for Variety the Children’s Charity of Ontario with the reveal of its newly renovated Primucci Pavilion, the main lobby to its landmark Toronto facility. Part of the renovation includes a 22-foot-wide by 10-foot-high mural depicting children at play against the Toronto skyline with the words, “Share the love.”

“Pizza Nova has been a deeply cherished partner since 1999,” says Karen Stintz, president of Variety. “We are delighted to honour them in this way. Their contributions have helped us to lovingly serve thousands of children and their families over the years. We could not be more thankful for their relentless and inspiring support.”

Over the course of a 23-year partnership, Pizza Nova has raised more than $2 million for Variety with the support of its customers, franchisees, and staff. This year’s contribution was announced at the reveal: $203,902 raised from the company’s 2022 ‘That’s Amore’ Pizza for Kids campaign.

“We are blessed to be a part of this community and to be able to give back,” said Domenic Primucci, president of Pizza Nova. “The Primucci Pavilion captures an important element of the drive that has motivated us since day one—helping children, no matter their circumstances, to enjoy access to good, wholesome fun and activities. We made our first donation to Variety in 1999 and have never looked back. We’re excited about what’s to come and thank the board, the leadership, and the staff and volunteers at Variety for all they do for the children. They truly make the world a better place.”

Variety announced the new name of the pavilion last June and has since completed its renovation of the space. Part of the renovations included the impressive mural, created by Ontario artist Nicole Lalonde.

“We’re honoured by this new pavilion and beautiful mural,” said Sam Primucci. “But, truly, we’re here and have always come here to honour the people who work at Variety. We are privileged to be associated with each one of them. We look forward to continuing this partnership for years to come.”

Through its programs, Variety helps enrich the lives of thousands of children living with physical and mental disabilities by providing an accessible facility at Variety Village, specialized programs, dedicated staff, and a community in which everyone is equal and welcome.

DermaEnvy Skincare Expanding to Two Additional Markets in New Brunswick

DermaEnvy Skincare, a growing laser, skincare, and medical aesthetics franchise based in Halifax, Nova Scotia, is continuing its national expansion with the announcement of its ninth and tenth clinics, both in

New Brunswick. The brand awarded the franchise territories of Quispamsis and Fredericton to existing brand franchisee, Kristi MacKay.

MacKay currently owns clinics in Charlottetown, Prince Edward Island and Saint John, New Brunswick. MacKay opened her first clinic in Charlottetown in September 2020 and has since acquired the Saint John clinic, making the announcement of two additional territories her third and fourth clinics.

The 13-year police veteran’s success with the brand began when opening her Charlottetown clinic, after which time she acquired the previously corporateowned Saint John clinic. She continues to see impressive growth and demand in both communities despite the challenges of operating during a pandemic.

With such a positive community response, Kristi has decided to retire in good standing from her policing career and dedicate her time to the growth and success of her growing franchise portfolio of DermaEnvy Skincare clinics. “I’m excited to bring the DermaEnvy Experience of affordable laser and skincare to the communities of Quispamsis/Rothesay and Fredericton,” she says.

DermaEnvy Skincare strives to provide their clients with honest, affordable, and professional skin care delivered in an approachable and clinical environment. Offering medical aesthetics treatments such as laser hair removal, microneedling, IPL photo rejuvenation, laser tattoo removal, facials, and peels.

The Fredericton clinic is in the planning phase with a targeted opening in late 2022. With existing clinic locations open in Moncton/Dieppe and Saint John, “the brand is very excited to have an even stronger brand presence in the province where it all began for DermaEnvy Skincare,” says Cohen MacInnis, president of Wellness Brands Canada Inc., the franchisor of the brand.

The brand has been established in the New Brunswick market, with the very first DermaEnvy clinic location opening in Dieppe in 2016. “Our brand’s continued growth in Atlantic Canada in the past 24 months, despite the operational and logistical challenges of the pandemic, are a credit to the loyalty and determination of Team DermaEnvy,” says MacInnis.

