Franchise Canada May/June 2021 by Franchise Canada

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Franchising for the Future

PropertyGuys.com franchisees are playing a key role in transforming the real estate industry

FOR MORE INFO, VISIT PropertyGuys.com

SENIOR SERVICES BENEFITS OF FRANCHISEE FRANCHISES ACROSS CANADA ADVISORY COUNCILS

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RESTORATION NATION

Restoration franchises are helping Canada recover, one home at a time

ServiceFocused Franchises Issue

REAL FOOD FOR REAL LIFE. A REAL OPPORTUNITY.

the future is frozen As more people turn to meals prepared at home, M&M Food Market has become the franchise to own. Times are changing and our stores are changing right along with them. Never standing still, innovating, and adapting to the challenges of today while

preparing for tomorrow has been a key to success in our 40 year history.

Learn more about a franchise opportunity built for today and tomorrow at mmfoodmarket.com.

HELPING YOU DO MORE BUSINESS IS OUR BUSINESS Create a consistent payment experience across your franchise locations. Welcome our Consumer, Small Business and Corporate Cardmembers at your franchise locations. When franchisees accept American Express Cards, they get access to complimentary marketing programs such as American Express Maps®¹ so Cardmembers know you welcome their business.

To learn more about the benefits of accepting American Express, and how we can support your marketing efforts, visit www.americanexpress.com/canada/becomeamerchant

1. American Express Maps features eligible American Express Card accepting small merchants and is intended for general reference purposes 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 https://icm.aexp-static.com/content/dam/one-amex/merchant/en-ca/footer/default/CAFAQs.pdf.

CONTENTS FRANCHISE

MAY/JUNE 2021

CANADA

Looking for a franchise? Discover

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Go in business for yourself with the support of a credible franchise system! With hundreds of franchise opportunities, LookforaFranchise.ca is the most comprehensive online directory of legitimate franchises available in Canada. We make searching for a franchise easy – you can find franchises by company name, location, investment, or industry. Begin your search now and realize the dream of running your own business.

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COVER STORY

Destination Restoration Franchise Canada explores four home restoration franchises that support Canadians when they need it most

FEATURES

Putting Service First How four commercial and residential services franchises are providing protection and comfort for Canadians at home and at work

Business-to-Business Support Explore five franchises that provide essential B2B services across Canada

Stimulating Discussion (and Growth) An effective franchisee advisory council can help both franchisees and the overall brand adapt to challenges and find ongoing success

Keeping Seniors Safe and Comfortable Franchise Canada highlights senior services franchises that provide care, comfort, and safety for Canada’s booming senior population

SPECIAL FRANCHISE FOCUS

A Drive for Success Discover four automotive service franchises that help Canadians get where they need to go safely and efficiently

4 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

Children and Pets Why children's and pet services are excellent franchise opportunities!

Franchise Canada is published by the Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

DEPARTMENTS

HOME-GROWN & LOCALLY-OWNED 100% Canadian Franchise Systems

MILLENNIALS IN FRANCHISING All the Right Moves Millennial franchisee Vlad Miklashevich finds success with Metropolitan Movers

LEADERSHIP PROFILE All in the Family Pizza Nova president Domenic Primucci shares how his family business has become a household name in the Greater Toronto Area

A DAY IN THE LIFE Helping Homeowners Cover Their Bases Saskatoon-based Bradly George outlines what a typical day looks like as a Pillar To Post Home Inspectors franchisee

THE FIRST YEAR Brewing Up Success How Chatime franchisee Keenan Wong and his son have teamed up to serve bubble tea to their community

ICONIC BRAND Serving Chicken and Success Mary Brown’s Chicken has been serving customers for more than 50 years, while creating rewarding business opportunities for Canadians

SHOW ME THE MONEY 4 Franchises for $50K-$150K

TUNE INTO NEW EPISODES OF SEASON 4 EVERY FRIDAY, AND CATCH UP ON SEASONS 1, 2, AND 3 NOW!

