A&W CANADA: CLASSIC BRAND, FRESH FUTURE
CATERING TO THE NEEDS OF SENIORS
A LOOK AT THE QUICK SERVICE RESTAURANT SECTOR MARCH | APRIL 2024
A Canadian Franchise Association Publication / FranchiseCanada.Online
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CONTENTS FRANCHISE
MARCH/APRIL 2024
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4 Canadian Franchise Association
14 COVER STORY
14
United in Franchising Franchising provides opportunities for Canadians from all walks of life to make a lasting impact on a company, a sector, and the community at large
16
From Newcomers to Up-and-Comers We explore three stories of hardworking immigrants who built successful food franchises in Canada
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We All Belong! These six passionate franchisees came from all walks of life to prove that franchising is for everyone
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Finding a Niche These four franchisees—all from different backgrounds and sectors—discovered the perfect market where they could ride the wave to prosperity
www.cfa.ca | www.FranchiseCanada.Online
26
Women at the Helm We shine a spotlight on three female franchisees who add to this impactful industry
37
Senior Services Across Canada
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Location, Location, Location A breakdown of what you need to be aware of when considering whether to go new or “used” with a franchise location
SPECIAL FRANCHISE FOCUS
29
Special Focus: Quick Service Restaurants Learn why you should explore franchise opportunities in this growing and resilient sector
Franchise Canada is published by the Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
DEPARTMENTS
44
HOME-GROWN & LOCALLY-OWNED 100% Canadian Franchise Systems
47
NEXT GENERATION IN FRANCHISING Raising the Beauty Bar Millennial franchisee Katrina Kuras shares lessons learned from five years of franchising with a beauty bar brand that feels like family
50
LEADERSHIP PROFILE Out-of-the-Box Kickboxing After two decades of nationwide growth and an international expansion, 30 Minute Hit continues to prove that niche fitness franchises are just warming up
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A DAY IN THE LIFE A Fresh Business Opportunity A fan-turned-Fresh Burger franchise owner runs through a typical day
56
THE FIRST YEAR Passion and Persistence Couple Vim and Shama Vimalendiran share the story of their first year running a Lunch Lady franchise and what it takes to turn a struggle into success
59
ICONIC BRAND A&W’s Family of Icons Partnerships defined the early growth of the burger brand. Can its partnerships drive its franchise future?
62
GIVING BACK Leading the Charge in Making a Difference A multi-faceted approach to charitable work puts Batteries Expert at the forefront of its customers’ minds—and hearts
CATCH UP ON SEASON 7 NOW! SEASON 8 COMING SOON!
64
SHOW ME THE MONEY 4 Franchises for $50K-$150K
68
FRANCHISE TUTORIAL Tutorials 9 & 10 This issue: • Intro to Operation Manuals • Intro to Franchisee Advisory Councils
COLUMNS
10 CFA CODE OF ETHICS 11 INDUSTRY NEWS 65 ASK THE EXPERTS 72 MARKETPLACE 74 ADVERTISERS’ INDEX 76 FRANCHISE ROUNDUP
LISTEN & LEARN
Tune in to the Franchise Canada Chats Podcast! Available on Google Play, iTunes, SoundCloud, and Spotify
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Visit www.LookforaFranchise.ca to find more information about the franchises featured in this issue.
Franchise Canada
March | April 2024
5
PUBLISHER’S MESSAGE
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STRENGTH THROUGH DIVERSITY, NOT ADVERSITY
he franchise industry has long helped Canadians reach their potential and find satisfaction in proven systems that allow for personal and professional growth. The companies that comprise this community vary in offering, from restaurants to educational services to fitness centres, but the one thing they have in common is the wide variety of backgrounds from which their franchisees, and their workforce, hail. This array of cultures and experiences helps fortify an already strong group even further, building a network of like-minded businesspeople with diverse frames of mind. In this issue, we chatted with franchisees from three food-based businesses who share a similar story: they all came to Canada with the desire to thrive in their newly adopted home country (page 16). By sharing their experiences, they offer valuable advice that’s applicable to any potential or current franchisee looking to prosper in a new territory or sector. Up next, we explore a number of franchisees who are paving the way for success in underrepresented groups within the industry. On page 26, we profile three women from different franchise systems who have become leaders, both for other franchisees and for women across Canada. Their stories provide insight into how far equality in the franchise industry has come while highlighting some of the difficulties that still exist for women today. Altruism is at the heart of our feature on Batteries Expert, a Quebec-based company that has infused the philosophy of giving into its brand identity while empowering its franchisees to make an impact at a local level (page 62). Later in the issue, A&W, a name that’s familiar to many burger-loving Canadians, is spotlighted as a celebrated brand in the quick service industry (page 59)—if you’re a fan of its classic, familyinspired menu, you’ll love this trip down memory lane. Speaking of a long legacy, as Canada’s population ages, more and more people will turn to the seniors services highlighted on page 37 for everything from moving companies to in-home support. On page 53, we follow a franchisee of another quick service restaurant, Fresh Burger, as they navigate the ins and outs of an average—and busy—day on the job. Armaan Divecha is more than an investor—he fell in love with the brand back in his college days, and soon he was taking the leap into franchise success himself.
When it comes to leaders, two can sometimes be better than one, as evidenced by The Lunch Lady franchisee power couple Vim and Shama Vimalendiran who, despite opening at the beginning of the pandemic, found immense success during lockdown days (page 56). Another dynamic duo, 30 Minute Hit founders Jackson and Deanna Loychuk (page 50), brought their unique exercise concept and female-focused brand to market 20 years ago and show no signs of slowing down. Staying in the health and wellness category, self-described “antispa” THE TEN SPOT has carved out a niche in a rapidly booming sector by pairing high-end services with reasonable prices; learn how on page 47. For this issue, we posed two burning questions we often hear to our franchise experts. First, on page 65, Joel Friedman walks us through the considerations that one should be aware of when deciding upon a franchise location. On the legal side, Sofi Katsovskaia breaks down the differences between a disclosure document and a franchise agreement (page 66); even if you know the basics, you’ll likely walk away with a greater appreciation for the distinctions between these two very important papers. For nearly 60 years, the CFA has showcased the benefits of a diverse franchising industry, wherein people from every race, age, gender, and background have the opportunity to find personal satisfaction and business success. The more ideas we share, and the more we support each other, the greater we can collectively grow, for the benefit of the individual, the CFA, and the almost two million Canadians who are employed by franchised businesses. Remember: above all, franchising is for everyone!
Sherry McNeil President & CEO Canadian Franchise Association
6 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
Congratulations to the
Canadian Franchise Association on the 2023 launch of the Equity, Diversity and Inclusion Committee.
Wild Birds Unlimited, Inc. is proud to celebrate and embrace diversity across North America. We also celebrate Paul Pickett’s membership on the new CFA EDI committee and receipt of the 2023 Ronald E. Harrison Diversity Award from the International Franchise Association, honoring his commitment to fostering equity, diversity and inclusion in our franchise community. If you are interested in opening your own Wild Birds Unlimited franchise, please visit www.wbu.com/franchise
CFA BOARD OF DIRECTORS BOARD CHAIR David Druker*, The UPS Store PRESIDENT & CEO Sherry McNeil*, Canadian Franchise Association 1ST VICE CHAIR Ryan Picklyk, A&W Food Services of Canada Inc. 2ND VICE CHAIR Todd Wylie, Master Mechanic
PUBLISHER
PAST CHAIR Gerry Docherty*, Good Earth Coffeehouse
Canadian Franchise Association (CFA)
SECRETARY & GENERAL COUNSEL
SENIOR MANAGER, CONTENT & MARKETING
Darrell Jarvis*, Fasken
Lauren Huneault
TREASURER Lyn Little, BDO Canada LLP
EDITOR Rachel Debling
CHAIR, FRANCHISE SUPPORT SERVICES
CONTENT PRODUCER Daniel McIntosh
Kirk Allen, Reshift Media
GRAPHIC DESIGNER Andrea Lee
CHAIR, LEGAL & LEGISLATIVE COMMITTEE
ADVERTISING SALES Stephanie Philbin
Andraya Frith, Osler, Hoskin & Harcourt LLP DIRECTORS
Chuck Farrell, Pizza Pizza John Gilson, COBS Bread Andrew Hrywnak, CFE, Print Three Franchising Corporation Rimma S. Jaciw, CFE, WSI Digital Joel Levesque, McDonald’s Restaurants of Canada Ken Otto, Redberry Restaurants Gary Prenevost, FranNet John Prittie, TWO MEN AND A TRUCK Stephen Schober, Metal Supermarkets Family of Companies Thomas Wong, CFE, Kevito Group *Executive Committee member
AD COORDINATOR Andrea Lee CONTRIBUTING WRITERS
David Chilton Saggers, Roma Ihnatowycz, Joelle Kidd, Gina Makkar, Karen Stevens, Stefanie Ucci, Jordan Whitehouse, Kym Wolfe FOR ADVERTISING INFORMATION:
Stephanie Philbin sphilbin@cfa.ca
TO SUBSCRIBE TO Franchise Canada
visit www.FranchiseCanada.Online
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
We invite your comments, questions and suggestions. Please contact us at editor@cfa.ca or https://cfa.ca/ franchisecanada/franchise-canadamagazine/.
© 2024, Canadian Franchise Association. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher. Publications Mail Agreement No. 41043018
LAW FIRMS:
SHOWCASED FRANCHISE
8 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
Legal Disclaimer 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
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he 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. A ll 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 services/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. Visit LookforaFranchise.ca today.
10 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
INDUSTRY NEWS
Your source for what’s happening in Canadian franchising Entrepreneur ranks Kumon as top education franchise for 23rd straight year Kumon continued its 23-year streak as the number-one education franchise as ranked by Entrepreneur magazine. The company was ranked number 10 overall, putting it in the top 10 of the magazine’s prestigious Franchise 500 list for four consecutive years. Entrepreneur’s annual rankings are based on outstanding performance in areas including unit growth, financial strength and stability, and brand power. The 45th annual Franchise 500 ranking is considered an invaluable tool for franchise recruitment. “Kumon is proud to be ranked by Entrepreneur at the top of the education category once again,” says Mike Shim, senior vice president of field operations for Kumon North America. “We are committed to maintaining the strength and quality of the franchise opportunity even as we work to ensure Kumon remains an affordable investment. Kumon Instructors provide high-quality education enrichment services to their students, and it is our honour to support them as they endeavour to make a difference in their communities.” 2023 marked another strong year for Kumon, which has reported a surge in franchise agreements and dozens of new centre openings in the wake of unprecedented demand for education enrichment services. In 2024, Kumon will venture into an exciting new era of technological development with Kumon Connect, a web-based app where students can complete their worksheets, rather than doing them on paper. With Kumon Connect, students still go to their local centre twice
weekly. However, instructors will be able to support students in convenient, accessible new ways without sacrificing the fundamentals of the Kumon Method. For children from preschool to high school, Kumon is an afterschool math and reading enrichment program that goes well beyond traditional tutoring. Unlike other academic programs, Kumon is individualized for each child. Kumon’s curriculum takes a step-by-step approach to learning, helping children develop strong math, reading, and writing skills. Kumon students develop confidence, increase focus, and improve study habits on the way to unlocking their true potential. “Our instructors are professionals who are helping students make up ground lost during the pandemic and, in many cases, zoom ahead of their classmates. We do not see the demand for services slowing down in the near future,” says Shim. “The increased demand creates new opportunities for people interested in opening their own education business.” BeaverTails® names Michelle Aboud vice president of marketing BeaverTails Canada announced that Michelle Aboud has joined the company as vice president of marketing. As a key member of the leadership team, Aboud will oversee BeaverTails’ marketing and branding efforts and shape communications strategies that will amplify the brand’s presence in Canada. She will also support expansion efforts into new markets. “I’m delighted to welcome Michelle to our senior leadership team,” says Pino Di Ioia, CEO of BeaverTails.
“Her experience working with global brands, as well as her entrepreneurial spirit, was a huge draw for us. She is a business-savvy marketer with a deep appreciation for creativity, which makes her uniquely placed to lead our marketing efforts at a very exciting time for our business.” “I’m excited to be joining the ranks of this iconic Canadian brand,” says Aboud. “BeaverTails has taken a uniquely Canadian product and built a brand that is both fun and nostalgic over the last 45 years. It is well positioned for innovation and growth in the coming years. Marketing will now, more than ever, be an important growth driver and I’m thrilled to be leading those efforts.” Prior to BeaverTails, Aboud held numerous executive positions including senior vice president and managing director of McCann Montreal, where she oversaw general operations and contributed to accounts such as the Royal Canadian Mint, L’Oréal Canada, Nespresso, and Export Development Canada. Prior to that, she worked as a consultant on business brand strategy for small and mid-sized enterprises and global brands across various industries. Aboud was also partner and vice president, account services at BleuBlancRouge where she played a senior role with major accounts such as Sephora, Cadillac Fairview, Desjardins, and Cineplex.
Franchise Canada March | April 2024
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INDUSTRY NEWS Reach Learning Centre franchise opens in Edmonton Reach Learning Centre recently opened its newest franchise location in Edmonton, Alberta. “We’re very excited to announce the grand opening of our newest Reach centre,” says Robert Zylstra, marketing director. The centre, under the leadership of Darla Janzen, opened in January 2024. The new location is in the Sherwood Park neighbourhood, a convenient location for families seeking literacy and math support for students, and follows best practices, current research, and intervention using Reach’s Orton-Gillingham approach to supporting literacy development. Pizza Nova raises $15,000 for SickKids Foundation as part of its holiday campaign Pizza Nova donated $15,000 to the SickKids Foundation as part of its holiday fundraiser, featuring the sale of its 60th anniversary commemorative tote bag online and in stores. The bag featured the
brand’s iconic “Ciao” greeting, with a portion of the proceeds directed to the SickKids Foundation. On January 16, Pizza Nova presented a cheque to Alex Chiarlitti, manager, cause marketing, and Stacey Robinson, director of cause marketing at the SickKids Foundation, at SickKids Hospital in downtown Toronto. Pizza Nova’s donation was part of a two-year partnership with SickKids Foundation. “We value every opportunity we have to partner with SickKids Foundation and support their lifesaving and life-enriching work,” says Domenic Primucci, president of Pizza Nova. “On behalf of our entire team, I thank our loyal customers and franchisees for their enthusiastic participation in this fundraiser and especially the personnel and donors of SickKids who provide leading-edge care for so many children and their families.” This collaborative effort underscores Pizza Nova’s commitment to positively impacting the communities in which it operates. The funds raised will go toward
12 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
health and scientific advancements to continue breakthrough research and patient care. Rian and Qais, SickKids Foundation ambassadors and patients of SickKids Hospital, were the faces of the SickKids Foundation campaign. Rian joined the SickKids Foundation and Pizza Nova teams during the cheque presentation event on January 16. “We are grateful to Pizza Nova for its leadership and support,” says Robinson. “Partnerships such as these allow us to truly live out our mission of creating a better world through children’s health.” Metal Supermarkets announces 10th consecutive year of sales growth Metal Supermarkets, the world’s largest supplier of small-quantity metals, celebrated impressive accomplishments in 2023, comprising of record sales increases, new store openings, a striking 87 per cent net promoter score, and the addition of pivotal new franchise support roles. Compared to 2022, Metal Supermarkets achieved a four per cent sales increase, yet again breaking the prior year’s record network revenue. This marks the 10th consecutive year that Metal Supermarkets has achieved record sales results. This sales increase was driven by a 10 per cent increase in invoice count, while the improved e-commerce platform led to online sales increasing by 38 per cent. In addition, the brand expanded its North American presence with nine new stores across the United States and Canada for a total of 122 stores internationally. Metal Supermarkets has also started off 2024 strong, with over 10 stores in its development pipeline, including two that opened in early January 2024. “Throughout 2023, Metal Supermarkets continued to grow through the dedication and achievements of our franchisees,” says Stephen
INDUSTRY NEWS
Schober, president and CEO of Metal Supermarkets. “They are dedicated to providing exceptional customer service to businesses and consumers in their local markets. While franchisee efforts are always critical for our success, additional stores, improved e-commerce performance, and enhanced training and support for our franchisees all contributed to record network sales growth.” In addition to this year’s sales growth, Metal Supermarkets added a key new member to its support team. Elliott Tepperman was
recruited as the brand’s manager, e-commerce, to oversee and support the advancement of this growing sales channel. New team members also joined other support teams in learning and development, operations, and marketing to better help franchisees succeed. After such success in 2023, Metal Supermarkets climbed the ranks in Entrepreneur magazine’s 45th annual Franchise 500. This year, Metal Supermarkets rose to number 203, which marks the eighth year in a row the brand has earned recognition on the highly competitive list of top franchise concepts, its highest placement to date. The past year also marked the second year of Metal Supermarkets’ annual Trade School Scholarship, awarding scholarships to individuals pursuing a career in the skilled trades by attending a post-secondary
trade school. Launched in an effort to combat the shortage of skilled trade workers, and in tandem with National Welding Month in April, the scholarship promotes trade school attendance and awareness. In addition, Metal Supermarkets capped off a successful year with the announcement of the six winners of its annual Metal My Way contest. Showcasing the versatility and craftsmanship of metalworking, fabricating, and design, the Metal My Way competition is an international photo and video submission contest that invites entrants to submit projects where they have transformed ordinary metal into inventive creations, innovative tools, or works of art. The grand prize was awarded to Angellos Glaros of Nanaimo, B.C., for his majestic “Blue Heron,” while secondary prizes were awarded to winners across five different categories.
Make a Career Helping Students Get Better Grades Opening Your Own Oxford Learning Location Starts Right Here. Join us! With four decades of proven success in Canada, Oxford Learning is paving the way for a better future for Canadian students and successful franchise owners. • • • • • •
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Proudly Canadian
Franchise Canada March | April 2024
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United in Franchising Franchise Canada is proud to be a champion for the myriad entrepreneurs who make their mark through franchising. The involvement of multiple voices is a crucial asset to any business, and that goes double for franchising in Canada. As an industry that relies on independent entrepreneurs, franchising provides opportunities for Canadians from all walks of life to make a lasting impact on a company, a sector, and the community at large.
14 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
COVER STORY
T
he 17 franchisees represented in this package are a microcosm of the wider franchise industry. They represent the diversity that is integral to franchising, from like-minded friends going into business together to a daughter of immigrants finding the afterschool job that would become her career. The range of opportunities available through franchising is equally varied. From classic quick service restaurants and emerging cuisines to service brands in print marketing or construction, the opportunities to lead are endless. We also present a special feature on the women who make up a growing, impactful part of the franchise industry, and a feature on the successes of business owners who are new to Canada. These profiles provide a window into the reality of successful franchisees who made their entrepreneurship goals come true in Canada.
And the community of diverse and thriving franchisees is ready for you! If these stories of business success inspire you to consider opening your own franchise, look no further than the CFA’s online resources to match your goals to the right franchise. The Franchise Canada website features even more educational articles, expert advice, and industry news so you can keep up with the changes and events central to the franchise industry. Ready to learn more about a particular franchise brand? Our online franchise directory, LookforaFranchise.ca, has the information you need to make an informed franchise decision, from franchise fees to contact information. To all those who have embarked on—or are preparing to embark on—their own franchise journey, we at the CFA welcome you to a community where everyone has the opportunity to make their business dreams come true through franchising.