A&W Signs Country Agreement for Canada with Pret A Manger with First Shop Opening This Summer

A&W Revenue Royalties Income Fund and A&W Food Services of Canada Inc. announced in June a signed country agreement with U.K.-based freshly made food and organic coffee chain Pret A Manger (Europe). The agreement sets forth the general terms and conditions granting A&W master franchisor rights to Canada for Pret A Manger.

Pursuant to the agreement, A&W is moving forward with a two-year pilot of the Pret brand in Canada, during which period it will introduce the Pret brand within A&W restaurants in select markets.

The first shop to trial the Pret brand will be in Vancouver and plans to open this summer.

“We are excited to introduce Pret’s fresh and delicious menu range in a select number of A&W restaurants this year. We believe Canadian consumers will respond very positively and come to love the Pret brand and all that it represents,” says Susan Senecal, CEO of A&W.

“Last year, we set out our ambitions to expand into new markets and bring Pret to more people worldwide,” says Pano Christou, CEO of Pret A Manger. “I’m excited to confirm that Pret will be coming to customers in Canada this summer through our franchisee agreement with A&W. We know Canadians have long been calling for Pret in their community. Thanks to this new partnership, we’re finally able to bring our freshly made food and 100 per cent organic coffee to Canada as part of a two-year trial.”

The A&W restaurant locations that will participate in the trial phase are expected to launch a Pret menu range and organic coffees in the second quarter of 2022. If the trial is successful, A&W will have the exclusive right to expand the Pret brand across Canada based on an agreed-upon development schedule.

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Hallmark Gold Crown™ franchisee Liam Vance shares how the store has helped him connect with his community, and what it takes to run a retail franchise BY JOELLE KIDD THE GIFT OF FRANCHISING

Whether it’s a thoughtful card, a meaningful keepsake, or a beautiful artisanal item, gifts are always precious—and a way to show someone you care. That’s why, for Hallmark Gold Crown™ franchisees like Liam Vance, running a business is also a conduit for community connection.

“Hallmark strives to create a retail experience that promotes connecting people and nurturing relationships,” says Vance.

It was this corporate philosophy that drew Vance to Hallmark in the first place. He’d been an owner of retail business ventures since 2008, and in 2015 was looking for an opportunity to grow his portfolio. “I compared several options and after creating a friendship with another franchise owner in the region, I found the [Hallmark] concept and branding inviting and full of potential.” Vance notes that “people are always looking for connection,” and that the Hallmark brand offered ways to help foster relationships. “That really connected with what I was looking for in a business.”

For the brick-and-mortar retailer, a big part of this connection comes through the in-store experience. “Customers have the option to shop online. However, we’re noticing that, now more than ever, they’re craving the experience of coming into the store and talking with our associates to find inspiration, and help them connect to people in their lives in meaningful ways,” Vance says.

“We’re more than your average store—just ask our many wonderful customers!”

It’s a celebration

Hallmark’s mission is also to bring people together. As a gift shop, selling the special items that people use to celebrate and show their care for one another is a given.

Among the most popular items is the Keepsake Ornaments collection available only in Hallmark Gold Crown™ stores. Vance says, “these are curated, artist-based collector pieces, and really resonate with our consumers on an emotional level. The excitement and anticipation for our July launch seems to grow every year!”

Vance notes that franchisees also source and sell high-quality locally made products in their stores. In his case, these include Nova Scotiamade treasures: hand-poured, 100 per cent soy candles from Truro, stunning jewellery from Eastern Passage, and “decadent, melt-in-yourmouth delicious chocolate” from Antigonish. “We want our fellow community members to be successful alongside us,” he says.

“It’s very important for our customers to know that we are independently owned and operated and live locally.” It can be hard finding great local gift options, and Hallmark stores occupy a niche that solves this challenge with the added purchasing power of a national brand. “We work hard to offer a wide variety of options to relate to our customers, all under one roof,” Vance says.