FRANCHISE FUN The Future of Franchising Ctrl V CFO Robert Bruski reveals how the virtual reality arcade has added a dash of innovation and fun to Canadian franchising

FRANCHISE TUTORIAL Tutorials 23 & 24 This issue: • Introduction to Dispute Resolution • Introduction to Termination, Transfers, and Assignments

COLUMNS

9 CFA CODE OF ETHICS 10 INDUSTRY NEWS 76 ASK THE EXPERTS 82 MARKETPLACE 87 ADVERTISERS’ INDEX 88 GIVING BACK

LISTEN & LEARN

Tune in to the Franchise Canada Chats Podcast! Available on Google Play, iTunes, SoundCloud, Spotify, and Stitcher Radio

FranchiseCanadaChats.ca

Visit www.LookforaFranchise.ca to find further information about the franchises featured in this May/June issue.

Franchise Canada

May | June 2021 5

PUBLISHER’S MESSAGE

SERVICING THE CHANGING NEEDS OF CANADIANS

t the time of writing, Canada is in the grips of a third wave of the COVID-19 pandemic. As the vaccine rollout intensifies, Canadian business owners look optimistically toward a time when they can (safely) engage with their communities again. Regardless of the economic climate, franchising remains a strong option for those looking to be their own boss, with a strong support system behind them. Franchised businesses have continued to meet the needs of their customers throughout the pandemic, even as these needs have shifted due to our “new normal.” Canadians continue to access services for their families, homes, vehicles, and businesses, many of which have been designated as essential services by provincial governments throughout the country. This ServiceFocused Franchises issue shines the spotlight on brands and franchisees who are delivering what their clients need in this difficult time. The cover story on page 15 introduces four home restoration franchises that work to restore Canadian homes when disaster hits. These franchises not only help families across the country get their lives back on track after damage to their homes but are also helping in the critical work of rebuilding the nation, one home at a time. On page 21, we delve into commercial/residential services franchises that are providing important services for homes and businesses, including renovations, fire extinguisher services, indoor air quality assessments, plumbing, electrical services, and much more. We also focus on franchises that are helping other businesses find success on page 27, through a wide range of services like accounting, promotional marketing, printing solutions, and flexible workspaces. Beyond improving and maintaining their homes and businesses, Canadians also always need to keep their vehicles in optimal driving condition. That’s where automotive services franchises like the ones featured on page 35 come in. These brands are helping to keep Canadians safe through vehicle maintenance, collision repair, glass repair, and more. We take readers through a variety of senior services franchises across Canada that help aging Canadians stay safe and comfortable at home on page 44. We also feature a special focus on franchises that provide services to children and pets (page 49) as Canadians look to keep

6 Canadian Franchise Association

their kids on track despite recent obstacles and add pets to their families to enrich added time spent at home. As you consider becoming a small business owner through franchising, it can help to learn from the experiences of franchisees who are finding ways to navigate these difficult times. On page 67, we introduce you to Chatime franchisee Keenan Wong, who is serving bubble tea to his Ajax, Ontario community alongside his son. We also hear about a day in the life of Pillar To Post franchisee Bradly George on page 64, who’s helping homeowners in Saskatoon navigate the critical home inspection process. For the inspiring story of young Metropolitan Movers franchisee Vlad Miklashevich, who started his franchise in the Halton region of Ontario at the start of the pandemic, turn to page 58. While there are service-focused franchises working hard to meet the needs of Canadians, there are also many other franchise opportunities available throughout the country. Check out Franchise Canada’s online franchise directory at LookforaFranchise.ca to search franchises by category, investment level, and more. You can also head to FranchiseCanada.Online to find educational information, success stories, and professional advice in the form of exclusive web content, videos, podcast episodes, and more. Also be sure to follow the Canadian Franchise Association on TikTok, Instagram, Twitter, Facebook, and LinkedIn. These are challenging times for all Canadians, but as this Service-Focused Franchises issue demonstrates, with the right resources and a lot of inspiration, you can find business ownership success through franchising, and be well on your way to making valuable connections with customers in your community.