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COVER STORY
From Newcomers to Up-and-Comers It isn’t easy to be a newcomer. Many recent immigrants must contend with changing language, documents, and social customs, and that’s before they start dreaming of establishing their own business. But it’s those very dreams that guide entrepreneurial people toward Canadian shores. If you’re looking for inspiration on achieving the Canadian dream, you’ve come to the right place. All of these franchisees faced challenges and setbacks but rose through the ranks of their respective sectors with the support of family and friends, to create franchise success. Here, we explore three stories of hardworking immigrants who built successful food franchises in Canada. BY KAREN STEVENS
Ken Chow Edo Japan
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n 1994, at 24 years old, Ken Chow came to Canada from Enping, a county-level city about three hours from Hong Kong in southern China, to work at his uncle’s restaurant. His wife followed him the next year, and for the better part of the next decade, he learned the ropes of the Canadian restaurant industry. “I came to Canada for a better future for myself, my family, and the next generation,” he recalls. “More opportunities were available in Canada than in China at the time.” When he lived in China, Chow was employed as a factory cook and then as a chef at a hotel restaurant. The skills he learned in these roles came in handy during the seven years he worked at his uncle’s restaurant, and after that, he opened his own Chinese restaurant on Canadian soil. While Chow had a positive experience working in the Chinese restaurant, it did come with its downsides. “It was too much work and a lot of stress and not a lot of profit,” he says. Instead, he decided to stay in the restaurant industry by joining a strong franchise brand. Enter Edo Japan. In 2000, Chow tried Edo Japan at a mall food cart, and he recalled being very impressed with the flavour and remembered the huge line at the store. “I saw lots of people there eating the food and how much they enjoyed it, and in that moment, I knew that Edo Japan was the franchise I wanted to run,” he says. He reached out to the franchise, and the rest is history.
Chow says the franchisor was there with him every step of the way, whether in the initial training or by offering hands-on support as he opened new stores, especially his first location in Medicine Hat, Alberta. “They send managers and trainers to assist with any needs and problems we may have and to make sure the store opens successfully.” He says family support was instrumental during this process— his wife and kids pitched in, too. Edo Japan franchisees need to be dedicated, hardworking individuals with a passion for the food industry, notes Chow. While he says a background in the food industry isn’t mandatory, it is an asset. “If you are willing to follow the guidelines set by Edo Japan, running a franchise is easier than running your own restaurant because of the support the franchise provides,” he explains. Today, Chow owns six locations, with two more in the works. He says that his success, in part, is due to immigrating to Canada. “Having nothing when I came to Canada gave me the drive to better myself and push for something more, and it has shaped the way I operate—I always push myself to be the best.”
Learn more at LookforaFranchise.ca
16 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
COVER STORY
Utkarsh Patel and Hardik Patel Score Pizza
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riends Hardik Patel and Utkarsh Patel (no relation) discussed a business partnership for years before opening their Score Pizza location in Waterloo, Ontario. They knew each other before they left their hometown of Ahmedabad, India, to come to Canada as students in 2018. Then, they were housemates when they attended Conestoga College and stayed in touch after that, even as they entered the world of work. They had many conversations about opening a business together during that time and eventually decided on franchising. But which kind of business was to be determined. As a student, Hardik worked in restaurants to pay his bills, eventually moving his way up from busboy to head chef at a popular burrito franchise. “I wanted to run my own business,” he says. “Since I had the restaurant industry experience, I was looking to start a restaurant.” From there, the duo did market research, including reading social media and customer reviews to see what kinds of restaurants were popular, and that’s when they decided on a pizza restaurant. Potential franchisees can choose from many attractive options in the crowded pizza sector. Hardik and Utkarsh settled on Score Pizza because they were looking for a concept that stood out. “You can do dine-in, and it has all the options for drinks, on top of serving the best pizza,” explains Hardik.
While the two new Score Pizza owners did have restaurant experience, they didn’t have pizzeria-specific experience. Thankfully, Score Pizza’s comprehensive training program ensured they would learn the ins and outs of running the restaurant before opening day. From there, Hardik says that whenever they needed any help, support was always available from the Score Pizza team. “We can reach out to our operation manager or the training manager by email or phone, and they get back to us.” As a team, Hardik and Utkarsh like to divide and conquer. Utkarsh takes care of the in-store duties like food prep and customer service and ensures staff follow all protocols and recipes. Hardik’s duties lie more on the management side—he handles making the schedules, creating reports, and other administrative tasks. At Score Pizza, food service and business experience are beneficial, but it’s more important to be customerservice oriented, have a passion for the industry, and possess good management skills. “If you are willing to learn, if you have passion for the industry, if you want to serve your customer in better and better ways, then you can succeed in this industry,” he says. Hardik recommends the franchisee life to other immigrants seeking opportunities, saying that it offers newcomers a way to get into business for themselves and gain experience in specific Canadian markets. “It's an excellent opportunity for them because they can get guidance from their franchisor,” he says. “Just trust the process, keep doing the hard work, and always be loyal to your customer and keep up a passion for your industry.”
Learn more at LookforaFranchise.ca
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COVER STORY
Wajahat Khaleeque Sunset Grill
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riginally hailing from Pakistan, Wajahat Khaleeque (or “Waji the Baker,” as his friends call him) immigrated to Canada when he was only 20. That was 22 years ago, and since then, his journey has taken him from business student to professional baker to Sunset Grill franchisee. When Khaleeque left Pakistan, he’d already graduated with a bachelor's degree in business administration, but he had to redo the program to comply with Canadian standards. After graduating from the University of Windsor, he followed his passion for the food industry, completing George Brown College’s baking and pastry arts management program, followed by studying at the American Institute of Baking. After all this training, he went to work at a COBS Bread location as production manager—and that's when he first thought about opening a franchise of his own. In 2012, he bought a cafe that served breakfast. “My interest started developing more toward breakfast places instead of bakeries,” he recalls, and in 2019, Khaleeque’s uncle, Bader Munir, introduced him to Sunset Grill. Shortly after, Khaleeque approached the company and was soon selected as a franchisee. Originally, Khaleeque wanted to own a location in the Greater Toronto Area, but the wait for territories in the major cities was long. So, when the Brockville, Ontario,
territory became available, he took the opportunity and relocated. Unfortunately, there was trouble brewing ahead, in the form of COVID-19. “The pandemic was a big setback, and our construction got delayed,” he says. During this challenging time, he had lots of family support, in addition to in-person training and guidance from Sunset Grill’s head office. Khaleeque also had the support of two franchisees, Hemant Malik and Paul Sodhi, who were with him every step of the way. “Hemant trained me on operations, and Paul helped me with construction, walking me through everything so it all went smoothly,” he describes. According to Khaleeque, the benefits of owning a Sunset Grill franchise include a proven business model and marketing support. However, he notes that’s not the number-one benefit. “The biggest advantage of owning a Sunset Grill is that it is a one-shift operation, so you still have time for your family in the evening, and you still have nights at home instead of staying here till midnight,” he says. Khaleeque says that potential Sunset Grill franchisees should be hands-on and would benefit from having a background in business. “You should know each and every aspect of the business—cooking, operations, serving. You should be able to jump in any role, whenever it's needed,” he explains. Finally, if potential franchisees don’t have food industry experience, Khaleeque suggests working as an employee before owning your own restaurant to gain insight into what’s required.
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18 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
COVER STORY
We All Belong! Diversity in franchising can mean different things to different people, but above all it represents an array of sectors, backgrounds, and approaches to business. These six passionate franchisees came from all walks of life to prove that franchising is for everyone. Their stories show that with dedication franchisees can find success, regardless of their origin. Use their lessons and takeaways to fuel your own success story. BY DANIEL MCINTOSH AND RACHEL DEBLING
Shawn and Chrissy Fried B-Protek Concrete Resurfacing
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-Protek’s annual convention, usually held in a tropical locale, was certainly a draw for franchisee duo Shawn and Chrissy Fried. But it wasn’t the sole reason they signed on as owners of the company’s KingstonBelleville territory in Ontario. As his wife describes, Shawn, a veteran and police officer, was tired of “being the worst part of everyone’s day” and on the precipice of retiring. And though he would receive a pension, the bills just don’t stop coming, especially with a family of five. So, after driving all the way to B-Protek headquarters in Montreal, Quebec, to discuss their options (“I really grilled them,” Chrissy says, laughing), the duo felt confident enough to sign on the dotted line. It turned out to be the right decision for them. “Honestly, we haven’t looked back,” says Chrissy. In the beginning, Shawn was the sole worker, which was natural given his military background. “A lot of military members are not used to asking for help,” she explains. “They are like, ‘I got this, it’s fine.’ And they shoulder a lot of that weight on their own, without asking.” Eventually, he came to her and admitted that he couldn’t do it alone, and soon Chrissy was quitting her job as a dental office manager and putting on her B-Protek hat to help her husband with the organizational aspects of the business. They now have two employees who Chrissy raves about, and they hope that their supervisor, Dominic, will one day take over the business. (“I will cry if he leaves,” Chrissy jokes.) For Chrissy, B-Protek is emblematic of the rich tapestry of people and sectors that make up the Canadian franchise industry.
“People come [here] from all walks of life,” she points out. “[B-Protek has] someone who was in insurance, someone who sold jewelry previously, there’s me who was in dental […] you have the firefighter and the police officer—we have so many different types of people who have picked this up. “For me, it’s about bringing talent from across all nationalities, to be able to expand and grow your brand. And now there’s more females than ever going into business for themselves, breaking into a previously maledominated area. To see that diversity start to come through, it’s just incredible.” Though the term doesn’t ring true for everyone, Chrissy truly believes that their B-Protek network is a “work family.” Sharing information with prospective franchisees, advising current ones, and leaning on head office for guidance are all parts of their day-to-day—and the Frieds wouldn’t have it any other way.
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Franchise Canada March | April 2024
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COVER STORY
Arun Ramalingam Boston Pizza
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hile most franchisees experience growing pains when going from a single unit to a multi-unit operator, Arun Ramalingam scored a hat-trick: three restaurants in Alberta in the span of a year and a half, one each in Athabasca and St. Paul, and another in Wainwright as an operating partner. As a former multi-unit owner for Domino’s in central Alberta, he already knew his way around a pie. He also previously owned Subway restaurants, which helped to lay the foundation for the successful operation of three full-service restaurants. He more recently opened a fourth Boston Pizza restaurant in Kindersley, Saskatchewan. While he had experience running food brands, his previous stints were quick service restaurants (QSRs). The difference between this and his previous ventures, he says, is that QSRs can be run with a small team. “Compared to Boston Pizza, it’s a different scenario,” says Ramalingam. “You’ve got to deal with 30 to 40 employees in each restaurant. There’s a lot of HR things and payroll.” On top of the staffing challenges symptomatic to food industries, graduating from QSR franchising to casual dining, which requires more employees and attracts a different kind of clientele including families and group diners, was an additional challenge.
Ramalingam says that the transition allowed him to rely on the franchisor to fill in the gaps. “Boston Pizza International was very supportive. There’s a training team who helped us start training in Vancouver, before even opening in Athabasca. They were there for any things I needed,” says Ramalingam. He also leans on his staff and tools like Boston Pizza’s labour scheduling platform. While opening four restaurants in the span of a couple years seems aggressive, Ramalingam says his appetite for growth hasn’t dulled. “Maybe we can have another restaurant open next year,” he wonders. While Ramalingam is the core owner, his wife Priya helps with bookkeeping, on top of raising their two young kids, aged four and two. Ramalingam can’t help but to sing her praises: “My wife is such a great person, and she's just such a nice woman, and she's got such a lovely heart. She's been nothing but a tremendous support for me, always.” Despite potential downturns, Ramalingam says he wants to continue growing his multi-unit empire, expanding further into Saskatchewan. As for advice for prospective owners, Ramalingam says to use the franchise’s image and resources wisely and above all, know your business, regardless of the franchise. “Some people I’ve seen [...] they’re just doing it as an investment, but you’ve got to be working,” he says. “You can’t just rely on employees all the time. You need to have a deep knowledge of your business so if someone walked out, you know how to run things.”
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20 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
COVER STORY
Stephanie O'Neill and Whitney Elliott-Learie Foxy Box Laser & Wax Bar
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hoever came up with the adage “don’t mix friends and business" never met Stephanie O’Neill and Whitney Elliott-Learie. The duo has been friends for more than 15 years, and in June 2022, they became business partners when their Foxy Box Laser & Wax Bar opened in Kamloops, B.C. Like many young workers during the pandemic, O’Neill and Elliott-Learie were burnt out in their careers (a respiratory therapist and educator, respectively). They brainstormed business ideas and briefly floated the idea of returning to school. “Steph had gotten her waxing certificate, just to see if she could do something different,” says Elliott-Learie. O’Neill started her own mobile waxing business right before the pandemic struck, and by chance had noticed a promo video from Foxy Box. She forwarded the 45-minute video to her friend. “I started watching it, thinking I wasn’t going to be engaged at all, and the vibe of the company blew me away,” says Elliott-Learie. Both women found themselves drawn to the fun, spunky, inclusive culture of the hair removal franchise. “The community, the fact that it’s women-founded, women-owned, women-run […] I called Steph and I said, ‘This is amazing. What do you think about exploring this together?” The idea of making people feel good about themselves while setting their own schedules was appealing, especially for two young mothers. Fast forward to opening day in June 2022, and O’Neill and Elliott-Learie became the first full-body laser and wax bar in Kamloops. The duo had limited experience with business ownership, but thanks to their previous lines of work they had naturally developed soft skills like leadership and critical thinking. “But as far as business acumen, we didn’t have any of those skills,” reminisces Elliott-Learie. So, they sought out additional expertise, taking a 10-week business course through Community Futures, an organization focused on providing access to business resources and development, among other offerings. Translating a long-term friendship into a business partnership isn’t easy, but Elliott-Learie likens it to a marriage. “We went [into] it, eyes wide open about what it means to be in a company together,” she says. “We made sure we wrote that into our contract language. What does it look like if we can’t get along anymore? What does it
look like if one of us gets divorced? If one of us passes away?” These were very difficult conversations to have, but they needed to happen for the duo to grow as business partners. The support they receive from Foxy Box’s head office is also a driving factor in their success. After a year and a half in their franchise, they still have weekly meetings with their franchise coach. In addition, there’s a wide range of women (and even a few men) among leadership and other franchisees to call upon when needed. “They love to share ideas, it’s just a really open place,” says Elliott-Learie. "That was part of the reason we chose this franchise.” O’Neill adds that personal growth and exploring business opportunities is one of the best things about being a franchisee. “What I say to people, as with any opportunity, is if it fuels your soul, then go for it!” While the duo still maintains part-time work at their previous jobs, they have bigger goals for their franchise. O’Neill and Elliott-Learie say they would also like to start their own not-for-profit in the Kamloops area and establish their unit as a training hub for Foxy Box. That drive has carried the duo through one and a half years of business ownership and into increasing press and award success, from multiple “Best of Kamloops” laudations, Readers' Choice Awards in the former Kamloops This Week, a business excellence award nomination from Kamloops Chamber of Commerce, and most recently, a Franchisee of the Year award from the International Franchise Association. “This has been an incredible journey and we feel so inspired to be where we are today,” says O’Neill.
Learn more at LookforaFranchise.ca
Franchise Canada March | April 2024
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COVER STORY
Reshmi Childs McDonald’s Restaurants of Canada
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eshmi Childs is a McDonald’s franchisee based in the East Kootenay region of British Columbia. An immigrant from Fiji, she came to Vancouver as a high-school student. As it happened, her local bus stop was stationed right in front of a pair of Golden Arches, a sight that was totally unfamiliar to her. “I saw all the time that people got off the bus and went there,” says Childs. “I didn’t know what it was all about because we didn’t have any McDonald’s in Fiji.” Moreover, girls in Fiji were traditionally focused on schoolwork and homemaking—the very premise of an after-school job was as foreign to her as a Big Mac. One day, as curiosity got the better of her, the 17-year-old wandered into the Vancouver restaurant and was immediately offered an interview. The rest spelled out her future entirely. “If you know McDonald’s, it’s like climbing up the ladder,” says Childs of her career progression with the brand. “Crew trainer, team leader, second assistant, then I was promoted to first assistant. That was big, because then you can go and see different challenges.” As she grew with the company, McDonald’s offered the opportunity to bolster her experience through ongoing education, including a trip to Hamburger University, the brand’s training and education headquarters based in Chicago. Those opportunities led her to become a restaurant manager. After more than 10 years at McDonald’s, Childs left the company in 2002 to pursue a new path as the franchisee of a Chevron gas station and convenience store. Over her 16-year tenure, she owned and operated five locations. It wasn’t until 2019 when her brother, P.K. Ram, became a McDonald’s franchisee that Childs’ desire to return to the McFamily was reignited. That is when she officially embarked on her journey to become a franchisee. “If I wanted to go into a franchise business […] there’s so much more to learn, there’s so many things to do,” recalls Childs of her decision. After consulting with her family, she took the position. Going through this process was challenging at times, but Childs remained confident that the McDonald’s training program and its proven system would equip her for the next phase of her life. After completing the training program, she was offered the opportunity to purchase her own franchise in
Cranbrook, B.C., about 10 hours away from her home and life in Vancouver. Seizing this chance, she and her family relocated to Cranbrook to operate two restaurants, in Cranbrook and Fernie, from the outgoing franchisee, who retired in April 2021. “Once I was in there, I felt like I belonged.” "The previous franchisee, who sold it to me, still lives in the community and he is a valued guest. I just talked to him two weeks ago when he came to my new restaurant.” Childs says that although not every challenge you run into has a pre-written answer, McDonald’s values and support system help foster the success of each and every McDonald’s franchisee. The corporate team as well as fellow franchisees are always willing to help. “Not even a day goes by where I'm not having a conversation with either the previous franchisee or my fellow franchisees in B.C. In addition to that, McDonald’s supports a Women Owner’s Network for women franchisees through its diversity, equity, and inclusion program.” Childs’ relationship with McDonald’s has only grown, as she opened her third McDonald’s restaurant in Sparwood, B.C., in November 2023. “You're going to be successful if you follow all the policies and procedures and promotions and all the fun stuff that McDonald's has trained us for,” says Childs. “As a McDonald’s franchisee, you are in business for yourself, but never by yourself.”