Community involvement goes beyond the walls of the shop, too. Vance’s location supports local charities such as the SPCA (Society for the Prevention of Cruelty to Animals), animal rescue organizations, food banks, homeless shelters in the area, and many other worthy causes. (If you haven’t guessed, Vance is an avid animal lover, with two cats of his own.) “We want to help give back to our hometowns,” he explains.

Since Hallmark is well-known around Canada—and worldwide— as a brand focused on relationships and well-being, franchisees get a leg up on fostering these community connections, Vance notes. Hallmark Gold Crown™ locations are also able to feature their product online with e-commerce support, through a website and on social media, in a way that reflects their own market and helps create the strongest retail portfolio possible. Not to mention the brand’s loyalty program, Hallmark Rewards, which helps show customer appreciation through exclusive promotions.

Weathering the pandemic—and coming out stronger

When COVID-19 spread in March of 2020, it was a shock for retail businesses—not only did the pandemic cause supply chain disruptions, but public health guidelines to stop the virus’ spread meant these businesses couldn’t reach their customers. “There were months that we needed to close the stores, as we were deemed non-essential retail,” Vance recalls. “At that time, we weren’t sure what the duration of the closures would be, or how to manage the cost. […] It came as a shock, and I’ll be honest, it was a very stressful time in our lives.”

But if there’s one thing the pandemic has made clear, it’s the value of innovation. Vance and his team developed an online space—www. maritimegifts.ca—to reach customers online during lockdown, offering curbside pickup and reorganizing the stores to provide hand sanitizer and social distancing measures when they were able to reopen.

The benefits of being part of a larger franchise system became clear when faced with challenges during the pandemic. “One of the biggest challenges that customers are noticing is the ongoing inventory delays caused by shipment and labour shortages worldwide,” Vance points out. “Hallmark has taken this matter to heart by placing orders for product earlier than usual, to be proactive in planning for success.”

Vance says, “The future of retail has been forever changed, and we’re fortunate to say we’ve come back stronger than ever.”

Gold Crown™ franchising

Business ownership might not be for everyone, but Vance says he can’t imagine doing anything else.

“Deciding to be a retail owner is understanding that there is so much potential to grow and develop, with the right tools,” he adds. “Going in understanding that you’re charting your own course, and having the right attitude, is half the work.”

An ideal Hallmark franchisee has to be adaptable—an owner in a fast-paced retail setting has to wear many hats—and prepared for ever-changing consumer trends and expectations, Vance says. Communication and leadership skills are also essential. “[You have to] ensure that managers and store associates are given the right tools to succeed. Even more important than that is having a connection with them. The old adage that employees are not just numbers couldn’t be more true—as an owner, it’s vital to ensure employees feel safe, welcome, appreciated, and heard.”

Hallmark has plenty of training and support to get new franchise partners on their feet. This includes an internal sales training program (called CARE) that helps staff learn sales skills and connect meaningfully with customers. The brand also has a team of Business Development Specialists to assist franchisees with ordering, communication on key events and activities, and ongoing feedback. At Vance’s location, “we work closely with Haley Brunelle on an almost daily basis to ensure the success of our business.”

There are also marketing benefits: Hallmark uses social media platforms, influencers, and digital advertising to support the business, and provides marketing materials like in-store signage. There is also a centralized web-based ordering system, Hallmark Marketplace, used for most ordering purposes, which Vance says gives him “immediate access to product information, guides, and additional training.”

When asked what advice he would give a prospective franchisee, Vance recalled what another franchise owner told him, at the beginning of his own franchise journey: “You’re not here because you want to become a millionaire—you do it out of passion and love for the product.” The sweat you put into your business is worth it, he says.

“Retail has its successes and challenges, [but] what never waivers in the world we live in is the need for connection. The beauty in that is that people want to express their love, appreciation, support, and positivity, now more than ever,” says Vance.

“It’s truly amazing that despite all the struggles we see in the world, something as simple as a card can change someone’s day in an instant.”