Sherry McNeil President & CEO, Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

Driverseat is a perfect franchise for couples... although many of our franchisees have a business partner or lead the business themselves. At Driverseat, franchisees hire Chauffeurs, market to customers and are an important part of their community as they build their transportation business. Owning a Driverseat franchise is rewarding in more ways than just the great revenue. This pandemic resilient business has experienced incredible success over the past year, with growth in new locations and in top line revenue. The business model is simple. Each franchisee provides Chauffeurs and in some cases shuttle vehicles for pre-booked transportation services like weddings, medical appointments, tours and employee transportation for companies. There simply is no other business that has this much opportunity. Be part of a growing dream with a business that enjoys high gross margin in a specialized field.

CFA Franchisees Choice Designation 4 Consecutive years

Winner of CFA Awards of Excellence

Extensive training and support programs

State of the art business technology solutions

Chamber of Commerce Innovation Award

CFA BOARD OF DIRECTORS BOARD CHAIR Gerry Docherty*, Good Earth Coffeehouse PRESIDENT & CEO Sherry McNeil*, Canadian Franchise Association 1ST VICE CHAIR David Druker*, The UPS Store TREASURER Lyn Little, BDO Canada LLP

PUBLISHER

Canadian Franchise Association (CFA)

SECRETARY & GENERAL COUNSEL

Larry Weinberg*, Cassels Brock & Blackwell LLP

VP, CONTENT & MARKETING Kenny Chan

PAST CHAIR John DeHart*, Hartify Franchise Consulting

EDITOR Lauren Huneault

CHAIR, LEGAL & LEGISLATIVE COMMITTEE

GRAPHIC DESIGNER Andrea Lee

Darrell Jarvis*, Fasken

CHAIR, FRANCHISE SUPPORT SERVICES

Kirk Allen, Reshift Media

EDITORIAL ASSISTANT Stefanie Ucci ADVERTISING SALES Nav Matharu AD COORDINATOR Andrea Lee

DIRECTORS

Steve Collette, 3rd Degree Training Chuck Farrell, Pizza Pizza John Gilson, COBS Bread Andrew Hrywnak, Print Three Franchising Corporation Rimma S. Jaciw, CFE, WSI Digital Joel Levesque, McDonald's Restaurants of Canada Ken Otto, Redberry Restaurants Ryan Picklyk, A&W Food Services of Canada Inc. Gary Prenevost, FranNet John Prittie, TWO MEN AND A TRUCK Stephen Schober, Metal Supermarkets Family of Companies Frank Stanschus, Little Kickers Thomas Wong, Chatime Todd Wylie, Master Mechanic

CONTRIBUTING WRITERS

*Executive Committee member

We invite your comments, questions and suggestions. Please contact us at editor@cfa.ca or 1-800-665-4232.

NATIONAL SPONSORS

Georgie Binks, Jessica Burgess, Lauren Huneault, Roma Ihnatowycz, Gina Makkar, David Chilton Saggers, Karen Stevens, Stefanie Ucci, Jordan Whitehouse, Kym Wolfe FRANCHISE FUN ILLUSTRATION Sam Gorrie FOR ADVERTISING INFORMATION:

Nav Matharu nmatharu@cfa.ca

TO SUBSCRIBE TO Franchise Canada

visit www.FranchiseCanada.Online or call 1-800-665-4232 ext. 238.

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

© 2021, 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 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 said 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.

8 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

CODE OF ETHICS

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 contrac-

tual 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 FranchiseCanada.Online today.