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22 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
COVER STORY
Finding a Niche No matter the business, or businessperson, there is undoubtedly an advantage to discovering an underserviced area in which to thrive. These four franchisees—all from different backgrounds and sectors—discovered the perfect market where they could ride the wave to prosperity. BY DANIEL MCINTOSH AND RACHEL DEBLING
Karim Mohamed Allegra Marketing Print Mail
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or some franchisees, Canada wasn’t the first choice of destination but became essential for their business journey. That was the case for Karim Mohamed. Mohamed immigrated to the U.S. on a scholarship to study accounting. While he was in the program in the late '80s, civil war in his native country of Somalia prevented any chance of return. “So, I came over to Canada,” recalls the Brampton, Ontario-based franchisee. “The first job I got was for a print shop.” The shop focused on printing foreign-language newspapers in Portuguese, Urdu, and Arabic, among others. Mohamed worked there for about 16 years before buying an Allegra Marketing Print Mail franchise, then called KKP, in Brampton in 2002. A franchise print business was advantageous for its existing customer base, according to Mohamed. “Yes, it’s more money to buy at the beginning, but the franchises have systems, they give support, and I thought it’s worth the amount of money, like the franchise fee and the royalty.” He notes that Allegra has negotiating power for machine leases and purchases, as well as service contracts. It also means that classic concerns like printer updates or equipment breakdowns are all taken care of. Allegra’s procurement teams source a range of replacement options from industrial brands that fit the individual store’s needs based on the volume of print materials. “If I’m a standalone [printer], I could get that service . . . but it’s more money. As a franchise, the unit rate is a lot lower.” The franchise also monitors sales volume to help franchisees improve lagging sales. “If you’re slipping down,
they will come and study the workflow, how you’re doing things, and they will steer you out of that situation,” says Mohamed. Mohamed notes that he’s had to adapt to the shifting needs of businesses in his more than two decades as an Allegra print shop owner. When he took over the location in 2002, 85 per cent of the job was printing branded stationery, business cards, and letterheads. “Those things are about 20 per cent of what we do now.” The bulk of his production now goes to marketing materials: flyers, postcards, and newspaper inserts from local businesses, along with window vinyls and other large-scale signage. This is yet another advantage of the franchise model: Allegra has departments dedicated to finding new opportunities for its franchisees. “They help you with that,” says Mohamed. “They will tell you, ‘Do you know people are making money on this? Do you know this is high demand now, these items, this kind of paper, or this kind of service?’ That’s one area they are very good [at].” Mohamed says having diversity in the franchise marketplace is beneficial because it holds new owners to a standard of presentation, while allowing them to see how they could run a business on their own terms. “Those are the kinds of things that I wouldn’t be able to hold to that standard [without] the franchise. It’s forcing me to do that, and that’s one good thing.” At 67 years old, Mohamed is looking to retire in the next two or three years, eventually passing on his franchise location to a new owner. His advice to prospective owners is to trust the system Allegra lays out. “They will tell you where the market is, how to reach the market, how to communicate with the people in that market. And even if you have big interviews with a big job, they will help you prepare for that. So that’s the advantage. If you go with a system, you will not fail.”
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Franchise Canada March | April 2024
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COVER STORY
Nona Vincent and Ciara Jean Oxygen Yoga & Fitness
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or Indigenous business owners Ciara Jean and Nona Vincent, becoming Oxygen Yoga & Fitness franchisees was a no-brainer. Not only was Nona able to meld his construction business, AKI General Contractors, with this new endeavour (his company not only built their Kanata, Ontario, location, but two others in the Ottawa area) but Ciara was able to leverage her 12-plus years of yoga instruction experience as she ran her own studio. “I worked in a couple of different gyms,” explains Ciara, a Kanien'kehá:ka woman and member of the Lower Mohawk First Nation. “I worked for a couple of boutique studios over the years, and I did have a few private clients that were more women’s health focused.” She first stumbled across Oxygen Yoga & Fitness while visiting family in Nanaimo, B.C., and immediately fell in love with the concept. From there, the partnership grew from an unexpected place. Nona, who is a member of the Algonquin Anishinaabe, had been tapped to build the studio, but the original owner had to back out due to medical reasons. He knew Ciara through her father, a friend of more than a decade, and felt an opportunity had risen that they just couldn’t say no to. “I had my whole summer lined up, building the place,” says Nona with a laugh. “And then I thought, ‘You know what? I’ll be a franchisee.’” After signing their franchise agreement and undergoing the comprehensive method and managerial training offered by Oxygen Yoga & Fitness, it took only around three months for them to prepare the space. They officially opened their doors seven months ago with a dozen instructors, three employees, and a jam-packed schedule of classes. They now have two additional employees and recently welcomed their first co-op student to the facility. One aspect of Oxygen Yoga & Fitness that both Nona and Ciara appreciated right off the bat was how it treats its franchisees and their clients. “It’s very community-oriented,” says Ciara. “As a First Nations woman, community is really important to me. [The company does] provide really comprehensive training leading up to opening and support through the opening process. Even now, if there is something that I have questions with, my director of sales is literally just a text
or call away. She never makes you feel like she’s too busy, she’s just got your back.” Head office is also a big supporter of initiatives close to both of their hearts. For instance, the company supplied orange shirts so franchisees and guests could participate in Orange Shirt Day (September 30, a.k.a. the National Day for Truth and Reconciliation) to raise money and help spread awareness. The Kanata location alone raised $1,800 for the Indian Residential School Survivors Society. Their heritage has even made its way into the studio, with Indigenous-inspired artwork covering many of their location’s walls. And when Ciara is at the front of the classroom, she tries her best to educate in a natural, organic way. “I do try to weave in more cultural knowledge and traditional teachings within my yoga classes in a subtle way that I think is valuable for any human being,” she says. Both Nona and Ciara say that in order to succeed as a franchisee, you have to have a passion for the services and products you offer. “People always have to keep in mind that you don’t just jump into business without being 100 per cent ready,” says Nona. “[Ownership] can be very intensive,” agrees Ciara. “If you want it to be successful, you need to be really invested in it in terms of your time. The people who are coming in will feel it if you are fully there, if you are really happy even when working long hours, if you are passionate about what you’re offering. You need to believe in your brand.”
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24 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
COVER STORY
Marcus Bailey Pillar To Post
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oving from a decade-long construction career to owning a home inspection business sounds like a natural progression. For Marcus Bailey, a Pillar To Post franchisee in the Fraser Valley region of British Columbia, it wasn’t just easy an easy transition—it was necessary. “I absolutely hated it,” Bailey laughs when asked about his sheet metal contracting career. “My plan was always to own my own business.” Armed with an understanding of general contracting and HVAC, Bailey finally took the first steps toward entrepreneurship in 2012 and enrolled in a home inspection course at a local college so he could become fully accredited. In about a year, he was licensed and ready to roll. But it turned out that starting his own business wasn’t going to be as simple as he had originally believed. “I didn’t realize how much time or money it would take,” he remembers. So, he got some experience by working at Pillar To Post’s Langley location, owned by Bjorn Rygg, who Bailey still counts among his network today.
The first year was a blur in the best way possible, with Bailey clocking 200-plus inspections. “I was thrown into the fire,” he says, laughing. The opportunity to see how the business ran up close and personal convinced him that a Pillar To Post franchise was right for him. When a resale location became available in Fraser Valley—originally owned by Roger, Rygg’s brother, who Bailey knew well— he jumped at the chance to go into business for himself. Because he had a wealth of experience in the area, and in the industry, Bailey saw immediate success, increasing business by five per cent within the first year. While at launch it was just him and a woman he had hired to answer phones, last June he added his first full-time inspector; within the next year or so, he’d like to add at least one more. As one of two Black home inspectors in the province (“That I’m aware of,” he adds), Bailey recognizes the value of diversity in the franchising industry, noting that any sector is strengthened by a variety of experiences and views. For anyone looking to purchase their own franchise, Bailey has a few pieces of sage advice. “Be personable. Do your research. Hit social media hard, hit the pavement hard, be a part of the community— and be passionate about what you’re doing.”
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Franchise Canada March | April 2024
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COVER STORY
Women at the Helm A report published in December 2023 by the Canadian Federation of Independent Business indicates that women business owners contribute $150 billion to the Canadian economy annually and employ thousands of workers. As we celebrate International Women's Day (March 8) with this year's theme “Inspire Inclusion,” Franchise Canada is shining a spotlight on three female franchisees who add to this positive nationwide impact. BY KYM WOLFE
Kate Uchendu COBS Bread
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ith a background in nursing, Kate Uchendu was no stranger to long work hours, at all times of the day and night. So when she first opened her COBS Bread store in Scarborough, Ontario, in 2021, she was prepared to be in the store baking at 4 a.m. every morning, then switching to front-of-house customer service and connecting with people in her community. “I remember all those sleep-deprived nights when the bakery first opened,” says Uchendu. “I was definitely not fully prepared for the kind of overwhelming response the bakery received in the community. It was wonderful, but it was exhausting. “Without the support of my area manager, the franchisee who trained me, and other franchisees who supported me with ingredients and even staff in those early days, I don’t know what would have happened. The entire COBS network is very committed to the success of every franchisee.” At COBS, everything is baked fresh daily. Each day when the store closes, any remaining items are distributed through local organizations to families in the community. “We bake enough to ensure we have a few of everything left at the end of the day—that is built into our business model—and there is a huge demand. There are nine charities that my store supports,” says Uchendu, noting that this practice aligns with her own personal values. “As a new immigrant to Canada in 2003, I benefitted from programs and services offered in the community, and I feel a strong commitment to giving back.” One such program was emergency childcare offered through a local community centre, similar to the organization her location now supports with its End of Day Giving program.
Uchendu also appreciates the company’s commitment to franchisee financial health. “COBS is constantly providing tools that support productivity and operational efficiency, and therefore profitability. Opening in the middle of the pandemic meant significant staffing challenges, but we have fine-tuned our screening and retention strategies and it’s much more stable now.” Franchising with COBS Bread can be challenging, simply because it requires a huge commitment of time and energy to run a bakery seven days a week—every day except Christmas and New Year’s Day—says Uchendu. “A passionate, motivated self-starter who loves to follow established systems will succeed in this business.” Uchendu now has six full-time bakers, so she doesn’t need to be on-site at 4 a.m. every day, and she fluctuates between six and 12 part-time sales staff. She still shows up daily, works long hours, and remains passionate about her business and is looking to open a second COBS store once she finds the right location.
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26 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
COVER STORY
Marnie Farn Lice Squad.com
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arnie Farn, a Métis woman who lives in Saskatoon, Saskatchewan, recalls that when her daughter picked up head lice, there was no local business service to help her deal with it. Years later she decided to fill that gap, opening her Lice Squad.com franchise in 2014. She’s found that customers not only appreciate the lice removal service that she provides but also the all-natural shampoo and other products that don’t use harsh chemicals like traditional lice treatments. Initially, Farn was still working full-time and didn’t have a brick-and-mortar location. Her mobile Lice Squad.com service took Farn and her consultants to homes in the Saskatoon area and to hotels where out-of-town customers stayed when they needed her services. By 2017, business had grown to a point that she was able to cut back to part-time hours at work and was ready to open a clinic. In 2021, Farn left her full-time job to dedicate more time to her business. Growing the business while working full-time was challenging, but it did give Farn a way to build slowly without having to rely solely on income from Lice Squad.com. She received ongoing advice, information, and support from
franchise founder and president Dawn Mucci, the Lice Squad.com head office team, and other franchisees, not only during start-up but on an ongoing basis. “Dawn is a visionary, and everyone in the office is amazing!” says Farn. “We also have meetings about once a month with all of the franchisees, where we can bounce ideas off each other.” She also sought out resources in her own community, something she highly recommends to anyone who is exploring entrepreneurship. That led Farn to connect with Women Entrepreneurs of Saskatchewan (a nonprofit dedicated to helping women start, grow, and scale their businesses) and SaskMétis Economic Development Corporation (an economic development hub for the Métis Nation in Saskatchewan). Farn feels that to operate a successful Lice Squad.com franchise, people who have experience dealing with head lice in their own family will be better able to empathize with clients and understand their stress. “They are often emotional and devastated when you see them,” she says. “You need to be able to reassure them, and education is a big part of what we do.” She usually deals with mothers and feels that woman-to-woman support is a factor in her success. “Women want to talk to other women. It’s a comfort thing,” she says.
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Franchise Canada March | April 2024
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COVER STORY
Sarah Tollestrup Wendy’s Restaurants of Canada
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arah Tollestrup was born into a family business that has grown significantly in her lifetime, and she is now part of the ownership team. “Our first Wendy’s opened 37 years ago in Lethbridge [Alberta] with my grandpa and Aunt Martie, who is still actively part of the business,” says Tollestrup. The family now owns and operates seven Wendy’s locations in Alberta, and store number eight, a new build, will be open by the end of 2024. From a very young age, “I always wanted to be part of the family business—I love the people, the daily challenges, and that every day is exciting and different,” says Tollestrup. She also describes herself as “a huge rule follower” and is a big fan of Wendy’s operational tools and systems and its commitment to food quality, safety, and freshness. The key to success, she says, is to “build a strong team and really trust the system—it works! There is a great corporate team that guides us to make sure we are both supported and driving operational excellence.”
At the same time, she says, “I am always trying to be a leader in the industry, to adopt the most current technology and invest in new equipment, and being adaptable, ever-changing, in response to the current environment.” She appreciates that Wendy’s has been receptive to thinking outside the box when it comes to smaller rural locations, rather than taking a one-size-fits-all approach. For example, her newest store is part of Wendy’s newest restaurant design, Global Next Gen, and will have a smaller footprint and different layout than a typical Wendy’s, which is a better fit for the local market. Wendy’s currently has 72 Canadian franchisees, many multi-unit owners, and more than 425 restaurant locations across the country. There are female corporate leaders in all areas of the business, including operations, development, and IT, and Tollestrup feels that the company has created an environment that actively encourages and supports women to be part of and grow with the brand. Tollestrup relies on a number of strong women on her own leadership team, including Liza Granada, her general manager in Brooks, Alberta, who was recognized as one of the top general managers for Wendy’s in 2023.
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28 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
is pleased to present a Special Franchise Focus on
QUICK SERVICE RESTAURANTS
Franchise Canada March | April 2024
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SPECIAL FRANCHISE FOCUS
Quick Service Restaurants: A Fast, Fresh Future
The continued rise of the quick service restaurant sector shows no signs of slowing. Learn why and how this franchise category is thriving—and why you should consider diving in Though the pandemic is in our collective rearview mirror, the foodservice industry is still Franchise Canada November | December 2019 51 retuning in full force. Quick service restaurants (QSRs) have continued to see steady growth thanks to consumers’ shift to drive-thru and delivery orders. In fact, in November 2023, QSRs surpassed the monthly revenue of full-service restaurants ($3.6 billion versus $3.5 billion, respectively). Kim Evans, Statistics Canada’s lead analyst for food and drink sales, says factors that have spurred this change in preferences are largely economic. “Customers switch to limited service during economic slowdowns or times of uncertainty to save money,” she explained in a July 2023 StatsCAN Plus blog post. “The other issue [during the pandemic] was accessibility, given that limited-service eateries were better positioned to serve customers during the lockdowns than full-service restaurants.”
items were once the talk of the town, nearly one-third of Canadians say it’s important to have healthy options on fast food menus. Looking ahead, Restaurants Canada reports that annual commercial foodservice sales are expected to rise by 3.4 per cent this year; however, real foodservice sales are forecast to grow by only 0.4 per cent. This doesn’t mean that holding off on investing until the country weathers its impending recession is the soundest idea. In reality, times of economic downturn are often the best environment in which to start a business, as you will be ahead of theCanada curve once Franchise November | December 2019 51 inflation steadies again. In this special section, Franchise Canada is focusing on several emerging and established brands that are offering strong QSR opportunities for ambitious franchisees, as well as the stats and facts that will help you inform your own franchise journey.
And consumers’ tastes are changing as well. While pizza and other more calorie-laden menu
30 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
SPECIAL FOCUS ADVERTORIAL
A New Opportunity Bubbling Up
I
ntroducing Moe Deol and Mo’cha Bubble Tea, the sensation that’s taking Ontario by storm! Born out of the challenging times of 2021, Mo’cha Bubble Tea emerged as a beacon of flavour and innovation amidst the chaos of COVID-19. From its humble beginnings, it has swiftly risen to become one of the fastest-growing bubble tea brands in the province, captivating taste buds and winning hearts across communities. With 12 stores already delighting customers and five more in construction, Mo’cha Bubble Tea is expanding its reach to cities like Windsor, Sudbury, Simcoe, Kitchener, and Brampton in Ontario, as well as Saint John, New Brunswick. Its mission is simple:
to provide a unique bubble tea experience tailored specifically for the North American palate. What sets Mo’cha apart from other bubble tea franchises is its menu, carefully designed to cater to the diverse tastes of the North American market. Whether you’re craving a classic milk tea, a refreshing fruit tea, or one of its signature specialty drinks, Mo’cha has something for everyone. Each beverage is crafted with precision and passion, using only the finest ingredients to ensure a burst of flavour in every sip. Mo’cha Bubble Tea believes in more than just serving great drinks; it’s committed to creating memorable experiences for its customers. Its
welcoming atmosphere and friendly staff make every visit feel like a celebration. Whether you’re stopping by for a quick pick-me-up or catching up with friends over bubble tea, you’ll always feel right at home at Mo’cha. Join the bubble tea revolution and discover why Mo’cha Bubble Tea is the talk of the town. Come taste the difference for yourself and experience the magic of Mo’cha. With every sip, you’ll understand why it’s not just another bubble tea franchise— it’s a movement. Visit them today and let the journey to flavour perfection begin! n
For more information, visit www.mochabubbletea.com. ■
SPECIAL FRANCHISE FOCUS
QSR Food Trends for 2024 Keep an eye out for these up-and-coming items that will be making waves on QSR menus this year, according to Nourish Food Marketing’s 2024 Trends Report.
Mocktails
Plant-based meals
Ingredients that boost brain health
Climate-conscious ingredients and practices
Socially conscious ingredients and practices
QSRs By the Numbers In 2022, Canadian QSRs took in
$33.6 billion
USD.
Made in CA, an online repository of small business stats, reports that nearly
400,000
From 2022 to 2023, the number of QSR locations in the country grew by
0.7%
16%
of Canadians shop at fast food outlets every day—that’s more than six million people.
Canadians currently work at a QSR, while 30 per cent of Canadians have worked in the sector at one point in their lives.
According to a Canadian Franchise Association survey,
16%
of prospective franchisees were looking to invest in a QSR system.
The provinces with the most QSR locations are Ontario
14,296 Quebec
6,481 and British Columbia
4,422 32 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
SPECIAL FOCUS ADVERTORIAL
When the Foundations Are Strong, Jump In
Y
ou see it in real estate: if the foundations are sound, advisors will encourage you to look more closely at the property. The same holds when investing in a restaurant franchise. But what constitutes a solid foundation? At Pizza Nova, the answer has been consistent since day one: its values. “Quality, service, community, and innovation—part of our core values—have been ingrained into our DNA since our early years,” says Domenic Primucci, president. “I’m grateful to our founders for this and am humbled by the fact that our franchise prospects can not only take our word for it but can experience it for themselves, or simply ask around.” Pizza Nova, after all, has enjoyed a long runway for living and communicating its values. Last year, it celebrated its 60th anniversary, and
the company had the opportunity to showcase its values to the public through many activities. One of these was a video that featured Domenic preparing a pizza and reminiscing about the company’s founding, its jingle, and community engagement. The video features a cameo from founder Sam Primucci. Franchisees are the cornerstone of Pizza Nova’s success, benefiting from operations, marketing, and
continuous training and innovation. But while technology and systems are important, nothing is more valuable than the company’s values and philosophy. “We make good food fast, not fast food,” concludes Domenic. “This is one of the most important messages we share with our franchisees. Those who agree with our values tend to stay and invest with us. That’s when the magic begins.” Franchisees have had a considerable impact on the success of the company. In total, Pizza Nova has 120-plus franchisees who, collectively with the Primucci family, own the company’s 150 locations. “As we look ahead, we invite a new generation of franchisees to join our adventure. With this foundation, we can expect another 60 years of continued success. So, jump right in.” ■
SUCCESS SERVED BY THE S L I C E 150+ Locations in Ontario & Growing Ongoing Training & Support Extensive Marketing & Advertising Programs State of the Art Call Centre Recipient of several CFA Awards including:
Scan for more information
YOUR FRANCHISE OPPORTUNITY AWAITS 416-439-0051 | franchising@pizzanova.com
VOTED #1 BEST PIZZA official pizza of the Toronto Blue Jays TM
TORONTO BLUE JAYS ™ and all related marks and designs and photograph are trademarks and / or copyright of Rogers Blue Jays Baseball Partnership. Used under license.