DINER TO DRAGON

Boston Pizza co-owner Jim Treliving on his franchisor success story, Dragons’ Den days, and the importance of treating franchisees like family

BY STEFANIE UCCI

Canadian businessman Jim Treliving’s franchise journey began in 1968 with $5,000 in hand and big aspirations as a new entrepreneur. That hard-earned cash was used to split the cost of a new restaurant business with his then business partner, Don Spence. Together, the pair became the first franchisees of a new pizza restaurant that was taking their small community in Penticton, B.C. by storm. And so was born the Boston Pizza story.

Two months later, Treliving and Spence were sitting in the basement of a furniture store below their restaurant that they used as overflow for seating on weekend nights. But without a liquor license for the basement, their overflow plan was a bust. Easy fix—they applied for one, and before they knew it, they had opened the first Okanagan night club.

“We did [about] $52,000 in the pizza business for a year after we opened. In the nightclub, we did about $180,000 and that got us through. We built a second [nightclub] when we opened [another] Boston Pizza, in a basement again,” explains Treliving on an episode of the Franchise Canada Chats podcast. “Then we realized we were only going to have two of these, it was so much work … The [second] store was in Prince George, B.C., where I had been stationed as a Royal Canadian Mounted Police officer, and it took off. It was so busy; we could hardly keep up.”

The rest is history

Boston Pizza was established in Edmonton, Alberta in 1964 by founder and Greek immigrant, Gus Agioritis. By 1983, Treliving and his former accountant and now business partner, George Melville, had opened 16 franchises of their own around B.C., becoming the brand’s biggest franchisees.

“We got to open these stores and do really well. As we built them, we started coming closer to the lower mainland [in areas] like Chilliwack and Abbotsford, B.C.,” says Treliving.

In 1983, then-owner Ron Coyle planned to sell the Boston Pizza business, and shared the news to Treliving while they were driving to the airport one day. “He said, ‘I’m going to sell the company. Why don’t you guys buy it?’ And I said, ‘sure, let’s do it.’ By the time we got to the hotel from the airport, we had agreed to buy the company. We didn’t have a number yet, just a rough idea, but weren’t happy with it and would negotiate,” notes Treliving.

The brand had 32 franchises at the time, located throughout Edmonton, Winnipeg, Thunder Bay, Alberta, and B.C. Together, Treliving and Melville negotiated the total price of the franchise system for about $3 million that would be paid over time at a 10 per cent interest rate, explains Treliving. Jim and George together put in 50 per cent of the total price with financial support from

Treliving spent 15 seasons as an investor on the CBC television show Dragons' Den, helping Canadian entrepreneurs kick-start their businesses.

a lender as well as a close friend of Treliving’s, who contributed the other 50 per cent. Treliving repaid his friend as he could, and they were off to a lucrative start.

Then Treliving and Melville decided to sell the 15 stores they owned so Treliving could focus solely on being a strong franchisor. They offered the restaurants to existing store managers.

Under Treliving’s leadership, the brand experienced huge growth, and today there are more than 380 Boston Pizza locations in Canada, with additional franchises in the U.S. and Mexico.

Along the way, the concept expanded as well. Boston Pizza’s original menu was pizza and pasta, notes Treliving. “Spaghetti and meatballs, ravioli and meatballs, and lasagna.” Quite the stretch from today’s offerings of more than 100 menu items that include apps and shareables, sandwiches, bowls and salads, desserts, and of course, a wide range of unique pizza and pasta dishes.

“When we got to 14 or 15 locations, we just knew that this was going to grow like crazy. We were going into places that no one else was going to in Ontario,' says Treliving. But we went in small areas and grew … We were the major restaurant in those towns or cities.”

Joining the Dragons

In addition to his franchisor success, Treliving spent 15 seasons on CBC’s Dragons’ Den as an investor who helped Canadian entrepreneurs by using own his own wisdom and capital to kick-start their businesses. In 2021, having just turned 80 years old, he decided to step down as a Dragon to focus more on his role as owner and chairman of Boston Pizza.