Franchise Canada May | June 2021 9

INDUSTRY NEWS

Your source for what’s happening in Canadian franchising Pro Fleet Care Introduces Services to Coastal Communities Pro Fleet Care announced the third anniversary of the introduction of their mobile rust control services to a unique market segment along coastal communities. Beach grooming and garbage collection equipment, air conditioner systems, metal structures, and recreation vehicles are affected by corrosion due to their proximity to the ocean. Clients such as local, county, and state agencies, as well as property owners and the general public at large benefit by using Pro Fleet Care’s products and services, as they can greatly increase equipment life expectancy by protecting against rust and corrosion. In 2017, Matthew Gierschick of Loris, South Carolina, came across an article about Pro Fleet Care which appeared in a farming magazine. “When I read the article about protecting farm equipment, it made so much sense to me. I recognized that the coastal region needed this product, so I contacted the founders of Pro Fleet Care and asked them about introducing the concept to South Carolina,” explains Gierschick. “Initially, people did not really understand the concept until I sprayed an item for them, and they saw the product working firsthand. Within the last three years, I’ve secured work with several local agencies, protecting their beach equipment. I have also developed a good following with the agriculture and farming community spraying their fertilizer equipment, trailers, trucks, tractors, and storage containers. This year, we are working on expanding our operations to provide services to clients with RVs along the coastal region, in addition to property owners both private

10 Canadian Franchise Association

and condo in order to protect their beach equipment and air conditioning equipment.” FASTSIGNS Recognizes Achievements and Honours Franchisees During 2021 Virtual Convention FASTSIGNS International, Inc., franchisor of FASTSIGNS ®, the sign, graphics, and visual communications franchise with more than 740 locations in eight countries worldwide, recently held its 2021 Virtual FASTSIGNS®/Signwave International Convention. Themed Celebrating Connections, the multiple-day event taught best practices as well as celebrated franchisee achievements and the continued growth of the franchise network in both sales volume and number of locations. Over 1,000 people attended, which included FASTSIGNS franchisees, centre team members, 275 first-time attendees, exhibitors, and corporate staff members. Attendees represented 509 centre locations in nine different countries worldwide. “While 2020 brought challenges, it also highlighted our network’s resilient nature as FASTSIGNS franchisees adapted their business models and pivoted to assist businesses, organizations, and ultimately their communities,” says Catherine Monson, CEO of FASTSIGNS International, Inc and chair of the International Franchise Association. “Our annual convention brings our franchise network together to recognize, honour, and celebrate their many achievements, as well as to engage in educational and networking opportunities to kick off the year. This one-of-a-kind event enabled us to celebrate our connections through FASTSIGNS, and it set the stage for an even more successful 2021.”

www.cfa.ca | www.FranchiseCanada.Online

CFA Members in the Restaurant Industry Participate in the Annual Restaurants Canada Show From February 28 to March 3, Restaurants Canada hosted the virtual Restaurants Canada Show with the theme, Feeding the Recovery: Rebuild, Reinvent and Reconnect, to help businesses in the restaurant industry recover from the impact of the COVID-19 pandemic. During the four-day event, speakers and experts in the restaurant industry participated in webinar presentations including curated exhibits, conferences, speaker sessions and panels, culinary experiences, and more. Among the many presenters included a variety of Canadian Franchise Association (CFA) members in the quick-service and fullservice restaurant industries. The following members participated in the virtual events: BDO Canada LLP, YUM! Brands, McDonald's, Tim Hortons, A&W Food Services of Canada, Workplace Safety & Prevention Services, Recipe Unlimited Corporation, Boston Pizza, and Silver Chef. Express Employment Professionals Tops Off Monumental Year with Sales Up 10 Per Cent in Q4 In a year filled with global economic uncertainty, international staffing giant Express Employment Professionals finished 2020 on a high note with sales up 10 per cent in Q4, 61 total franchise agreements signed, and numerous awards for industry recognition. Early in the year, the company announced the acquisition of Frontline Recruitment Group, a direct-hire staffing firm in Australia and New

INDUSTRY NEWS Zealand and is now expanding Express Employment Professionals franchises in the region. When the COVID-19 pandemic hit in March 2020, Express leadership pivoted all efforts to support franchisees, ensuring their survival through a once-in-a-lifetime event. This included temporarily adjusting the royalty agreement between the franchisor and its more than 830 franchises and other cost savings for franchisees. “While we hoped it would never be necessary, years of preparation and a strong business continuity plan ensured that Express would not only survive this pandemic but thrive as industry leaders,” says Express CEO, Bill Stoller. “Our amazing network of franchisees came to the table daily with ideas and support for their fellow business owners, creating an encouraging environment for each other in even the toughest times.” These efforts, combined with a focus on staffing essential businesses, propelled job openings to above pre-pandemic levels by the end of summer, with sales steadily climbing to record levels year-over-year. At the end of January 2021, sales were up over the previous year by nearly 15 per cent. Express sales topped out at $3.23 billion for 2020 and Express Employment placed a total of 526,000 employees at client companies. “Going into 2021, the future is bright for Express,” says Stoller. “We continue to focus on putting a million people to work annually and providing businesses with the HR and workforce solutions necessary to put the economy back on track.”