2023 DIAMOND WINNER
SPECIAL FRANCHISE FOCUS
Salads Become Starters Salads have long been a mainstay appetizer, but growing portion size and reliance on premium ingredients could see salads take up a bigger share of the main dish. Some fast-growing ingredients in salads include:
The Health Halo Though the term has received a bad rap, customers are increasingly choosing brands that make ecoconsciousness a core part of their identity, especially millennials and those in Gen Z. From compostable packaging and materials to sustainable ingredients, consumers are making a statement with their wallets, preferring to spend their money with companies that put social and environmental concerns at the forefront of their model. Seventy per cent of Canadians say they are “sustainable consumers,” and nearly one in five say they are looking to reduce their meat intake, the production of which produces enormous amounts of carbon emissions. This means that having vegetarian and vegan options on QSR menus is more important than ever to capture this segment of the population that is “hungry” for change. Ingredients that have traditionally been associated with health benefits, like cinnamon and ginger, as well as ones backed by research are also on the rise in both consumers’ at-home and out-of-home eating habits.
Largest CFA QSR Members by Number of Locations in Canada*
Burrata up
Anchovy up
30.4%
20%
Radicchio up
16%
Grana padano up
Scallops up
15.8%
14.8%
Top QSR Food Chains Across Canada*
3,587 locations 2,900 locations
YT NT
NU
1,355 locations
NL
BC 1,053 locations
AB
MB QC
706 locations
SK
PE
ON NB
653 locations *According to ScrapeHero, February 2024.
34 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
NS
SPECIAL FOCUS ADVERTORIAL
Discover the Potikki’s Franchise Opportunity: Where Indo-Canadian Culinary Fusion Meets Operational Excellence!
E
mbark on a culinary journey with Potikki’s—the quick service restaurant that seamlessly blends India’s favourites with a Canadian twist. Established in 2022 in Halifax, Nova Scotia, Potikki’s has quickly become one of Atlantic Canada’s most diverse and exciting franchises currently on the market. Savour the fusion Explore an exciting world that offers a delicious fusion of flavours with glutenfree, vegetarian, and vegan options that are filled with an equal amount of rich flavours and delights. Potikki’s is
led by founder Wade Bruce, who brings his long history as a successful multiunit franchisee and operator of a franchise distribution company, and commercial real estate development guru David Wilson, who has been brought on as the VP of franchise development. Together, Wade and David have had success in expanding influential Canadian franchises such as Quiznos, Extreme Brandz, Orangetheory Fitness, and Smoke’s Poutinerie. Potikki’s fresh and innovative concept will soon be expanding across Canada, bringing India’s favourites with a Canadian twist—are you ready?
Operational precision Potikki’s comprehensive franchise operations model will be your guide to maintaining the highest standards of quality and consistency while delivering the very best experiences and memories to your customers. You will discover the company’s perfected process for effective inventory management, waste minimization, and cost reduction that leads to profit maximization. As a Potikki’s franchisee, you are not just a business owner; you are a vital part of a thriving community dedicated to culinary innovation. ■
Get ready to join the Potikki’s family in creating a Canadian culinary legacy across Canada. Email franchising@potikkis.com for opportunities to be part of the Canadian dream.
SPECIAL FRANCHISE FOCUS
Any Way You Want It Canadians know what they want—and when they want it, and they want it now. QSRs are ensuring that consumers’ cravings are always satisfied, in a multitude of ways, including expanded pickup and delivery options implemented at the start of the pandemic.
78% 62% 58% 51% 10% of surveyed consumers reported picking up takeout within the previous month
reported dining at a restaurant
reported ordering food delivery
of Canadians use thirdparty delivery apps two to four times a month
of Canadians use them five to seven times a month
To Have and to Hold As post-pandemic lifestyles increase in pace, one-handed meals and snacks that cater to multi-taskers and mobile eaters are seeing a resurgence. As these audiences seek the convenience of eating on the go, 29 per cent of consumers are visiting QSRs more often than they were a year ago, with one in five visits eaten in a car.
It’s All in the Timing When it comes to takeout and delivery, Canadians are most likely to order at dinnertime, followed by lunch, snacks, and breakfast. But suppertime had better watch its back: late-night snack orders have increased 68 per cent year-over-year, and breakfast is hot on its heels with an increase of 53 per cent. Other interesting takeaways: Friday is the most popular day to order from restaurants, while 6 p.m. is the most popular time of day, no matter the day of the week.
Gen Alpha Pulls up a Highchair The impact of Generation Alpha, born between 2011 and 2023, on foodservice is already being felt, with their international and trend-influenced tastes driven by their millennial parents:
35%
of foodservice operators say Gen Alpha is “very” or “extremely” important to their business
31%
of Gen Alphas are already eating on-trend ingredients like plant-based foods (oat milk, Beyond Beef, etc.) several times a week
84%
of Gen Alphas are viewing content on YouTube, and 51% are on TikTok, according to their parents
56%
of Gen Alphas parents say they buy their kids new foods they’ve seen on TV or online
Sources: FranNet, Statistics Canada, Restaurants Canada, Made in CA, IBISWorld, Nourish Marketing, Statista, Food and Hospitality, Mintel, Kerry Group, ScrapeHero, Datassential, Statista, DoorDash, Simplot Foods
36 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
Senior Services Across Canada There’s no two ways about it: the country’s population is aging at a neverbefore-seen rate. In 2023, nearly one in five Canadians was considered a senior—and it’s a demographic that shows no sign of slowing in growth. That’s why companies that service the needs of seniors are increasing in popularity. Not only is the market expanding, but it’s also a relatively low-cost investment, as a brick-and-mortar location usually isn’t required. Canadian Franchise Association (CFA) member brands can help fill this gap, offering a wide range of options for those looking to invest in a proven business model. From in-home care to moving services, the following pages explore some of the many opportunities available to entrepreneurs who are eager to start their own business while giving back to the community. Find more information on these brands and others by visiting LookforaFranchise.ca.
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SENIOR SERVICES ACROSS CANADA
Always Best Care Senior Services Founded in 1996, Always Best Care Senior Services has continued to expand across the U.S. and Canada, offering nonmedical in-home care services and assisted living placements. The company has opened 225 locations in the U.S. since it began offering franchises in 2007 and currently counts three Canadian franchisees among its ranks. Being new to the Canadian franchise industry, Always Best Care has many territories still available to interested partners and ensures that all franchisees receive a protected territory. To further set their location apart from other businesses, and for multiple streams of revenue, franchisees may also opt to provide services such as skilled nursing and assisted living referrals, which helps improve client retention.
Learn more at LookforaFranchise.ca
Comfort Keepers Comfort Keepers began its franchise journey in 1998 under the guidance of founder and registered nurse Kris Butler. Now available in 13 countries worldwide and with more than 700 locations, including 39 in Canada, the franchise continues to live up to its mission to elevate the human spirit through its in-home care services. Since opening its first Canadian office in 2004, Comfort Keepers has expanded from coast to coast. The award-winning brand supports its franchise partners with ongoing support, resources, and a comprehensive training program delivered by its dedicated Canadian team. It has also partnered with the Canadian National Institute for the Blind to provide extra support to clients with vision loss through speciality caregiver training.
Learn more at LookforaFranchise.ca
FirstLight HomeCare
Heart to Home Meals
With more than 250 U.S. locations and nine in Canada, FirstLight HomeCare has been offering non-medical and medical home care since 2020.
With 19 franchise locations across Canada, Heart to Home Meals excels in delivering flavourful, nutrient-dense frozen meals to the senior demographic.
Caregiver retention is at the top of FirstLight HomeCare’s list of priorities, which it achieves through a detailed set of franchisee supports that ensure its partners are equipped to succeed. These supports include a six- to eight-hour orientation training, seven check-ins within the first 30 days, and a series of 16 criteria to match clients to caregivers, helping to create lasting relationships between staff and customers.
Operating a robust North American food manufacturing facility, the company produces over 100,000 kilograms weekly for the North American market. With a 60-year history in the industry, this family-owned enterprise turns over $1 billion in sales annually. The success of Heart to Home Meals proves to be an invaluable asset for franchisees, offering a reliable and stalwart franchisor on which they can rely. The company supports franchisees with bespoke start-up plans, ongoing assistance, and national advertising, solidifying their position in the booming senior population and at-home food delivery sector. With franchise opportunities in B.C., Ontario, and New Brunswick, Heart to Home Meals stands as an attractive option for entrepreneurs entering this thriving market.
Learn more at LookforaFranchise.ca
Learn more at LookforaFranchise.ca
38 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
SENIOR SERVICES ACROSS CANADA
Home Instead Home Instead works with 1,200 independently owned and operated franchises in 13 countries, including 48 in Canada and more than 600 in the U.S. Together, since the company’s founding in 1994, they have provided nearly 100 million hours of home care service to older adults. The company uses a nine-step process to determine if a candidate is a good fit for the brand, and whether the potential franchisee feels Home Instead ownership is for them. Home Instead currently has hundreds of new territories available across North America, as well as resale franchises for purchase. Franchises can often be opened within three to 12 months.
Learn more at LookforaFranchise.ca
Mobile Senior Shop Founded in 2015, Mobile Senior Shop revolutionizes the shopping experience for seniors by blending convenience with a touch of social enjoyment. Specializing in face-to-face transactions, the brand showcases a diverse selection of men's and women's apparel. Each year, Mobile Senior Shop brings its distinctive pop-up shopping events to over 200 retirement communities throughout southern Ontario, creating a marketplace right at the senior’s doorstep. Mobile Senior Shop is seeking franchise partners in new markets who are hands-on and share the company’s commitment to enhancing the lives of seniors. This unique business model provides entrepreneurial flexibility, allowing partners to grow their business at their desired pace while being supported by comprehensive on-site training, supplier relationships, and sales transaction technology during each pop-up event.
Learn more at LookforaFranchise.ca
Just Like Family Home Care For those interested in a fulfilling career in the senior care industry, Just Like Family Home Care, a reputable franchise with almost 15 years of dedicated service and recipient of CFA's 2023 Franchisees' Choice designation, can help. Since 2022, Just Like Family has been under new management overseen by impact investors, with over half being charities, adding a compassionate touch to its operations and connecting its franchisees with diverse and engaged audiences. Prime territories are available in locations across the country for further access to this growing market. Top-performing franchisees are provided the opportunity to expand their reach and maximize their earning potential. The company prioritizes support and quality assurance, providing access to senior care specialists and streamlined onboarding procedures.
Learn more at LookforaFranchise.ca
ONESource Moving Solutions for Seniors, Professionals and Families ONESource Moving Solutions provides entrepreneurs a unique business opportunity in a rapidly growing industry, with professional move managers who excel in planning, coordinating, and organizing every detail of their clients' moving processes. Launched in 2008, the company has opened four Canadian locations since its founding and strives to equip its franchisees with all the support they need. ONESource’s hands-on approach to the franchisor-franchisee relationship helps guide its franchisees to success while making a positive impact on the lives of its clients. Resources supplied to franchisees include one week of intensive, on-the-job training; the option to have company representatives shadow the first move; a strong ongoing support system; training for franchisees to adeptly navigate and thrive amidst consistent business and environmental changes; and more.
Learn more at LookforaFranchise.ca
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SENIOR SERVICES ACROSS CANADA
Qualicare
Right at Home Canada
One of Franchise Business Review’s top-rated franchises, Qualicare offers a high-return investment with a low start-up cost. After being in business for more than 20 years, with more than 40 Canadian locations, this home care agency prides itself on its 360-degree service approach that benefits clients and partners alike.
A four-year recipient of the CFA Award of Excellence and reflected on The Globe and Mail’s “Top 400 Fastest Growing Companies,” Right at Home Canada is an experienced inhome care service provider that empowers its franchisees to succeed through various ownership models and in-depth, hands-on support. Right at Home Canada is part of one of the largest global networks of home care offices with 650-plus international locations and 57 Canadian locations.
Franchisee support is offered pre-launch, throughout the initial start-up phase, and as the business continues to grow. Territories are available in every Canadian province, and seven out of 10 existing franchisees own more than one territory due to their success in the industry and area, signalling potential success for future owners.
Learn more at LookforaFranchise.ca
The company’s owner training is a co-operative method, and it strives to learn alongside its franchisees as they run their offices. As a benefit, Right at Home Canada’s corporate contracts often drive passive revenue to franchisee’s territories, and its program offers work-life balance, with 24/7 administrative, scheduling, and phone management. This allows for around-the-clock business while involving the owner as much or as little as they wish and protects owners' family time during the evenings, weekends, and holidays.
Learn more at LookforaFranchise.ca
Senior Helpers
Stallion Movers
Senior Helpers offers a highly effective business framework, making it an ideal choice for newcomers to the franchise sector, especially since it requires no prior experience in home care or health care. Since its inception as a single agency in 2002, the brand has successfully expanded into the Canadian market in 2016 and now boasts over 345 franchises worldwide. This growth is supported by a comprehensive training program and consistent support, ensuring franchisees are fully prepared to develop and manage their operations effectively.
Stallion Movers opened its doors in 2015 with the goal of providing top-notch moving services to its customers and a foundation of support and trust to its franchisees. Staff, also known as “relocation experts” or “work horses,” are trained to follow the brand’s “Gold Standards of Moving” throughout all stages of customer service.
Franchisees benefit from extensive marketing, sales, and continuous training opportunities, including visits to the brand's main office, creating a holistic support model that promotes the mutual success of the company, the individual franchise owners, and their clients. Moreover, the available franchise territories include some of Ontario's largest and most affluent markets, presenting an attractive opportunity for business growth and a significant impact on the community.
Learn more at LookforaFranchise.ca
Partnerships with seniors’ homes and retirement facilities help to further the footprint of franchisees and ensure ongoing clientele. Franchises are currently in operation in several Ontario metropolises, including the Kitchener-Waterloo area, with many other territories available for interested partners.
Learn more at LookforaFranchise.ca
40 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
SENIOR SERVICES ACROSS CANADA
Tranquil Care Franchising Inc
Transition Squad Downsizing Services
Tranquil Care Franchising focuses not only on in-home care but also on fulfilling the staffing needs of hospitals, retirement homes, and other care facilities. Since 2013, the company has been an expert in multi-facility staffing solutions, supplying highly trained personnel such as nurses and personal support workers to organizations and individuals who require hands-on care and support.
Operating in the niche downsizing industry, Transition Squad Downsizing Services has been serving clients since 2006. Its array of services—including the organization, selling, and donation of goods—deliver peace of mind to seniors and others who are making the transition to smaller housing, a retirement home, or assisted living facility, or to family members dealing with a loved one’s estate.
For franchisees, Tranquil Care offers start-up support and the backing of a recognized national brand. Those interested in entering one of the brand’s identified key markets of expansion will find success in the health care and support staffing industry if they possess management or sales experience and exhibit the desire to forge long-lasting relationships.
Transition Squad’s head office helps dispatch incoming inquiries to franchisees, while also assisting in lead generation through SEO and referrals from professionals such as realtors, probate lawyers, and advertisements. Customers are also vetted by Transition Squad prior to being forwarded to their local franchisees, further increasing the odds of attaining new clients and reducing the time needed to secure sales.
Learn more at LookforaFranchise.ca
Learn more at LookforaFranchise.ca
A Booming Opportunity
Why consider a seniors services franchise? The numbers paint an important picture: Between 2017 and 2037, it’s estimated that the number of citizens in each province aged 75 years and older will multiply by two to nearly six times their current size.
By 2046, the population of Canadians aged 85 and older is on track to triple, meaning that almost 2.5 million people will likely need in-home support and other services to help them live a comfortable, quality life.
According to Statistics Canada, the country is home to almost 13,500 people who have blown out 100 candles on their birthday cake, an increase of 43 per cent since 2018.
he World Health OrgaT nization estimates that by 2030, 17 per cent of the global population will be over the age of 60. This will balloon to more than two billion people in this age category by 2050.
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Location, Location, Location
A breakdown of what you need to be aware of when considering whether to go new or “used” with a franchise location
M
any prospective franchisees assume that the only option available to them is to start from scratch with a new location. And while this may be attractive to an ambitious gogetter looking to launch their own bespoke business, there are also many benefits to purchasing a resale location, either from the franchisor itself or from a franchisee of the system. Understanding the pros and cons of each approach can help you determine the option that’s right for you. Of course, in the end, the franchise system you’re eyeing may only have one option available, and you won’t have a choice in the matter. But arming yourself with the facts before you reach out to the franchisor you’re considering can go a long way in setting you up for success. The following tips were taken from the FranTalks webinar “Franchise Grants: New vs. Resales,” presented by Joseph Adler of Hoffer Adler LLP.
When should you consider purchasing a new location? When looking to purchase a new franchise location, it can seem like the world is your oyster. However, there are still two sides to every coin. Let’s look into some of the reasons why establishing a new location might be the best way to start your franchise. If the system has specific needs or wants that haven’t been met in its current areas. When purchasing a new franchise, you can work with the franchisor to determine what location makes the most sense, both for the system at large and for your needs as the owner. But just because you want to open your business in a specific city, region, or neighbourhood, it doesn’t mean that the franchisor will agree to it. If a franchisor wants to open specific types of locations (like inside a mall rather than a standalone unit) you may not get the exact location type you hoped for. Be prepared to consider alternatives if your first choice isn’t greenlit.
