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HOMEGROWN & LOCALLY OWNED 100%
50
MULTI-GEN MAGIC
Better, Brighter Golden Years
Home care franchises, especially those that serve seniors, are even more successful when the owner has personal experience with elders—just ask Senior Home Care by Angels franchisee Christian Bullas
53
LEADERSHIP PROFILE
From the Mop to the Top
From cleaning floors to leading a franchise brand, Anita Elliott’s journey to president of JDI Cleaning Services is driven by grit, growth, and a passion for the industry
56 THE FIRST YEAR Nuggets of Wisdom
Taking on, not one, but two existing McDonald’s restaurants could be a challenging task for any new franchisee. However, this new franchisee faced the challenge head on to find success and satisfaction while growing both restaurants
58
A DAY IN THE LIFE
From Curiosity to Careers
Franchisees like Karim Kezila help The Mad Science Group® inspire the next generation of innovators through unforgettable experiences
61
ICONIC BRAND
King of the Roost Ryan Koon, KFC Canada's president and general manager, is building upon the brand's delicious history and Southern hospitality from his new position at the top of the pecking order
GIVING BACK
Giving a Pizz-a Their Hearts
Topper’s Pizza leads by charitable example at the head office level, with franchisees and their staff contributing to their local communities on the ground
SHOW ME THE MONEY 4 Franchises for under $50K
FRANCHISE TUTORIAL
Tutorials 19 & 20
This issue:
• Intro to Leases & Subleasing from the Franchisor
• Intro to Leasehold Improvements
FTHE TIMES, THEY ARE A CHANGIN’
or franchise industry professionals and the franchisees that help bring their brands to the masses, the start of a new year isn’t the time for planning. Instead, that process begins in the weeks and even months prior, to ensure their businesses are well-positioned to succeed. An understanding of the upcoming landscape, both within the franchising industry and the specific sectors these businesses cater to, is necessary to thrive over the coming year, and beyond.
January is the perfect time to familiarize yourself with how the economy has been faring, and what experts predict is to come. That’s why we tapped CIBC to provide a thorough and—best of all—surprisingly optimistic look at what the 2025 economy means for our industry, from labour needs to inflation rates. Other suppliers, such as Moneris and data firm Environics Analytics, have also generously offered their insights on the spending habits of Canadians and how shifting demographics are impacting some of the largest categories within the franchise industry. As you explore your investment options this winter, be sure to take their expertise into consideration.
On that note, there’s no better way to separate high-quality franchises from those that leave something to be desired than by looking for the Canadian Franchise Association (CFA) member logo. If you’re already familiar with the CFA and our Code of Ethics, you already understand the importance —but if this is news to you, I encourage you to investigate the benefits of selecting one of our valued members for your first (or second, or third) franchise location.
Speaking of upstanding CFA members, this issue contains a fantastic selection of brands that are eager to welcome new and soon-to-be franchisees like yourself into their system. On page 56, we explore what brought a new-to-Canada franchisee to purchase not one but two McDonald’s locations in Quebec, along with what you can learn from her first 365 days in business. Another intriguing brand, Mad Science, is celebrating its 40th anniversary this year, and a location owner who serves Montreal
and Ottawa gives us a glimpse into the magic the company brings to students in the area (page 58). And as we turn the page on the season of giving, it can be easy to shift one’s attention from charitable endeavours—but not so for Topper’s Pizza franchisees, who extend that spirit throughout the year, affecting their local communities in positive and inspiring ways (page 64). Plus, as an added dose of inspiration, we dive into what pushed Anita Elliott, president of JDI Cleaning Services, to follow her passion and build a stalwart brand on page 53.
AI is again one of the biggest buzzwords of the year, and the franchise industry has been busy exploring all the exciting ways that it and other emerging technologies can impact businesses. Franchise Canada chatted with three member brands that have improved operations, sales, and quality of service by leveraging these innovations (page 26), and also picked the brains of three franchise support service and supplier members on how they have seen the industry evolve over the past few years (page 24).
In the end, no one can tell what the future will hold. But as always, franchising remains one the best ways to be in business for yourself but not by yourself. The stories in these pages show that, by following a proven model, success can be within reach, no matter your background. Follow your franchisor’s lead, and someday you may also be featured among these standout franchisees.
Sherry McNeil President & CEO, Canadian Franchise Association
“ Becoming a CEFA Franchise Partner was the best decision I’ve made. The support was outstanding — my school is thriving, and I’m proud to be part of a brand making a lasting impact.”
— Multi-location CEFA Franchise Partner, BC
e -Changing Opportunity.
Why CEFA?
Join a leader in Early Childhood Education. With over 25 years of experience, CEFA has built a trusted and resilient brand. Now, we’re expanding across Canada and beyond, o ering you the opportunity to invest in a proven model with a solid foundation.
★ Proven Success: 95% average enrollment across all schools.
★ Established Business Model: +2.3M Average Annual Gross Revenue.
★ Established Presence: 40+ schools already in operation. +20 locations under development across Canada.
How We Support You
From selecting prime locations to comprehensive training and ongoing marketing assistance, we equip you with everything you need to thrive. With CEFA, you’re never alone—we’re dedicated to your success at every stage. Visit franchise.cefa.ca to learn more.
CFA BOARD OF DIRECTORS
BOARD CHAIR Ryan Picklyk, A&W Food Services of Canada Inc.
PRESIDENT & CEO Sherry McNeil*, Canadian Franchise Association
1ST VICE CHAIR Todd Wylie, Master Mechanic
PAST CHAIR David Druker*, The UPS Store Canada
SECRETARY & GENERAL COUNSEL
Darrell Jarvis*, Fasken Martineau DuMoulin LLP
TREASURER Lyn Little, BDO Canada LLP
CHAIR, FRANCHISE SUPPORT SERVICES
Paul daSilva, RBC
CHAIR, LEGAL & LEGISLATIVE COMMITTEE
Andraya Frith, Osler, Hoskin & Harcourt LLP
DIRECTORS
Andrew Arminen, Metal Supermarkets
Chuck Farrell, Pizza Pizza
Dixie Ho, Mr. Lube + Tires
Joel Levesque, McDonald’s Restaurants of Canada Limited
Ken Otto, Redberry Restaurants
Nathan Oxford, Jani-King Canada
Gary Prenevost, CFE, FranNet
John Prittie, Koala Insulation
Thomas Wong, CFE, Kevito Group
*Executive Committee member
LAW FIRMS:
SHOWCASED FRANCHISE:
The CFA wishes to acknowledge and thank these National Sponsors for their support throughout the year. Find out more about these companies at www.cfa.ca/sponsorship
The opinions or viewpoints expressed herein do not necessarily reflect those of the Canadian Franchise Association (CFA). Where materials and content were prepared by persons and/or entities other than the CFA, the other persons and/or entities are solely responsible for their content. The information provided herein is intended only as general information that may or may not reflect the most current developments. The mention of particular companies or individuals does not represent an endorsement by the CFA. Information on legal matters should not be construed as legal advice. Although professionals may prepare these materials or be quoted in them, this information should not be used as a substitute for professional services. If legal or other professional advice is required, the services of a professional should be sought.
CODE OF ETHICS
The Canadian Franchise Association (CFA) is dedicated to encouraging and promoting excellence in franchising in Canada. Each member of the Association agrees to abide by the CFA Code of Ethics and to further the Association’s goals of encouraging and promoting ethical franchising in Canada. Each member of the Association agrees to comply with the spirit of this Code of Ethics in its general course of conduct and in carrying out its general policies, standards, and practices. The following are considered by the Association to be important elements of ethical franchising practices:
1. Franchise system and franchise support services members should fully comply with Federal and Provincial laws, and with the policies of the Canadian Franchise Association.
2. A franchisor should provide prospective franchisees with full and accurate written disclosure of all material facts and information pertaining to the matters required to be disclosed in advance to prospective franchisees about the franchise system a reasonable time [at least fourteen (14) days] prior to the franchisee executing any binding agreement relating to the award of the franchise.
3. All matters material to the franchise relationship should be contained in one or more written agreements, which should clearly set forth the terms of the relationship and the respective rights and obligations of the parties.
4. A franchisor should select and accept only those franchisees who, upon reasonable investigation, appear to possess the basic skills, education, personal qualities, and financial resources adequate to perform and fulfil the needs and requirements of the franchise. Franchise systems and franchise support services members of the Association should not discriminate based on race, colour, religion, national origin, disability, age, gender, or any other factors prohibited by law.
5. A franchisor should provide reasonable guidance, training, support, and supervision over the business activities of franchisees for the purposes of safeguarding the public interest and the ethical image of franchising, and of maintaining the integrity of the franchise system for the benefit of all parties having an interest in it.
6. Fairness should characterize all dealings between a franchisor and its franchisees. Where reasonably appropriate under the circumstances, a franchisor should give notice to its franchisees of any contractual
default and grant the franchisee reasonable opportunity to remedy the default.
7. A franchisor and its franchisees should make reasonable efforts to resolve complaints, grievances, and disputes with each other through fair and reasonable direct communication, and where reasonably appropriate under the circumstances, mediation or other alternative dispute resolution mechanisms.
8. A franchisor and a franchise support services member should encourage prospective franchisees to seek legal, financial, and business advice prior to signing the franchise agreement.
9. A franchisor should encourage prospective franchisees to contact existing franchisees to gain a better understanding of the requirements and benefits of the franchise.
10. A franchisor should encourage open dialogue with franchisees through franchise advisory councils and other communication mechanisms. A franchisor should not prohibit a franchisee from forming, joining, or participating in any franchisee association, or penalize a franchisee who does so.
11. A franchise support services member in providing products or services to a franchisor or franchisee should encourage the franchises to comply with the spirit of this Code of Ethics. A franchise support services member should not offer or provide products or services if legislative or professional qualification is required to do so unless the franchise support services member has such qualification.
LOOK FOR EXCELLENCE
As you investigate the many franchise opportunities available to you, you will see a special logo featured in franchise literature, on franchising websites and in franchise tradeshow booths. This logo identifies franchise systems and franchise support service suppliers as members of the Canadian Franchise Association (CFA). You should be on the lookout for this symbol when researching franchise systems or assembling a team of franchise support professionals to assist in your search. CFA encourages and promotes excellence in franchising in Canada and members of the Association voluntarily agree to follow the CFA’s Code of Ethics in pursuit of these goals. Start your search for your franchise dream with a CFA member.
For more on our members, visit LookforaFranchise.ca today.
INDUSTRY NEWS
Your source for what’s happening in Canadian franchising
Pet Valu’s Companions for Change fundraising initiatives surpass $4 million in 2024 Pet Valu, the Canadian specialty retailer of pet food and pet-related supplies, proudly announced in early December that its Companions for Change™ program had its most successful fundraising year since inception, collecting more than $4.1 million in monetary and product donations to date in 2024 for Canadian animal rescues, shelters, and charities. The philanthropic program also helped find fur-ever homes for more than 4,600 homeless pets across Canada in 2024.
“This was a tremendous fundraising year for the Companions for Change program, a testament to the continued support from our franchisees and corporate store teams, as well as the compassion and generosity of devoted pet lovers across Canada,” says Tanbir Grover, chief digital and marketing officer at Pet Valu. “Since 2010, the Companions for Change program has raised more than $32 million and found fur-ever homes for over 51,000 pets. We have been fortunate to see firsthand the positive impact our program has on Canadian pet communities and look
forward to continuing our efforts next year.”
The Companions for Change program is a longtime supporter of Lions Foundation of Canada Dog Guides (“Dog Guides”), and this year, the Companions for Change program and Pet Valu together pledged to contribute $500,000 to a modern, purpose-built puppy training room in Dog Guides’ new training centre in Oakville, Ontario. The room, which will host small group classes on grooming, puppy fitness, confidence building, basic obedience, and loose-leash walking, will serve as a critical hub in the new school, providing the puppies with the best possible start before they enter formal training. In addition to supporting the puppy training room, the Companions for Change program continues to sponsor Dog Guides’ largest annual fundraiser, the national Pet Valu Walk for Dog Guides, and to provide Performatrin Ultra® and Performatrin Prime ® food and treats to all puppies and dogs in training. In addition, in 2024 Pet Valu proudly sponsored 20 additional Dog Guides teams that enable greater independence for Canadians in need.
Booster Juice celebrates 25th anniversary
In November, Booster Juice celebrated its 25th anniversary, an impressive milestone worth celebrating. Booster Juice first opened shop in Sherwood Park, Alberta, back on November 13th, 1999. Since then, they have built a reputation on providing customers with delicious, feel-good smoothies and food options with top-notch customer service. Today, Canada’s original juice and smoothie bar is successfully operating with more than 450 locations from coast to coast.
“I really haven’t reflected on the magnitude of today’s event until now when it sunk in that it’s a big milestone, and it’s been a lot of fun and has changed many people’s lives positively,” says Booster Juice president and CEO Dale Wishewan. “I’m incredibly thankful for our amazing customers, franchise partners, and my corporate and store staff who I have the privilege to work alongside. This type of success isn’t possible without being surrounded by amazing people. I am also thankful for my family who have been so supportive during this wild journey.”
Born and raised in Waskatenau, Alberta, Wishewan has always been driven to pursue and achieve success. Possessing a lifelong passion for sports and fitness, he attended Portland State University on a baseball scholarship. While travelling throughout the United States, he noticed the popularity of juice and smoothie bars, and quickly realized there was an opportunity in the crowded Canadian fast-food market to provide a healthier alternative to consumers with an active lifestyle. Making his own protein concoctions for years, and with his
interest in health and wellness, he made it a goal to bring fresh and healthy food to the Canadian market. The hard work began with his own home kitchen serving as the testing ground for one smoothie creation after another—including some of the most popular smoothies on their current menu!
When the first store opened in Sherwood Park, it was a new concept to Canada. November was not the ideal time either going into the dead of a Canadian winter selling cold beverages. Co-workers, neighbours, and friends thought he was crazy to embark on something so foreign to Canadians, but he was determined. As it turned out, people were ready for a healthy fast-food alternative, and there was nothing else like Booster Juice in the market.
Things moved quickly after that. By the end of year one, 15 locations
were open and in year two, another 35 more locations were added. This was such an achievement that it is still a Canadian franchise record for opening 50 stores in two years from inception.
When others in the food service industry have asked how he was able to open 50 stores in two years, Wishewan’s reply is always the same: “I didn’t know in the first year whether
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five stores were typical, or 25, and everything came naturally from a project management side. The next thing you know we had 50 stores.”
Now, after 25 years, the brand is still blending up incredibly delicious smoothies, delivering convenient wraps and paninis, rolling up energizing Booster Balls, and freshly preparing nutritious shots and beverages.
Southbrook Business celebrates two years with the CFA and expands franchise services globally
Southbrook Business has marked its two-year membership with the Canadian Franchise Association (CFA). As a trusted partner in franchise and business consulting, Southbrook continues to serve as a premier resource for franchise and business owners across the GTA, Ontario, Canada, North America, and beyond.
With expertise in franchising, business and franchise sales, and strategic growth, Southbrook is proud to announce the successful placement of a new franchisee for Kekuli Café in Fort St. John, B.C.— another esteemed CFA member. This achievement is a testament to Southbrook’s unwavering commitment to strengthening the franchise
community and fostering entrepreneurial success.
In response to the evolving needs of franchise owners, Southbrook has expanded its suite of services by introducing a dedicated operational consulting team. This specialized team delivers tailored guidance for the hospitality and service industries, offering expert operational support designed to enhance efficiency and elevate customer experiences.
“At Southbrook, we are passionate about empowering businesses and franchises to thrive,” says Joel Friedman, co-owner. “Our mission is to provide innovative solutions and personalized support that drive growth, profitability, and long-term success for our clients. The addition of our hospitality and service industry consulting services reflects our commitment to excellence and leadership within the franchise sector.”
As a proud member of the CFA, Southbrook remains dedicated to fostering collaboration, innovation, and growth within the franchise community. The company looks forward to continuing its journey of empowering franchise businesses worldwide.
Edo Japan celebrates 45th anniversary with opening of 200th restaurant
Edo Japan proudly marked its 45th anniversary with the launch of its 200th restaurant. Founded in Calgary, Alberta, in 1979, Edo has successfully introduced Japaneseinspired teppanyaki-style cuisine to street-front shopping centres and food courts nationwide. The franchise now spans across the Prairies, British Columbia, and Ontario, serving over 11 million meals annually.
The 200th location is situated at Yonge and College streets in the heart of downtown Toronto, representing Edo’s first street-front presence in the area. This milestone follows five years of continual growth in the Ontario market and into eastern Canada.
“Edo Japan has built a strong reputation as one of Canada’s pioneering fast-casual, Japaneseinspired franchises by consistently prioritizing quality and service,” says Dave Minnett, president and CEO of Edo Japan. “As we celebrate our 45th anniversary and the opening of our 200th restaurant, we reflect on our journey and look forward to continued growth into new territories in 2025. Our proven business model thrives across diverse markets, supporting our franchisees’ success and driving investment in multiple locations.”
Recognized for 14 consecutive years by the Canadian Franchise Association (CFA) as a top franchise concept, Edo attributes its success to a robust franchisee network and strong profitability model. Franchisees benefit from comprehensive training programs and extensive market research to ensure optimal location selection.
“Our franchise partners, particularly those with long-standing operations in Alberta, are increasingly investing in the Ontario market, driven by stable growth opportunities,” says Terry Foster, vice president of operations and franchising. “We are dedicated to maintaining the quality and service standards our customers expect through our intensive franchise development and training programs. Our team members, both at the home office and in the field, alongside our franchise
partners, are integral to Edo’s success as one of Canada’s leading food brands.”
Edo has consistently evolved to meet changing consumer preferences, introducing the “Edo Fresh Take” concept, which features updated store designs, enhanced branding, and continual menu improvements and additions. In response to popular demand, Edo began selling its signature teriyaki sauce by the bottle in 2019 and now offers a digital ordering platform and loyalty rewards through its app with convenient delivery options, and locations in both shopping centres and street-level settings.
Committed to community support, Edo has partnered with local food banks across Canada since 2010, raising over $1 million through its annual holiday giving campaign. Additionally, in collaboration with
25 YEARS IN BUSINESS
ChopValue, Edo has recycled more than 148,000 chopsticks for use in furniture and other products.
Fatburger Canada opens new location in North Edmonton, Alberta
From dedicated employees to proud restaurant owners/operators, two long-time Fatburger Canada team members are now bringing Edmonton’s newest burger restaurant to life as the chain celebrates its 67th Canadian location opening at 13256 137 Ave NW.
“Every restaurant opening is special, but this one tells an incredible story of passion and dedication,” says Raymond Ho, VP, marketing at FDF Brandz. “When our own team members become franchise owners, it speaks volumes about the quality and culture we’ve built at Fatburger.”
Behind the grill at this location are Marites “Thess” Boromeo and Johnnylynn “Jaja” Quiliang, who together bring 15 years of Fatburger experience to their new venture. “We’ve spent years perfecting the art of making big, juicy burgers” says Boromeo. “Now as owners, we’re thrilled to share our passion and expertise with the Northwest Edmonton community.”
Fatburger is a world-famous burger restaurant chain well-known for its commitment to quality and featuring their signature big and juicy Fatburgers made with fresh, never frozen, Alberta beef that is hand-pressed and cooked to order on the grill, done the traditional way. Beyond their famous Original Fatburger, the menu also showcases specialty burgers along with other crowd favourites including juicy fried chicken sandwiches, World Famous
Buffalo’s wings, and hand-battered chicken tenders, accompanied by Best Anywhere Milkshakes fries and freshly prepared onion rings.
Designed for convenient dining experiences, Fatburger Canada offers various ways to satisfy the burger craving seven days a week. Customers can enjoy the full dinein experience, grab a quick take-out order through the Fatburger Canada app, or have their favourites delivered by Skip, DoorDash, and UberEats.