over. In addition to showcasing the resilient spirit of Canadian entrepreneurs, the survey results showed companies are adopting new technologies, such as collaboration software, e-commerce platforms, and workforce management tools like payroll to help adapt, innovate, and grow. “The global pandemic has brought unprecedented new challenges, trials, and tribulations for small businesses. We are proud of the high level of resiliency, innovation, and care for their communities that small businesses have shown despite these obstacles. Now, we need to ensure that small businesses continue to be supported, particularly in the hardest-hit sectors, while also clearing the way for businesses to grow, expand, and innovate,” says Alla Drigola, Director, Parliamentary Affairs & SME Policy at the Canadian Chamber of Commerce.

Wagepoint Releases 2021 Canadian Small Business Resilience Report Wagepoint, makers of online payroll software for small businesses, announced the availability of the 2021 Canadian Small Business Resilience Report. This report contains summarized survey response data from small business owners across Canada, as well as commentary and first-hand experiences from entrepreneurs and industry leaders, one year into the pandemic. “In spite of record employment losses in March 2020, demonstrated by a 70x jump in records of employment (ROEs), most small businesses have found ways to respond to radical change by pivoting their business models, adapting their workforce, leveraging relief programs, and embracing new technologies in order to not only move forward but to thrive,” says Shrad Rao, CEO of Wagepoint. “As a business built to serve and empower small businesses, we couldn’t be more proud of our fellow Canadian entrepreneurs.” Understandably, 60 per cent of small businesses surveyed said the pandemic had a negative effect on their business. At the same time, 65 per cent are optimistic that their business will recover when the pandemic is

Franchise Canada May | June 2021 11

ADVERTORIAL

FRANCHISING FOR THE FUTURE PropertyGuys.com franchisees are playing a key role in transforming the real estate industry BY LAUREN HUNEAULT

he current real estate model has been in place for a century, but thanks to PropertyGuys.com and its franchisees, it’s starting to look a lot different. “We believe that the real estate category is experiencing growth, especially in new models like PropertyGuys.com, because it is primed with a ton of disruption opportunities,” explains Ken LeBlanc, president and CEO of PropertyGuys.com. He notes the shift that has already happened in other industries such as shopping (Amazon), accommodations (Airbnb), transportation (Uber), and entertainment (Netflix). “The real estate category is the last real giant that is still dominated by a 100-year traditional model, but that clock is quickly ticking to turn it upside down to the benefit of buyers and sellers.” LeBlanc says that focus on buyers and sellers is key to the brand’s disruption of the market.

“At PropertyGuys.com, we firmly believe in empowering home buyers and sellers by putting them at the core of the transaction, whereas in the traditional real estate model, the agent is in complete control,” says LeBlanc. “Many Canadians are looking for more transparency in the process, control over what’s happening, and money in the bank after their real estate transactions.” He adds that PropertyGuys.com services are based on a flat fee (you only pay for what you get), instead of a commission percentage of the home’s value, which can save sellers tens of thousands of dollars. Innovation through technology As with all businesses, PropertyGuys.com felt the impact of the COVID-19 pandemic, but as LeBlanc notes, “The reality is that many people are still buying and selling homes.” And, thanks to technology

already in place to service a wide franchisee network across North America, franchisees were able to continue to conduct most of their business online, including interacting with customers. “We were already leading the way with virtual home tours, and they have become one of our biggest assets, as well as video chats to better serve and support customers safely, as opposed to face-to-face appointments,” says LeBlanc. Recognizing the importance of launching a new web platform just weeks before the pandemic was declared, LeBlanc says technology will continue to play a major role for PropertyGuys.com going forward. “We continue to introduce innovative services to ensure that franchisees and customers are supported, from e-signatures and buyer services to including remote signings (legal) and hosting our first virtual