42 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
LOCATION, LOCATION, LOCATION If you’re looking to slash certain fees. New location purchases are generally more straightforward. The agreements are usually generic and boilerplate, and some aspects of the sale, such as a transfer fee, don’t apply. This can speed up the process and reduce your upfront costs. If you—and the franchisor—are open to fresh ideas. As you won’t be privy to the historical data of the location—simply because it doesn’t yet exist—you won’t have to review as much information leading up to signing the franchise agreement. On the flip side, this can also be seen as a con: you won’t have access to historical data, again because you’re starting from scratch, so the potential of the location is unknown. Still, looking to the results of the franchise’s other locations and the market research can help you gain a better understanding of where franchisees find the most success. If you want to build your staff from the ground up. With a new location, you’ll have the opportunity to handpick the people who you feel will fit best in the system, and those who you feel will work best with you. On the other hand, filling your staffing needs takes a lot of effort, and for a business model in which you aren’t an owner-operator, this can certainly extend the length of time until launch. Of course, the franchisor is available to support you throughout this phase, though in the end it’s up to you as the franchisee to build and lead your ideal team. When should you consider purchasing a resale location? A resale unit becomes available when either the franchisor or the franchisee, with the franchisor’s approval, puts it up for sale. In the franchisor scenario, the unit is purchased back from a franchisee because they defaulted on their agreement, the franchisor has terminated the agreement, or the franchisor is interested in acquiring it for other reasons. Franchisees can also sell a location they own—again, with the franchisor’s approval—if they wish to offload one of multiple units, plan to leave the system, have struggled with sales and want to end the franchisor-franchisee relationship, or are going to retire. There are a lot of benefits to purchasing a resale franchise location. But, as with any contractual agreement, there are several important elements that you should consider. If you’re looking for a ready-made, prebuilt solution. Working with a franchisor to investigate markets where the brand’s target demographics reside and where there’s a hunger for its products or services can also take time. With a resale location, this work has already been completed by the franchisor and/or former franchisee as they conducted research to determine the best spot for
this specific storefront or office. You can also save time because you don’t have to deal with contractors throughout the construction of a new unit. That’s the beauty in a resale: it’s already there, ready to go, and all you have to do is step in. Keep in mind that this means you’re absorbing any issues that come with the building or retail space, though the seller, whether a franchisor or franchisee, needs to outline these in the disclosure document, which includes all pertinent information that you as the buyer will need to make an informed decision. If you’re keen to negotiate. Unlike a new location purchase, which is often fairly rigid in its terms, a resale has room for negotiation. Tap legal and financial professionals to review the disclosure documents and the franchise agreement to determine if there are areas where you can push back, based on previous performance or any issues with the physical location itself. (For example, if repairs to the building are needed.) If the thought of building your own staff isn’t appealing. Resale locations often come with full or partial staff that are holdovers from the previous owners. This can be a benefit since, as previously mentioned, hiring and training staff can be onerous. Then again, other situations can emerge. If, for example, staff had an affinity with the previous owners, you may see yourself dealing with sore feelings as you begin to lead the crew. On the other hand, depending on the management style of the former franchisees, you may have to work even harder to get the location into shipshape, if the employees were part of the reason why the location didn’t initially succeed under previous ownership. Addressing any staffing issues with the outgoing franchisee will be instrumental to early success with your new team. If you want to hit the ground running. As the brand already has a presence in the area, the resale location will therefore likely come with a customer base. This could mean that you have customers lining up around the corner for their morning coffee, or whatever your business offers as its product or service. But it could also mean that if the location was mismanaged, you may struggle to attract customers. However, if you do your research, and the documents you’re provided by the franchisor or the former franchisee are thorough and trustworthy, you’ll be well prepared for whatever the local population throws at you. These are just some of the factors that you need to take into consideration as you examine your franchise purchase options. Above all, be sure to speak to your trusted franchise business and financial advisors before making a decision. And don’t be afraid to ask questions of the franchisor—this is your investment, after all.
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HOME-GROWN & LOCALLY-OWNED
100% CANADIAN FRANCHISE SYSTEMS
A unique concept doesn’t guarantee a system’s success, but as these domestic systems demonstrate, it’s a major factor in establishing a market presence and a solid foundation BY DAVID CHILTON SAGGERS
Cardio Plein Air
We should all exercise, but if there isn’t a gym close by or your home doesn’t have a workout space, where do you turn? Cardio Plein Air (Outdoor Fitness in English) has the answer: a neighbourhood park or even a golf course, when one’s available. Using such spaces was the idea of Danielle Danault, who founded Cardio Plein Air 23 years ago in the suburbs of Montreal. Now owned by LÉVO Investments Company and headquartered in Sherbrooke, Quebec, the company has amassed 50 franchises in its home province since it started franchising 18 years ago, plus two corporate locations in Ontario, in Collingwood and North York. Thibault Gonnet, executive director of Cardio Plein Air, is aiming for 70 franchises across Ontario, with expansion planned into areas such as Mississauga and Vaughan. Downtown Toronto is going to be a different story, however, and Gonnet concedes that setting up there will be “tough,” due to the lack of outdoor green space and heavy competition in the exercise and wellness market. Cardio Plein Air offers year-round outdoor fitness classes of varying intensities in municipal parks and other green spaces with, of course, the necessary permission. “The beauty of the concept is that [exercise space] is nearby,” says Gonnet. He adds that in Quebec, 98 per cent of his business comes from three demographics: “young moms,” active women aged 45 to 60, and active retirees aged 60 or older. Gonnet says
potential investors should be adaptable, have a curious nature, and have some entrepreneurial exposure: “It’s always better if they have business acumen.” Training takes four to six weeks, and the cost of a franchise is $40,000 to $45,000. Currently, about 95 per cent of the brand’s franchisees are women. As for the benefits of a Cardio Plein Air investment, Gonnet says it offers a proven concept, and the company’s outdoor exercise classes are the only ones currently running in Quebec. Furthermore, there’s no real estate cost involved beyond paying for the permits and fees associated with an exercise space because a franchise can be run from home, says Gonnet. As with many fitness businesses, the COVID-19 pandemic was difficult for Cardio Plein Air. “We really stopped for four weeks,” recalls Gonnet. And then came increased in-person distancing measures, fewer participants, and a pivot to online classes, which meant that “competition [was] everywhere, and you [had] to be the best.” But thankfully, there has been a rebound, and after COVID peaked, classes for every franchise were full again, says Gonnet.
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44 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
Score Pizza
Gabby Arvanitis describes dining in one of her system’s restaurants as “an elevated pizza experience in a quick service timeframe.” But there’s more, she says. Score Pizza’s concept is also designed so that its clients can avoid the dangers of food allergies through protocols that include the elimination of many top allergens from its menu, the use of fresh pizza cutters on pies containing allergens, and back-up containers of each topping that are stored separately to avoid contamination. “Families love us for that.” And although Score attracts a wide variety of customers, young, busy families are one of the system’s main targets, as is the lunchtime crowd. “We’re not the least expensive pizza out there, but our goal is to provide a cost-effective product that is unique, elevated, and exactly what the guest wants,” Arvanitis says of how Score’s menu of stone-fired build-your-own pizza, sandwiches, and salads—and beer and wine—fits into the brand’s niche market. President Joel Braunstein and Paul Hineman, both experienced restaurateurs, co-founded the system with one location in Kingston, Ontario, in 2016 and began franchising in 2019. There are now 10 franchises in the system, all owner operated and all in Ontario, in locations such as Newmarket, Barrie, Kitchener-Waterloo, St. Catharines, and Belleville, while the store in Kingston remains corporate. Another three restaurants are in development in Niagara Falls (Clifton Hill), Guelph, and Burlington, and another two locations will be coming soon to Alberta. The COVID pandemic changed Score’s strategy
for expansion, says Arvanitis, moving from the Greater Toronto Area to cities and towns beyond its boundaries. COVID-19 also altered other aspects of the system: Score watched sales grow by 40 per cent within two weeks of launching an online ordering system and signing up with third-party delivery services. These days, about half of the business is dine-in and the other half takeout—about 20 per cent of that from online ordering. Most of Score’s franchisees are men or husband-andwife teams, and the cost of a franchise runs between $300,000 and $500,000, says Arvanitis. The sweet spot for a store is 1,500 to 1,800 square feet, and the system uses both storefront and strip mall locations, as well as both new builds and renovations. Training takes one to two weeks in Kingston, then there are two more weeks of instore instruction, one without customers and one with. As for the qualities she’s looking for in a franchisee, Arvanitis says she wants her investors to have a food service background, to be self-starters, and to be good communicators with strong local roots. She also wants owner-operators who can follow Score’s system. The benefits of a franchise, according to Arvanitis, include 24/7 corporate support, a heavily involved social media team, and an-award winning, truly Canadian product.
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STOR-X Organizing Systems
Wolf Nickel began manufacturing custom cabinets for home organization in 1989 in Richmond, British Columbia. Since then, his company STOR-X Organizing Systems has expanded across much of the country after moving to a franchise model and selling its first franchise in 2012. Now there are franchisees across 19 territories in Canada, with two corporate locations on Vancouver Island in British Columbia. Tessa Bohn, Nickel’s daughter and director of franchising for STOR-X, says further expansion is on the horizon, and that as of 2024 the brand is officially pushing into Ontario along the Toronto to Ottawa corridor. STOR-X franchisees design and install custom cabinets to order for every room in the house, from closets to mudrooms and kitchens to garages, says Bohn. Unlike other cabinet suppliers that usually provide standardsized products with precut, standard-sized parts, STORX doesn’t manufacture anything until their franchisee has created the perfect design for their customer. Going beyond the storage in a box from big-box retailers, STORX’s made-to-order designs are unique to the room they’re created for. The brand’s target markets are retail and commercial, says Bohn: design-savvy homeowners, middle- to upper-income women with children, and business clients such as designers, contractors, and developers. As for the qualities she looks for in a potential franchisee, Bohn says they must love design, have a strong sense of their own community, possess well-developed communications skills, have a sales background, and love helping people transform their spaces, which she notes is “super important.” Despite the inherent bias that might cause some to believe one gender is better suited for this sector than another, Bohn notes that her established franchisees are split about 50/50 between men and
women. A franchise has a low initial investment of up to $135,000, made possible because STOR-X recommends franchisees begin as a home-based business. Training occurs over one week in Richmond and at least another week at the franchise location, with additional ongoing business, marketing, operations, and sales training throughout their franchise license. Among the benefits of investing in the STOR-X system, Bohn mentions the low cost of entry, its proprietary design software, strong marketing and social media support, access to continuous training from head office on all aspects of their business growth, and direct access to the manufacturer. Of course, it wasn’t always smooth sailing—a “big shock” is how Bohn describes the pandemic. “But we made sure our first priority was to take care of our franchisees and manufacturing team,” she says. One way STOR-X accomplished this was assuring safety at installation sites; another was pivoting to virtual client consultations and virtual video meetings with franchisees across Canada. Before COVID, franchisee-franchisor coaching meetings were conducted by phone, and the medium often made it difficult to get an idea across. But post-pandemic, Bohn says that the visual advantage of video calls has led to stronger relationships with both the system’s customers and between head office and its franchisees, as well as allowing additional opportunities for franchisee training and coaching sessions.
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46 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
NEXT GENERATION IN FRANCHISING
RAISING THE BEAUTY BAR
Millennial franchisee Katrina Kuras shares lessons learned from five years of franchising with a beauty bar brand that feels like family BY STEFANIE UCCI
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NEXT GENERATION IN FRANCHISING
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ack in 2006, THE TEN SPOT founder Kristen Gale saw a gap in the beauty industry. She, like many other women, was seeking high-quality services without the price point of a high-end spa. And what does any brilliant entrepreneur do when they see a gap in a lucrative market? Fill it themselves, of course! So was born THE TEN SPOT concept, a self-described “anti-spa” and beauty salon that not only offers an abundance of services for clients across Canada and the U.S., but also provides a pivotal career opportunity for budding franchise owners. It’s the best of both worlds for beauty bar owners and their guests. One of the many motivated entrepreneurs is Katrina Kuras, a 33-year-old go-getter who owns a TEN SPOT franchise in Toronto. Kuras was thrilled at the opportunity to become a business owner in late 2019 before she even turned 30 years old—even more thrilling was investing in a business where she had already been a client for half a decade. She mixed her passion for the beauty industry with her desire for business ownership to create a beautiful cocktail of franchise success. The “anti-spa” that does it all The average beauty bar focuses on a small offering of services—some specialize in waxing, others in nails, eyebrows, facials, or laser hair removal. But at THE TEN SPOT, clients can get it all. With a variety of membership options to choose from, the brand offers multiple beauty services in one convenient location. It truly is what Kuras calls the “one-stop beauty shop.” “What makes THE TEN SPOT really unique is that in Canada, you don’t need to be certified to be an esthetician. So, you can have anyone and everyone providing services [without] official training,” explains Kuras. “But THE TEN SPOT made it mandatory that anyone who works there [must have] gone to school and are certified estheticians. That really showcases what the brand is about, in terms of their standards.” She adds that all protocols and processes have been developed with safety, health, efficiency, and quality built into them. The brand’s cleanliness standards are “absolutely incredible” says Kuras, describing the “clinically clean” protocol that is upheld and taken seriously by team members in all TEN SPOT beauty bars. This strict cleanliness was especially important for Kuras, who had eight years of professional experience as a hair stylist prior to becoming a business owner. “I started in the beauty industry when I was 16 years old, and I was absolutely obsessed with it.” She explains that she got to experience many different salons across Canada and the U.S., including getting her foot in the door at a salon in Washington, D.C., and at various salons in Montreal, Ottawa, and Toronto.
“I WANT TO BE THE BEST TEN SPOT TO WORK AT, THE BEST TEN SPOT TO GO TO, AND I WANT TO BE INFLUENTIAL TO TEN SPOT HEADQUARTERS.” “I just love the beauty industry. There’s something about beauty service providers that’s so special and unique because we have dedicated our lives to taking care of people—it’s a really special group of people,” she describes. Keeping it clean Kuras says she wears many hats throughout each workday: “Guest relations and relationship builder, psychologist for my team and guests, financial coach for some of my team members, life coach, career coach, guest coordinator—a.k.a. our receptionist—bar manager, hiring manager, service trainer, inventory, marketing, and accounting.” So, what kinds of tasks does Kuras take on in a typical day? “My role is literally anything and everything. The first thing that popped into my head is plumber—I have to fix the toilet all the time!” she says with a laugh. She also calls herself “the clean police” and is constantly making sure the clinically clean promise of THE TEN SPOT brand is upheld. Ultimately, says Kuras, “There’s nothing too big or too small for me to be doing. I’m always on call.” Fortunately, in the last year, Kuras was able to hire an assistant manager which has helped her delegate a multitude of responsibilities. “She has been absolutely incredible,” Kuras describes. “This year is the first year that I’ve been able to have a little bit more free time, so I’ve been able to do more work on my finances and can work more on the business instead of in the business.” A laser-like focus on success As any business owner can attest, there certainly have been challenges along the way. And for a millennial business owner, being younger in the industry also adds some hurdles to the mix. The biggest issues Kuras points to are her work-life balance and being “unrelatable” to people her age. “Now that it’s been a couple of years into the mix [of owning
48 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
NEXT GENERATION IN FRANCHISING
a business], people are starting to understand that I’m truly doing a bunch of different things at once. So, I still don’t have it fully figured out.” Fortunately, she still finds time to hit major life milestones. At the time of writing, Kuras is due to graduate from university after six years working on her undergraduate degree while juggling opening her business. Kuras is also a newlywed who tied the knot with her long-time partner in November 2023. It sure does help that her husband is a fellow business owner, too. “He understands, and that’s been huge—to have someone supporting me and understanding that my time is very minimal, and he doesn’t make me feel bad for it.” What should come as no surprise is that the current state of the economy hasn’t been exactly helpful for Kuras. “When we opened compared to now, minimum wage has increased 18 per cent, and that is a significant financial burden on a small business owner. That’s how much the cost of living has gone up for my employees, so I’ve had to respect that increase so that I can help keep a roof over their heads and make sure everyone is taken care of.” As a beauty business, Kuras prioritizes hiring quality esthetic experts. “Finding your people is always going to be a tough one. My way of dealing with that is, when I find ones that I love and that are great, I keep them as engaged, growing, and fulfilled in their careers as possible.”
She finds strength in the relationships she’s built with her team. “I genuinely care about each and every one of them on an individual basis. In fact, they all came to my wedding, too!” Kuras’ advice for future franchisees is simple: “The number-one thing I would say is take the time to become financially literate.” Financial literacy can help any business owner read through and understand complex concepts such as a profit and loss statement, budget sheets, cash flow, interest rates, and more. “It’s going to help you make informed decisions on how you’re running your business.” As for her own goals, Kuras is excited for the future of her TEN SPOT franchise. “My definition of success was always three items: I want to be the best TEN SPOT to work at, the best TEN SPOT to go to, and I want to be influential to TEN SPOT headquarters.” And, as she embarks on her fifth year in business, she’s definitely well on her way.
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LEADERSHIP PROFILE
OUT-OF-THE-BOX KICKBOXING
After two decades of nationwide growth and an international expansion, 30 Minute Hit continues to prove that niche fitness franchises are just warming up BY ROMA IHNATOWYCZ
50 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
LEADERSHIP PROFILE
W
hen Jackson Loychuk ran a successful martial arts studio in the early 2000s, he noticed he was primarily attracting a male clientele. And for the women who did join his North Vancouver, B.C., studio, the system fell short. One of those women just happened to be his wife, Deanna. “The environment was pretty male-focused,” says Jackson. “It was one of those strange situations where we owned a gym that my wife wasn’t comfortable training in.” So, Jackson and Deanna put their heads together and created a fresh boxing/kickboxing training concept geared solely toward women. It was a hit—no pun intended—from the get-go and the foundation for what would become the couple’s successful 30 Minute Hit franchise brand. In fact, their core values are also an acronym of the word HIT and the core of the company’s beliefs: hustle (make things happen), inspire (lead by example), and trust (be trustworthy). “We were overwhelmed with the success and how many women loved HIT,” says Deanna of that fateful decision to create a high-intensity boxing/kickboxing circuit for women. “It’ll be 20 years ago this September that we started, and we now have just under 100 franchises in four countries: Canada, the U.S., Saudi Arabia, and another opening in the U.A.E. (Dubai) this May.” 30 Minute Hit’s boutique concept successfully merged its two founders’ skills, talents, and unique insights. Jackson already had a long history as a successful martial arts trainer, working with both regular exercise buffs as well as professional fighters and mem-
bers of the military and police force. At the same time, Deanna had managed a few businesses and built up some critical business acumen. More importantly, Deanna had an innate understanding of what would appeal to women interested in a boxing/kickboxing workout. For starters, she says, they needed a program that gave women more freedom to train when they wanted to, created a welcoming environment, and allowed them to train individually rather than partnering with someone. Deanna and Jackson devised the 30 Minute Hit circuit with these basic ideas in mind. Crash course The concept took off immediately, steadily gaining in popularity and building a solid following, so much so that some of their first members became the initial cohort of 30 Minute Hit franchisees. Their members’ interest in the concept, says Deanna, drove the company’s expansion in the early years. “That’s how we grew across Canada, with members of our initial location, and then members of new locations, wanting to open their own franchise,” she says. “We grew very organically.” For Jackson and Deanna, this meant a crash course in learning how to franchise their business concept. They learned as they went along (“There was no handbook,” Deanna says), focusing on what they felt was most important: ensuring their franchisees had the training and guidance needed to run a successful franchise. It’s a strategy they continue to embrace today, which they feel is integral to the brand’s success.