Modern Franchising: How Technology Sets You Apart from the Competition
In today’s competitive franchise market, franchisors are expected to do more than build a recognizable brand—they need to provide the tools and systems that empower their franchisees to succeed. Managing multiple locations, overseeing financial reporting, and scaling your network requires a modern approach. That’s where technology comes in.
At nuvemXP, we cut through the noise with direct, no-nonsense solutions that simplify your operations. And because we believe there’s fun to be found in even the most mundane tasks (yes, even financial reporting!), we make the process enjoyable for your team while driving real results.
The role of technology in franchising success
As a franchisor, you face unique challenges: ensuring consistency across locations, gaining visibility into performance, and managing growth without losing control. With cloud accounting software like Sage Intacct, for example, you can tackle these challenges head-on with clarity and confidence.
Imagine having:
• Real-time visibility: See the financial health of your entire network and individual locations in one dashboard.
• Automated consolidations: Combine financials from dozens—or even hundreds—of franchisees in seconds.
• Custom reporting: Provide tailored insights to franchisees while keeping your corporate data secure.
• Streamlined scalability: Expand your franchise network without drowning in spreadsheets or manual work.
In this case, Sage Intacct equips franchisors with the tools needed to oversee their entire franchise network while making data-driven decisions.
Why choose nuvemXP?
At nuvemXP, we’re more than consultants—we’re your franchising partners. Our approach combines straightforward communication with a splash of personality, ensuring you get the solutions you need without any corporate fluff.
We specialize in implementing modern solutions to meet the demands of growing franchise networks. From eliminating bottlenecks to supporting franchisee success, we take care of the mundane so you can focus on the extraordinary.
Equip your franchise network for success
In franchising, standing out from the competition means being proactive, efficient, and supportive. With nuvemXP, you can simplify your operations oversight, empower your franchisees, and scale your network with ease—all while enjoying the ride. Ready to take your franchise operations to the next level? Let’s make the mundane extraordinary. Contact nuvemXP today and build the foundation for long-term growth.
Damon Clooney, Salma Kaida, and Luiz de Souza, Partners, nuvemXP
THE FITNESS REVOLUTION YOU’VE BEEN WAITING FOR: INTRODUCING SAFE SWEAT
The fitness industry is no stranger to innovation, but few concepts truly redefine how we think about working out. Enter Safe Sweat , a ground-breaking, first of its kind, fitness franchise set to revolutionize the industry. Created by seasoned fitness veterans Emre Ozgur and Andrea Kloegman, Safe Sweat is making waves with its unique approach to fitness—combining privacy, luxury, and accessibility in a model designed to appeal to a diverse audience.
From their headquarters in British Columbia, Ozgur and Kloegman are introducing Canadians to a concept unlike any other, with plans to expand across the country and beyond. For prospective franchise partners and investors, the opportunity to get involved at the ground level of this disruptive brand couldn’t come at a better time.
With nearly 60 years of combined experience in the fitness industry, Emre Ozgur and Andrea Kloegman are no strangers to the challenges and opportunities within the sector.
Kloegman began her career as a teenager and worked her way up to executive roles, while Ozgur’s journey started as a personal trainer before moving into leadership positions, which include being the president of a large fitness franchise. Together, they’ve seen the industry evolve—and they’ve also recognized its gaps.
“Traditional gyms and boutique studios both have their strengths, but we wanted to create something entirely different,” says Ozgur. “We saw a need for a private, judgmentfree space where people could work on their health and fitness at their own pace.”
That idea became the foundation for Safe Sweat: a place where individuals could focus on their mental and physical health in complete privacy, without the pressures of a crowded gym or the distractions at home.
At its core, Safe Sweat is a disruptor. It isn’t a big-box gym. It isn’t a boutique fitness studio. It’s something entirely new—a third option in the fitness world.
Each Safe Sweat location features private FITsuites, state-of-theart workout spaces equipped with everything a member needs for a comprehensive, high-quality workout. Members can book their FITsuite (via the Safe Sweat App), work out in total privacy, and enjoy luxury amenities that elevate the experience far beyond what most gyms offer.
But the appeal of Safe Sweat goes beyond the FITsuites. The model is intentionally designed to cater to a broad demographic:
• Professionals looking for quick and efficient, distraction-free workouts.
• Individuals with gym anxiety seeking a safe, welcoming environment.
• Busy parents who want to bring their kids along while they work out.
• Content creators looking to film in a beautiful and private setting.
• Couples who want to share a private workout space.
• First timers seeking a slower, judgment-free environment.
“This is a space where everyone feels comfortable,” says Kloegman. “Whether you’re a new parent, a seasoned fitness enthusiast, or someone just starting their journey, Safe Sweat provides a solution that works for you.”
The attention to detail at Safe Sweat is evident in every aspect of the member experience. Each private FITsuite is meticulously cleaned before every use, ensuring the highest standards of hygiene. High-end bathroom amenities, such as personal care products, add a touch of luxury that members love.
“Our members love the privacy, but they also love the little things that make their workouts special,” says Ozgur. “From the cleanliness to the quality of the equipment, it’s all designed to deliver a premium experience.”
For prospective franchisees, Safe Sweat offers a rare and exciting opportunity. The franchise model is designed to be turnkey, with low operating costs thanks to its noclass, low-staff structure. This simplicity allows franchisees to focus on growing their membership base while keeping overheads manageable, and their profits high.
“We wanted to create a system
that was not only innovative but also efficient,” says Ozgur. “With Safe Sweat, franchisees benefit from a proven business model, hands-on support from the founders, and access to a growing brand that’s already generating international buzz.”
The buzz is no exaggeration. Even before opening their first corporate location, Safe Sweat had dozens of members sign up and pay for access sight unseen. Their debut on Dragons’ Den brought even more attention, including an offer from one of the dragons, which they ultimately declined. The appearance captured the attention of several high-profile investors, including former NBA Champion Matt Barnes, who is currently in discussions to bring Safe Sweat to Los Angeles. In addition to his investment interest, Barnes will also serve as an advisor to the brand. “Safe Sweat... this is the future,” says Barnes.
While the initial focus is on expanding across British Columbia, Ozgur and Kloegman have their sights set on bigger horizons. “We plan to grow quickly,” says Kloegman. “The first five locations will likely be in B.C., but we’re open to moving into other provinces quickly—if the right partner comes along.”
Ready to Be Part of the Revolution?
For those worried about the saturation of the fitness market, Ozgur offers a compelling perspective: “Only 15 to 25 per cent of the population currently holds a gym membership. That leaves a massive portion of the market untapped. Combine that with the fact that many people have fitness equipment at home but still struggle to stay motivated, and you can see why Safe Sweat is such a game-changer.”
For franchise partners and investors, the time to act is now. Being part of a brand in its early stages offers unparalleled opportunities for growth and impact. And with the hands-on support of Ozgur and Kloegman, franchisees will have every tool they need to succeed.
“We’re being very intentional about who we bring on as our first franchise partners,” says Ozgur. “These initial locations are incredibly important to us. We want partners who share our vision and our commitment to creating something truly special.”
Safe Sweat isn’t just another gym franchise—it’s a movement. It’s a reimagining of what fitness can be, offering privacy, luxury, and flexibility in a way that resonates with modern lifestyles.
As Safe Sweat prepares to expand, the opportunity to join this transformative brand has never been better. Whether you’re an experienced fitness professional, a savvy entrepreneur, or simply someone looking to make a difference in your community, Safe Sweat offers a chance to be part of something truly ground-breaking. Safe Sweat isn’t just redefining fitness—it’s redefining possibility. Are you ready to be part of the future?
To learn more about franchise opportunities, visit https://safesweat.com/franchise-opportunity/ or contact us at franchising@safesweat.com
THE DYNAMIC WORLD OF FRANCHISING
The new year may be a time of fluctuating change, but one thing remains certain: franchising is a strong option for those looking to kickstart their own business in 2025. With an influx of innovation and new technology to help adapt to changing consumer behaviour and a rapidly evolving economic landscape, franchising provides a solid foundation to help guide business owners into the future.
This franchising trends package will help you prepare for the year ahead, with information about the sectors to watch, the new technology helping business owners thrive, and an analysis of consumer trends. With in-depth data from CIBC, Environics Analytics, FranNet, and Moneris, and with insights from the CFA’s supplier brands, we paint a picture of what to expect from franchising in 2025.
While some challenges will remain, economic conditions are expected to improve in 2025. Our experts suggest franchising will continue to be a viable option for entrepreneurial Canadians in the year ahead, especially when it comes to service-focused industries that consumers rely on. Now’s the perfect time to get established and take advantage of an upswinging economy. Plus, find out how you measure up against the average prospective franchisee and read about the franchise brands using AI, machine learning, and new tech to boost their businesses.
Franchising is an industry that embraces change and provides innovations for professionals on their journey to success, no matter the challenges they face. This will certainly be the case in 2025, as options and opportunities in the industry abound. Interested in taking the leap in 2025? This package is a must-read as you look to make your business ownership dreams come true through the power of franchising.
The Good, the Better, and the Best to Come
Wondering what’s ahead for the franchise industry? From the categories with the biggest growth opportunities to the power and potential of AI, here’s what you need to know as you embark on your franchise journey in 2025
2024
brought with it many ups and downs in the forms of a fluctuating economy, rising inflation rates, and labour concerns in many of the sectors that franchising operates in. With these cautionary tales in mind, we tapped Gary Prenevost, a franchise consultant with FranNet and a well-recognized face to those who have attended Canadian Franchise Association events both in person and virtually, to comment on where the next 12 months will take our industry.
Franchise Canada (FC): What sectors within Canada’s franchising industry are poised for the most growth in 2025, and how will franchise brands within these sectors need to pivot to keep up with demand?
Gary Prenevost (GP): 2025 should be a very strong year for franchising in Canada, but given the economic uncertainties on the horizon, Canadians will be seeking lower cost opportunities that mitigate risk.
The appetite for low-cost service-based businesses will likely see strong interest in 2025; these include home- and
mobile-based service franchises, such as:
• residential cleaning and janitorial services;
• B2B professional services, including business coaching, marketing, and financial services;
• home improvement/home maintenance; and
• senior care (medical, non-medical, relocation, etc.).
Location-based businesses are substantially more expensive, and several sectors should continue to see strong growth, but given the higher investment, risk mitigation will be important. To mitigate risk, look for franchises that are more need-based than want-based—people buy need-based products and services, regardless of what the economy is doing, while impulse purchasing drives want-based businesses. The softer the economy is, the less money families have to spend on things they enjoy but don’t necessarily need.
Some categories to pay attention to are:
• specialty pet products and services;
• health and wellness (with more emphasis on health); and
• automotive service, especially in the tires services niche.
Franchisors must demonstrate the ability to capture and analyze customer data and ensure that franchisees consistently offer the experience at or above customer
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expectation level. This means investing in AI and stronger field coaching.
FC: Though efforts have been taken to reduce inflation at a government level, there is still concern among Canadians about the cost of living and the economy. Why and how does franchising remain a viable pathway to entrepreneurship and potential financial freedom?
GP: Inflationary pressures have taken their toll, and the second half of 2024 has seen slower job growth; FranNet clients report that it has also been taking longer for people to find their next job than in 2023. While inflation is shrinking, we’re also seeing significant weakness in the Canadian dollar, which will likely drive up the cost of some goods and further contract the job market. Even in times when good jobs are scarce, people still have to work, and some therefore consider franchise ownership. Franchise ownership is a risk mitigation and time compression strategy. Risk is mitigated because franchisors have invested hundreds of thousands to millions of dollars while harvesting the collective experience of all their franchisees over time, to build and optimize their business systems and processes. New franchisees benefit from using this proven track as a foundation instead of having to figure everything out on their own. This is then coupled with the initial training that franchisees receive to rapidly learn the core functions of the business, and ongoing coaching to ensure they’re focused on building the right skills to grow their businesses faster than they would as an independent, non-franchised business owner.
Not all sectors will perform well though, due to some strong headwinds the Canadian economy is facing, including:
• Labour shortages, especially for entry-level workers, which will only intensify in 2025. 2024 saw significant changes to the typical supply of hourly transient workers, the temporary foreign worker program was redefined, and the Canadian government has significantly reduced their immigration quotas and gutted support for international students.
• The Canadian dollar is lagging. Our currency is forecast to drop to $0.67 USD in the coming months, which will bring additional inflationary pressure to the cross-border supply chain. Many franchises sold within Canada are U.S.-based, with franchise fees in USD, so the cost to launch will be higher.
FC: Home sales have remained relatively flat this year, but the Bank of Canada has cut rates, which may provide some relief. Does this indicate that there may be greater demand for home renovation services now, and possibly services within the real estate market in the coming years?
GP: The home renovations industry is considered an oldgrowth industry that shows incredible resilience regardless of economic cycles, and this pattern should continue in 2025. Because home and condo sales are likely to remain soft until we see further interest rate cuts, many Canadians are deciding to stay put and improve/expand their living quarters, which should continue to fuel the home improvement franchise sector. The Canadian dollar is the weakest it’s been in many years, so some tempering of this sector’s growth should be expected due to the higher cost of imported goods needed for the home improvement sector.
FC: In previous years, senior services have been an in-demand sector, due to the aging population. Is this a trend that will continue into 2025 and beyond?
GP: The senior demographic continues to grow substantially while our healthcare system struggles to keep up with providing adequate care for the aging population; this fuels the demand for senior services and will do so for the foreseeable future. While medical and non-medical in-home care makes up the backbone of franchises serving this sector, one should consider franchises that provide services to seniors for things like relocation assistance and work that seniors struggle to do for themselves (e.g. yard maintenance, residential cleaning, transportation, etc.)
FC: Are tech-focused franchise companies on the rise? And how are franchise brands in other sectors embracing today’s rapid advancements in AI and other new tech?
GP: Because technology evolves so quickly, it’s difficult to build a franchise model focused on technology as a service, other than the break-fix model for repairing damaged hardware. We’ll likely see a few franchisors enter the “AI-as-a-service” market over the next few years as an add-on to other B2B professional services already being offered.
Technology will absolutely influence franchising, though. Strong franchisors are adopting AI to harvest and process consumer data faster, optimizing customer attraction, customer retention, and operations to help franchisees improve their performance.
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FC: Overall, how do you predict the franchise industry will change—or remain the same—in the coming year?
GP: We anticipate strong new franchise growth in 2025. There are several factors driving this growth, including:
• The aforementioned shrinking job market pushing more people to consider business ownership.
• Companies adopting mandatory return-to-office policies—we’ve seen a notable increase in desire for work/life flexibility in the past two years, and many people have come to cherish this flexibility and are seeking self-employment to keep it.
• Millennials and Gen Z seeking self-employment in the hope of realizing a sense of social contribution; while many Gen Zers will rely on “the bank of mom and dad” for funding, Millennials are now mid-career and should have built enough wealth to leverage financing.
• The near-unreachable cost of housing in Canada’s biggest cities; some people will use their savings to buy a business instead of a home, giving them the ability to create wealth far faster than traditional
employment so that they can achieve home ownership much faster. It also gives them greater location flexibility, including moving to other cities to get the right business in an optimal location.
• The growing movement away from DEI policies may trigger feelings of exclusion and limitation for some people; self-employment is a clear option to counter this negative culture change.
While new franchise growth will be strong, it doesn’t mean new franchisees will have an easy path. With the economic uncertainties and headwinds, Canada is likely in for a softer economy in 2025. It might be more challenging to start a new franchise during a slower economic cycle, but people who do launch will build a solid foundation of staff, leadership skills, and customers so that they’ll be first in line to take advantage of the lengthy growth cycle that historically follows a short economic slowdown.
All things considered, 2025 should be a great year to consider franchise ownership!
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Canadian Economic Outlook for Franchise Owners in 2025
Why franchise professionals should be optimistic about 2025, in spite of looming political headwinds
CONTRIBUTED BY CIBC
As we enter 2025, Canadian franchise owners must navigate an evolving economic landscape characterized by cautious optimism and emerging external pressures. Insights from CIBC indicate that the Canadian economy is expected to achieve a soft landing and see growth accelerate in 2025. Downside risks loom large, however, as that outlook does not factor in the effects of any potential tariffs Presidentelect Donald Trump may place on Canadian goods. This article explores key factors influencing this outlook and their specific impacts on franchise businesses across various sectors.
The economic landscape
The Canadian economy has faced a tumultuous period over the last two years, marked by high inflation, high interest rates, and stagnant growth, particularly in percapita terms. However, as we enter 2025, the Bank of Canada (BoC) is expected to continue cutting interest rates, supporting an acceleration in GDP growth. CIBC projects that the Canadian economy will experience just under two per cent growth in 2025, and a pickup to 2.5
per cent in 2026. That will be supported by a recovery in the labour market and increased demand as lower interest rates feed through to economic activity. There’s also room for a recovery in productivity to help drive growth, offsetting the impact of slower population gains. This growth trajectory is critical for franchise owners who rely on consumer spending and economic stability.
Key factors for cautious optimism
1. Inflation management. CIBC reports that Canada has effectively controlled inflation, with core inflation, which excludes food and energy costs, expected to remain around the two per cent target next year. This stabilization has allowed the BoC to pivot its focus from combating inflation to stimulating economic growth. The impact will be seen in the following types of franchise businesses in 2025:
• Restaurants: A stabilization in inflation for ingredients and supplies could allow restaurant franchise owners to maintain menu prices, thereby attracting more customers, where demand will be helped by labour income growth.
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• Retail: Retailers can provide more stable pricing without sacrificing profit margins and denting demand.
• Service: A return to normal purchasing power for consumers should increase demand for services among franchised providers.
2. Interest rate projections. CIBC forecasts that the BoC will significantly lower interest rates in 2025 to stimulate GDP growth. If the threat of broad-based tariffs from the U.S. comes to fruition, the BoC will likely have to cut more than currently expected, weakening the Canadian dollar. The areas which could be affected include:
• Cost of borrowing. Lower interest rates will reduce financing costs, enabling franchise owners to invest in expansion or renovations.
• Export opportunities. A weaker Canadian dollar can enhance the profitability of franchises that export goods, making their products more affordable for international buyers, particularly outside of the U.S.
• Supply costs. Franchise businesses based in the U.S. that import goods may face higher costs, prompting a review of supply chains and consideration of domestic sourcing.
3. Labour market dynamics. Unemployment is becoming more broad-based across demographic groups in Canada. The acceleration in demand due to lower interest rates will allow employers to increase headcounts without putting much pressure on inflation, as there is ample labour market slack. Franchise businesses should be optimistic in the following staffingrelated areas:
• Job gains: Increased hiring can lead to better service levels, enhancing customer satisfaction and loyalty.
• Productivity improvements: Franchises can expect improved productivity, translating into higher revenues. Investing in technology can further enhance customer engagement and operational efficiency.
The path forward
For franchise owners, understanding these economic trends is essential for strategic planning. The anticipated economic recovery presents opportunities for growth but requires vigilance in monitoring external pressures.
External pressures from the tariff threat
While the economic outlook in Canada is positive for 2025, external pressures, particularly from the U.S., pose
risks. The potential for tariffs on Canadian imports could significantly impact businesses, especially those integrated with U.S. supply chains. This could make Canadian products more expensive and reduce competitiveness in the U.S. market.
Recommended strategies for franchise owners
To navigate the uncertain landscape while capitalizing on positive trends, CIBC recommends the following strategies:
• Focus on cost management. Prioritize cost management strategies, such as renegotiating supplier contracts or exploring alternative sourcing options.
• Leverage financing opportunities. Take advantage of lower interest rates to secure financing for expansion or operational improvements, including technology investments.
• Enhance labour utilization. Focus on attracting and retaining talent by offering competitive wages and benefits to build a motivated workforce.
• Adapt to currency fluctuations. Develop strategies to mitigate the impact of a weaker Canadian dollar, such as diversifying suppliers or increasing local sourcing.
• Monitor economic indicators. Stay informed about economic indicators, including inflation rates, interest rates, and labour market trends, to make informed decisions.