ADVERTORIAL

franchise conference in February 2021,” he explains. “We also recently launched a new online home estimate tool to help answer the most popular question on prospective sellers’ minds: ‘how much is my house worth?’ Our franchisees are able to promote this locally to help reach more sellers in their area before they make a listing decision.” Franchisees are paving the way forward LeBlanc says franchisees play a crucial role in helping to advance the PropertyGuys.com concept throughout Canada and beyond. He notes that key benefits of franchising with PropertyGuys.com include access to a proven system for success, such as nationwide resources and support; robust technology tools; and the freedom to build your business around your own goals and lifestyle. On the other hand, the biggest challenge for LeBlanc and his team is to find the right franchisees for the right locations. “Because real estate is inherently local, our success in each market weighs heavily on selecting the right franchisee.” So what do those successful PropertyGuys.com franchisees look like? LeBlanc says they’re leaders from all backgrounds who want something different from the “9-5 corporate grind” and want to be in control of their own success in order to establish a better work-life balance.

To get up to speed on PropertyGuys.com and its approach to real estate, franchisees go through a rigorous orientation process at PropertyGuys.com University (PGU). After ‘graduating’ from PGU, they continue to take part in PGU+ training and coaching sessions. There are also opportunities for new franchisees to receive mentoring from more veteran franchisees, and franchisees can connect with each other through the online franchisee community. Operational support is also available seven days a week to assist franchisees and customers as required. The future of real estate As PropertyGuys.com continues to bring passionate franchisees on board who can help in transforming the real estate industry, what does the future look like for the brand? LeBlanc says PropertyGuy.com will “continue to strive to become a platform for everything real estate.” Through this platform, people will have access to a one-stop shop for residential, commercial, rental, and vacation properties. “We want to build a community where people enjoy flexibility – they get what they need, when they need it – instead of trying to fit into the box of the traditional industry model. That means keeping the theme of high-tech (with our platform) and high-touch (with our local franchisees) top of mind,” he explains.

Brand expansion will also continue in the long term, especially internationally, notes LeBlanc. PropertyGuys.com is looking to award 10 more master franchise agreements in the U.S. over the next three years. “To put that in perspective, each master franchise territory can have hundreds of franchise units to develop. We’re eying exponential growth in the near future and showing no signs of slowing down!” For those who are considering franchising in this uncertain time, LeBlanc says your success in franchising comes down to having the right mindset. “Success is all about attitude and passion, which starts within the entrepreneur. It will fuel your late nights, hard work, and challenging days. It will also boost you through your highest achievements, lead to life-long connections, and fuel your growth – all the way to the top.”

To learn more about PropertyGuys.com franchising opportunities: Email: opportunities@propertyguys.com Phone: (844) 333-7017

Make life easier. BDO’s franchise team is here to support franchisees through growth and recovery. Let us take care of your tax compliance and bookkeeping, delivering the information and advice you need to make strategic decisions to move your business forward. Contact us today. Lyn Little Partner, National Franchising Leader 905-633-4942 | llittle@bdo.ca

People who know, know BDO.SM Assurance | Accounting | Tax | Advisory

COVER STORY

DESTINATION RESTORATION

Franchise Canada explores four home restoration franchises that support Canadians when they need it most BY GINA MAKKAR

When a disaster strikes, an expert restoration service can mitigate risks and minimize losses. It can also help those affected not only rebuild and restore their homes, but also their lives. Here’s how top restoration companies with a renewed focus on servicing their communities have remained essential during the COVID-19 pandemic and beyond.