So, while choosing new franchisees to invest in the pizza brand is one part of his busy life, hearing pitches from budding entrepreneurs was another decade-and-ahalf-long adventure.

When it came to knowing if a company had a solid business plan that made him want to invest, Treliving trusted his intuition: “How does this person react when you ask them the questions?”

He adds, “[There was] a local [business] from the Lower Mainland. They came onto the show with one truck that they brought up to the 10th floor where we shoot Dragons’ Den. [It was a] black and red vehicle called velofix. They pitched this [business of a] truck that comes to your house and fixes your bicycles. I looked at the guys and talked to them and they were genuine in my mind. I was going with my gut. Today, they’ve got close to 200 trucks, they’re all throughout the U.S. What they wanted was a franchise [expert] that had done this before, and that’s why they picked me.”

Strong advice for franchisors

With nearly 50 years’ experience as a franchisor, and more as a franchisee and entrepreneur, Treliving has gathered a wealth of knowledge to share with business owners of big and small brands.

He emphasizes the importance of establishing strong systems for franchise partners and making sure they stick to them. “[We put] the systems in place, then we hired great people to run those systems. You can’t run it by yourself,” notes Treliving. “A lot of people, especially entrepreneurs, decide they can do everything. We had a head of marketing, operations, and HR. You have to have all those things in place. Then [after] you put those heads in, they must hire underneath them. We had four salesmen working out of Toronto for the eastern part of Canada. Their whole sole purpose was to sell franchises.”

He adds that he and his partner Melville knew from day one that they each had separate jobs to make the business run smoothly and efficiently. And with expansion down south in the U.S. and Mexico, they also made sure to have infrastructure set up with full management teams, separate from the offices in Canada. “We have an office and president there in both countries … If you don’t put the infrastructure together, it’ll collapse on you.”

Most importantly, Treliving says that his biggest advantage as a franchisor is “the talent [that] comes from the people you hire. I’ve heard people say to me many times, ‘you have a great structure with your people. They seem to love working there and doing the things they want to do.’ But it’s exciting because I don’t put hands on everything or question anything.”

He adds, “You have to trust the people you hire. You can’t step into their booths, you can only ask them questions. To me, that’s part of the infrastructure that we have to do. I ask questions to our management team all the time, but I trust them … You’ve got to put the people in place that you know can do really well. And look after them. They become your family.”

Feels like family

As a welcoming and friendly casual restaurant for guests of all ages, the Boston Pizza brand has always had a special tie to family relationships. And that shines true in the way Treliving talks about his many franchisees spread wide and far.

“We refer to it a lot as family. I can’t think of one franchisee across the country I wouldn’t stop in to see if I were in their area, that they wouldn’t say, ‘let’s go for a drink' or 'come to the house.’ That’s how we operate,” explains Treliving.

When it comes to selecting new franchisees to join the Boston Pizza franchise, he adds, “I think you can look at somebody and how they talk to you, respond, and come across to you if you’re meeting them for the first time. How are they going to react to something in the business down the road? How do they treat people? I treat them as if they’re my partner, I don’t treat them as an employee. I want to work with these people, and they want to work with me. Do they look me in the eye and give me a straight answer? That’s what I look at.”

A CFA membership milestone

In 2022, the Canadian Franchise Association (CFA) celebrates a 30-year membership milestone with the Boston Pizza brand. As an Association built on advocating and supporting the franchise business model, this relationship makes a vital impact in providing education, lead generation, advocacy, and much more.

As Treliving notes, “The CFA is one of the best things that ever happened in this country ... We’re in the restaurant business—[but] we aren’t really in the restaurant business, we’re in the franchise business.”

He adds, “The CFA has been huge for us. We talk to people there, they hear our problems, and it’s just a transfer of information back and forth that helps [everyone]. It’s not all about one person or one group. I’m not afraid of walking in and telling people, ‘this is what worked for this. I don’t know if that’s going to work for you.’ But at least we’re having the conversation, and that’s what the CFA is for … If you’re in the restaurant business or any business in franchising, you get into the CFA.”

Learn more at

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