The Canadian economic outlook for 2025 is one of cautious optimism, driven by effective inflation management and favourable interest rate projections, and the corresponding increase in demand that is expected. Franchise owners should leverage these insights to make informed decisions that will position their businesses for success in the coming year. By staying attuned to emerging external pressures like the tariff threat, franchise owners can mitigate uncertainty and adapt strategies accordingly. With a proactive approach, franchised businesses can thrive in the evolving economic landscape of 2025.
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How Far We’ve Come!
Who better to ask about the wild, wonderful world of franchising and its evolution over the years than those who have been there to support franchise systems?
Franchise Canada posed a series of questions to three franchise support service/ supplier members to get a fresh perspective on where the franchise industry has been, and where it’s going
1) How does franchising today compare to franchising at the turn of the 21st century?
Greg Nisbet, managing director at RadioMogul, a custom in-store radio service: As it happens, I was actually a franchisee at the turn of the century, running the Toronto operation of a global education franchise. I already had my own school, but I decided to be a franchisee for my second location, in order to tap into a much larger business network. I don’t think that basic rationale has changed, but I’d say more entrepreneurs are now aware of the franchise model and how valuable an existing sales network is to grow a new business.
Tate Hackert, president and co-founder of ZayZoon, a financial empowerment platform for modern businesses: Franchising has evolved significantly since the turn of the century, driven by economic pressures like inflation and a more connected, tech-enabled world. Inflationary pressures have pushed businesses to rethink how they attract and retain talent, leading to the rise of innovative employee benefit options. Franchisors now recognize that technology isn’t just a tool; it’s a bridge that connects every aspect of their operations, from tracking performance to enhancing the employee experience. Franchisors have responded by adopting benefits like earned wage access (EWA), which alleviates financial stress and boosts employee retention.
Technology has also transformed how franchisors and franchisees connect. Platforms for time and attendance tracking, integrated payroll solutions, and analytics create operational efficiencies and foster better communication between franchisor and franchisee. These changes reflect the growing focus on leveraging technology to address workforce challenges and improve the overall franchise experience.
2) What are a few types of technological innovations in franchisor development and franchisee support that are currently being used in the industry?
Lyn Walker, marketing manager at Telpay, a platform to simplify payment workflow and boost productivity: One of the most game-changing tools in the franchise industry today is the franchise management system. While some franchises still rely on traditional software, most are making the leap to
“In the restaurant industry, widespread adoption of robotics is still a few years away, but labour shortages will certainly drive adoption at an increasing pace.”
- Greg
Nisbet
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cloud-based platforms—and for good reason. These systems offer a seamless user experience, giving franchisors clear visibility into daily operations. They also make it easier to analyze performance, assess how individual units are doing, and decide on the next steps to drive success.
Another key piece of the tech puzzle is the customer relationship management (CRM) system. CRMs are the ultimate wingmen for managing customer interactions, tracking sales progress, and crafting effective marketing strategies that keep the brand thriving.
When it comes to financial operations, cloud-based solutions like Telpay are making waves. Franchisors can simplify royalty collection from franchisees, ensuring timely payments and offering detailed transaction reports for transparency. Franchisees, on the other hand, can handle payments to suppliers and process payroll for their employees—keeping their operations running smoothly and stress-free.
Hackert: One of the most impactful innovations is EWA, which empowers employees to access their wages instantly as they earn them, rather than waiting for payday and requesting an advance. This is particularly impactful in franchises where time and attendance tracking are already integrated into daily operations.
Over 60 per cent of employees lack the emergency savings to cover unexpected expenses. Leveraging existing systems, EWA solutions seamlessly sync with payroll and attendance data, ensuring employees have instant access to funds without creating administrative burdens for franchisees. This kind of technology not only improves employee satisfaction but also reduces turnover and boosts morale.
Nisbet: For both franchisor development and franchisee support, in my view, it’s all about the data. An incredible amount of possibly valuable information is being generated through many different types of technology—the trick is parsing through all the options and all that data and finding actionable outcomes that will actually help the business.
3) Where do you see the industry moving over the next 10 years when it comes to tech-driven solutions?
Hackert: The next decade will see tech-driven solutions like embedded EWA becoming industry standards. As financial wellness continues to influence employee productivity and retention, franchises will adopt comprehensive financial benefits packages that integrate seamlessly with their existing systems. Franchises that embrace these tech-driven innovations will set the standard, creating a model where technology supports not just the bottom line but also the people who make it possible. The franchises that succeed will be those that adopt a holistic approach to employee wellness and operational adaptability.
Walker: Automation, automation, automation! Simplifying workflows, increasing efficiency. Freeing up people to do the work that computers can’t, not data entry and manipulation.
Nisbet: Both robotics and AI will change the game. In the restaurant industry, widespread adoption of robotics is still a few years away, but labour shortages will certainly drive adoption at an increasing pace. In franchising more generally, with AI, people tend to see it as a standalone thing (like ChatGPT), but its real potential for franchising is how it will be built into existing and new applications that will analyze patterns and data and recommend actions to increase operating efficiency and profitability.
“Franchisors now recognize that technology isn’t just a tool; it’s a bridge that connects every aspect of their operations, from tracking performance to enhancing the employee experience.”
- Tate Hackert
“CRMs are the ultimate wingmen for managing customer interactions, tracking sales progress, and crafting effective marketing strategies that keep the brand thriving.”
- Lyn Walker
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Franchises of the Future
As artificial intelligence and other emerging technology continues to evolve, franchise brands are harnessing these innovations to improve efficiencies for franchisees and help their brands stand out from the pack. Franchise Canada spoke to three brands who have found success with AI tools and other new tech innovations
BY JOELLE KIDD
Fresh Burger
“If there’s a technology out there that will make our business better, we will use it.”
– Jacques Kavafian, founder, president, and CEO
At Fresh Burger, the aim is to sell burgers—no gimmicks, “no mumbo jumbo,” says Jacques Kavafian, founder, president, and CEO. The brand differentiates itself in the fast-casual marketplace with a limited menu focused on excellent quality. “Do few things but be good at what you do,” explains Kavafian.
Despite the classic menu, which hinges on traditional burgers and fries, Fresh Burger doesn’t shy away from novelty when it comes to systems operation. The brand has long been at the forefront of harnessing new technologies to streamline efficiency for its franchisees.
In stores, Fresh Burger has implemented self-serve kiosks for customer orders, as well as digital gift cards and an online loyalty program. Behind the scenes, franchisees use digital tools to manage payroll and scheduling.
Recently, the brand has adopted an AI tool called EZeeAssist, which compiles all documents, training videos, and operations manuals and allows them to be easily searchable. “A franchisee can just text any question— ‘How do I make poutine?’—to what we call the Fresh Burger bot. And then, within eight seconds, you’ll get a text message showing you a video and the procedures about how to make it,” says Kavafian. “I think it’s the best product out there.”
While the brand is eager to implement new technologies, Kavafian notes that, in the sea of new tech products vying for business owners’ attention, it’s important to look for tools that are going to be useful and improve efficiency. “Everything we do is based on making sure our franchisees will make more money,” he adds.
Starting with one of the brand’s corporate stores, Fresh Burger is implementing time-tracking software that allows employees to clock in using their phone and facial recognition software, within 50 feet of a beacon housed in the store. The brand is also looking to expand the use of digital ordering kiosks, which have been a hit with younger customers.
It’s all about being open to innovation, says Kavafian. “You’re either going to adopt technology, or you’re going to disappear.” He says, “If there’s a technology out there that will make our business better, we will use it.”
Learn more at LookforaFranchise.ca
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Chatime
“One of the most practical applications of AI has centred around applying it to read and understand our customer feedback.”
– Thomas Wong , co-founder and president, Kevito Group
With more than 1,500 locations around the globe, Chatime’s popular bubble tea is recognized worldwide. For Chatime Canada, which boasts more than one hundred locations across the country, franchisee success necessitates staying on the cutting edge.
“Our customers are very digitally savvy and techsavvy,” says Thomas Wong, co-founder and president of Kevito Group, the parent company of Chatime Canada. “They’re much younger than the average Canadian consumer, they’re digital natives. They’re looking for us to constantly be on the forefront of things.”
To this end, the brand has been implementing internal, customized tools that harness AI with the goal of greater efficiency within the franchise system. To do this, the brand hired a data engineer to consolidate core metrics like point of sale information, loyalty databases, and external information like customer feedback surveys and online reviews.
“One of the most practical applications of AI has centred around applying it to read and understand our customer feedback,” explains Wong. Using a large language model, Chatime’s custom-built AI tool can synthesize information from across the web.
While this kind of social media monitoring is not new to the industry, Wong notes, using AI to digest so much information has the obvious benefit of speed at a large scale.
“It’s very difficult for any one of our executives to actually be in touch with each one of those 100 stores, so just like other mid-sized chains, we have to deploy tools to help us really get a better sense of what’s happening,” says Wong. “One of the issues historically has been there’s such an increasing torrent of customer feedback that comes at use these days, between digital and traditional channels.”
AI summaries have helped save time, but Wong sees another benefit: uncovering trends and unexpected
connections. “We realized we had a problem with the calibration of one of our pieces of equipment in our stores that was resulting in an impact to product quality,” he notes by way of example. “Honestly, we didn’t really notice it until we started getting the AI summaries, which pointed out that these were not just individual, one-off customer complaints about this product quality issue: there’s a trend here.”
The AI tool has been so helpful for Chatime that Wong is launching a similar product to other brands in the food service space. Called MealMatrix, it will soon be available to other foodservice brands in the North American market.
“We’re in a fortunate place to be a bit on the forefront of some of this work, and seeing the opportunities available,” says Wong. “We’ll see how the future unfolds.”
Learn more at LookforaFranchise.ca
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PropertyGuys.com
“For me, the biggest thing that AI is helping us do is allow us to do our jobs faster and better.”
– Ken LeBlanc, president
Since 1998, the mission of PropertyGuys.com has always been to help home buyers and sellers make more money by offering flexible options for buying and listing homes that “unbundle” real estate services. “We charge a flat fee based on the level of service the home seller selects, not a commission based on the value of the home,” explains Ken LeBlanc, the brand’s president.
Having started as a dot-com company more than two decades ago, the brand has always been “on the forefront of leveraging technology to transform the real estate industry,” LeBlanc notes. Today, PropertyGuys.com’s pioneering tools for customers and franchisees include realtime home evaluations delivered online with an instant estimate for home value, a digital home renovation modelling tool that uses AI to help customers envision what the property would look like with different renovations and redecorations, and online training and support that means franchisees in any location can have full access to consistent training and development programs.
“Even prior to the pandemic, we did a lot of online training,” LeBlanc notes, which put the brand ahead of the game when the business had to shift entirely online. Expanding online offerings during COVID “basically opened up the borders for us,” he says. “We could go anywhere in the world and offer that training and support.”
In 2025, PropertyGuys.com is introducing two new AI-powered tools to help franchisee development. The first is a conversational support tool that can respond to franchisees’ questions about operations instantly. “We have a 178-page operational manual. And right now, if people have questions, they have to comb through it, maybe look at the table of contents and find a section,” says LeBlanc. With the help of an AI chatbot that can scan the manual’s contents, any franchisee question can be answered immediately.
Another new tool is an AI-powered role-playing bot that will simulate real-world scenarios for franchisees and their teams, allowing them to practice anything from
customer support dialogue to making a sale, to presenting at a home show. “It’s a game changer for preparing franchisees for the day-to-day challenge of running their business,” says LeBlanc.
Along with those new tools, AI is useful for creating content like social media campaigns, digital marketing, and listings, and for analyzing sales call recordings to pinpoint more effective scripts. Another tool, which LeBlanc learned about at a Canadian Franchise Association (CFA) webinar, called NotebookLM, creates expanded audio conversations based on the brand’s podcasts.
With all these innovations, LeBlanc says the aim is to support the human beings behind the brand, saving franchisees time and energy and helping make their businesses more efficient. “For me, the biggest thing that AI is helping us do is allow us to do our jobs faster and better. It's not going to replace anybody working here. It just creates efficiency … and it allows us to scale our business. So that's why we’re embracing AI so much, and so are our franchisees—no one has any fear about it.”
Learn more at LookforaFranchise.ca
Portrait of a Prospective Franchisee
Curious as to who is looking for their next (or first) franchise opportunity? These insights from our 2024 Franchise Canada Show attendees paint an intriguing picture of those looking to enter the industry
$50K - $100K 21%
$100K - $200K 16%
$200K - $350K 8%
$350K - $500K 5%
$500K - $1M 5%
$1M 5% N/A 6%
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What Did Canadians Deem “Essential” Retail Purchases in 2024?
Franchises operating in the retail sector know all-too-well the difficulties consumers have faced over the past few years and how they’ve impacted their spending habits. Here, Moneris and the Retail Council of Canada walk us through what we can glean from Q3 of 2024—both positive and negative
BY SANTO LIGOTTI, VICE PRESIDENT,
MARKETING AND MEMBER SERVICES AT THE RETAIL COUNCIL OF CANADA
Article provided by Moneris (Published November 8, 2024)
Each quarter, the Retail Council of Canada (RCC) surveys executive members from mid-to-large sized retailers from coast to coast to obtain an insider’s perspective on retail performance for the past quarter. RCC does not present the results as a statistically representative analysis but rather a retail pulse to help provide context around trends impacting the industry. Respondents from the gas, motor vehicles, or grocery sectors are not included in the survey.
The following commentary is an excerpt of the Retail Council of Canada and Moneris® Data Services report covering the period of JuneSeptember 2024.
The song remains the same: financially stretched consumers continued their focus on what they deemed essentials over the summer, and with a few exceptions, the flight to value that retailers reported during the first half of the year turned into a stampede. Retailers that relentlessly focused on a strong customer value proposition, either expressed in an economic value
position or a remarkable unique value proposition, did better than others.
Several consecutive Bank of Canada minor interest rate cuts have not impacted the trajectory of customer discretionary spending. Retailers report the back-toschool retail season was more of a non-event in terms of year-over-year gains. Retailers report that driving traffic to their stores or websites is challenging, with several telling the RCC that even with aggressive sales events, they are hardly making a dent in traffic. The good news is that margins are in pretty good shape, as are inventories, as retailers expected a soft summer and had planned accordingly. It also seems that when customers are in the store, they buy, so conversion is good.
Supply chain disruptions were the focus at the executive table all summer. We are nowhere near the level of disruption as in the COVID era. Still, between threatened rail labour disputes starting in the spring, the fall’s Vancouver and Montreal port strikes (which both ended in November with imposed binding arbitration), and (now averted) Air Canada labour stoppages, these interferences pose a threat to Canada’s business economy.
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Respondent insights for June to September monthto-date
• For the whole summer, 83 per cent reported sales down from last year
• Sixty-nine per cent forecasting 2024 will be down compared to last year
• Margin percentage up for 50 per cent, margin dollars down for 67 per cent (August)
• Web sales down for 76 per cent (August)
Sales
A sizable majority of respondents, 83 per cent, reported their summer sales were down year-over-year. Most, 69 per cent, anticipated ending 2024 below last year in sales. For most of those reporting a year-over-year decrease in sales, the bottom is not dropping out of the market— growth is just very hard to come by.
The Retail Conditions Report captures respondents' views and experiences across diverse categories (excluding grocery, gas, and auto).
RBC reported that the appetite for discretionary goods remains limited, and that July saw a broad-based spending decline, including decreases in spending on clothing, groceries, and gasoline. On gasoline, average prices across the country are equal to or even favourable compared to last year, which should be positive for retail spending, but is not translating into any discretionary spending lifts, or incremental recreational travel.
Where do retailers think they’ll be at the end of the year compared to last year?
Most retailers see little upside for the back half of 2024 and, in fact, weakness into 2025. They expect consumers to continue to shop, spend, and celebrate the seasons, but not come anywhere near making up for any shortcomings with a super strong holiday retail season.
When asked about Black Friday/Cyber Monday plans for 2024 prior to the holiday season, most retailers stated it was business as usual and that there were no major deviations from prior years. This perspective comes
with experience: for many, sales and promotions did not drive the expected traffic or sales life, so while they were more than ready to compete for Black Friday, there were few incremental plans or strategies.
Customer behaviour
Retailers continue to report that traffic and sales within their stores are soft year-over-year, with 65 per cent of retailers telling us traffic was down versus last year. They also said that traditional promotional activities to drive incremental traffic (sales or discounts) are not very effective. Unconventional promotional activities can break through the clutter, but not necessarily the reluctance to shop and buy once they cross the lease line.
Most report the back-to-school retail season was flat to down, but on the positive side, the Labour Day long weekend had a bit of “pop” to it. An interesting paradox mentioned by several retailers was that when interest rate increases were happening regularly, they witnessed an almost immediate impact on sales the next day and the remaining week.
Unfortunately, the same has not been valid for interest rate decreases. Perhaps the interest rate cuts are too small to break through the consumer value psyche. Still, the cumulative effect of more decreases may break through. For those renewing their mortgage this year or in 2025, the rates are still significantly higher, resulting in higher monthly payments. Record high rents are not impacted by interest rate cuts, at least in the short term—only an increase in rental apartment stock will impact rents. Overall, as one retailer told us, this has become a change management exercise—consumers will need a lot of incentives to break out of their valueconscious shopping ways.
Web sales were down for 76 per cent of respondents, compared to 47 per cent of respondents in April. Traffic was also down significantly, with conversion being up
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for only 33 per cent of retailers. For those with increased sales and traffic, we heard of the benefits of new, better integrated e-commerce platforms.
Retailers and AI—one year later
A year ago, when we asked retailers about their thoughts on the impact of AI on their business, there was a broad spectrum of responses, from somewhat skeptical (“we’ve heard this before with many technologies that have come and gone”) to really engaged and actively using AI already.
When asked if they were more, less, or equally excited about the opportunity for AI to impact their business versus a year ago, the majority were as excited today as they were a year ago.
From an organizational perspective, most retailers have their existing teams learn and use AI, with a few having dedicated AI subject matter experts, analysts, or technologists. There is a positive work culture impact, with teams getting to do exciting things with new and exciting technologies. It also helps manage the concerns over people being replaced by AI.
The Impact of Wages on Consumer Spending
We know that when pocketbooks are tight, people tend to shift their spending—but exactly how much correlation is there between Canadians’ spending habits and how much they make?
BY WALTER BOLDUC, ECONOMIST, THE CONFERENCE BOARD OF CANADA
Article provided by Moneris (Published on November 6, 2024)
As part of its latest partnership with the Conference Board of Canada, Moneris is pleased to present the following authoritative insights from their Index of Consumer Spending (ICS) which has been powered by Moneris® Data Services. The index is a measure of weekly year-over-year changes in transaction data, providing insights into the performance of the Canadian economy.
Index weakens in the third quarter
• The ICS averaged 114.0 points in the third quarter of 2024, 4.3 points lower quarter-to-quarter.
• On a month-to-month basis, the quarter started sour, dropping from 121.1 points in June to 118.0 points in July. The index continued to lose steam in August, with the ICS dropping to 110.4 points. A rebound appeared to be on track in September, with the index at 113.5 points through the first two weeks of the month.
• Since Q3, the Bank of Canada has cut its interest rate by a further 50 basis points (25 basis points in July and September). Lower interest
2025 FRANCHISING TRENDS
rates stimulate spending; however, this process requires time. We expect to see the bulk of the impact resulting from these cuts to invigorate future quarters.
• Consumer price growth has seen meaningful easement so far this quarter. On a year-over-year basis, the consumer price index (CPI) rose 2.5 per cent in July and two per cent in August. At the time of this writing, CPI estimates for September have not yet been released; however, colder labour markets and weaker consumer spending indicate that September’s growth shouldn’t see any major deviations from this trend. (Ed.’s Note: The CPI rose 1.6 per cent in September, matching the trend of slowing growth).
• One of the bigger shopping months of the year is August due to the surge from back-to-school shopping. However, this month was considerably lower this year than it was the year before.