Franchise Canada May | June 2021 15

COVER STORY

Paul Davis Restoration Inc. For president Bill Dietz, the customer experience makes Paul Davis Restoration Inc. an industry leader. “Going through major unexpected property damage is often one of the most difficult periods of a business owner or residential property owner’s life. We are there to help and provide extraordinary care while serving people in their time of need.” Dietz says a well-respected name in the industry, national marketing initiatives, and a business development team nationally and regionally are a few of the Paul Davis Restoration benefits. “The most critical thing we offer is a highly competent team when it comes to training and business coaching, and we are proud of the support we deliver to our franchisees. We have franchisees that live, and love, the communities they serve.” The Paul Davis system support includes operations, accounting, marketing, businesses development, and restoration skills such as managing a job and technical training in how to navigate water and fire damage. At the onset of the pandemic, safety became paramount, with a focus on personal protective equipment, pre-screening, consistent application of disinfectant in working areas, and maintaining physical distance between teams to ensure continued operations in the event of an exposure. Dietz offers his advice to franchisees: “It’s a unique industry. You need to dive in and learn the details and nuances. Work hard and put in the time. It’s really about the strength of the people you bring on the team. Our

16 Canadian Franchise Association

mission is to provide opportunities for great people to deliver best-in-class results.” Franchisee Greg Davey was interested in buying a business and came across a Paul Davis Restoration franchise for sale. “I didn’t seek out a restoration company, but when I looked at the business and the Paul Davis brand, it seemed like a good fit.” For Davey, overcoming challenges starts with finding the best people, defining roles, training for gaps, and determining the best path forward. With the onset of COVID-19, the company experienced a decline in business with people working from home and catching issues early on, eliminating the need for remediation services. On the upside, an increased need for COVID-19 cleaning helped close the gap, and Paul Davis Restoration developed services and strategic cleaning protocols to continue serving customers. Davey advises prospective franchisees to be clear on their expectations as a business owner, and to ensure that their personal and company values align. “The best systems and support cannot compensate if a franchisee or business owner is not dedicated and committed to their business success.”

Learn more at LookforaFranchise.ca

www.cfa.ca | www.FranchiseCanada.Online

COVER STORY

PuroClean Canada At PuroClean Canada, partners with experience in leadership and management don’t necessarily come with restoration or insurance experience. “You may call it ‘taking the straight and narrow way.’ History has validated our choices,” says president Jason Reis. Operating as a welloiled machine, franchisees are evaluated on the three C’s: character, competence, and chemistry. As an essential service, the company continues to serve homes and businesses during the pandemic, but they’ve also invested in health and safety protocols to ensure staff and clients remain protected during this time. They’ve also educated partners on available government assistance programs, and above all, remain accessible to ensure franchisees experience success during these challenging times. Training with PuroClean includes industry certifications, scoping and estimating, and time at the in-house training academy. In adapting to the changing landscape, the company developed a Zoom training program for new franchisees, to be followed by hands-on training in Florida when borders reopen. Reis says that following the system and taking care of staff and clients will help new franchisees succeed. Franchisee David Owens was attracted to franchising because of the established systems, training, and potential for success. “PuroClean checked all of these boxes, provides an opportunity to help people in the commu-

nity, has exceptional franchisees and corporate team, and is in a recession-proof industry.” When it comes to the day-to-day challenges, like knowing when and how to expand a team, leaning on other successful franchisees is a great benefit. “Sound advice is only a phone call away,” explains Owens. He also likes that the PuroClean culture encourages collaboration and idea sharing. Owens says PuroClean’s comprehensive training allows franchisees to start building a business from day one. In addition to industry certifications, it provides training in areas that are often learned on the job. After training, coaching from another successful owner in the network allowed Owens to learn key fundamentals of the business quickly. Owens offers the following advice to prospective franchisees: “Know your personal strengths and weaknesses, ask lots of questions, and speak with a variety of franchisees. Once aboard, follow the PuroClean systems and strategies, attract and hire the best people possible, and get involved within your community.”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2021 17