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LEADERSHIP PROFILE “We did things just by instinct, but in hindsight, we made many good decisions,” says Jackson. “We always prioritized our franchisees’ success and grew at a reasonable pace to support them. We grew by ensuring their success.” While the couple initially wore many hats, they now have distinct roles. As the company’s CEO, Jackson is the visionary, overseeing marketing and business development, while Deanna, the president, focuses on operations. Together, they make a dream team and are as passionate about their business as they were initially. “I still get very excited every morning to log in and see what’s going on in the company,” says Deanna. If there was one thing that put the duo’s leadership skills to the test it was the COVID-19 pandemic, which has been their biggest challenge to date. But they pivoted faster than many other fitness centres to move their workouts online, starting the process well in advance of Canada’s initial lockdown measures in March 2020. “We saw what was happening in Europe, so we started building an online training program in early February,” says Deanna. “People questioned us and said, ‘This is nuts. You’re putting all our resources into this?’ And we said, ‘Absolutely.’” By the time the government imposed mandatory closures, the 30 Minute Hit portal was up and running and offered free of charge to members worldwide. The company aptly named its online training program Hit at Home, and it proved so successful it’s still in place today. The company also helped franchisees apply for any available government grants—no easy feat given their global operation at the time. Success and expansion Today, Jackson and Deanna are still expanding in Canada with a keen focus on the international market. “We’re aiming at tripling our footprint in the next five years to 300 locations,” says Jackson. “We think that’s a completely sustainable growth curve.” What accounts for the tremendous success of their brand? Jackson and Deanna credit their fantastic leadership team, their franchisees, the workout itself, and the strong community spirit in all their locations. “It’s a great workout—high intensity, edgy, with great music, but welcoming at the same time,” says Deanna. “If you talk to our members, they love HIT, they love how they feel after their workout, and they feel part of a supportive communHITy!” The franchisees come from a varied mix of backgrounds. Some are existing members, trainers, and military veterans, while others are professionals eager to leave the corporate world and do something more community-based. There are many women owners, as well as husband-and-wife teams. All are passionate about the concept.
Given the nature of the business, training is critical. Franchisees attend a week of specialized training at the company’s training center (“UniversHITy”) in B.C., followed by on-location training upon opening. After that, they continue to attend bi-monthly online training sessions to ensure they’re up to speed with any new company or fitness developments. “Our training never stops,” says Deanna. Jackson and Deanna offer new franchisees the same critical advice: follow the process. As Jackson puts it, “Don’t try to reinvent the wheel. You’ve invested in a business, but you’ve also invested in the experience and model that the franchise has proven over time. The best thing you can do is follow that model.” At the same time, Deanna stresses that just because it’s a franchise, it doesn’t mean it’s a turnkey business with little effort required on the part of the franchisee. On the contrary, franchisees must be engaged, invested, and ready to put in the time and hard work required. “It’s turnkey in the sense that we give them everything to run the business, but they need to use the tools, the systems, and they have to be engaged,” Deanna explains. Deanna and Jackson are well aware that a business doesn’t build itself. Their own success as franchisors has been the result of years of hard work combined with a strong belief in the basic concept of 30 Minute Hit. They saw a gap in the market, knew they had the combined skill set to fill it, and put their heart and soul into turning their business into a success. Twenty years later, 30 Minute Hit is still going strong and growing, one kick at a time.
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52 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
A DAY IN THE LIFE
A Fresh Business Opportunity A fan-turned-Fresh Burger franchise owner runs through a typical day BY KYM WOLFE
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A DAY IN THE LIFE
A
rmaan Divecha became a Fresh Burger fan when he was working as a summer student and a location opened across the street from his office in Richmond Hill, Ontario. The Fresh Burger concept is built around the classic hamburger, handmade with fresh ground beef, grilled only when a customer orders, and served hot within six or seven minutes. Many burger lunches later, after graduating from Wilfred Laurier University, Divecha became the system’s second franchisee early in 2018. “I loved the food, and I knew I wanted to run my own business,” he says. “Fresh Burger is great because it is simple: it’s just burgers, fries, and poutine, and the food is amazing,” says Divecha. “I started with zero restaurant experience, and I didn’t have any experience with managing staff or finances, but the franchisor, Jacques Kavafian, helped me learn the ins and outs of the industry. With a drive and a willingness to learn, I was able to create a successful business.” As a starting point, Divecha worked in a corporate store for six months, which gave him hands-on learning in all areas of operation, from taking orders and cooking to ordering stock and administration. When he opened his Fresh Burger in Vaughan, Ontario, he continued to work on the front lines while he built his business and trained his staff. “At the start I was here for opening and closing every day, and did a lot of the physical tasks myself, including prep work, cleaning, and grilling,” he says. That meant long days, since his store is open 11 a.m. to 10 p.m. daily, except Sundays when it closes at 8 p.m.
From Fresh Burger fan to franchisee Now Divecha has capable and reliable staff in place: 15 in all, including two supervisors and a mix of full- and part-time employees. “They do a lot of the in-store duties that I used to do, and I have taken a step back into a more managerial role,” says Divecha. “I am still in the store every day and spend most of my time there training staff, handling the grill when there are large rushes, and talking to customers to build relationships. I also spend a lot of my time tracking sales and creating or executing marketing initiatives to promote sales.” Fresh Burger has a marketing team, and since Divecha has been with the franchise from its early days, he says he’s been able to have a big influence on marketing and brand recognition initiatives. “I love being involved with helping to build the brand and have led events and helped recruit other franchisees,” he describes. Six years in, Divecha still loves Fresh Burger food, and he still puts in long hours every day. Typically, he starts working at 8 a.m. in his home office. He manages bill payments, ordering, and other paperwork before heading to his Fresh Burger location, usually between 10 a.m. and noon. He may not be there all day, but he usually ends up back in his home office after the restaurant is closed. “I do considerable amounts of bookkeeping before I go in, and later in the evening after I get home,” he says. Currently he handles everything himself, from staff scheduling to ordering food and supplies. “I expect that as we grow, I will be more and more hands-off, to where I will be more of an overseer than anything.”
54 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
A DAY IN THE LIFE
The burger boss Through the initial steep learning curve, the challenges of the pandemic, and any day-to-day issues that arise, Divecha keeps a positive attitude. “I’m a very positive person with a good work ethic. When times are tough, I do not complain—I get to work. If mistakes happen, I focus on how to solve the problem, and once the problem is solved, I look to for ways to avoid it next time.” Thinking about the duties he carries out in a typical day, Divecha says they fall mainly into keeping staff happy, keeping customers happy, managing food and product, and dealing with suppliers. “Employee relationships are important. I genuinely care about my employees’ well-being. I want them to be motivated and happy and have a harmonious work environment where people want to come to work for the day,” says Divecha. He says paying good wages, hiring people who fit well with the team, and being there during the busy times to work alongside them all help his staff feel valued. “I’m not just directing them, I’m on the front lines working with them, cooking or cleaning tables and floors, or running the cash,” he notes. Divecha has regular customers who have been with him since he first opened and is thankful that they have continued to support his restaurant, especially during the pandemic. During that time many customers shifted to placing delivery orders, and some of them still do, but 60 to 70 per cent of sales are in person. “We try our best to get to know them, to remember their usual orders, and to let them know we appreciate them,” says Divecha, who prides himself and his staff on providing top-notch customer service. Fresh Burger franchisees need to be expert supply predictors As the name implies, Fresh Burger uses only fresh ingredients, which are delivered daily. Divecha tracks sales and trends closely to ensure he orders the right amount for each day. The goal is to not waste food because of ordering too much, and to not run out because of ordering too
little. “In the beginning I did over-order, and there were also a few times when we were busier than anticipated, sold out, and had to close early. Managing and dealing with the fluctuation in sales is important for maintaining food quality and supply, and it can be difficult.” Daily food prep was a big part of Divecha’s day when he first started—chopping potatoes for the fries, preparing the toppings for the poutine, and, back then, grinding meat in-house for the burgers. Now, meat deliveries arrive already ground by the supplier, which has been a big timesaver. As the brand has grown and added new locations, Divecha keeps costs low through bulk purchasing. “One challenge is dealing with inflation, making sure staff use the appropriate amounts of product to reduce wastage. Proudly, our store doesn’t ever waste food,” says Divecha. “The franchise deals with our suppliers, we just need to place our orders. Now that there are more Fresh Burgers around me, if one of us runs out of something we can help each other out.” There are now eight Fresh Burger locations across Ontario, and a ninth is scheduled to open in Waterloo in early 2024. For anyone with an interest in joining the franchise team, Divecha believes that having the right attitude is the most important factor for success. He also has these words of advice: “Be patient. This business doesn’t make money overnight. Work on providing a great quality product with exceptional customer service, and sales will follow.” Divecha also emphasizes the importance of being a good leader. “Be kind to your employees,” he says. “Make sure they are taken care of, and they will [take] care of you.”
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THE FIRST YEAR
Shama (far left) and Vim Vimalendiran (third from left) with their crew
Passion and Persistence
Couple Vim and Shama Vimalendiran share the story of their first year running a Lunch Lady franchise and what it takes to turn a struggle into success BY JOELLE KIDD
S
hama Vimalendiran always loved working with children and food. With a background in early childhood education, a previous business running a home daycare, and her own bakery business, she had done “anything and everything to do with children and food,” says her husband, Vim, with a laugh. When looking for ways to expand her bakery business, Shama happened upon The Lunch Lady, a national franchise that provides healthy snacks and lunches, individually and in bulk, for schools, community centres, and daycares. From the moment she came across the business on Facebook, she was intrigued. She quickly met with The Lunch Lady’s corporate team, went through the approval process, and soon opened her own The Lunch Lady franchise in New Westminster, B.C.
56 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
THE FIRST YEAR
The Lunch Lady founder Ruthie Burd
After officially opening in the summer of 2019, the business was off to a good start, serving its first school and child care customers and actively introducing the Lunch Lady brand to the community. And then March 2020 happened. While the COVID-19 pandemic would create unimaginable challenges for the couple, navigating through it would also create opportunities for success. Facing the fire During the pandemic lockdowns, Vim took an early retirement from his job with Canada Post, where he’d worked for 22 years. Vim, now 57, and Shama, now 54, were new to franchising but brought a wealth of experience from their previous careers, she in food service and he in administration. With schools shut down and social gatherings suspended, both the bakery business and The Lunch Lady suddenly found themselves facing a dearth of clientele. The couple credits the franchise system with giving their business the boost it needed to continue through this rocky period by offering continual support, including winning contracts for The Lunch Lady to supply food to community centres, seniors’ centres, and churches, whose own kitchens were closed during the height of the pandemic restrictions. “That was actually what kept us afloat,” says Shama. “So it was easy for me to let go of the bakery and immerse myself fully in The Lunch Lady.” That first year was a tough one. Shama and Vim were the business’s sole employees, with one delivery vehicle. They had been stopped in their tracks before they really got a chance to get going. But this was just the start of their story and not the ending. Almost four years later, the couple have 11 full- and part-time employees, own six delivery vehicles, and are attaining significant financial success. Their location also
Lunchie, The Lunch Lady’s friendly mascot
“I get to go to these daycares, and I love meeting those children, I tell you. They know me by name, and they come and have a chat with me. I love it.” has the distinction of being fifth-highest ranked Lunch Lady location for sales in all of Canada. “Every year, we’ve grown,” says Vim. “We like what we are doing here. We started this at a later part of our age, and we are enjoying it. That’s how it is: when we enjoy something, we’re going to keep it going a little bit longer.” Super support Shama was initially drawn to the work The Lunch Lady does as a brand, but quickly realized the value of the support a franchise system offers. “I realized that we have a lot of support, [so] it’s not scary to take a chance and do something, because you know they will back you up,” she explains. “They will give you enough training […] You can call them any time you want, and there’s a whole team that is there for you.” In-person training took place over a one-week intensive in Toronto, which gave the new owners a chance to see kitchens in operation and talk to other franchisees, as well as learn the backend of the operation, from admin work to marketing. After training, the brand offers continued support including marketing, location visits, and more.
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THE FIRST YEAR At the same time, she adds, “This is not something where you buy the business and give it to somebody else to run. We are the first to come and the last to leave. If you want it to be successful, you have to make sure that you invest yourself in it.” “You’re going to spend a lot of hours [working on it], because it’s your business,” Vim agrees. That’s why, he says, one of the most important ingredients for a business owner is passion. “Because you can’t just quit in one year. This is going to go long term—the longer you’re invested, it’s going to be better.”
Lunch Lady franchises provide fresh, healthy meals to schools and more
Starting in September, the brand’s head office acquired a new contract to provide lunch for an entire school district in New Westminster, which Vim and Shama took on. The ability to win such big contracts is another huge upside to the franchise model, Vim notes. “A contract like this, a [single] person like me cannot do that [...] It’s a lot of work and a lot of technical stuff. It’s give and take.” He does the marketing to acquire smaller contracts, such as daycares, that sustain the business over the months when schools are not in session. And of course, there’s the personal connection that a franchisee can have within the community. “Last school year, I was doing snacks for all the schools in New Westminster, and they had a very good relationship with me. [So] when this contract came in, the relationship was already there, and I was thrilled for the opportunity to serve them further!” Vim recalls with pride. “Head office does their part, we do our part, and it all goes together.” For any prospective franchisee, Shama advises looking into what support a franchisor provides before purchasing your business. “Talk to other franchisees, [find out] what the pros and cons are … especially how much support you get from the head office.”
Family philosophy Through that challenging first year and the years following, Shama and Vim’s passion has built a strong business and a strong community. “[Our employees] are like an extended family to us,” says Shama. For Vim, who spent 15 years as a union executive with Canada Post, employee satisfaction is an important part of management. “I try my best to make them happy, because at the end of the day, if they’re not happy, no matter what I do—giving them [their] paycheque—I’m not satisfied. I want them to be happy,” he explains. “I don’t treat them as my workers, I treat them as my brothers and sisters.” Their team is running smoothly, with kitchen workers on staff from Sunday to Thursday and delivery drivers working Monday to Friday. “When [the food] goes out the door for delivery, that is the highlight of my day,” says Shama. “It’s all gone out, it’s right, it’s the right temperature, all the food is there and there are no mistakes— that’s when I think, ‘Ah, I can actually relax.’ That’s my favourite part because, for me, it’s a job well done. “It’s just like making a cake: when it’s done, you have pride in what you’ve made.” For Vim, the highlight comes when he can venture out into the community and see the happy faces their food brings. “I get to go to these daycares, and I love meeting those children, I tell you,” Vim says, face breaking into a smile. “They know me by name, and they come and have a chat with me. I love it.” Speaking with the Vimalendirans, their passion for their work is evident, from keeping employees happy to working hard in the kitchen, to seeing the satisfaction of a job well done. From an uncertain first year to a thriving future, it’s clear this couple is cooking up something special.
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ICONIC BRAND
A&W’s Family of Icons
Partnerships defined the early growth of the burger brand. Can its partnerships drive its franchise future?
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BY JORDAN WHITEHOUSE
s the old saying goes, the more things change, the more they stay the same. A lot has changed at A&W since its first Canadian restaurant opened in Winnipeg Manitoba, in 1956. Its mascot, The Great Root Bear, has been retired, for instance. So has the famous “ba-dum, ba-dum” theme song. In their place, mobile ordering has taken off, as has business in general—there are now more than 1,000 restaurants across the country today. And yet, through these changes—and many others—much has stayed the same at A&W. Take the retro, brown and orange palette. Or the classic burger family lineup with sides of onion rings and root beers. Or, as 23-year franchisee vet Steven Will sees it, the old-school way A&W has always tried to work with franchisees. “A lot of companies have statements about how they work together, but it really lives and breathes at A&W,” says Will, who now has 16 restaurants throughout southwestern Ontario. “That’s one of the most special things about A&W. If I have feedback, I know I’ll be listened to and that I have this open and honest relationship with them.”
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ICONIC BRAND Ryan Picklyk, the company’s senior director of strategic partnerships and franchising, says it’s exactly those kinds of relationships that led to A&W’s 70-year presence in Canada. “If you look at anything that we’ve been really successful at, it’s come through really strong partnerships—and that’s with franchisees, but also within our corporate team and with our supplier partners. We always do best when we’ve got our vision on something that brings success for all members of the group.” That doesn’t mean partnership is always easy, say Picklyk and Will, especially when economic challenges like pandemics and inflations are raging. But as A&W eyes new growth across Canada, particularly in Ontario, both say that good old-fashioned collaboration will be key to getting the future right. Roots of a franchise A&W’s origins go back to 1919, when Roy W. Allen set up a roadside root beer stand at a parade honouring returning World War I veterans in Lodi, California. Three years later, Allen’s employee Frank Wright partnered with him and the two launched their first Allen & Wright restaurant in Sacramento, California. The first Canadian A&W location opened in 1956 in the Kirkfield Park neighbourhood of Winnipeg. Back then, the restaurants were drive-in only, and carhops would serve patrons in their cars. By the early 1980s, however, eating in one’s vehicle became a thing of the past, and A&W had to look elsewhere for growth. The company found success in the shopping mall boom sweeping the country. For the next decade-plus, A&W focused on expanding into food courts and quickly boosted its numbers across Canada. Around the late 1990s, the company pivoted again to concentrate on developing freestanding restaurants with drive-thrus, and by 2010, A&W began building out its urban business in particular. This meant more restaurants in downtown cores and near commuter hubs, says Picklyk. “These kinds of choices are always driven by what we’re seeing in terms of Canadians’ needs, and we saw a real push for growth in large city centres. People were moving to the cities—especially younger millennials—and so A&W needed to meet them there.” Now consumers need A&W to meet them on their phones, which is why the company has been focusing on third-party delivery and developing its own app since before the pandemic. Still, the pandemic “threw an accelerant” on the digital push, says Picklyk, which hasn’t made the transition easy. But really, he adds, the biggest pandemic challenge was the inability of franchisees and the corporate team to get together. “We’ve always done a really good job of working together in person, and so neutralizing that was tough. But now we’re taking steps to get back there,
Steven Will, an A&W franchisee of 23 years
whether it’s our senior team spending more time out with franchisees in the restaurants, planning regional conventions, or just finding more opportunities to connect with franchisees where the business happens.” Back to school For Will, the most satisfying part of being an A&W franchisee has been participating in the company’s evolution and growth. He has been with the company since 1990, which was also around the time he graduated from McMaster University with a degree in applied math and theoretical physics. Like a lot of recent grads, Will didn’t know what he wanted to do after university, but he had started his own business while at McMaster that set up and sold computer systems for small businesses. One of his clients was an A&W franchisee, who told him about an A&W food court location opening in Burlington, Ontario, that needed a franchisee. ‘Well, let’s try it,’ thought Will.
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ICONIC BRAND
“I didn’t have a restaurant background, so the idea of a franchise giving me that additional security blanket really appealed to me,” says Will. “I also really loved the food— and still do—and I think that’s really important. You’ve got to love what you do and be proud of what you do.” It also helped that Will was a people person. People and leadership skills are the top two aptitudes A&W looks for in potential franchisees, says Picklyk. “The teams that they’ll run; you’ve got folks that, for some of them, this will be their first job. For others, this will be their last job. And you’ve got everyone in between. So, leading a varying range of people to the same outcome is a really big part of the job as a leader of an A&W restaurant.” The franchisee training program has changed significantly since Will joined A&W, but that theme of in-person collaboration that runs through the company has always been a constant of the training regimen. Today, it begins with a few online modules followed by eight weeks of inrestaurant training with another franchisee. Once it’s time to open, a corporate team is there every step of the way to help, says Picklyk. Future roots As for ongoing training and support, Will says that the corporate team is always offering different training and development programs. But he says the most valuable help often comes from other franchisees, through all the networking opportunities available. “There are regional associations you can join, meetings, conventions. I’m also part of a lot of committees and boards, so all those things give me lots of opportunities to learn from other franchisees across the whole country.”