Key insights
The unemployment rate is nearing its peak. The unemployment rate has been gradually increasing throughout the year. Over the past three months, the unemployment rate hit an average of 6.5 per cent compared to 6.3 per cent in the second quarter. The Conference Board of Canada forecasted that the unemployment rate will reach an average of 6.7 per cent in the final quarter of 2024. However, this is expected to be the peak. As the impact of lower interest rates continues to work their way through the economy, the labour market will pick up, which will bolster spending.
Wages are still growing, but not like they used to. As part of the cooling labour market, employee wage growth has slowed down. In the third quarter, we estimate wages rose four per cent year-over-year, the slowest rate in over two years. With the labour market continuing to cool and inflation concerns fading well into the rearview, wage growth will continue moderating, dampening consumer spending in 2025 despite more favourable job prospects.
Belts are tighter but will loosen. The household savings rate rose early this year, but The Conference Board of Canada forecasts it will gradually decline in the second half of 2024 and heading into 2025. Taking a bite out of savings is household debt, which is forecast to have increased by 2.1 per cent in the third quarter due to higher mortgage debt. As interest rates continue declining, growth in interest payments will cool, freeing up savings for discretionary spending. However, it is important to note that many households will still be renewing mortgages at much higher interest rates than five years ago, limiting the potential upside of spending over the next two years.
Lower interest rates stimulate spending; however, this process takes time. We expect to see the bulk of the impact resulting from these cuts to invigorate future quarters.
As the impact of lower interest rates continues to work their way through the economy, the labour market will pick up, which will bolster spending.
The Changing Landscape of Household Trends and Food Spending
Who will be spending the most in the foodservice space in 2025?
The professionals at Environics Analytics, a Toronto-based data and analytics consultancy firm, walk us through the trends for the upcoming year
BY ANNA RACOVALI & SANDRA WARE, ENVIRONICS ANALYTICS
As we look ahead to the next three years, the Canadian demographic landscape is set to shift significantly. Diverse families and young singles and new families, two key audience groups in the Canadian market, are leading the charge in household population and income growth. These groups are growing in numbers and economic influence, shaping trends across various sectors, including the food industry.
Spending and behavioural insights
Post-pandemic, quick service restaurants (QSRs) witnessed strong recovery and growth. Throughout 2024, in-store visitation has steadied, with a focus shifting towards food delivery options, such as Uber Eats. Additionally, the cost of living and food costs have significantly increased, causing diverse families and young singles and new families to be more selective and thoughtful in where they spend their money, and how much. These groups are perhaps not visiting in-store QSRs as much and are taking advantage of home delivery instead. This shift in dining preferences and behaviours highlights the ongoing impact of economic factors on consumer choices.
Diverse families
A sector of 9.8 million people nationwide, diverse families comprise almost a quarter of Canada’s population. This group is predominantly found in Ontario, with 41 per cent residing in the Toronto Census Metropolitan Area. With 62 per cent belonging to a visible minority group, they represent a variety of backgrounds, with
many being first-generation immigrants to Canada, often speaking non-official languages. There is also a strong presence of permanent and temporary residents within this group, with most newcomers arriving from India, China, and the Philippines. Diverse families are expected to see some of the largest growth in household population (six per cent) and average household income (11 per cent) over the next three years.
Diverse families tend to spend 21 per cent of their household income on food, comparable to the national average. Roughly 35 per cent of their food spend goes towards food purchased from restaurants, up two per cent from last year, closely aligned with the Canadian average.
Despite their average dollars spent on food, diverse families show a strong preference for ordering food for home delivery, whether through QSR or food delivery services like Uber Eats. They order home delivery frequently, with an above-average rate of ordering once a week or more. However, they continue to enjoy dining at fast-casual restaurants at high rates, indicating a preference for quality and convenience. They also tend to be receptive to new foods and cuisines, frequently visiting Chinese, Thai, Indian, and other ethnic restaurants.
As the population of diverse families continues to grow, the demand for diverse and convenient food options will increase.
Young singles and new families
Young singles and new families comprise Canada’s younger population, working either white-collar or
2025 FRANCHISING TRENDS
service jobs. They account for 17 per cent of Canada’s population and are often found in urban centres such as Montreal, Toronto, and Vancouver. While earning belowaverage incomes today, they are expected to see the highest income growth (12 per cent) over the next three years. Like diverse families, young singles and new families come from a wide range of ethnic backgrounds, with 32 per cent of residents identifying as a visible minority. Young temporary and permanent residents also tend to fall within this group, with an above-average presence of newcomers from India.
This group typically allocates a below-average portion of their income to food, which aligns with their earnings. However, when they do spend money on food, they are more likely to choose to spend it at full-service restaurants and quick service restaurants (QSRs). They dedicate nearly 40 per cent of their food budget to dining out—whether takeout or dine-in—significantly above the national average.
Like diverse families, young singles and new families enjoy ordering food for home delivery through QSR or third-party services such as Uber Eats, Skip, etc. They
have an above-average frequency of ordering food, at least once a week. As this group is often found in urban areas, they benefit from the convenience of living and working near a wide variety of food options. Young singles and new families prioritize cultural sampling and believe that other cultures have a great deal to teach us, particularly through traditional foods from various cultures. This group frequently eats Chinese, Indian, Greek, and other ethnic foods.
Unsurprisingly, the most diverse audiences in Canada—diverse families and young singles and new families—are expected to see the most significant growth in population and income over the next three years, positioning them as key influencers in the food industry. As these groups continue to expand, their spending habits and preferences will shape the future of dining, with a notable shift towards home delivery. As the cost of living and food continues to rise, these groups will indeed become more thoughtful about how and where they spend their money. Understanding these trends is
cial for businesses catering to these dynamic and evolving demographics.
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CHILL TRAVEL PLAY
3 franchise brands redefining relaxation
BY STEFANIE UCCI
In our busy lives, finding time to unwind can feel like a luxury. But the good news is, there’s a new wave of franchise brands making it easier to take a break, whether it’s by offering a home away from home, a hassle-free ride, or even just entertainment for kids. Here, Franchise Canada highlights three standout brands redefining travel and leisure. They each offer a unique opportunity to provide a little bit of rest and relaxation—they’re also creating opportunities to bring some much-needed joy to your business life, too. Read on to discover the brands making it all possible.
Bricks 4 Kidz
Bring back the nostalgia of childhood with Bricks 4 Kidz, an edutainment franchise that helps children develop essential STEM skills while having fun playing with LEGO ® bricks. This brand bridges the gap between education and entertainment, with programs that are designed to make learning engaging and enjoyable. Through handson play, children can absorb STEM concepts while fostering their imagination and creating a sense of accomplishment in their creations.
“Bricks 4 Kidz combines the universal appeal of LEGO ® bricks with a structured curriculum rooted in STEM education,” says Nishant Verma, Bricks 4 Kidz’s director of franchise development. “Its programs not only entertain but also educate, teaching children skills like problemsolving, teamwork, and engineering concepts. Parents are happy because they know their kids are away from screens and learning principles of STEM, while the kids are happy because they’re playing with the most reputable toy of all time.”
Verma says he was excited to join Bricks 4 Kidz because it presented an opportunity to develop a career that has a meaningful impact on young minds. “Seeing the difference we make in fostering children’s curiosity and critical thinking truly resonated with me.”
Bricks 4 Kidz is offering single-unit, multi-unit, and master franchise opportunities. Franchise owners can benefit from more than 20 streams of revenue, like school STEAM labs, pre-school, after-school programs, field trips, birthday parties, “Kidz Night Out”, summer camps,
“WE ARE ALWAYS INNOVATING AS OUR IN-HOUSE R&D TEAM IS AT WORK TO STAY RELEVANT AND CREATE NEW CURRICULUMS BASED ON CHANGING NEEDS.”
–
Nishant Verma, director of franchise development, Bricks 4 Kidz
robotics, coding, video game designs, movie making, drone coding, and more.
As for the ideal franchisee, no specific educational background is required but a passion for the brand purpose is a must. They should also have strong organizational and communication skills, a desire to positively impact their community, and an entrepreneurial mindset.
So, what makes this such a standout brand? Well, they do everything in-house! Bricks 4 Kidz has a proprietary curriculum and technology, as well as educators and a marketing team to support their franchisees. “Our teams are in different time zones, as we are a global franchise, so this ensures 24/7 support. We are always innovating as our in-house R&D team is at work to stay relevant and create new curriculums based on changing needs,” says Verma.
His advice for those considering investing in a Bricks 4 Kidz franchise is to embrace the mission wholeheartedly. "Passion for education, the drive to inspire children, and a commitment to shaping tomorrow's innovators—while actively engaging with parents and schools—are essential for success." And a passion for building LEGO ® would help, too!
Learn more at LookforaFranchise.ca
Choice Hotels Canada
Whether you’ve spent a night at a Comfort hotel, a weekend at a Quality property, or a week at a boutique Ascend Hotel Collection locale, there’s one thing these hotel brands have in common: its parent company, Choice Hotels Canada!
With more than 7,500 hotel locations worldwide, and found in more than 200 markets across Canada, Choice Hotels is an exceptional “choice” for those interested in joining the hotel sector of the franchise industry.
“I think what makes us stand out the most is the fact that we are a Canadian entity, with a full team and boots on the ground across the country in all functional areas, from marketing, sales, revenue management, operational support, and more,” says Brian Leon, CEO of Choice Hotels Canada.
He explains that its franchisees come from a variety of backgrounds and experiences—it’s what makes this business so interesting! “There’s no one particular type of franchisee that’s drawn to the hotel industry. We see our diversity as a strength, as we can adapt our service model to all different types of ownership structures. Our system ranges from multi-unit corporate owners to new business owners who are first-time hotel owners, and everything in between.” He adds that the brand is seeing newer franchisees join who have experience in other franchise models, like fast food. “I believe the hotel franchise space provides the opportunity to build levels of equity and wealth that I’ve not seen in other franchise businesses.”
“I BELIEVE THE HOTEL FRANCHISE SPACE PROVIDES THE OPPORTUNITY TO BUILD LEVELS OF EQUITY AND WEALTH THAT I’VE NOT SEEN IN OTHER FRANCHISE BUSINESSES..”
– Brian Leon, CEO, Choice Hotels Canada
What are the benefits of joining this system? Well, it starts with business delivery via a central reservation system, which is responsible for a large portion of hotel revenue. There’s also the Choice Privileges loyalty program that attracts and retains business. Plus, Choice University offers an exceptional training platform for new business owners. Additional support includes operations, platforms, and resources designed specifically to create an easier-to-implement way for franchisees to run their businesses. “One of the things we’re very focused on is always having the strongest possible value proposition for our franchisees,” says Leon.
At the end of the day, there are innumerable franchise opportunities across the country and worldwide. So, how does one find the perfect brand for them? “It’s important to recognize not all businesses and franchise systems are created equal,” explains Leon. “I’m a huge believer in what a strong franchisor can bring to a business, but that doesn’t mean it’s true in all cases. So, being diligent about doing your research is the best advice I could give.” Don’t sleep on that advice!
Driverseat
“THE KEY FOR US IS TO LOOK FOR CORE VALUES ALIGNMENT— PEOPLE WHO ARE ALIGNED WITH THE VISION OF THE COMPANY.”
– Luke Bazely, CEO and co-founder, Driverseat
Picture this: you’re gearing up for an exciting vacation getaway with your family, the bags are all packed, and the kids are excited as can be. There’s just one more item on your checklist—you need a ride to the airport!
With lots of people and luggage in tow, Driverseat is your one-stop shop for private and customizable shuttle solutions to get you from point A to B in peaceful ease. When travel plans get hectic, Driverseat is there to provide a comfortable and convenient ride for all types of needs. Driverseat’s services include wedding shuttles, brewery tours, corporate events, and sports games, while their specialized Care+ service provides transportation services for seniors and other vulnerable individuals that require more care. There’s a ride for guests of all ages and needs.
Just take it from CEO and co-founder Luke Bazely. Having been with Driverseat since day one back in 2012, Bazely believes the uniqueness of the brand is what makes it stand out so well as a business opportunity.
“Franchising is a big space and there’s lots of players out there, but we’re the only ones doing what we do,” says Bazely. “We have a really high-scale opportunity, and the upfront investment is quite low.” Driverseat has a wide range of revenue generation opportunities, including travel in high tourism areas, business to business, business to government, and other contract work. When it comes to what the Driverseat team is looking for in investors, rest assured that anyone can be taught every aspect of running the business. “The key for us is to
look for core values alignment—people who are aligned with the vision of the company. So, we’re looking for a cultural fit first and foremost, rather than experience or education,” explains Bazely.
He adds that he doesn’t measure the success of the system by the number of franchise locations or units open but by KPIs, including whether it’s meeting system revenue goals to achieve a nine-year target. If they can achieve those revenue goals, regardless of the number of units, that’s more important. He also takes customer and franchisee satisfaction into consideration of the brand’s overall success. So, if there are fewer Driverseat franchisees but they’re building much bigger businesses and are happy with their performance, then that’s more indicative of success. The brand exemplifies the ethos of quality over quantity.
Bazely’s ultimate advice is to really understand your “why”; that is, why you want to be in business. From there, you can then recognize how well you fit within a specific franchise system. “The actual work is not really what makes people successful or not—it’s about whether they align with the goals of a franchise, and if the goals align with what their own ‘why’ is,” he advises.
Learn more at LookforaFranchise.ca
PIZZA:
The Ultimate Comfort Food
What’s more comforting than a cheesy slice of ‘za? Not much! These pizza-forward brands are serving up slices for their customers—and success stories for their franchisees. Join us as we explore the many piping-hot opportunities available in this perennial restaurant category.
241 Pizza
What’s better than one pizza? Two! That’s the promise of 241 Pizza, a Canadian pizza franchise with a catchy phone number (241-0-241) and a commitment to locally sourced ingredients. With more than 70 locations in Ontario, Western Canada, and Newfoundland & Labrador, the brand is backed by nearly 40 years of refining operational expertise and is ready to expand further with the support of franchise partners.
A true turnkey opportunity, opening a 241 Pizza location typically costs around $365,000, including a $30,000 franchise fee, architectural drawings, equipment, a three-week training program, and more. The brand looks for spaces from 800 to 1,200 square feet and is aiming to expand across Western Canada and Newfoundland & Labrador, with eyes on the rest of the country.
Boston Pizza
As Canada’s premier casual dining brand, Boston Pizza’s comprehensive business model offers a full-service, familyfriendly restaurant, a lively sports bar, a sophisticated take-out and delivery platform, and an inviting patio. These four unique opportunities provide a strong foundation for franchisees to thrive.
Today, Boston Pizza proudly serves communities across Canada. Over the years, the brand has been recognized as a platinum member of Canada’s 50 Best Managed Companies, as a Great Place to Work, and has been awarded by the CFA in numerous categories, adding to the many accolades earned for their commitment to franchisees and communities. Boston Pizza and its franchisees actively support local causes, helping to raise over $37 million for charities across Canada.
Boston Pizza welcomes franchisees from diverse backgrounds, with a passion for entrepreneurship, community involvement, and a commitment to fostering a strong team and delivering exceptional customer service.
Bācaro Pizzeria
For consumers looking for a more refined way to enjoy a traditional pie, Bãcaro Pizzeria delivers in more ways than one. The brand’s Venetian-inspired décor and menu elevate pizza night from ho-hum to yum-yum, while satisfying the entire family’s palate. Its locations also offer the perfect date night spot, with happy hour drinks and a variety of Italian dishes on offer.
With its eyes looking to expand across Canada, Bãcaro Pizzeria is searching for franchisees with investment capabilities up to $1 million, including a $30,000 franchise fee. Its royalty fees (five per cent), national advertising fund fees (two per cent), and local advertising fees (one per cent) ensure that the company remains on the cutting edge of the full-service restaurant segment, even in the always-popular pizza sector.
Café 22
True pizza lovers know that stone-fired pizza is a dining experience unlike any other, and when paired with a quality glass of vino, there’s absolutely nothing better. That’s what Café 22 provides its guests: classic Italian eats with a contemporary twist, all in a relaxed, upscale environment.
For those with an entrepreneurial spirit who are looking to join the growing Café 22 family, an investment of $750,000 to $1 million is required—and, of course, a personal penchant for pizza can’t hurt either!
Double Double Pizza & Chicken
Perhaps nothing pairs better with pizza than chicken wings, and Double Double Pizza & Chicken delivers both in spades! Specializing in delivery and takeout, the company has grown to over 40 locations in Canada and is hungry for more!
Opening a Double Double location will cost selected franchisees approximately $135,000, which includes assistance in areas such as real estate, financing, equipment selection and purchasing, and leasehold. Want to get started even faster? Resale locations will allow new franchisees to truly hit the ground running.
Learn more at LookforaFranchise.ca
Famoso Neapolitan Pizzeria
A fast-casual atmosphere, hand-crafted techniques, and best-of-the-best ingredients come together to make Famoso Neapolitan Pizza a restaurant worth talking about. Offering a menu beyond the standard pizzeria fare, including sandwiches and tapas, Famoso franchises deliver a taste of Italy to customers, with an added bonus: the brand’s house beers, Benchmark Pale Ale and Lager.
Prospective franchisees who pride themselves on delivering top-notch service would be perfect for Famoso ownership. Franchisees should possess unencumbered cash of $350,000 to $700,000 and best of all—no pizzeria experience is necessary: Famoso’s comprehensive training lasts eight to 12 weeks, followed by three additional weeks of training at the newly opened restaurant.
Enoteca Monza
Memories of dining with Nonna and Nonno were the inspiration behind Enoteca Monza, where the love of Italian pizza and wine come together to deliver delightful, satisfying meals to hungry customers across Canada. The “pizzeria moderna” has an upscale interior design to match its menu, and the brand is ready to welcome its next generation of franchisees into the fold.
Backed by the Foodtastic family of brands, Enoteca Monza locations are subject to a $40,000 franchise fee, with a total projected cost of around $2 million. Though most major Canadian markets would be the perfect home for a location, a centralized population of around 75,000 is ideal, and areas where hungry shoppers would stumble upon the pizzeria’s offerings, including malls, entertainment centres, and downtown locations, would be an amazing fit.
Gino’s Pizza
With a namesake like Gino, customers know they are getting a quality, authentic pizza experience when they order from Gino’s Pizza. The brand’s experience spans more than 40 years and 100 locations within Ontario, and the company has its eyes on soon reaching (and surpassing) the 125-store benchmark.
Franchisees who value independence and desire control over their future would fit in well in the Gino’s family, which is itself looking ahead, aiming to partner with international master franchisees to deliver their pies in countries outside of Canada.
Greco Pizza Restaurants
Not satisfied with hinging its reputation on pizza alone, Greco Pizza locations dazzle the senses with unique menu items that have put the brand on the map, including donairs and their trademark OvenSubs.
Head office assists with site selection and provides robust training and is fully invested in the success of its franchisees. If you’re in the market for an opportunity that provides flexibility at a reasonable (up to $360,000) investment, Greco ownership might be right for you.
New Orleans Pizza
Despite its south-of-the-border inspired name, New Orleans Pizza is a recognized pizza brand born in Ontario that has captured the hearts and tastebuds of those in the northern and southwestern portions of the province, with additional shops cropping up in Nova Scotia. Canadian-owned and operated since 1978, the brand is committed to using locally sourced ingredients paired with innovative techniques to deliver pizzas that keep its customers coming back.
Typical locations cost around $326,000, and while financing is available, the company prefers a cash investment of around 40 per cent. For those selected to join the team, extensive supports are included, including site selection and lease negotiation, marketing and brand awareness, ongoing business development, and other assistance to put franchisees on the path to success.
Jacques Cartier Pizza
Chicken wings, poutine, submarine sandwiches: Jacques Cartier Pizza does so much more than simply sling pies. In addition to their mouthwatering menu, the company encourages brand recognition through community involvement at all levels of the organization, embedding themselves with local initiatives and providing franchisees with an investment that not only provides an income but something they can truly be proud of.
Proudly based in Quebec, Jacques Cartier Pizza is snugly situated in the south shore of Montreal, but there are plenty of opportunities for expansion. Join its 15 thriving locations and learn the meaning behind running your own business with professional support. Learn more at LookforaFranchise.ca
Pacini
Pacini takes its flavours straight from Nonna’s table. The authentic flavours of lo Stivale guide the pastas, desserts, and yes, pizzas on offer at restaurants across Ontario, Alberta, and Quebec. Locations and dishes are designed with an upscale flair, so diners can feel fancy without breaking the bank. An allyou-can-eat Bread Bar rounds out the exclusive offering.
With 25 units so far in Canada, Pacini is spreading its ethos of happiness and wellbeing across Canada, and for an investment of $1.5 million, prospective franchisees can join in on the action.
Panago Pizza
For over 30 years, Panago has been committed to crafting highquality pizzas, as well as salads, sides, and more items that align with consumer trends and drive innovation to elevate the dining experience in the quick service restaurant industry.
Panago has developed an operational system designed to meet the distinct needs of each franchisee’s market. Supported by experienced leadership and dedicated teams, franchisees are set up for success and equipped to unlock their full potential. Opportunities are currently available in Western Canada and Ontario for single-unit and multi-unit operators. Panago also offers an innovative shared investment opportunity in which franchisees own a location in partnership with Panago for an investment as low as $50,000.
Pizza 73
A staple in Western Canada, Pizza 73 dots the major cities of Alberta, northern B.C., and northern Saskatchewan. A longestablished brand in the area, Pizza 73 sponsors everything from local sports leagues up to the Edmonton Oilers and Calgary Flames. A wide range of sides and desserts, alongside a plant-based and gluten-free menu ensure that Pizza 73’s offerings are as accessible as they are delicious.
With the backing of major franchisor Pizza Pizza, franchisees can bring flavourful, affordable pizza to the hungry masses. The brand also has a central call centre so customers get their food hot and fast and in-store franchisees can focus on preparing the best pizzas they can.
Pizza Hotline
After 35 years serving Winnipeg and the surrounding areas of Manitoba, Pizza Hotline is ready to share its slices with a wider audience across Canada. On top of whole pizzas and slices, the brand also offers party-sized pies and DIY kits for at-home pizza-making.
The brand takes day-to-day pressure off franchisees through its central order-taking centre. Pizza Hotline requires incoming franchisees to have $260,000 of unencumbered cash and ideal candidates should also have a background in restaurant management and a desire to dedicate a full-time schedule to the location.
Pizza Nova
Pizza Nova may have grown to over 145 locations since opening in 1963, but they still support their franchisees like family—and not just because the Primucci family that opened the brand’s first Toronto-based restaurant is still at the helm.
With over 2,000 “family” members, new franchisees can rest assured that they’re getting access to a proven small business management system with comprehensive marketing and an inhouse call centre to ensure that customer experience is second to none. Prospective franchisees with an entrepreneurial spirit are welcome to apply for location ownership.
Learn
Pizza Pizza Limited
Pizza Pizza Limited was founded in 1967 in Toronto, Ontario, and has grown to become Canada’s leading national quick service pizza brand, with over 775 restaurants across the country. Pizza Pizza is guided by its vision of “Always the best food, made especially for you,” with a focus on quality ingredients, customer service, continuous innovation, and community involvement.
For an investment of around $495,000, incoming franchisees can take advantage of a delicious opportunity to join this iconic brand. With over 50 years of experience, Pizza Pizza and its teams of experts are ready to help prospective franchisees through the steps to opening their own location, including assistance finding the right site for construction, securing financing and full training, store opening, and continuous marketing and operational support.
Topper’s Pizza
The story of Topper’s Pizza begins like most Canadian stories do: with an immigrant’s journey to Canada and a dream. In 1904, when Giuseppe Toppazzini moved from San Daniele, Italy, to Copper Cliff, Ontario, he did so with his family’s bread dough recipe tucked in his pocket. It became the foundation for the family’s bakery in the 1930s and their first pizzeria in 1982. That made-fresh-daily dough remains the secret of every handcrafted recipe pizzas at Topper’s Pizza today!
With close to 40 locations, Topper’s Pizza is looking to expand into more amazing communities with self-starting franchisees. Opening a Topper’s location requires capital starting at $170,000, with a full investment ranging between $375,000 and $650,000. If that sounds like you, and you would like to be part of Topper’s family story, the brand would love to connect and discuss how, together, their team can help you succeed in growing your own successful business with Topper’s Pizza.
Pizzaville
One of Southern Ontario’s most recognizable franchises, Pizzaville has been serving high-quality pizza, panzerotti, and flatbreads since 1963. Part of the appeal of their pies lies in the fact that they’re cooked in an authentic stone oven. The brand also offers a diverse menu including gluten-free crust, vegan cheese, and specialty items and toppings like arancini and hot soppressata.
Incoming franchisees can take advantage of a long-established brand with dedicated and recognizable branding, including its long-term “Rainy Day in Pizzaville” marketing campaign. With an investment requirement of $600,000, Pizzaville is inviting new Ontario-based franchisees to join the brand.
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100% CANADIAN FRANCHISE SYSTEMS
A single-unit business—even a mall kiosk or street stall—doesn’t stay a one-shop enterprise for long if the concept is solid, the growth potential obvious, and an entrepreneurial spirit is driving expansion. Whether your M.O. is veggie-forward meals, gluten-free baked goods, or tattoos, these systems provide a solution that fits.
BY DAVID CHILTON SAGGERS
Chopped Leaf
When asked to describe the fast-casual concept of Chopped Leaf, Genti Kongjika is succinct. “Behind the whole idea is the belief that healthy food doesn’t have to sacrifice taste,” he shares. “And you feel good after you eat.”
Chopped Leaf was an early presence in the everexpanding healthy eating trend in Kelowna, British Columbia, in 2009, when the business was privately owned. In 2014, Innovative Food Brands (IFB) bought the enterprise which by then had 15 stores open in Western Canada, Kongjika explained from IFB’s headquarters in Oakville, Ontario.
Now there are 119 Chopped Leaf stores, all franchised, and a further 27 in the pipeline. Most are in British Columbia and Alberta, but there are also locations in Ontario, Manitoba, and an initial step into the U.S. with one restaurant in Washington state. And more expansion is on the horizon. Kongjika, who acts as Innovative’s IFB’s executive vice president, says Ontario, New Brunswick, and Nova Scotia are the next domestic markets being scoped out as landing zones, and the U.S., Middle East, and Central America are on the radar, too.
Anyone who wants healthy wraps, salads, and bowls is a Chopped Leaf target customer, says Kongjika, who underlines the importance of walk-in traffic and that “lunch is our biggest daypart.” All franchises offer dinein, takeout, and catering, ideally in a storefront location of 1,200 to 1,500 square feet and in cities and towns that meet carefully considered market metrics. The cost of a store depends on location and typically runs between
$400,000 and $500,000, with training held over two to three weeks at a location owned by a multi-unit franchisee, and there are another two to three weeks of in-store support. As for the qualities he’s looking for among potential franchisees, Kongjika says he wants to see “entrepreneurial spirit,” team leadership, and the ability to interact with the local community to further build the brand. The benefits of a Chopped Leaf investment include the increasing popularity of healthy eating, the fact that the system is finding excellent traction among university and college students, and that there are opportunities for multi-unit ownership, says Kongjika. Streamlined operations make training more efficient and processes simplified, enabling franchisees to focus on customer service and local marketing within their community.
Origin Bakery
Back in 2009, Tara Black sold baked goods out of a market stall in Victoria, British Columbia. But that wasn’t enough for the entrepreneurial chef and pâtissier, who wanted to bring her small business to the next level. So, just 10 months later in March 2010, she opened Origin Bakery, selling breads, cookies, and other sweet delicacies, all exclusively gluten-free, which she felt was a segment underserved in the market. Since then, her business has grown, and she now has two corporate locations in Victoria, selling 100-plus types of baked products, every one of them high-quality and free from gluten.
But Black isn’t stopping there. The founder and CEO says Origin Bakery started along its franchising journey last year, and she’s looking to share her system elsewhere in Canada’s westernmost province, beginning with up to three franchises. “The Lower Mainland is definitely [the ideal area] for us,” says Black, who wants to give the green light to 20 franchises over the next three or four years, or maybe sooner, thanks to 65 promising leads from the most recent Franchise Canada Show in Vancouver.
The cost of a franchise will depend both on its location and the selected model, as Origin Bakery offers two options: café (with seating) and bakery (mainly walk-in and takeaway orders). For example, a new bakery at an ideal 1,900 square feet costs $350,000, while a resale
location is $300,000 to $1 million. Training takes two weeks to a month at one of the corporate stores with further support in-store and online. As for potential franchisees, Black says she’s looking for those who have some management experience and a strong commitment to customer service. “It would be people who are aware and understand who the customer is.” A knowledge and empathy for their clientele will be crucial, she emphasizes. That’s because gluten, a grain protein found in breads and pastries, pasta, and even beer, can cause mild to serious health problems such as internal bleeding for those who are gluten-intolerant.
As for the benefits of an Origin Bakery franchise, Black says hers is an underserved sector at a time when there is a growing awareness of and need for gluten-free food. There’s also the emphasis on high-quality products, community support, and stores nestled amongst the beautiful setting of some of British Columbia’s spectacular scenery.
Learn more at LookforaFranchise.ca
Steel N Ink
Canadian body art company Steel N Ink has taken its success to the next level with the launch of a highly anticipated franchise program. The vision for franchising began when Andy Goodman, a seasoned franchise industry veteran, approached Steel N Ink’s founder, Jamie Randolph, with a unique proposition: Goodman wanted to invest in a franchise business for his son, Anthony, a loyal Steel N Ink customer for over seven years.
Recognizing the potential to grow the brand through franchising, Randolph partnered with Goodman and a team of industry leaders, including Cassels Brock & Blackwell LLP, to develop a “best-in-class” franchise system. As Randolph explains, “Building a solid foundation was essential. We wanted to ensure every aspect of the program reflected the high standards our brand is known for.”
Founded in 2005 with its first location in Sauble Beach, Ontario, Steel N Ink has grown to operate 16 corporate studios across Ontario, Manitoba, and Quebec. Known for its placement in high-traffic AAA shopping centres, the brand has become synonymous with quality, creativity, and professionalism in the tattoo and piercing industry.
Now headquartered in Collingwood, Ontario, Steel N Ink is poised to expand even further. The franchise program officially launched in October 2024, with the first franchise locations set to open in 2025. Randolph has ambitious goals, aiming to establish eight franchise studios within the program’s first year while also exploring opportunities in Western and Atlantic Canada.
Randolph emphasizes that the perfect franchise partner is someone who not only understands retail operations but is also passionate about the tattoo and piercing industry. “This business is about more than just numbers,” he explains. “It’s about embracing a culture of creativity and self-expression. Tattooing is an art form and an extension of the beauty industry, so a love for the arts is crucial.”
The ideal Steel N Ink customer ranges from 18 to 40 years old, though the brand has also seen an increase in older clients fulfilling long-held tattoo aspirations.
A typical Steel N Ink studio spans approximately 1,300 square feet, with franchise investment costs ranging between $300,000 and $500,000, depending on location. New franchisees undergo two weeks of hands-on training in Collingwood, followed by on-site support from a dedicated manager for an additional two weeks—or longer, if needed.
Location is key to Steel N Ink’s success. Franchise studios will continue the brand’s legacy of operating in premier regional shopping centres, with real estate acquisition fully managed by the company to ensure optimal placement.
Randolph says investing in a Steel N Ink franchise offers a wealth of benefits. The brand has built a reputation for fostering trust between clients and staff, operating studios that are “talent-friendly,” and maintaining exceptional relationships with public health authorities. In fact, Steel N Ink’s operations are so respected that public health trainees often visit its studios to learn industry best practices.
As the first to bring mall-based tattoo studios to Canada, Randolph says Steel N Ink has solidified its place as a leader in the body art industry. With its franchise program now underway, the brand is ready to share its formula for success with a new generation of entrepreneurs passionate about art, creativity, and business.
Learn more at LookforaFranchise.ca
Better, Brighter Golden Years
Home care franchises, especially those that serve seniors, are even more successful when the owner has personal experience with elders— just ask Senior Home Care by Angels franchisee Christian Bullas
BY GEORGIE BINKS
For those who provide home care services to older generations, an affection for seniors is a key component of success. Luckily, this affinity is one that Christian Bullas, a franchisee with Senior Home Care by Angels in London, Ontario, acquired as a young boy.
He recalls growing up in a neighbourhood full of older folks. “I used to go from porch to porch having tea and cookies with the seniors. I’ve always been comfortable with older adults.”
Bullas bought his franchise at the age of 33, back in 2003. And from the beginning, he loved it.
“When I first started, there were a lot of WWII veterans,” he says. “I got to meet these guys, and I heard some great stories. Elder care [also involves] a lot of women, and they liked me coming around and chatting with them. That was a great opportunity for me.”
Providing peace of mind
Senior Home Care by Angels provides non-medical home care, staffed by personal support workers who visit a client’s home, so the client can remain in familiar surroundings rather than entering a facility. Bullas explains, “We can help them with bathing, dressing, meal preparation, light housekeeping, laundry, making the bed—all the things we call the activities of daily living. It’s anything that someone would need help with to maintain their independence in the home. We can provide care from a few hours a week all the way up to 24/7.”
The franchise also provides care in nursing homes, retirement homes, and even hospitals. “Someone may have a loved one who has dementia and who has broken a hip, and they could potentially get out of bed on their own,” says Bullas. “They would forget that they were ill and further injure themselves—we can provide someone to sit with them all night. Even in long-term care, sometimes the families live out of town. They can hire a caregiver for a few hours a couple of times a week.”
The franchise was co-founded by Lawrence Meigs in 1998 in the U.S. Today, there are 15 Canadian franchise
“We can help them with bathing, dressing, meal preparation, light housekeeping, laundry, making the bed—all the things we call the activities of daily living.”
locations with close to 660 south of the border. The franchise also operates in Mexico, the U.K., and South Korea.
Because the franchise has been around since the turn of the century, Bullas says the company has a lot of experience in the industry. “We’ve developed the ‘Select Your Own Caregiver’ [program] … We introduce the caregivers to our clients before service begins,” he says. “We find this really helps get seniors who may be apprehensive about someone coming to their home on board. We let them meet them and conduct the meeting like a mini job interview before the caregiver [starts working with them]. It’s great for the adult children as well, who are usually in the initial stages of seeing who is going to be looking after mom and dad.”
The caregivers that Senior Home Care by Angels franchisees hire come from healthcare backgrounds and are generally middle aged or slightly older. They have previously worked in high-stress fields and are looking to move to a lower-stress job with consistency, which the franchise provides.
Welcoming to everyone
Bullas spent 10 years in retail before he set his sights on owning a franchise. “I looked at potential businesses and I came across home care, and it made sense to me at the time.”
He says that it was a good investment financially and the market was growing—and it continues to. “We (society) are rapidly aging,” he points out. He now has more
than 20 years of franchise ownership under his belt, and even though he’s well into his business ownership journey, he sees the rising need for home care services everywhere he looks. And the types of people he sees gravitating toward owning a location are surprisingly varied, especially when it comes to their age.
“We do have a lot of mature businesspeople who come into this, who have started this in their late 40s, 50s, 60s,” Bullas explains. “However, I would hesitate to call it ‘people going into retirement.’ When you first start, it’s a full commitment. You are putting everything into this. As the owner you’re doing 60 to 80 hours a week—that’s not unheard of. It’s not something to dabble in, in retirement. In your 50s or 60s you’re still more than capable to start one of these businesses and successfully launch it.”
Every day is busy for Bullas, and as the business grows, so does his staff. “A typical day depends on how many staff you have,” he says. “Not just caregivers, but a couple of schedulers, a marketing person—you could be doing some team meetings, dealing with a family issue, doing caregiver interviews, running an orientation. There are really a lot of different aspects to the business. When you first start, you’re wearing all the hats, you’re really doing all functions of the business.”
Marketing is integral to the success of the business, both on the customer side and for staffing. “You’re always going to be hiring staff. As you get clients, you start managing [caregiving appointments]. That’s when you start adding office staff, a scheduler. Then you figure out what you like best.”
He notes that a lot of owners do their own marketing, in lieu of hiring outside or inside help. However, he emphasizes that marketing doesn’t involve hard selling the franchise’s services. “It’s the softer approach. You’re going out to community centres, doctor’s offices, hospitals, and [speaking with] discharge planners, telling them about your service and what you can do. As you’re growing, you’re always hiring new caregivers. Your day is full of meetings and talking to a lot of people in different capacities and roles.”
Support at every age and stage
Bullas says franchisees with Senior Home Care by Angels get a lot of personal satisfaction out of the job. “You’re not just helping seniors; you’re really providing a service to the whole family as well. In a lot of cases, you are providing relief to the son and daughter, so they can get back and focus on their family.”
Often the initial visit with families entails dealing with people who are very stressed. After all, they’re facing a critical moment for their family.
“When people come to us, they’re generally in crisis,” he says. “In a lot of a cases, mom and dad have had a fall, or something happened months ago, and the family has been trying to care for mom and dad on their own, and they’re all just exhausted. We get people when they’re in a really high-stress situation and you learn how to navigate that. You are able to deal with other people’s highstress situation in a reassuring and calm manner.”
While the franchise offers senior care, Bullas has issue with how the term is sometimes used. “I think it is ridiculous that they call [those in the 55-to-65-age bracket] ‘seniors.’ In this business, being a ‘senior’ doesn’t start until you are 80—and I think you earn that title. You see the people who are more successful, health-wise—it’s the people who stay active, slimmer, had an active lifestyle. I have so many clients who are over 100, and it’s not a big deal anymore.”
While Bullas maintains the biggest benefit for franchisees is knowing that you’re helping families, running a Senior Home Care by Angels location is also financially rewarding. “You can make a decent living,” he says. “And, based on how you grow your business, you’ll have a saleable asset.”
And, as an added bonus, you’ll likely hear a lot of great stories.
FROM THE MOP TO THE TOP
From cleaning floors to leading a franchise brand, Anita Elliott’s journey to president of JDI Cleaning Services is driven by grit, growth, and a passion for the industry
BY KIRSTYN
BROWN
When Anita Elliott, president of JDI Cleaning Services, began her career in the commercial cleaning industry at just 18 years old, she never imagined she would one day be leading a cleaning franchise. In fact, it was the furthest thing from her mind. As a young mother providing for her son, Elliott juggled multiple jobs, one of which was at her parents’ cleaning business. From handling sales and accounting to getting her hands dirty on the cleaning side, she quickly learned the ins and outs of the business—skills she never expected would one day bring her to the leadership role she holds today.
One might say, however, that the cleaning business was in her blood. Elliott’s grandmother was also a cleaner, a skill she passed down to her children, including Elliott’s mother, when they immigrated to Ottawa from Germany with the Air Force. But going into the family business was far from Elliott’s original plan. In 2008, she enrolled in college, hoping a degree in business and marketing would open doors to a career outside the cleaning world—a plan she laughs about today.
“I went to college thinking I was leaving the cleaning industry forever,” Elliott recalls. “I thought, ‘I’m not going to be a cleaner, I’m not going to have my son see me be a cleaner,’ which I’m so embarrassed to say now because I absolutely love the cleaning industry.”
Elbow grease
Despite her initial desire to leave the cleaning industry behind, Elliott’s first job out of college was as a regional sales representative for JDI Cleaning Services, a commercial cleaning franchise, in 2008. In 2010, she purchased the region and moved into the role of regional director for the Ontario communities of London, Woodstock, and St. Thomas. But with only one local franchise owner in the region, Elliott says she had her work cut out for her.