Will plans on continuing to lean on that network as he opens two more locations over the next couple of years. The company will lean on its network, too. Picklyk says there are still plenty of opportunities to bring those burgers, onion rings, and root beers to more Canadians across the country, especially in Ontario and Quebec. “Our goal is to make sure that we’re serving every Canadian as conveniently as they need us to.” For those wanting to become an A&W franchisee, Picklyk’s advice would be the same for any prospective franchisee of any brand: ask lots of questions. “You have to ensure that you’ve got a clear picture of the expectations you have of your franchisor partner and in turn what they expect from you,” he says. “So really doing your homework and asking many questions along the way is so important to making sure that the relationship is successful.” Will’s advice is to be sure you’re joining a franchise that you love and can be proud of. “At the end of the day, that’s where the satisfaction is going to be,” he says. “It’s not just about how successful you can be or how much money you can make. You have to love what you do and be proud of the service you offer.”
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GIVING BACK
Leading the Charge in Making a Difference
A multi-faceted approach to charitable work puts Batteries Expert at the forefront of its customers’ minds—and hearts BY GINA MAKKAR
C
anadians value corporate giving. In fact, 70 per cent of consumers are more likely to purchase from companies that give back, according to a report by The Upside Foundation of Canada. Not only does charitable giving help drive economic growth, but it also has an impact on local communities, and when businesses give back, their work truly becomes meaningful. That’s where Batteries Expert comes in. Every act of generosity counts, and Batteries Expert supports initiatives that will influence long-term, sustainable, impactful change. The franchise concept, a one-stop shop for portable and alternative energy solutions, is owned by Quebecbased company TCED INTL Inc. (Trans-Canada Energies Distribution). Since its inception in 1964 by Robert Rozon, when it was named Rozon Batteries, TCED INTL Inc. has evolved to own Batteries Expert under the current leadership of CEO Élise Rozon and her brother Joël, who are the third generation of Rozons at the helm of the ship. Social responsibility has always been an integral part of the Batteries Expert DNA. “In the corporate world, it’s important to get involved in causes we believe in,” says Élise. “And it’s for this very reason that we decided to work in partnership with two not-for-profit organizations: the Leski Foundation and the CNCB-Bolt Club.” Finding worthwhile, synergetic causes With a mission to bolster health and well-being in the lives of children, Batteries Expert partnered with the Centre National de Cyclisme de Bromont (CNCB) in 2019 to create a new cycling club: the CNBC-Bolt Club. The club offers several disciplines of cycling, from mountain
biking and road cycling to BMX and para cycling. “The CNCB-Bolt Club is an amazing opportunity for young cyclists, allowing them to evolve safely, have fun, and learn new skills,” says Élise. As the club’s main partner, Batteries Expert helps fund the initiative by contributing an annual sum to help promote youth cycling at CNCB. They take part in club activities and collaborate in publicizing initiatives. A portion of the funds allocated are used to help shine a light on the cause with jerseys, buses, recognition activities, and more. “The CNCB-Bolt Club made me realize that you can save children by donating, but you can also save yourself by getting involved,” notes Élise. The Leski Foundation, another of the franchise’s charitable partners, supports victims of criminal acts and individuals living with mental health disorders and autism by providing support animals to enhance daily life and foster independence. To support the initiative, posters are placed at local Batteries Expert branches to increase awareness, and a link on the billing and payment system allows customers to donate funds directly at the time of purchase. To increase visibility, all of Batteries Expert’s charitable profiles are also highlighted on the website and via various social media channels. In addition, the brand also works with the Fondation des Sports Adaptés (Adaptive Sports Foundation) and sponsors one of their annual campaigns. Élise says franchisees are proud of the company’s involvement with youth and sports, and are enthusiastic about seeing the brand spread across Quebec and Canada. “We held our annual conference at the CNCB with all our franchisees and partners,” she says. “There was a lot of enthusiasm when they saw the impact we’re having.
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GIVING BACK Some of our franchisees even take part in some of the club’s activities.” Going forward, the brand is committed to its continued support of sports in Quebec through the chosen initiatives that are close to its heart. Altruism as a company value Franchisees can also foster their own chosen charitable initiatives, like recent incumbent Stéphane Tessier from Saint-Hyacinthe, Quebec. A seasoned entrepreneur, Tessier was in search of a new opportunity when he came on board as a Batteries Expert franchisee, and he soon discovered that the brand boasts a wealth of offerings. For one, the parent distributor, TCED, has been present in the market since 1964. Over time, they have cultivated a well-defined, ready-to-implement success formula and a network of support with more than 63 franchisees. With over 60 years of expertise in operations and customer service and a commitment to energy transition and a more sustainable future, joining Batteries Expert is more than acquiring a simple battery store. “There’s a nice aura around the brand and the marketing campaign,” explains Tessier. “It’s very catchy and very light. Very well done. When I looked at the products and solutions like solar power systems and greener energy, that was something that spoke to me, to see the innovation channeled into their offerings.” Tessier says one of the features that attracted him to Batteries Expert was the franchisee’s ability to diversify and get creative when offering solutions to customers. “I can personalize my offerings locally and have the flexibility to bring in products that cater to our specific needs. Letting us be creative and personalize the business within a franchise system was major for me. It’s about being heard, which is important. It’s the key difference in having a simple business operator in place versus an entrepreneur.” Tessier opened the doors in March 2023 and spent the latter part of the year learning the ropes and cultivating his team. He says the company’s support of the Leski Foundation and the CNCB-Bolt Club reflects the company culture that resonates with him. “I’ve been an entrepreneur for many years, and it’s a part of my aim to give back to the community,” he explains. Empowering franchisees to support local Though he has yet to entrench himself in the company’s initiatives, Tessier continues to foster his own longstanding community endeavours, weaving them into the company’s philanthropic fabric. His band Rock N Time, founded 11 years ago and composed of regional businesspeople, hosts an annual benefit concert to raise money for local charities. “It’s a huge success,” he says. “We have done eight official shows and are working on
the ninth. As of now, we have collected close to half a million dollars for local organizations.” In the small community of Saint-Hyacinthe, where the population is approximately 60,000, it’s known as the main event, where attendees can give to charity and enjoy an evening out. “It’s a win-win, and it’s a feel-good evening,” says Tessier. In a fun twist, companies can choose to sponsor individual songs, allowing them to increase brand visibility while giving back to the community. “In French, the real name for a drum is battery, so I sponsored the drum solo with Batteries Expert,” Tessier says, adding that supporting local initiatives not only elevates brand awareness, but it also has a stronger, more direct impact. Tessier’s social engagement continues to increase as he becomes known in the community. This past December, he donated to La Fondation 24h Tremblant (the 24h Tremblant Foundation), an initiative that funds medical and social organizations that support children with a variety of needs. “They raised over $6 million this year,” he reports. “It’s a huge event. It’s a big part of me as an entrepreneur to be giving back to the community. We are privileged, whether or not the business is going well, or the economy is slowing down. We’re privileged to be entrepreneurs and to be creating a culture of giving in our business.” For Tessier, making strong, authentic connections in the local community reflects the quality of the service his business offers to customers. Whether it’s jump starting a car so that they can assist with a battery replacement, or sourcing a new, innovative product, he endeavours to ensure that every customer is satisfied with their experience. “Yes, it’s sales and it’s business, but what we do has to come from the heart. You can’t go wrong when you are operating from the heart.”
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SHOW ME THE MONEY
4 FRANCHISES FOR $50K-$150K 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 $50K to $150K. 9Round Franchising of Canada, Inc.
Hickory Dickory Decks
Founded in 2008 by professional kickboxer Shannon Hudson and his wife Heather, 9Round is a specialized fitness centre that brings kickboxing fitness training to the average person in a convenient, affordable, 30-minute full-body circuit format. The program is developed around a proprietary and copyrighted system of nine challenging workout stations developed by Shannon himself.
Hickory Dickory Decks is the world’s largest custom deck franchise company. Specializing in high-quality, low-maintenance decks, the company has built a solid reputation as a leader in the industry. With ongoing assistance from its franchise support team, an initial training program, and complete franchise support materials, franchisees will be ready to launch an exciting new career.
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Dryer Vent Wizard Dryer Vent Wizard is the leading company specializing in residential and commercial dryer vent cleaning, repair, and installation. Franchise owners help protect customers from the threat of dryer vent-related fires, as well as appliances overheating, longer drying times, and more lint on clothes. The brand is a part of Neighbourly, the world’s largest home services company with more than 30 brands and 5,000 franchises.
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Minuteman Press International Minuteman Press is the world’s largest and number-onerated digital print and graphics design franchise. Leading the industry for more than 40 years, Minuteman Press can virtually serve all the print, graphics, and advertising needs of a business. With a strong support system, proven marketing concepts, and state-of-the-art technology, the brand has been able to take quality people from all walks of life and provide them with the opportunity to help secure their financial future.
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64 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
ASK A FRANCHISE EXPERT What factors should I know about when choosing a site for my business? THERE’S A TRIED-AND-TRUE ADAGE that floats around in the field of commercial real estate: location is everything. It sounds simple, but choosing the right site for your business is anything but. Choosing the right type of real estate for your business depends on a variety of factors: Location: Consider accessibility, visibility, and the surrounding neighbourhood. Accessibility doesn’t just mean that the building adheres to accessibility standards. Depending on the concept, think about how you will personally approach the location. For example, if you anticipate working on-site often, is the distance to travel and commute time convenient for you? Of course, a prime location is difficult to determine these days. Following COVID-19, it’s a landlord’s market out there, with Alberta and Ontario considered the toughest markets. Salespeople used to generate additional interest by telling prospective landowners that they have other clients looking at the same property, when in reality, there was no one else. Today, however, there are likely three other franchisees vying for the same site as you. Demographics: Understand the target market and whether the area aligns with your business. Your franchisor should understand what your target market is— including age, income, education levels, and cultural diversity—and communicate it with you. This will help you assess the market potential of a location, tailor your services to that area, and plan for infrastructure development. In the long run, this will enable a deeper understanding of your target audience, ensuring that the business and its services align with the needs and preferences of the local population. Keep in mind that, as a franchisee, you may want to be in a certain area, but it doesn’t fit the brand’s concept. For example, you may have your ideal mall site in mind, while your franchisor is focused on opening drive-thru locations. Many larger franchisors will benchmark their top three stores against a location that the franchisee is considering and provide guidance. Costs: Evaluate your initial investment, property taxes, maintenance fees, and potential renovation costs. One budget item that many investors don’t consider is ongoing common area maintenance (CAM) charges. Right now, the cost of CAM is high, and it may change from year to year, for better or worse. There are areas of the country where CAM is more expensive than rent, so be aware before signing on the dotted line. Other costs to take into consideration are whether you purchase a pre-built property or a piece of land on which
you intend to build. Some franchisors will allow locations to be self-built rather than pre-built or in a location built by the franchisor, and many franchisees think they will save a lot of money if they take it on themselves. However, if you don’t have construction experience, it will probably end up costing you more. Construction management is a headache and best left to the professionals—focus instead on your training and your employees’ training. Zoning regulations: Ensure the property is zoned for your intended business activities before putting in a letter of intent or lease agreement. To check the zoning of a new location, you can contact the local planning or zoning department, which will typically provide zoning maps and regulations. Risks you should be aware of include zoning restrictions affecting your intended use, potential changes in zoning laws, and compliance challenges. If you need a location to be re-zoned, the local planning or zoning department can help point you in the right direction. Remember that zoning changes will take time and money, so it’s often best to consider another location. Future growth: Assess the area’s potential for development and future market trends. This means that you’ll want to find out if the area has any planned redevelopments or construction in the future. Future growth can benefit a business by increasing customer demand, providing access to a larger talent pool, and creating opportunities for potential partnerships. While future growth is positive, prospective business owners should take care of opening their businesses during ongoing construction, as this can limit access and traffic to your store. To gauge if future growth is viable, businesses often analyze market trends and economic indicators and conduct thorough research on the target area’s development plans. One way for a franchisee to anticipate an area’s future growth is to contact the city planner and business improvement areas (BIA). BIAs are made up of commercial and industrial property owners and their nonresidential tenants who come together under a volunteer board of management to carry out improvements and (Continued on next page.) Joel Friedman, Owner/Vice President Southbrook Business Development Group joelfriedman@southbrookbusiness.com
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ASK A FRANCHISE EXPERT promote economic development within their designated area and can be a great source of information about the future of businesses in the area. Competition: Analyze existing businesses in the area to gauge competition. Competition shouldn’t be something to fear—if similar businesses are in the area, there must be a reason! Healthy competition can drive efficiency, encourage creativity, and enhance overall industry standards. It also compels businesses to continuously innovate and improve their products or services to stay competitive. Market research: Understand the demand for your business in that specific location. This ties into your franchise’s demographics and the demographics of the area and will help you identify potential challenges and
opportunities. A franchisor typically assists franchisees with market research by providing access to consumer behaviour insights and industry trends. They may offer guidance on local market conditions, provide a competition analysis, and help franchisees understand their target audience. Additionally, franchisors often share best practices and proven strategies based on successful experiences in other locations to support franchisees in making informed decisions about their business. Real estate selection is an incredibly important early step in setting up a franchise location. By paying attention to the details laid out by the franchisor and analyzing the potential future of the business, prospective franchisees can set themselves up for success.
ASK A LEGAL EXPERT 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 • a ny 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
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Sofi Katsovskaia Associate Cassels Brock & Blackwell LLP skatsovskaia@cassels.com
ASK A LEGAL EXPERT 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. W hile 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.
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FRANCHISE TUTORIAL
TUTORIAL 9: THE FUNDAMENTALS OF FRANCHISING
INTRO TO OPERATION MANUALS THE OPERATION MANUALS of a franchise system are the written documents that provide the franchisee with all the details to duplicate the business model. It’s the proven operating system defined in writing. Critical success factors are identified and communicated so that franchisees can consistently duplicate success. Depending upon the maturity of the franchise, there may be one general manual or, more typically, the document extends over a series of different manuals. A manual for management may be separated from a manual for employees. A pre-opening manual will often outline how to find the right location and how to build the physical store with typical licensing requirements and build-out processes. An advertising or marketing manual will provide all details regarding the use of the trademarks and provide standardized advertising formats. A good set of manuals will serve to reinforce the franchise agreement and those areas that require consistency and compliance in order to preserve the integrity of the brand. No matter where in the world, each franchise location should deliver a consistent product or service. At each location, there should be the same look and feel within the store. The food or service needs to be the same and provide the same experience to the customer. It’s through this consistent duplication that a solid brand is established. In the past, operation manuals were typically provided in hard copies to franchisees in a series of threering binders. Today, franchisors are increasingly making the manuals available electronically through a secure website. This allows updates to be done more easily, and the franchisor can monitor that the changes have been viewed and downloaded by franchisees. Franchisees can print off appropriate sections as needed. Operation manuals will vary in details and to what degree they outline the business model, but strong franchise systems will leave nothing to chance. There’s an emphasis on price, value, quality, consistency, and customer service. Topics typically covered in operation manuals include: • Overview of the company, its mission statement, vision, and company values • Clarity on expectations and roles of the franchisee and the franchisor • Site selection and store build-out
• Operating standards and policies • Recipes or service procedures • Receiving and rotating stock • Opening and closing procedures • Detailed job descriptions • Hiring, training, and leading staff • Administration, accounting, and reporting requirements • Supplier contacts and purchasing procedures • Proper use of the trademarks • Local marketing initiatives and advertising templates All of these topics are important, and serve to provide franchisees with the details required to run a successful business. An established system and brand is the most common reason for purchasing a franchise. Rather than starting a business and going through the typical trial and error that’s experienced by an independent business owner, a franchisee can learn from others’ experiences by simply following the manuals, often saving thousands of dollars in the process. With so much information to cover, operation manuals may be quite comprehensive. In a start-up franchise system, the manuals may be more general in nature. As time passes and the franchise develops into an established and mature system, the operation manuals will evolve and become more detailed in scope so as to leave nothing to chance or misinterpretation. A franchisor will often use the services of outside consultants to ensure that the manuals cover all aspects of the operation and are easily understood. The manuals become the reference materials during initial training and throughout the life of the franchise. To simplify and make the document more userfriendly, forms and checklists often complement the materials to facilitate easy execution. Support materials such as operation software, employee policy and procedures, and training materials for employees all form part of the operation manuals and serve as a resource for how to use these tools. In the franchise agreement, there’s typically a clause stating that the operation manuals form part of the franchisee’s obligations. The operating systems and standards outlined in the manuals must be complied with in order to protect the goodwill and reputation of the franchise system. Due to the proprietary nature of the
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FRANCHISE TUTORIAL operation manual’s contents, the franchise agreement will clearly state that the manuals are to be kept confidential and returned in the event that the franchise relationship comes to an end. During operational visits, the franchisor will look for compliance with the operation manuals, and will make reference to the manuals where deviations exist. It becomes the standard reference for the entire operating system. There may be occasions where deviations are found to be positive and actually enhance the operations. These changes are often integrated into the manuals. Operations are typically always evolving, and therefore the existing operation manuals should be reviewed and updated annually to ensure that the manuals reflect current best practices and systems. Technology and
systems change over time. Service or product offerings change in order to meet the changing needs of the customer. Experienced franchisees of established franchise systems often serve on operation manuals committees or participate in focus groups to contribute and identify best practices or processes that work well and should be shared with other franchisees. Brand awareness is driven by repetition and uniformity, and operation manuals provide the tools to establish a brand. Useful, readable documents provide a framework to standardize the operating system and are an essential part of any franchise system’s success. They provide an objective standard against which to measure compliance and consistently duplicate the customer’s experience.
TUTORIAL 10: THE FUNDAMENTALS OF FRANCHISING
INTRO TO FRANCHISEE ADVISORY COUNCILS A FRANCHISEE ADVISORY COUNCIL (FAC) is a group of established franchisees who meet with company executives to discuss business issues that are of relevance to the majority of the franchisees. It’s a structured vehicle for constructive two-way communication between the franchisee and franchisor. The FAC may operate under different names or formats, but is typically organized by the franchisor. A slight variation is a Franchisee Association. This is formed by the franchisees and is independent of the franchisor and may function similar to an FAC, but the franchisees set their own structure, policies, and agenda. They’re typically formed when there’s a system-wide crisis, major change, or event. In some franchise systems, there may even be an FAC and Franchisee Association both functioning at the same time. The purpose of the FAC is to provide a formal channel of communication between the franchisees and franchisor about such issues as advertising, field support, operations, and changing market trends. It serves as a sounding board to the franchisor for the implementation of new programs before these programs go system-wide. The franchisor will solicit suggestions and ideas for improvements to the franchise system. It provides a forum for franchisees to voice their mutual issues and concerns. Through the FAC, franchisees can provide advice and input to influence company decisions. Ultimately, the final decisionmaking authority remains with the franchisor executives.