“I really had to pound the pavement on the sale side as I had purchased this franchise with very little revenue in the business itself, let alone a paycheque for myself,” she explains. “I couldn’t take a paycheque from the business at that time, but I couldn’t afford not to have a paycheque coming in as a single mom, so I had no choice but to knock down doors. All of which was through cold calling.” By 2022, in just over a decade, Elliott had grown the region to 42 local franchises.
Her hard work played a significant role in the broader success of JDI Cleaning, a company with a history of rapid growth. Founded in 1992 by Joe Imbrogno and John Simpson and headquartered in Burlington, Ontario, JDI (the name originally stood for “Janitorial Design Innovation”) now cleans over 2,000 businesses throughout Canada, with 13 regional locations and over 170 local franchisees.
When the founders retired in 2022 and sold the business to TrussPoint Equity Partners, Elliott was named vice president. To the surprise of no one, she was promoted to president the following year.
Support systems
But her success was not without its obstacles. When she first acquired her region in her early thirties, she “stood out” because at the time it was uncommon for someone her age to be helming a franchise location, at least to her knowledge. She recalls feeling underestimated and at
“OUR LOCAL FRANCHISE OWNERS ARE THE HEARTBEAT OF THE COMPANY, THE BOOTS ON THE GROUND, AND THE PERSONALIZED AND LOCAL SUPPORT THEY BRING TO OUR CUSTOMERS IS WHAT REALLY WHAT MAKES US STAND APART.”
times being passed over by potential clients in favour of competitors.
“Everyone expected me to be green,” she says. “But I had so many years of experience in the industry, and that’s the most valuable knowledge I have in this business: knowing it from the base level, the groundwork, the site work.”
Elliott says she drew strength from the industry veterans around her and credits the founders with being instrumental in her leadership development. “I just kept building personally, learning from people around me, and consistently looking to learn from mentors,” she says.
Later, when she joined the brand’s head office as vice president, Elliott faced a new challenge: imposter syndrome, a feeling she says she hadn’t anticipated. “[Becoming vice president] was quite a big step for me, and I don’t think I gave myself enough credit,” she explains, saying her experience on the operations side and lack of formal university education initially made her doubt herself. But
with the immense support of Jonathan Draycott, Adam Jezewski, and Andrew Mitchell—TrussPoint Equity’s owners and JDI’s board of directors—she gained the confidence she needed.
Elliott also spoke highly of the support she and the JDI team have received from the Canadian Franchise Association (CFA). “Joining the CFA, initially you’re intimidated to walk a room of powerful franchisors, but then it’s like a warm hug,” she says. “It’s a network of other franchisors going through similar journeys, and you support one another.”
That culture of support is not just a personal experience for Elliott but a defining feature of the JDI franchise model, which offers both regional and local ownership and offers comprehensive support at every level. Elliott says she stays in frequent communication with the regional franchisees, meeting monthly for group and personalized sessions, and that every franchisee has her cellphone number.
“JDI’s two different franchise models offer a lot of support for JDI customers and franchise owners,” she says. “Our head office team, regional franchise owners, and local franchise owners are focused on supporting one another and our customers. Our local franchise owners are the heartbeat of the company, the boots on the ground, and the personalized and local support they bring to our customers is what really what makes us stand apart, and it shines through in our reviews, which we tag ‘JDI Code Greens.’”
The future is clean (and green)
This strong foundation of support and collaboration has positioned JDI well for the future, as the company continues to focus on growth and innovation. Looking ahead, Elliott says she’s particularly excited about the role automation and robotics will continue to play in the cleaning
industry. She predicts that JDI’s local franchise teams will endure less physical labour and use their expertise in other areas, such as managing the technology. “Swinging a mop day in and day out or operating a floor machine isn’t easy on the body,” she says. “I know that there’s fear that those things may take jobs away—and it may take hours away from site work—but it’s not going to take jobs away. Someone still needs to operate those machines.”
In addition to new tech, Elliott says there’s an increasing emphasis on using sustainable and eco-friendly cleaning products. She believes the stigma that green cleaning products are ineffective is ending and that harsh chemicals are no longer the norm. “The tables have flipped,” she says. “Before, there was an attitude that green products don’t work, but now they’re the first choice, and that’s going to become more significant over time, as well as more sustainable practices and tools that will help to continue reducing our carbon footprint.”
As the industry progresses, Elliott encourages future franchisees to embrace change, but also to keep in mind the enduring qualities that contribute to success in any franchise—commitment and a willingness to learn. “When you purchase a franchise, you join a franchise system. Learn their system, follow their system. Don’t try and reinvent the wheel,” she says.
Additionally, Elliott advises others to be ready to work hard. “Put your effort and time in. Just because it’s a franchise system doesn’t mean you don’t have to work as hard as you would starting a business from scratch.”
Learn more at LookforaFranchise.ca
Nuggets of Wisdom
Taking on, not one, but two existing McDonald’s restaurants could be a challenging task for any new franchisee. However, this new franchisee faced the challenge head on to find success and satisfaction while growing both restaurants
BY SUZANNE BOWNESS
Before most people understand what franchising is, many are introduced to the concept as children through long-time favourites like McDonald’s, enjoying a Happy Meal and often pestering their parents to return for another meal in the future.
Sangwan Kinkhat, whose family came to Canada from Laos, was no different. “One day I came into a McDonald’s, and I saw the Golden Arches and wondered how people started one. I was eight years old,” she recalls.
Many years later, Kinkhat finally realized her dream of becoming a franchisee of this globally recognized brand, as she took ownership of her own McDonald’s restaurant—or rather two locations, in a suburb of Quebec City. In between her childhood curiosity and today’s reality, she grew up helping
her parents run their Asian grocery store and then their family restaurant, assisting with everything from meal prep to administration and later expanding into marketing and management through a CEGEP (Quebec’s public college system). Kinkhat then earned a bachelor’s degree in agronomy (a food sciences degree) at Université Laval while continuing to work in the family restaurant, all the while thinking about what she would like to do with her future.
One day, a friend let her know that McDonald’s was looking for new franchisees, and Kinkhat saw this as her opportunity to realize her dream. The rest, as they say, is history—only in Kinkhat’s case, it’s very recent history, as she just became a franchisee in June 2023.
Fitting into a legendary system
Taking over an existing franchise location presents a unique challenge when compared to starting one from scratch. There are existing operational procedures, employees, and customers to understand, and exciting opportunities such as moving into a new community and getting to know your customers. However, in her first year as a franchisee, Kinkhat faced these challenges head-on, drawing on her family restaurant experience and receiving much appreciated support from fellow franchisees and others within the company. She embarked on a ninemonth training program where she learned everything about running a McDonald’s restaurant, from making hamburgers to guest service, finance, and management.
The first year was a period of observation, learning, and adaptation to a new environment,” she recalls. There was a lot to familiarize herself with, so she began with small changes. She identified employees who would be a good fit for her management team, allowing them to become more involved and grow within the company. One of Kinkhat’s favourite aspects of owning a McDonald’s is the ability to drive her business to prosper while contributing to the development of her teams.
The first year also involved getting the team accustomed to her leadership style and figuring out what worked best. “We needed to align on our goals as a team to determine the direction we wanted to go,” she explains.
Hiccups along the way
Kinkhat immersed herself in the business, working every day alongside her employees. “I was very present. I would go see people, hold meetings with managers,” says Kinkhat. “I was on the floor, introducing myself, open to being there. We were present every day of the week, and I tried to work and help as much as possible.” As an added bonus, working on the front-lines with her employees provided a good opportunity to help them while getting to know them personally. “In a way, we work together as a family,” Kinkhat notes.
Not all the original employees stayed after Kinkhat took over the locations, and these changes gave her the opportunity to learn their jobs and gain a deeper understanding of all aspects of running a McDonald’s restaurant. For her employees, making mistakes is part of the learning process, but Kinkhat believes it’s even more important for her to learn from them.
While improving sales and service is important, Kinkhat also prioritizes feeding and fostering her community. She enhances customer service by striving every day to create a better guest experience and engages with her local community through various initiatives, such as supporting the local hockey league and donating to local charities, to name a few.
Kinkhat finds immense gratification in her role as a franchisee, especially as it allows her to support the community she serves. However, she acknowledges the challenges that come with the territory. Since she has successfully navigated her first year, she is now in a position to offer valuable advice to aspiring franchisees.
“They need to be ready for all eventualities, as they don’t know where they will find challenges,” she says, adding that it’s important to reach out if you need support. “Everything is new, so you need to ask questions and ask for help when needed. Every decision, no matter how small, is important, and risk management is one of the keys to success.”
Her final piece of advice to those looking to buy their own franchise is to get comfortable getting out of your comfort zone—but also don’t be afraid to take risks, because that’s often where the biggest opportunities lie, as evidenced by Kinkhat’s inspiring story.
Learn more at LookforaFranchise.ca
FROM CURIOSITY TO CAREERS
Franchisees like Karim Kezila help The Mad Science Group® inspire the next generation of innovators through unforgettable experiences
BY ROMA IHNATOWYCZ
For those lucky enough to experience Mad Science as a child, the awe and wonder it sparked remain unforgettable. It’s not just another extracurricular program; it’s an immersive journey into the magical world of science, designed to inspire curiosity, ignite imagination, and leave a lasting impression.
At a Mad Science after-school program, birthday party, camp, or workshop, children are freed from dry periodic tables and tedious memorization. Instead, they are captivated by spectacular demonstrations like dry ice storms, lightning generators, and bubble showers. These larger-than-life, interactive experiences excite and
engage young minds, leaving them inspired to explore the wonders of science further.
That’s the world Karim Kezila thrives in every day as the vice president of a Mad Science franchise. While he may not don the iconic white lab coat as often anymore, Kezila takes immense pride in leading a business that sparks curiosity and brings science to life for thousands of children each week. “I still visit schools occasionally because there’s nothing quite like seeing that twinkle in a child’s eye,” Kezila shares. “When you explain something just right, and they light up with an ‘aha’ moment—it’s absolutely priceless.”
Karim Kezila, operator of Mad Science franchises in Montreal and Ottawa
Together with his business partner, Martin Doyon, Kezila operates Mad Science franchises in Montreal and Ottawa. Their Montreal franchise alone employs 35 animators, who deliver up to 100 daily activities across the city. “Our bread and butter is extracurricular activities— lunchtime or after-school programs—which account for about 80 per cent of our business,” explains Kezila. “The rest comes from special events, summer camps, corporate engagements, and birthday parties. But every franchise operates a little differently, tailored to its community.”
The impact of Mad Science extends beyond the classroom, with programs held at camps, community festivals, company holiday parties, shopping malls, and more. With shows designed for children aged four to 12, Mad Science can adapt to any group size, from intimate gatherings of 10 to audiences of 300 or more.
Mad Science, happy franchisees
Kezila manages operations, ensuring every aspect of the business runs smoothly. From managing equipment— Montreal’s operation boasts 500 activity kits—to training animators and ensuring staff are ready to inspire children, his role is dynamic and hands-on.
“I see our business as two halves: the sales side, which gets activities into schools, and the operations side, which ensures we deliver flawlessly,” he explains. “That’s where I’m involved.”
Every morning starts with Kezila responding to emails and ensuring animators have everything they need for the day’s activities. By 11 a.m., they’re heading to schools for lunchtime programming, returning briefly before heading out again for after-school sessions. These two time slots are the busiest of the day, with preparation filling the in-between hours.
“WHEN WE ENTER A SCHOOL, WE’RE TREATED LIKE ROCK STARS, BUT THE DIFFERENCE IS THAT WE LEAVE BEHIND SOMETHING FAR MORE ENDURING—A PASSION FOR DISCOVERY.”
– Ron Shlien, co-founder and chief innovator.
Finding and nurturing the right talent is crucial to the success of Mad Science. “Our animators are the heart of the experience,” says Kezila. “They need to love working with kids, be naturally animated, and know how to captivate attention. Mad Science is as much about entertainment as it is about education.”
40 years of scientific success
In 2025, Mad Science will celebrate its 40th anniversary— a monumental achievement for a brand that began as a passion project by two teenage brothers, Ron and Ariel Shlien, in 1985. What started as a local experiment has grown into a global phenomenon, with franchises in 29 countries inspiring millions of children annually.
“We filled a room with theatrical smoke, aimed a helium neon laser through it, and watched kids’ faces light up. That’s when we realized we were onto something big,” recalls Ron, now the co-founder and chief innovator. The brothers’ early success blossomed into a global franchise because they recognized the need to collaborate with local entrepreneurs who could bring their vision to communities worldwide.
Ron Shlein delivers a class for children from Montreal elementary schools on board the British HMS Protector in 2023. This was part of a free initiative where, alongside Kezila, free Mad Science classes were delivered as part of a scientific diplomacy initiative between Canada and Great Britain.
The key to Mad Science’s longevity? Its ability to adapt, innovate, and stay true to its mission. “Our content aligns with local science curriculums but is spiced up to excite children about learning,” says Ron. “When we enter a school, we’re treated like rock stars, but the difference is that we leave behind something far more enduring—a passion for discovery.”
The success of Mad Science wouldn’t be possible without its dedicated franchisees. These skilled entrepreneurs balance business acumen with a love for children and education, ensuring programs meet local needs while maintaining the brand’s high standards. “You could be talking to a five-year-old one minute and a school principal the next. Agility and people skills are key,” notes Kezila.
Prospective franchisees must be ready to embrace the business side of the operation. “At the end of the day, this is a business, and you need to steer the ship,” says Kezila. For those who align with the company’s values and aspire to make a lasting impact, owning a Mad Science franchise is a unique and rewarding opportunity.
Building
the future one experiment at a time
Mad Science’s mission is clear: to inspire the next generation of innovators by making science accessible, exciting, and unforgettable. “We spark children’s curiosity
and imagination and instill a sense of wonder in STEM through hands-on engagement and fun activities,” Ron says. “But we do this with purpose: to encourage children to love science and, ideally, consider careers in STEM. Without that end goal, it would all just be fun and games. There’s a real strategy behind everything we do.”
Proudly Canadian, Mad Science has been recognized as a national treasure by many, including Canada’s governor general, for its contributions to education and enrichment. With nearly 40 years of inspiring young minds, the company has made its mark as a beloved brand both at home and abroad.
As the world increasingly embraces the importance of STEM education, Ron says Mad Science is uniquely positioned to lead the charge. With its proven track record, exceptional franchisees, and unparalleled content, the company is primed to continue shaping young minds and inspiring future scientists, one bubbling potion and rocket launch at a time.
KING OF THE ROOST
Ryan Koon, KFC Canada’s president and general manager, is building upon the brand’s delicious history and Southern hospitality from his new position at the top of the pecking order
BY DANIEL MCINTOSH
When it comes to legacy, few brands are as impactful as KFC. Far beyond its international presence, with over 30,000 locations in 145 countries around the world, the brand is recognized just as much for its food as it is for its marketing genius.
Consider the red and white buckets. Consider the long-rumoured trade secret 11 herbs and spice mix. And consider the instantly recognizable silhouette of the brand’s mustachioed founder, Colonel Harland Sanders.
For Ryan Koon, president and general manager of KFC Canada, these touchpoints drive nostalgia and keep people coming into restaurants. He has memories of being a kid in Georgia and fighting for the coveted drumstick among his siblings. “There’s a lot of nostalgia in that piece. And I love it.”
The chicken takes off
Before KFC was a legendary franchise, Colonel Sanders was just a man hawking chicken from the Sander’s Cafe in Corbin, Kentucky. (The site of the original Sanders Cafe is now a museum with exhibits and memorabilia from the brand’s earliest iterations.) A product of the Great Depression, Sanders saw the potential of franchising for growing his restaurant concept, and the first Kentucky Fried Chicken—for those who don’t remember, what the renowned acronym originally stood for—opened in Salt Lake City, Utah, in 1952. But Sanders’ and KFC’s presence in Canada goes deeper than just selling chicken.
“One thing I love about the Canada [side of the] business is there’s a very rich heritage from KFC itself,” says Koon. In his 12-year tenure with the brand, he’s been in various roles in the company’s South Pacific and Latin
Ryan Koon, KFC Canada’s president and general manager
American divisions, where he was charged with guiding the brand’s presence across 41 different countries. Overseeing the Latin American region from Miami, he piloted the growth of the company in the area from 1,100 units to 1,600.
Since moving into Canada’s top chair in August, he’s been excited to continue the growth of KFC. Having moved through multiple departments within the organization, from chief financial officer to chief development officer, he brings the years of expertise required to continue to build KFC Canada’s presence around the quality the Colonel imagined when he set foot in Canada.
Sanders lived in Mississauga, Ontario, from 1965 to his death in 1980. Koon says he’s heard stories from older franchisee families of when the Colonel would stay in their house, teach them recipes, and help them get their franchises on their feet.
While Sanders grew the company immensely around the world, his boots-on-the-ground presence in Canada made a world of difference. “As you travel around other markets in the world, they know who the Colonel was, but there’s not that deep relationship with the Colonel himself, and I think that heritage is here and with many of our franchisees,” notes Koon.
But it’s not all gravy. While KFC’s presence abroad is virtually uncontested by other quick service franchises, in Canada there’s much more competition—from fellow fried chicken-focused brands to other deeply entrenched consumer favourites dabbling in deep-fried goods—and much more market to penetrate. Furthermore, true to Sanders’ original vision, KFC primarily set roots in rural and suburban areas and is now catching up in the urban communities where young people and new Canadians— two driving audiences for the brand—live.
Today, KFC Canada finds itself with a need for momentous change to modernize, and fast. For a brand with a bucketful of established goodwill, building on a 70-year
“THE FOOD IS AT THE FOUNDATION OF WHY PEOPLE COME TO US. AND SO, WHEN YOU LOOK AT SOME OF THE FOOD INNOVATION THINGS THAT WE’VE DONE IN THIS LAST YEAR, WE’VE SEEN HUGE SUCCESS.”
legacy is difficult. That required immense change, and for Koon, it started with the reason people go into their restaurants: the chicken.
Rebranding the bird
“The food is at the foundation of why people come to us. And so, when you look at some of the food innovations in the last year, we’ve seen huge success,” says Koon. For starters, the brand adapted its menus to meet the growing popularity of boneless items. Another update is the increase in limited-time offers. When he spoke to Franchise Canada in early December, Koon was excited for the holiday-season launch of the Festive Double Down sandwich. He says consistency is the main deliverable when people enter the store. Creating a sense of connection through partnerships with other staple brands is also a driving factor. In 2022, Ruffles released a chip flavour based on KFC’s original recipe chicken, while a more recent collaboration with Kraft Dinner led to Original Recipe Flavour Mac ‘n Cheese.
The brand is also focused on menu innovations, from new chicken sandwiches to wraps and tenders aimed at
The brand is also focused on menu innovations, from chicken sandwiches to new wraps and nuggets aimed at drawing in families. After all, as KFC hooks young diners, its potential for loyalty and frequent visits grows.
These, along with the brand’s novel digital marketing methods, feature KFC in radically new contexts and will hopefully introduce the brand to the audiences it wants to reach. To promote the launch of a new seasoned French fry recipe, the brand livestreamed a funeral for its old fries. In another instance, Colonel Sanders was reimagined as an attractive classmate in a dating simulator game.
“All these things drive ‘crave,’” says Koon. “And people come in, where they absolutely love the products that we’re making, and then it’s all about delivering that consistency for the rest of the menu. That’s really what makes this brand successful.”
In addition to changing menus, Koon aims to expand KFC’s brand presence with trending new technology. New stores are built with a modernized design package, while existing stores will be retrofit to meet the new standard. “In many of the new restaurants, the first thing you’ll see is a kiosk or a nice display around them. What it’s doing is helping customers order what they want at the pace they want, versus being rushed because somebody else behind them.” It also gives time back to staff, who can focus on other tasks, rather than playing multiple roles at the register. Koon says the overall restaurant aesthetic as well as the “asset design” all help enhance the customer experience. When visitors walk into an updated restaurant and they’re face to face with LED lights, inviting signage, and clean windows and seating, it feels warmer and more inviting.