For the FAC to be effective, both franchisees and the franchisor are required to have an open-minded attitude, actively listen, and have a respect for different perspectives. The agenda must be focused on the interests of the overall system, and there must be a focus on finding solutions, setting action plans, and getting results. The FAC will establish policies and by-laws and have meeting agendas in place to keep discussions on track. Without this focus, the FAC can easily go off track and evolve into a session of complaints with no clear resolutions. How franchisees are selected to participate in the FAC will vary between franchises. In some cases, the franchisor will appoint franchisees, while in other systems, there’s an election process where franchisees vote as to who will participate on the FAC. The franchisor will typically set some requirements for involvement, such as the franchisee must be in good standing under the terms of the franchise agreement, meet performance standards, and have been in the system a minimum of one or two years. Ideally the franchisees sitting on the FAC are positive, successful, and respected by other franchisees. They have the ability to set aside their own personal agendas to look at what’s best for the system as a whole. There’s also a real commitment of time. Not all franchisees can take the time required away from their business to participate in the council. The number of franchisees sitting on the FAC will vary from five to 20 or more members, depending upon the overall size of the franchise system. There’s usually an
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FRANCHISE TUTORIAL effort made to ensure that different geographical regions and size of operations are represented on the FAC. The term will vary from one to three years, with a staggering of the council members so as to have a balance between experienced and new members sitting on the council at any one time. Franchisors will often limit how many terms a franchisee may sit on the FAC to give more franchisees the opportunity to participate. The FAC will meet formally two to four times a year, with informal phone calls and discussions between these meetings. They will meet at the head office, a resort, or conference centre. Sometimes the FAC meeting takes place around the annual convention. Travel, meeting room costs, and other business expenses are often covered by the franchisor, although in some systems such costs are paid entirely by the franchisees through the payment of FAC dues. It’s customary that FAC participants won’t be financially compensated for their time.
Most successful franchise systems today have an FAC. There are no hard and fast rules as to when an FAC should be formed, but the sooner an FAC is put in place, the better. With a smaller system, the FAC may be more informal, but it plays an integral part in forming the direction and policies of the franchise organization. The FAC can be an important part of a franchise system. It permits constructive two-way communication between the franchisor and franchisees. A positive culture of mutual respect and working together is fostered when the franchisor and franchisees seek to evolve the brand for the benefit of the common good and system as a whole. Successful franchisors recognize that the franchisees have a valuable contribution to make, as they’re working the business model on the front lines everyday. Through an effective FAC, franchisees feel empowered and have confidence that the franchisor is listening to their needs and perspectives.
STUDY QUESTIONS TUTORIAL 9
TUTORIAL 10
1. Operation manuals are: a) t he written documents that provide the franchisee with all the details to duplicate the business model. b) the proven operating system defined in writing. c) both a) and b).
1. A Franchise Advisory Council is: a) a not-for-profit organization that provides guidance and direction to small businesses in the process of becoming franchise systems. b) a group of established franchisees who meet with franchise system executives to discuss business issues that are of relevance to the majority of the system’s franchisees. c) a committee of the Canadian Franchise Association.
4. Operation manuals are typically not considered an obligation of the franchisor. True or False? a) True b) False
3. A Franchise Advisory Council can be an important part of a franchise system. True or False? a) True b) False 4. Only top-performing franchisees are permitted to serve on Franchise Advisory Councils. True or False? a) True b) False
1) b 2) c 3) a 4) b
3. An operation manual cannot be changed or added to. True or False? a) True b) False
2. In order for the Franchise Advisory Council to be effective: a) f ranchisors cannot be permitted to attend meetings, as they may limit discussion among franchisees. b) a third-party representative must chair all discussions. c) both franchisees and franchisor are required to have an open-minded attitude, actively listen, and have a respect for different perspectives.
Answer Key:
2. A good set of operation manuals will: a) b e provided electronically through a secure website. b) provide suggested operation procedures that franchisees choose to use. c) serve to reinforce the franchise agreement and the areas of operation that require consistency and compliance to preserve the integrity of the brand.
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Answer Key:
1) c 2) c 3) b 4) b
MARKETPLACE
JOIN A BRAND ON THE RISE • A trusted brand – With nearly 700 locations worldwide and 35+ years of experience franchising, we are the fastest-growing bakery in Canada • A robust model – COBS Bread is built on providing exceptional products, friendly service and a welcoming environment for all customers • Community-focused – All bakeries donate to hundreds of local schools, groups and charities across Canada • Authenticity – We operate with honesty and transparency, building trust through genuine practices • Get ready to roll – Utilize our national marketing fund and benefit from a comprehensive training program and ongoing support • No initial franchising fee for new bakeries • Flexible financing options Contact the COBS Bread Franchising Team E franchise@cobsbread.com P 1-844-369-COBS (2627) W www.cobsbread.com/franchising
JOIN US IN THE $6 BILLION TRANSPORTATION INDUSTRY Seeking motivated entrepreneurially minded partners that see the unlimited potential of the transportation industry Answer your community’s call for better and safer pre-booked transportation solutions (7-24 people) Lead your team to consistently outshine the competition and wow your customers every time Smile more at work as your own Boss. It’s easy when you love what you do!
What makes us different? • Low initial investment • Faster profitability • Unlimited earning potential
Contact Us
driverseatfranchise.com franchise@driverseatinc.com
After over forty 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 were looking for help to serve real food that fit with the reality of their busy lives when eating at home 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 find 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 eCommerce (including in-store, curb-side pick up and delivery) along with our industry-leading loyalty program have put M&M Food Market in a position to be able to continue to serve our loyal customer base when they need us the most. For YOU as our newest Partner, we offer a comprehensive training program, ongoing operational support along with Head Office 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 find out about opportunities near you!
Mo’Cha Bubble Tea is a popular and innovative brand known for its extensive menu of delicious bubble tea options, including traditional and fruit teas, all customizable to cater to individual preferences. With a commitment to quality ingredients, ecofriendly practices, and a vibrant in-store atmosphere, Mo’Cha has become a beloved destination for bubble tea enthusiasts seeking both delightful beverages and a cozy, community-oriented environment. In Business Since: 2020 CFA Member Since: 2023 Franchise Fee: $25K Franchise Units in Canada: 10 Investment Required: $270K-$290K www.mochabubbletea.com
For more information, visit our website at www.mmfoodmarketfranchise.com or call us at 1-800-461-0171.
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MARKETPLACE
Celebrating Forty 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: · Franchisees’ Choice Designation, 6-Year Designee (2018 - 2023) · Awards of Excellence Gold (2021); Silver (2022) · 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 franchise@oxfordlearning.com
Embark on a culinary journey with Potikki’s—the quick service restaurant that seamlessly blends India’s favourites with a Canadian twist. Established in 2022 in Halifax, Nova Scotia, Potikki’s has quickly become one of Atlantic Canada’s most diverse and exciting franchises currently on the market. Franchise Fee: $30K Investment Required: $300K-$500K In Business Since: 2022 CFA Member Since: 2023 Website: www.potikkis.com Get ready to join the Potikki’s family in creating a Canadian culinary legacy across Canada. Email franchising@potikkis.com for opportunities to be part of the Canadian dream.
The Pizza Nova story began in 1963 when a young Italian family opened the very first Pizza Nova restaurant. Still family-owned, we have helped hundreds of families open and operate our 150+ locations across Ontario and specialize in hand-tossed, Artisan-style pizzas that are complemented by an extensive menu of proven favourites. Our 60+ years of success continues as a direct result of our uncompromising commitment to providing quality ingredients and product innovation. In 2015 we became the first 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’ profile to include bacon, chicken wings, chicken pollini, grilled chicken, and smoked ham. In 2021, we introduced the first 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 flexitarians alike. We provide comprehensive training, easy ordering from our HAACP approved commissary, location identification & design, operations support and innovative marketing initiatives that bring customers through your door. Pizza Nova is the Official Pizza of the Toronto Blue Jays™, Toronto International Film Festival, and the CNE. For more information on Franchise Opportunities, please contact John Consales, Senior Franchise Development Manager 416-439-0051 ext. 1016 • john.consales@pizzanova.com
TORONTO BLUE JAYS™ bird head design and all related marks and designs are trademarks and / or copyright of Rogers Blue Jays Baseball partnership, used under licence.
Join The UPS Store franchise network and count on the support from our experienced Home Office and in-field 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 380 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. Proud to have been designated as an Essential Business at a time Canadians needed us most. Visit us at theupsstore.ca. We Print, Ship & More! Locations, North America: Over 5000 Locations in Canada: Over 380 Minimum cash investment: $100,000 Total cash investment: $199,250 to $218,500 plus working capital. For more information on The UPS Store opportunity, call 1‐888-875-0007 or visit www.theupsstore.ca.
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MARKETPLACE
ADVERTISERS’ INDEX COBS Bread.....................................................................................................................12 cobsbread.com/franchising Driverseat............................................................................ Inside Front Cover driverseatinc.com/own International Franchise Association. . ................................................ 70 www.franchise.org
We are the original, largest franchise system specializing in the hobby of backyard birdfeeding, with more than 40 years of experience. Our stores function as true community resources providing knowledge about the birdfeeding hobby and deliver a unique and pleasant shopping experience. We provide complete retail training, tools and systems. In Business Since: 1981 CFA Member Since: 2021 Franchise Fee: $40K Franchise Units: more than 350 locations between US and Canada Investment Required: $209,425-$350,037 Website: www.wbufranchise.com
M&M Food Market.. ..................................................................................................... 3 mmfoodmarketfranchise.com Mo’Cha Bubble Tea..................................................................................................31 www.mochabubbletea.com Oxford Learning......................................................................................................... 13 franchise.oxfordlearning.com Pizza Nova........................................................................................................................ 33 franchising@pizzanova.com Potikki’s.. .............................................................................................................................. 35 www.potikkis.com The UPS Store................................................................................................................... 9 www.theupsstore.ca Wild Birds Unlimited, Inc. . . ................................................................................. 7 www.wbufranchise.com
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JOIN THE REAL ESTATE REVOLUTION As one of the fastest growing franchise systems in Canadian history, PropertyGuys.com is an exciting opportunity for investors looking to get involved in the real estate industry. Their proven system and training programs ensure franchisees have all the tools needed to operate a successful business.
Instead of charging commission (often 5-7 % of the final sale price), PropertyGuys.com franchisees collect an upfront flat marketing fee for their services. That flat fee is based strictly on the types of services that the seller selects. Which can range from online support for their private sale - to an end-to-end experience from a team of experts including pricing, showings, offers, and promotion on all of the most popular real estate platforms. ADVERTORIAL
DISRUPTING REAL ESTATE ONE ROUND SIGN AT A TIME WELCOME TO THE FUTURE OF REAL ESTATE® Once upon a time, in a land called North America, there were real estate agents who earned large commissions from people who were buying and selling properties. It was a highly profitable (and monopolistic) era in which these agents lived. It was a great time, for them, as they earned billions of dollars in commissions every year.
One day, armed with a vision of something better for home sellers and the power of technology, PropertyGuys.com swooped in and designed a modern alternative to the traditional model - one that streamlined the process and empowered both buyers and sellers. To make the process more efficient they put the customer at the centre of the transaction - creating a flat-fee approach that typically saved the seller 10 times more than if they used an agent (and gave them far more control over the process). If you think the idea of transforming the real estate industry sounds like a fairy tale, then you’re probably never heard of Uber or Netflix. Meanwhile, PropertyGuys.com is growing quickly thanks to its franchise operators and the enthusiasm of thousands of users who have become raving fans.
SAY GOODBYE TO THE OLD WAY
“The traditional agent model has become unnecessary and way too expensive for the average homeowner,”
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says Ken LeBlanc, President and CEO of PropertyGuys.com. “We believe that homeowners work hard for their money. That’s why we are transforming every single piece of the real estate puzzle – putting the needs of buyers and sellers above everything else. When our customers are happy, our franchisees grow their businesses and our brand gets stronger - it’s a win-win-win.”
WHEN THE PARADIGM SHIFT IS COMPLETE, THE OPPORTUNITY WILL HAVE PASSED If imagining a world where the majority of real estate transactions happen without a listing agent seems implausible to you, consider this... Less than five years ago, there were still people waiting in line at Blockbuster on Saturday night with DVDs and an over-sized bag of popcorn in hand. Today, those iconic yellow and blue signs are only a memory. They gave up their market dominance to Netflix because they were unable to see (and adjust to) the vast potential of a new way before it was too late. PropertyGuys.com is at the forefront of the opportunity that has been opened up by technology and favourable regulatory changes. In the old agent-centric model, the customer sits on the sidelines in the dark, while the agent dabbles in the role of all experts - yet masters none. “We believe the real estate transaction isn’t complicated when you break up each task and place it in the hands of the most capable professional,” said PropertyGuys.com franchise owner, Shannon Gavin. “PropertyGuys.com uses a team approach instead of the ‘jack of all trades’ model. That means our customers benefit from the best experts in the real estate field. From a franchisee perspective, that means we don’t have to be all things. We focus on our expertise and rely on a combination of people and technology for the rest.” In the new real estate model, online engagement and connectivity put the seller at the hub and in control. In addition to connecting customers with its online private sale platform, PropertyGuys.com is ahead of the curve when it comes to social media, a tool that is typically not well-used by traditional agents. “Customer engagement is the cornerstone of everything we do,” says LeBlanc.
With an over 20-year track record of growth and success, the brand has established its staying power in the real estate industry, yet there is still work to be done. The timing could not be better for new entrepreneurs to get involved with the brand. PropertyGuys.com still has some exclusive franchise territories available in Canada (and beyond) for entrepreneurs who believe that the real estate industry can be transformed through value-driven packages, specialized service and innovative technology. Franchise owners don’t need a real estate license, but they do need to believe in the power of innovation and the huge upside obtained by helping disrupt real estate forever.
THE TIME IS NOW Uber understands it. Netflix nabbed it. PropertyGuys.com gets it. Do you? If you’re ready to stand out from the crowd, they want to hear from you!
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When and why you should call in the pros during your franchise search
D
uring the franchise investment process, there will be instances where you, as a prospective franchisee, will want to rely solely on yourself. You’ll want to base your decision on whether (or not) to invest in a franchise opportunity, in part, on things only you will know or feel – your research, your conversations with the franchise system’s staff and franchisees, how well it fits with your goals and aptitude, and maybe even the ‘gut feeling’ you have about the opportunity. But there are a few points along the path to becoming a franchisee where it’s usually recommended that you not go it alone. Here are some of the scenarios in which the best course of action may be for you call in a franchise professional to assist. SCENARIO 1: Identifying which franchise will suit you best There are many franchise opportunities available, so figuring out your franchise fit may seem like a huge undertaking. Franchise consultants can help you to identify your unique mix of skills, talents, and experience, as well as how those may translate in a franchise environment. They can also help you pinpoint what your ideal franchise would look like and sort out questions to ask during the investigation process that will bring you closer to it. SCENARIO 2: Figuring out how much money you have to invest In addition to finding a franchise that fits your goals and skills, you also need to know if the opportunity fits
your financial capabilities. An accountant who is wellversed in franchising can help you figure out your net worth, assets, and obligations. He or she can also provide advice and guidance on creating a business plan, which summarizes your current and projected finances for your venture, as well as how you will set up and operate your business. Not only is this a great way to map out your plans for your franchise, it’s also an essential document that potential lenders will want to look at when you approach them about securing further financing for your franchise venture. SCENARIO 3: Securing more money to invest Once you know your net worth and have calculated how much money you have available to invest in your franchise, you may need additional funds to finance your new business. Many franchisees require financing from a business lender to combine with the personal funds they will be investing. A banker with a background in franchise financing can help you select the banking products and services that will support your franchise as you open and grow your business, including business loans, lines of credit, and business accounts. SCENARIO 4: Deciphering disclosure documents A franchise disclosure document is a summary of information on the franchise system. This can include items such as background on the franchisor and its officers;
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fees, estimated costs, and total required investment; and cific to an industry, geographic area, sector, customer the franchise agreement, which will outline the rights, profile, etc. An experienced insurance broker who is responsibilities, and obligations of both the franchisor aware of the needs of a franchise business will be able to and franchisee. In other words, understanding the infor- assist you in putting together an insurance package that www.americanexpress.com/canada/becomeamerchant mation contained in the disclosure document is a vital best protects your business. part of the franchise due diligence process. An experiWhile it’s a good general starting point, this is not an enced franchise lawyer will be able to guide you through the document, help you in understanding the material exhaustive list of the experts you may wish to consult as you investigate franchises and start your franchise it contains, and, as he or 1.she willExpress haveMaps reviewed many American features eligible American Express Card accepting small merchants and is intended for general referencevenpurposes only. It does not represent a comprehensive list of all Card accepting merchants. Data is updated from time to time and may not be 100% accurate. For a list of eligibility criteria or to access Frequently Asked Questions please visit similar files, will be able to spot anything that is out of ture. As you grow your business, you may find the need https://icm.aexp-static.com/content/dam/one-amex/merchant/en-ca/footer/default/CAFAQs.pdf. the ordinary, a possible cause for concern, or items that or have opportunity to seek further advice from experts you’ve consulted previously and/or add other franchise may be open to negotiation. professionals to your support team. An important point to keep in mind – though you may be tempted to get legal SCENARIO 5: advice from your cousin who is a personal injury lawyer Protecting your new franchise location As a franchisee, your franchise system can train you for or ask your neighbour who works in accounts receivthe regular, day-to-day operations of the concept. A good able for accounting guidance, resist that impulse. When franchisee is also equipped to handle the unexpected – it comes to your franchise business, it’s always better the kinds of events or situations that you hope never to get help from professionals who are not only legal, occur. Luckily, there are ways to mitigate some of these accounting, banking, or insurance experts, but also types of risk. A business risk management plan will usu- familiar with the ins and outs of the franchise business ally include a business insurance package. There is a model. Working with specialized support can save you wide range of policies, from more general ones that the considerable time, money, and trouble on your path to majority of businesses may need to those that are spe- franchise success.
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Insights, ideas, and opportunities to keep on your radar FRANCHISE AV CLUB Looking for franchise expertise but don’t know where to start? The Franchise Canada Chats podcast features interviews with franchisees from a range of different backgrounds. From young parents to side hustlers to retirees getting back into business, Franchise Canada Chats showcases the franchise experience from all viewpoints. Season 8 starts very soon, so be sure to subscribe so you never miss an episode.
FRANCHISING BY THE NUMBERS
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25%
The percentage of all international franchises that are owned by women.
10
The number of years since the McRib was last featured on McDonald’s menus in Canada. (It returned in January for a limited time.)
$35–$500
The range of costs for day camps in Canada.
$12,300
The average amount that Canadians spent on home renovations in 2023.
5 million
The number of cups of coffee Tim Hortons serves in Canada every day.
5.5%
The compound annual growth rate of the home care industry within Canada over the past five years. (Sources: International Franchise Association; Global News; camps.ca; Home Stars; Tim Hortons; IBIS World.)
THE CFA RECOMMENDS The Wolf of Franchises. This biweekly newsletter puts successful multi-unit franchisees under the microscope and provides deep dives on up-and-coming brands. Although the content is U.S.-based, Canadian readers can certainly analyze the strategies for success and apply them to their own franchise journeys. Subscribe at wolfoffranchises.com.
IN THE NEXT ISSUE
UPCOMING EVENTS
The May/June 2024 issue of Franchise Canada magazine is the Health and Wellness issue. In this issue, Franchise Canada zeroes in on the products and services that support mental wellness and provide self-care services to everyday Canadians. Plus, warm up to the roundup of fitness franchises across Canada.
March 6, 2024 1 p.m. – 2 p.m. ET Elevate & Empower, Virtual Intro to Franchising for Women
76 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
April 18, 2024 11 a.m. - 4 p.m. ET Franchise Your Business, Virtual May 29, 2024 Franchise Awareness Day, Queen’s Park, Toronto