En francais, franchisée
Revitalizing the roughly 650 older restaurants across Canada comes with an additional task: pushing deeper into Quebec, a province with its own business stipulations,
and one that has challenged English-language businesses. Case in point: the brand goes by PFK in the province, based on language guidelines. But where many see a challenge, Koon sees a creative opportunity.
“One of the fun and exciting things about Quebec is that it’s actually one of the only places where we brand KFC under a different title. Which is kind of fun and unique. As we’ve opened up the new designs within Quebec, we’ve seen really great success.”
Shifting a brand like KFC takes time and the additional support of franchisees across the country, who are busy in the restaurants engaging the customers and putting Koon’s vision into action. But he says there’s no single profile of a franchisee that defines a “perfect fit” for the brand. “Just like with each individual, each of us have our different strengths and weaknesses and I think for me, it’s all about building a portfolio, so that we have a portfolio of strong franchisees across the system.”
Some of the characteristics that do help are having an entrepreneurial spirit, an interest in maintaining the brand, and being okay with getting your hands dirty from an operational perspective and understanding what’s happening in your store.
“There’s lots of great principles and values that we share,” says Koon. “And I think you can see that come to life when you’re working in the stores or when you’re in the corporate environment, and so that’s very important for us, franchisee values and what they’re looking for, to match what we do from a corporation perspective.”
GIVING A PIZZ-A THEIR HEARTS
Topper’s Pizza leads by charitable example at the head office level, with franchisees and their staff contributing to their local communities on the ground
BY KYM WOLFE
At Topper’s Pizza, engaging with local communities and giving back isn’t just a good thing to do, it’s an integral part of the brand’s business model. The franchise focuses on secondary markets and small suburban areas and expects that franchise owners will be strongly connected to and knowledgeable about what’s happening in their own communities. Franchisees are driven to build strong ongoing relationships with local schools, organizations, and charities, from minor-league sports teams to dance schools.
For more than 40 years Topper’s Pizza has been satisfying pizza lovers’ cravings in neighbourhoods across Ontario. What sets the brand apart starts with its dough—authentic ItalianBread Crust™ made fresh daily, from a century-old family recipe from San Daniele, Italy. And it takes as much care in doling out charitable dough, being authentic in its support of activities and causes that matter to its customers.
Chris Sonnen, president
Spreading the love
Every Topper’s franchise is run by an owner-operator who is active and engaged in their community (or communities, as there are several multi-unit owners). The ways they give back go beyond simply sponsoring team jerseys or writing a cheque for a cultural or charity event. That might mean being at the championship game to cheer the team on and personally deliver post-game pizza. It might mean showing up to serve the pizza at the school’s year-end banquet. Or it might mean delivering to first responders who are working on Christmas or New Year’s Eve. The chosen activities vary widely from location to location, says Chris Sonnen, president, Topper’s Pizza, as the contributions are unique to the area and the franchisees themselves.
“Topper’s Pizza is not just fast food. We ‘nourish’ our communities to help them thrive, and that helps our businesses thrive,” says Sonnen. “The pizza business is very competitive. When families are making a decision about where to order pizza from, if they know Topper’s Pizza, they’re more likely to do business with us.”
In the past franchisees were involved in provincewide campaigns, like the 2021 Month of Giving, a franchise-wide fundraising campaign to support community mental health through donations to branches of the Canadian Mental Health Association in Ontario. There was also the Feel Good campaign, which raised money
for The Hospital for Sick Children (also known as SickKids). The franchise even created a “Topper’s Feel Good Meal” specifically for the annual 10-week campaign, and over the course of four years the initiative raised more than $200,000 for SickKids, which is located in downtown Toronto but provides services to children from across Ontario.
In recent years the franchise has gotten away from the province-wide level of fundraising, instead encouraging franchisees to keep focus on local needs and direct their giving to causes and activities in their own areas.
Scholastic benefits
The franchise has recently developed a sponsorship program that has been successfully piloted in communities across Ontario, with excellent results. When a school board or organization signs on to be part of the sponsorship program, Topper’s begins tracking orders at the head office level. At the end of the year or season, a cheque representing a percentage of sales is donated back to the team, school, or charity. The program enables each Topper’s Pizza location to support a variety of activities, and also sets up relationships that will continue over the long term. “We recognize that community priorities differ in each city,” says Sonnen. “We encourage our franchise owners to be proactive, to go out into the community to make those connections.”
Laurie Tench (centre), a franchise partner from North Bay, Ontario, hosts an annual appreciation event for local emergency response teams.
Kelly Toppazzini, Chris Sonnen, and Keith Toppazzini.
Topper’s Pizza currently has 39 Canadian locations, all in Ontario, and has very aggressive expansion plans in place, says Sonnen. Within the next 18 months the franchise aims to add another dozen pizzerias within the province. They’re also having conversations with potential franchisees in other provinces.
“Canada is rich in secondary markets,” says Sonnen, who expects to see Topper’s pizzerias opening outside of Ontario in 2026. The franchise is looking for owners or ownership groups that are interested in taking on multi-unit agreements and able to open four to five locations in a single market. To ensure that they’re set up to be viable and successful, it’s important to have a large enough presence to raise awareness of the brand, he says, and also for economies of scale. “We feel that four to five stores are needed to kick-start any new area. With that as a starting point, the market can grow organically, adding one location at a time.”
When considering new Topper’s Pizza franchisees, Sonnen says, “We really scrutinize them; we want to ensure they will be a good fit. We are committed to quality growth, and we will only choose someone if we believe they will succeed.”
The ideal franchisee will have good business acumen or the capacity to learn how to operate their own business. Leadership skills are essential, especially to lead a team of 18- to 25-year-olds, as that’s the typical age of Topper’s Pizza employees. They also need to be comfortable being an active participant and developing good working relationships with a variety of people in the community.
“We want to understand who this person is, what they’ve done in the past, both in their career and in life experience,” explains Sonnen. “Do we believe they have the capacity to succeed? Do we believe they will enjoy life as a Topper’s Pizza owner? If it’s not a good fit, we will turn people away.”
The steps to Topper’s ownership
For those aspiring franchise owners who are a good fit, Topper’s Pizza offers a robust training program, proven operating systems, and a committed support team. There are real estate experts to help with site selection, lease negotiations, build-out planning, and construction. Following the initial four to six weeks of training—which includes hands-on experience and covers all areas of operation, from staffing to inventory management to administrative work and finances—there is on-site support during the opening of the new location. There are franchise business consultants available on an ongoing basis to advise and assist, providing resources and support to help both new and established franchisees to be successful.
The franchise is adamant that at least one owner of a location, in the case of group ownership, commits to being a full-time operating partner. “This is not a parttime undertaking,” Sonnen says. “In the first year you will be managing your own pizzeria. If you do that competently, by year-end you should have a good team in place so that you can spend more time out in the community.”
The franchisee’s level of active engagement with and participation in the local community is a factor in Topper’s Pizza formal review. “It’s a part of who we are,” says Sonnen, again emphasizing how integral those connections and giving back are to the Topper’s Pizza brand. “It’s not just goodwill—it’s good business.”
4 FRANCHISES FOR UNDER $50K
Franchising is about diversity, and opportunities can be found in nearly every industry and business sector. It’s a great way for Canadians from all walks of life to go into business for themselves but with the support of a franchise system behind them.
One of the most important considerations for a prospective franchisee is investment level, including figuring out a budget that fits with your financial situation and goals. Here, Franchise Canada showcases franchise systems in which you can invest for under $50K.
Beyond the Classroom
For nearly 30 years, Beyond the Classroom has been a leading force in the tutoring sector for students from junior kindergarten to grade 12. Offering tutoring in all subject areas and in both online and in-person formats, the female-led brand has gained the trust of families and is looking to expand in Ontario markets. Those who are interested in providing a valuable tool for parents to augment their kids’ education can reach out for more information on how to become a franchisee with a purpose.
Canadian Residential Inspection Services Ltd.
With no monthly royalties and offering nationally accredited training, Canadian Residential Inspection Services is a solid name that offers the opportunity for franchisees to grow a business in a thriving sector. Franchisees benefit from a marketing program that drives leads and the support of a company with more than 35 years of experience and more than 100,000 home inspections conducted.
Mattress By Appointment
Being an owner-operator with Mattress By Appointment means no franchise fees and no royalty fees. The brand has a commanding presence in the United States, boasting more than 400 franchise locations, and is growing its footprint in Canada. This vast network means that you can leverage the experience and expertise of franchisees who have been where you are and know the company’s best practices inside and out. Help customers get their best sleep ever while building your personal legacy? That sounds like an opportunity you don’t want to sleep on!
Real Property Management
Rental housing continues to grow as an essential service, making Real Property Management franchise ownership a strong contender for your next business investment. Offering all-encompassing onboarding, training, and continuous education to get location owners off on the right foot—and to fuel their future prosperity—as well as cutting-edge approaches to marketing, Real Property Management is looking for franchisees who have drive, possess an entrepreneurial mindset, and take pride in making lasting community connections.
What’s the difference between a franchise disclosure document and a franchise agreement?
A FRANCHISE DISCLOSURE DOCUMENT
(FDD) and a franchise agreement are two of the most important documents involved in buying a franchise. However, the differences between the two documents, and when they apply in the franchise buying process, can often create confusion among prospective franchisees, and even franchisors.
It is critical that prospective franchisees understand the difference between these two documents to make a well-informed investment decision.
What is a franchise disclosure document?
The FDD is a comprehensive written resource that is presented to prospective franchisees by the franchisor before the parties enter into a franchise agreement. The FDD contains vital information that serves as a tool for conducting due diligence and is intended to help prospective franchisees make an informed investment decision before entering the franchise agreement.
Broadly speaking, the FDD will disclose detailed information about the franchisor, the franchise system, and the terms and conditions of the franchise opportunity. More specifically, the FDD will include information on:
• the franchisor’s background,
• the franchise system’s history,
• any prior or pending litigation matters and bankruptcy,
• all initial and ongoing fees,
• the territory,
• the intellectual property rights,
• the training programs and other support,
• any advertising requirements,
• financial performance data (if any), and
• any other material facts about the franchise opportunity.
In addition, the FDD will disclose a copy of any agreement relating to the franchise that the prospective franchisee will be required to sign. This means that a copy of the franchisor’s franchise agreement will be disclosed as part of the FDD.
In contrast, what is a franchise agreement?
Unlike the FDD, a franchise agreement is a binding contract that imposes legal obligations on both the franchisor and the franchisee and governs their relationship. Therefore, while a prospective franchisee may be provided with an overview of the franchise relationship in the FDD, as well as valuable information about the franchise system as a whole, the contractual relationship between the parties will only come into force once the franchise agreement is signed. Once the franchise
agreement is signed, the prospect will officially become a franchisee. The contractual nature of the franchise agreement as opposed to the FDD is the most important difference to grasp between the two documents. Therefore, if either party is looking for guidance on the specific terms and conditions of their relationship, or certain rights and/or obligations they have in relation to each other, the franchise agreement will be the governing document.
What else should I take into consideration?
With this understanding in mind, there are a few other key differences worth noting.
1. While a franchise agreement is an essential document when buying a franchise, the FDD is not a mandatory document in every Canadian province. To date, only six out of the 10 Canadian provinces have enacted their own provincial legislation to regulate the offer and sale of franchises and the franchise relationship. These provinces include Alberta, British Columbia, Manitoba, New Brunswick, Ontario, and Prince Edward Island. This means that franchisors are only legally required to provide an FDD to prospective franchisees in these six regulated provinces (unless one of the very narrow exemptions apply; consult your franchise lawyer to determine if any of these apply to you). However, in the event that mandatory provincial legislation applies, not only will the FDD itself be a mandatory document but the content and delivery of it must also be compliant with applicable franchise legislation.
2. The FDD may contain a receipt page which will be signed by the prospective franchisee to acknowledge that they have received the FDD. However, as mentioned above, the FDD is not an agreement or contract, and therefore signing the FDD receipt does not amount to any legal rights or obligations. It is simply an acknowledgment of receiving the FDD.
3. Prospective franchisees should understand that the FDD is not negotiable. Any negotiated changes between the franchisor and the prospective franchisee will not appear in the FDD, but rather in the execution version of the franchise agreement that they are presented with to sign.
As discussed, the FDD and franchise agreement serve distinct purposes. However, they are interconnected and ultimately work in tandem to establish a transparent and legally binding foundation for the franchise relationship.
ASK A FRANCHISE EXPERT
What questions should I ask myself before investing in a franchise?
IN TODAY'S DYNAMIC BUSINESS LANDSCAPE,
franchise ownership offers a path to entrepreneurial success—but only when you choose a franchise that truly aligns with your goals, values, and vision. While the appeal of being your own boss is compelling, achieving sustainable success requires thorough evaluation of both the franchise opportunity and how prepared you are, both financially and mentally. By asking yourself critical questions, as well as asking the franchisor and existing franchisees questions specific to their roles, you can make an informed decision about whether franchising aligns with your entrepreneurial future and whether it will be a suitable foundation for achieving your business dreams.
Personal self-assessment
The journey begins with honest self-reflection. Understanding your objectives, working style, and preferences for business ownership will help eliminate opportunities that don't match your goals and capabilities. Many prospective franchisees focus solely on potential returns, overlooking the importance of personal satisfaction and lifestyle fit. Taking the time for this crucial first step can save you from investing in a franchise that doesn't align with your long-term vision.
1. What are your business objectives and investment goals?
2. Are you looking to replace your current source of income, build wealth, or create a legacy?
3. Do you plan to be a full-time operator, part-time owner, or absentee investor?
4. Are you better suited for business-to-business or business-to-consumer operations?
5. Which industries align with your interests and expertise?
Financial readiness
Beyond the initial franchise fee, successful franchisees need resources to sustain and grow their business. Conservative financial planning, including substantial contingency reserves, can make the difference between struggling and thriving in your early years. Many aspiring franchisees underestimate the total capital required for success, failing to account for extended ramp-up periods. Understanding your complete financial commitment is crucial for long-term success.
Franchise validation is also an essential part of the process, as it helps assess both immediate viability and long-term potential. Understanding the complete financial picture is essential to make an informed decision. Success often depends on maintaining healthy margins and managing costs effectively. Your analysis should focus on both current performance metrics and trends that could impact future profitability.
1. Do you know how much you must invest, accounting for all start-up costs (equipment, leasehold improvements, inventory, insurance, etc.)?
2. Can you maintain 12 to 18 months of operating capital, including a 15 to 20 per cent contingency buffer?
3. Have you considered the financial requirements for future expansion?
4. What is the historical return on investment?
5. What level of revenue is necessary to cover all costs?
6. How much flexibility exists in pricing and cost management?
7. What ongoing fees and royalties should you expect?
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Franchise system evaluation
A mature franchise system should offer comprehensive training and proven operational systems. Don't assume that bigger is always better—sometimes smaller, emerging franchises can offer more personalized support and greater territory opportunities. Look for evidence of systematic operations, documented procedures, and a track record of franchisee success.
You should also consider the territory rights, as they directly impact your potential for success. A welldefined territory policy protects your investment while providing room for expansion. The best systems provide sophisticated market analysis tools and support their franchisees' growth with data-driven insights—it’s part of their commitment to franchisee success.
1. What is the history and reputation of the franchise?
2. How comprehensive is the franchise’s initial training and ongoing support? Are there detailed systems and playbooks for operations?
3. What types of support staff will be accessible daily?
4. What are the specific operational requirements?
5. How much autonomy do franchisees have?
6. Does the franchisor assist with marketing and customer acquisition?
7. How is territory determined and protected?
8. What opportunities exist for multi-unit expansion?
9. What is the competitive landscape in your target market?
10. How does the franchisor stay current with industry trends?
Current franchisee insights and cultural alignment
The intangible aspects of a franchise system often determine long-term satisfaction, and existing franchisees can offer real insights into the culture of operating within the system. Their experiences can reveal both challenges and opportunities you might not otherwise discover. These first-hand perspectives often provide the most reliable indicator of what your ownership journey might look like, making franchisee validation a crucial step in your due diligence process. Do the franchisee’s values, goals, and vision generally match your own? Pay particular attention to franchisees who have been in the system for varying lengths of time.
1. What has their experience been with the franchise system?
2. Did financial projections match reality?
3. How long did it take to reach break-even?
4. What unexpected challenges did they face and how did they overcome them?
5. How helpful is the franchisee community?
6. What type of culture does the franchise promote?
7. How does the culture align with your personal values?
8. What is the franchisor's vision for the brand?
Long-term planning
Consider your future position within the system before making your investment: your exit strategy should inform your initial decision-making. Smart franchisees think beyond the start-up phase to understand how their business will evolve over time. The strength of your longterm plan often determines both your day-to-day satisfaction and your ultimate return on investment.
1. What is the process for renewing or terminating the agreement?
2. How does the franchisor support franchisee growth?
3. What potential risks could affect the business longterm?
4. What is your long-term exit strategy, whether selling the business or creating a family legacy?
Investing in a franchise represents a significant commitment of your time, capital, and entrepreneurial energy. By thoroughly investigating these areas and honestly assessing your goals and capabilities, you can make an informed decision about whether franchising— and which specific opportunity—aligns with your vision for success. Remember that successful due diligence isn't just about finding a good franchise; it's about finding the right franchise that aligns with your vision for success and provides the foundation for achieving your entrepreneurial dreams.
MANY FRANCHISES WILL REQUIRE that their franchisees operate out of a retail, office, or commercial location. In these circumstances, you, as a franchisee, would enter into a head lease or sublease agreement. It’s important that you understand the agreement and contractual relationship that you’re entering into.
A head lease is where you’re in a direct contractual relationship with the landlord. The franchisor will typically require in the franchise agreement that such lease documents and the location are approved by the franchisor before signing. The franchisor wants to ensure that it’s a viable location and that the terms are reasonable. However, the franchise agreement will typically state that the franchisor’s approval of the site doesn’t represent or warrant the success of the location. The franchisor cannot predict success, as there are many variables that will affect your business.
In many circumstances, the franchisee will sublease their space from the franchisor, with the franchisor on the head lease with the landlord. This is done when the franchise’s success is very location-driven or where the landlord requires a strong covenant. A sublease arrangement allows the franchisee to have access to locations that they wouldn’t have access to otherwise. The franchisor will retain control over the site by entering into a lease directly with the landlord and then subleasing the location to the franchisee on principally the same terms and conditions. In the event that the franchisee is not successful or abandons the business, it’s far easier for the franchisor to take over the location when they’re on the lease directly.
A third situation is where the franchisor and franchisee go on the head lease with the landlord, making it a three-party, or “tripartite” agreement. In the event that the franchisee is in default of the lease, the franchisor would have the right to cure the defaults or take over the location. The agreement may also allow the franchisor to assume the lease in the event that the franchisee decides not to renew at the end of the lease term or the franchise agreement is terminated. From a franchisor’s perspective, this gives them the ability to control the location without the obligation and liability. However, from the landlord’s perspective, it limits their options and thus landlords are reluctant to sign three-party agreements. They often want to have flexibility to rent the space to someone else in the event of default.
These three different leasing options are a function of balance between control and risk. If a franchisor wishes to have control of a great location, it will assume liability and go on the lease and then sublease to franchisees. For a startup franchisor, this could be a substantial risk and the third-party agreement would provide a viable solution. For a well-established franchisor, risk is less of an issue and they’ll often want the ability to step in and take over the location in the event of the default, so as to preserve the great location and the established customer base.
A franchisor will typically have a “cross default” clause in the franchise agreement stating that a default on the sublease or lease agreement is a default of the franchise agreement.
Regardless of whether you’re on the head lease or in a sublease or a tripartite agreement, be sure that you fully understand your legal and financial obligations under the lease. Typically, the total occupancy costs are different from the base rent that’s quoted. Be sure you budget for the total occupancy costs for the space and not just the base rent.
Total occupancy costs will often include the following:
• Base Rent – Usually quoted as an annual cost per square foot.
• Common Area Maintenance (CAM) – Your business’ share of such costs as security, snow removal in the parking lot, or cleaning of the common areas.
• Percentage Rent – Some landlords in high-traffic retail locations will request a percentage of your gross sales.
• Property Tax – Typically, you’ll pay your portion of the property tax, based on your square footage.
• Merchants’ association or marketing fund – Large shopping malls or complexes will have tenants share costs for mall promotions and events; again, the amount is allocated based on your square footage over the total amount of leased square footage.
Your rent payments are usually paid monthly directly to the landlord, with certain items, such as property tax, paid annually. The merchants’ association or marketing fees are often paid quarterly. In sublease arrangements, the franchisor may require that you pay them directly and then the franchisor pays the landlord. In these cases, get clarity as
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to whether or not the franchisor is charging a fee or ‘upcharging’ for being on the head lease. This can sometimes be justified, for the franchisor is taking on added liability for you to access a great location, but it should be disclosed. It’s important that you fully understand your obligations under the lease or sublease agreement. Have a
lawyer review and explain the documents before signing. Once you’re open for business, work at maintaining the relationship with your landlord and franchisor so as to avoid difficulties down the road. If you foresee problems in making lease payments, don’t hide this fact. Instead, communicate the issue to both your landlord and franchisor so there are no surprises, and so you can work with them to find solutions for payment.
TUTORIAL 20: THE FUNDAMENTALS OF FRANCHISING
INTRO TO LEASEHOLD IMPROVEMENTS
LEASEHOLD IMPROVEMENTS
are fixtures or improvements that are attached to the retail or commercial space and installed by the franchisee when setting up a new location. Upon expiration of the lease, these improvements remain with the space and become the property of the landlord. Examples of such improvements include:
• walls • doors • cabinets
• light fixtures • floor coverings
• machinery and equipment if bolted down to the floor
These improvements are required to make the space work for the needs of the business.
As a franchisee, you’re typically responsible for all the costs associated with constructing the space and leasehold improvements, as well as ensuring that this is done according to the franchisor’s specifications and standards. The franchisor is responsible for the integrity of the brand and will usually provide standard prototype plans and drawings. An architect would then be required to create new plans that are specific to your space and that comply with local bylaws and city requirements, while still meeting the franchisor’s standards. Some franchisors have design services as part of the franchise support or as an added fee. The franchisor will require that plans be approved by them before construction starts. Depending upon condition of the space and the business model, the required leasehold improvements can be extensive. If you’re dealing with a brand new building with a “shell” space (bare cement walls and floor) and are constructing a restaurant, you’ll require plumbing, HVAC, heating, and electrical, in addition to the typical improvements. Costs can range from $100,000 to well in excess of $700,000, depending on the type of business, size, and condition of the space. These costs can sometimes be reduced by the landlord through a leasehold improvement allowance or a lump-sum payment upon completion of the space.
In some cases, you may acquire a space that has preexisting leasehold improvements. This could reduce the costs, but not necessarily. In some cases, few improvements can be salvaged for your use. This means you’re paying for demolition of the old, as well as new construction to bring the space to the franchisor’s specifications. Many times there are costs associated with bringing the old improvements up to standard building codes, such as having extra washrooms and proper kitchen electrical, gas, plumbing, and ventilation. Don’t assume there are savings by dealing with existing improvements. Work with the franchisor to have a thorough site assessment done.
Depending on the franchise, you may be required to build out the location through the hiring of a general contractor. Ask the franchisor to recommend a general contractor who has built out stores for the franchise in the past. You want to select someone who is reputable and can get the job done on time, on budget, and within the franchisor’s specifications. Check references and visit locations that this contractor has built in the past.
Whether it’s through a general contractor or the franchisor, be sure to get specific quotes as to what the build out of the location will cost and get it in writing. There will often be unforeseen costs and delays. Address beforehand what happens if costs exceed, say, a 10 per cent variance. You may be able to negotiate that such overruns are the general contractor’s responsibility or that there is some compensation to you for delays.
In reviewing the costs for a store build out, a franchisee will often comment that the costs seem high. Avoid the desire to negotiate the improvements and reduce costs. Quality construction is expensive, but typically necessary. You’ll always be able to find a cheaper piece of equipment or specification of carpet, but usually at the expense of quality or warranty service. The cheaper kitchen equipment may have a tendency to break down.
How much will this cost you in lost revenues when your restaurant is closed for equipment repairs? How does it affect your business when the carpet is frayed and worn in high-traffic areas after only a year, and in need of replacement?
Throughout the entire process, the franchisor will be overseeing the plans and construction to ensure the finished location conforms to franchise concept specifications. The franchisor will typically make regular site inspections during construction to ensure that the location has the same look and feel as all the locations of the brand. You may be able to provide input, but it will be the franchisor that will make the final decisions. Recognize that they have the experience and that often there is a strategy behind the design. You may feel that the kitchen is too small and want
STUDY QUESTIONS
TUTORIAL 19
1. In a sublease arrangement, the franchisee:
a) Leases their space from another franchisee
b) Leases their space from their franchisor, who is leasing it from the landlord
c) Purchases their space outright
2. Total occupancy costs for a leased space can include:
a) Base rent
b) Property tax
c) Merchants’ association fees
d) All of the above
3. No matter which type of leasing arrangement is chosen, the franchisee should fully understand his or her legal and financial obligations as outlined in the lease agreement. True or False?
a) True b) False
4. In a head lease, the franchisee is in a direct contractual agreement with the landlord. True or False?
a) True b) False
to make it bigger, yet the franchisor recognizes, through experience, that a smaller, well-designed kitchen creates greater work efficiencies and permits more front of house space, thus allowing more tables and greater revenues. If you object and fail to comply with the standards, you may risk being in breach of your franchise agreement and incur costs to redo certain parts of the build out in order to conform to franchise standards.
Leasehold improvements and store build outs can be overwhelming. There are a lot of details and it’s a large investment. Make sure you select the right contractor and have the build out monitored closely by the franchisor. Ask questions so you understand the decisions being made, but rely on the experience of the franchisor. That’s part of the value of a franchise.
TUTORIAL 20
1. Leasehold improvements:
a) are fixtures that are attached to a retail or commercial space
b) are installed by the franchisee or tenant when setting up their business
c) can include machinery and equipment that is bolted to the floor
d) All of the above
2. When building out a new franchise location, a franchisee should:
a) pick the first contractor they speak with so construction can begin immediately
b) consult closely with their franchisor to ensure the location is built to the system’s specifications
c) always go for the cheapest construction materials and equipment
d) assume that all unforeseen costs and delays will be absorbed by either the contractor or the franchisor
3. It always ends up being cheaper for a franchisee to lease a space with pre-existing leasehold improvements. True or False?
a) True b) False
4. During build out of a new location, the franchisor will usually have the final decision on all aspects of the build, especially those relating to brand consistency. True or False?
a) True b) False
CEFA Early Learning is seeking franchise partners to open private early-learning schools for children in Alberta and Ontario. If you have a passion for working with children and families, understand the value of education and early learning, and believe in developing children academically, socially, and physically, owning a CEFA school could be the perfect opportunity for you.
CEFA offers a unique advantage with its award-winning curriculum and an impressive 25-plus year track record as one of the largest and most established education franchise companies in Canada.
• Franchise fee: $70,000 CAD
• Startup capital required: $700,000+ CAD
• Total investment required: $1.7M - $2.5M+ CAD
• Available territories: Alberta and Ontario
• Training: Provided
• Franchise units in Canada: 60+ in operation and development
• In business since: 1998
• Franchising since: 2003
• CFA member since: 2011
Discover the top 10 reasons for owning a CEFA franchise at https://franchise.cefa.ca or email franchising@cefa.ca for more information.
“It’s Gonna Be Great”
Great Clips is the world’s largest and fastest growing salon brand with nearly 4,500 salons throughout North America. Our salons are conveniently located in strip malls in over 130 markets. What really makes this business concept unique is the fact that it is recession-resistant, with steady growth and multiunit opportunity. Manager-run salons allow for exibility in how you transition into business ownership. No haircare experience necessary!
Franchise fee: $20K (USD)
Investment required: Net Worth $500K ($1M in select markets)
Available territories: BC, SK, MB, ON, US
Training : Yes
Franchise units Canada: 155 US: 4,300
In business since : 1982
Franchising since: 1983
CFA member since: 2016
Find out more at franchise.greatclips.com.
FASTEST GROWING BAKERY CONCEPT IN CANADA
• A trusted brand – With over 180 locations across Canada and 20+ years of franchising excellence, you’re investing in an established brand that Canadians trust.
• A robust model – We are all about delivering exceptional products, friendly service, and a welcoming environment that keeps customers coming back for more.
• Community-focused – Our bakeries donate to hundreds of local schools, groups, and charities across Canada every single day.
• No baking experience required – Our comprehensive training program and ongoing operational support mean we welcome franchisees from all walks of life.
• Flexible nancing options – Whether you are an investor or owner-operator, we have different pathways for you.
• No franchising fee for new bakeries
Contact the COBS Bread Franchising Team
E email@cobsbread.com
P 1-844-369-COBS (2627)
W www.cobsbread.com/franchising
Founded in 1999 as The Delivery Guys Inc., Kargo Today is a 25-year-old company that offers same-day cargo transportation services with a diverse eet, including cargo vans and 24foot trucks. Their commitment to B2B customers is reinforced by advanced dispatch and tracking software, emphasizing reputation, relationships, and client support.
Kargo Today is expanding its network through franchising, dedicated to aiding franchisees’ success via comprehensive training and support. This expansion ensures customers bene t from Kargo Today’s logistical support across various markets. The business model is distinguished by its low entry cost and scalability, providing franchisees with the opportunity to capitalize on substantial margins within a business showcasing strong unit economics.
LOCATIONS NOW AVAILABLE ACROSS CANADA franchising@kargotoday.com • 1-833-87KARGO (1-833-875-2746)
After over 40 years of providing easy-to-prepare, top-quality foods, M&M Food Market has become a trusted and iconic Canadian brand that customers have come to rely on for a uniquely convenient and welcoming shopping environment. Canadians looking to serve real food at home that ts with their busy lives has never been more prevalent. We offer innovative products for those looking for new and different meal solutions, including more than 35 gluten-free products spanning every category. Our customers can trust they’ll nd something that suits their dietary needs. The initiatives that we implemented during our recent brand transformation, such as our new store design, food innovation, digital marketing, and e-commerce (including in-store, curb-side pick-up, and delivery), along with our industryleading loyalty program, have put M&M Food Market in a position to continue to serve our loyal customer base when they need us the most. For our newest partners, we offer a comprehensive training program and ongoing operational support, along with head of ce support to help ease the transition into business ownership. All this, and we are growing! We have new store opportunities available across Canada. Reach out today to nd out about opportunities near you!
For more information, visit our website at www.mmfoodmarketfranchise.com or call us at 1-800-461-0171.
Expert services, simpli ed solutions
nuvemXP helps franchisors develop and implement software solutions to support their growing back of ces. By recommending, implementing, and supporting complementary technological products, we enable franchisors to focus on growing their businesses rather than just running them. As one of Canada’s most trusted Sage partners, we’re here to equip you to thrive in 2025 and beyond.
Connect with nuvemXP now with a free consultation and start your journey to nancial ef ciency and success. www.nuvemxp.com/get-started
Celebrating 40 Years of Helping Canadian Students Succeed Oxford Learning ® is passionate about our mission to help children achieve their highest potential. We achieve this mission using a cognitive learning model for all programs, which helps students develop new and better pathways to learning. Unlike traditional tutoring, a cognitive approach leads to lasting educational changes. This shift in the approach to tutoring makes Oxford Learning stand apart from other supplemental education options, leading to academic achievement for students, satisfaction for parents, and success for franchisees.
Founded in 1984, we are an award-winning franchise system with 130 locations across Canada.
Oxford Learning ® celebrates multiple CFA awards, including:
· Franchisee of the Year 2020 (Gold); 2022 (Bronze)
· Lifetime Achievement (2020) for Oxford Learning’s founder A background in education is not a prerequisite—our unique cognitive learning programs, proprietary curriculum, and comprehensive training, combined with your drive to succeed, are the only requirements!
Join the leaders in Canadian supplemental education with 40 years of helping students. Explore the Oxford Learning opportunity today! 1-888-559-2212 or franchise@oxfordlearning.com
The Pizza Nova story began in 1963 when a young Italian family opened the very rst Pizza Nova restaurant. Still family-owned, we have helped hundreds of families open and operate our 150-plus locations across Ontario and specialize in hand-tossed, artisan-style pizzas that are complemented by an extensive menu of proven favourites.
Our 60-plus years of success continues as a direct result of our uncompromising commitment to providing quality ingredients and product innovation. In 2015, we became the rst Canadian pizza company to introduce pepperoni sourced from beef and pork raised without the use of antibiotics or added hormones. We have since expanded our “Raised Without Antibiotics” pro le to include bacon, chicken wings, chicken pollini, grilled chicken, and smoked ham. In 2021, we introduced the rst pea protein-based pepperoni as a plant-based alternative to our diverse menu, as well as plant-based chick’n bites, thus further expanding our reach to include vegans, vegetarians, and exitarians alike.
We provide comprehensive training, easy ordering from our HAACPapproved commissary, location identi cation and design, operations support, and innovative marketing initiatives that bring customers through your door, like the Ciao Rewards loyalty program.
Pizza Nova is the Of cial Pizza of the Toronto Blue Jays™ and Toronto International Film Festival.
For more information on franchise opportunities, please contact John Consales, Senior Franchise Development Manager at 416-439-0051 ext. 1016 or john.consales@pizzanova.com.
Rede ning the future of tness
Unlock a rst-to-market opportunity with Safe Sweat, the tness industry’s game-changing tness studio concept. We’re revolutionizing tness with private, reservable workout FITsuites designed for personalized, judgment-free experiences. Combining the privacy of at-home workouts with premium equipment and a customizable environment, Safe Sweat is setting new industry standards. With lower operating costs than traditional studios, streamlined operations and a low labour model, it’s highly scalable and maximizes pro tability. As a franchisee, you’ll receive rsthand support from tness veterans Emre Ozgur and Andrea Kloegman, who bring over 50 years of experience. With expert guidance in training, marketing, and operations, your franchise will be set for success. Launching in Canada in October 2024, Safe Sweat offers a rare, high-growth opportunity. Don’t miss your chance to rede ne the future of tness!
To learn more about franchise opportunities, visit https://safesweat.com/franchise-opportunity/ or contact us at franchising@safesweat.com
MAKE YOUR MARK
STEEL N INK is Canada’s leader in the retail tattoo and piercing business. Founded in 2005, the brand operates professional designed studios in or adjacent to major regional shopping centres. The concept has been proven and we’re looking to grow with franchise partners with prior retail experience across Canada.
Franchise units in Canada: 1 Corporate units in Canada: 15 In business since: 2005
Franchise since: 2024
Franchise fee: $30K Start-up capital required: $150K-$200K Investment required: $350K-$550K Available territories: All of Canada CFA member since: 2024
Contact: Andy Goodman, VP Development (416) 722-6949 andy@steelnink.com www.steelnink.com/franchise
Join The UPS Store franchise network and count on the support from our experienced home of ce and in- eld teams to get you to your grand opening and beyond. Many offer printing or shipping services, but our dedication to innovation and convenience are what keep The UPS Store at the top of our industry. With over 395 franchise locations across Canada (and continuing to grow), we have a proven track record of success! As a franchisee, you will enjoy an established system to get your business started off on the right track, in-depth training programs and ongoing support to make sure you continue to succeed, and an internationally recognized and award-winning brand to help you build instant credibility in your community. The UPS Store is there at every stage of your franchising journey. We are proud to have been designated as an essential business at a time Canadians needed us most.
Visit us at www.theupsstore.ca. We print, ship, and more!
Locations in North America: Over 5,500 Locations in Canada: Over 395 Minimum cash investment: $100,000
Total cash investment: $210,500 to $293,500 plus working capital.
For more information on The UPS Store opportunity, call 1‐888-875-0007 or visit www.theupsstore.ca.
Topper’s Pizza is a premium QSR brand that has been satisfying pizza-lovers’ cravings in neighbourhoods across Ontario for over 40 years. And what sets us apart starts with our dough. Our Authentic ItalianBread Crust™ is made fresh daily, from a century-old family recipe from San Daniele, Italy. It’s then topped with only the freshest of ingredients and crafted into a variety of delicious recipe pizzas by a team who is passionate about bringing friends and family together through the love-generating power of a great pizza experience.
We invite you to join our family and own a business you can be proud of. From start to nish, we’ll be there for you as you uncover the true recipe for success with Topper’s Pizza!
Hungry for an appetizing franchise opportunity? Topper’s Pizza Franchises are available all over Ontario. Contact our team to learn more.
franchiseinfo@toppers.ca www.toppersfranchise.ca
FRANCHISE ROUNDUP
Insights, ideas, and opportunities to keep on your radar
FRANCHISING BY THE NUMBERS
1-in-5
The number of Gen Z survey respondents who answered, “What food/beverage do you want to be turned into a sauce?” with “Pickle.”
10%
The percentage of their workforce that employers can hire through the new temporary foreign workers program. New restrictions came into effect in September 2024.
$187B
The amount that generative AI could contribute to the Canadian economy annually in labour productivity gains by 2030, according to a report commissioned by Microsoft Canada.
71%
The percentage of Zoomers (born between 1997 and 2012) who report being significantly more likely to pay for environmentally friendly clothes, shoes, and accessories compared to other generational cohorts (54%).
(Sources: Rubix Foods; Radio-Canada; Microsoft ; BDC)
FRANCHISE AV CLUB
Franchise Canada TV is the CFA’s visual format interview series, introducing you to franchisees and franchisors from our stable of great member brands. Subscribe to the CFA’s YouTube channel to see all the updates. Our interview with the franchisee of WingsUp!’s newest location in Toronto’s Liberty Village is out now! If you haven’t already left a comment or a thumbs up, we would greatly appreciate your support! Your subscription and feedback help others discover the show and allow us to continue delivering valuable content.
www.youtube.com/@CanadianFranchiseAssociation
THE CFA RECOMMENDS
Startup Canada Tour. The Startup Canada event series brings the Canadian entrepreneurship ecosystem to communities across Canada. Entrepreneurs can attend the stops of the tour to connect with fellow business professionals, ask expert questions, and drive your business forward.
www.startupcan.ca/explore/startuptour/
IN THE NEXT ISSUE
The March/April 2025 issue of Franchise Canada is the Diversity issue, and we’ll be showcasing all the communities that make our franchise industry whole. From the range of service offerings in CFA membership, to the varying faces behind some of our favourite brands, Franchise Canada is introducing you to a range of voices in the franchise industry, Canada-wide. These people are your friends and neighbours, and they’re running brands that Canadians patronize every day. Will you be among them? This issue will also feature a roundup of the nation’s education franchises, just in time for next semester!
UPCOMING EVENTS
February 26, 2025
Franchise Your Business Webinar (Virtual)
Grow your business with franchising this year! Franchise Your Business seminars are designed to help business owners successfully scale their businesses through the franchise model. It’s a one-stop shop to learn from seasoned pros from across the franchise industry.
AT A GLANCE
Established: 1998 in Canada; 1980 in U.S.
Number of units: Over 395 in Canada
Investment range: $210,500 CDN to $293,500 CDN, plus working capital
Non-Traditional Opportunities With The UPS Store®.
The UPS Store Canada offers more than the traditional model typically located in strip malls or on main streets. Most recently, we introduced a store-in-store model within Walmart locations in Canada. This new relationship places our brand in direct contact with millions of customers in conjunction with one of Canada’s leading retailers. A number of these non-traditional locations are now open in Ontario, Quebec, and Alberta.
The UPS Store Canada has an aggressive development plan related to this opportunity. This is a multicentre franchising program and represents a great business opportunity for those who are ready to do the work required of this type of investment.