COVER STORY

ServiceMaster Restore When disaster strikes, ServiceMaster Restore offers emergency and restoration services, and they’re part of the process at every step. “There’s an emotional side to what we do. Homes and belongings can be replaced, but there’s sentimental value; there’s heirlooms,” explains national director Stephan Roy. “There’s special training and certifications to understand this type of thing, and it’s not for everyone.” With advancements in disaster mitigation, from different types of fire and residue to water damage and the drying of structures, it’s no longer a job, it’s a career. “It’s a lot more technical than outsiders may appreciate it to be,” says Roy. “There’s an aptitude and business acumen needed, and specialized training to teach the complexities when engaging new owners.” He adds that while compliance to standards is needed, with the scope of the business, there’s still a level of autonomy at the local level. Roy says national coverage and superior capacity and capabilities are benefits of partnering with ServiceMaster Restore. “We have institutional knowledge and years of experience that’s hard to match because of our size and numbers.” The franchise doesn’t have a traditional reoccurring revenue, as customers engage on an emergency asneeded basis. It can also be seasonal and weather dependent, and catastrophic events create challenges with resource management and serving people in a timely manner. “You have to right-size your business based on traditional revenue, and be prepared to respond when an event happens.” Roy says they differentiate themselves with their performance as a provider, offering an exceptional client experience and customer service. He advises franchisees to follow the system and take advantage of the expertise and knowledge of the franchisor and their peer group of fellow franchisees.

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“Engagement is one of the biggest values a franchisee can benefit from.” When an opportunity to work with ServiceMaster Restore presented itself post-college, Dwayne Frans took it. In the 23 years that followed, Frans and his wife Tanya purchased the Midland, Orillia, Barrie, and Collingwood locations in Ontario. “I was working for the franchise that I eventually bought, so I could see the value in being part of a franchise network, and ServiceMaster has a great reputation across Canada.” Though the pandemic allowed the industry to remain open, rapid changes brought frequent corporate updates and advancements in procedures as the company pivoted to accommodate the ever-changing landscape. A great benefit for franchisees is the network of ServiceMaster franchise owners across Canada to call on for help or advice. The continuity across the system is also a great asset. “If we get busy in our area, we can call on other franchisees for help. When they come into our town, they have the same policies, procedures, vehicles, and uniforms,” explains Frans. After the initial training at the ServiceMaster academy, Frans says frequent updates on the industry and new products and systems propel them forward. The business development team also reviews locations often to provide additional support. Frans advises that new and prospective franchisees use the franchise systems in place, and get to know fellow franchise owners, as they share the same goals of business success.

Learn more at LookforaFranchise.ca

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COVER STORY

Servpro Named one of the top 10 overall franchise opportunities by Entrepreneur Magazine, field consultant manger Kyle Urech says Servpro is good at what they do. “Our commitment is to help entrepreneurs succeed. That’s the sole reason we exist. We have over 1,800 franchises. We’ve done this 1,800 times before. We have institutional muscle, and we use that to benefit our franchisees.” With services always in demand, the brand continues to grow as the economy grows, even when the economy is stagnant. “There are potentially strong returns on capital for our franchisees. Our job is to work with them, so they maximize their returns.” One of Servpro’s unique propositions is a staff meteorologist to help franchisees pre-position and stay away from areas they may get trapped in. “A trapped crew is not very useful to anyone,” says Urech. With the onset of COVID-19, Servpro successfully pivoted by leaning on their large contingent of commercial clients and introducing a program called Certified: SERVPRO Cleaned. “It’s been incredibly successful. We were up shy of nine per cent last year,” explains Urech. “To be able to pivot that well and that quickly speaks to the commitment that our head office has. It worked out well for our franchisees.” Hands-on training includes life-sized home simulations of flood and fire damage with trainers that come with 10 to 20 years of experience doing exactly what they are teaching for the ultimate training experience. Urech says franchisees that come on board should embrace the system. “We have all that knowledge, and

it’s there for franchisees to exploit. Allow us to do our job, so you can do your job.” Franchisee Alex Robertson’s background in construction led him to a career in restoration. As a franchise owner, he says the onboarding, mentoring, and guidance of joining a franchise system are second to none. “Servpro really guides you in the process. They’re always thinking of what the next big change is, and they’re one step ahead.” Initially, as the company established itself in Canada, building brand awareness at the local level was paramount. “Now we are getting more recognition and people know who we are and where we came from,” says Robertson. The brand’s established roots were a benefit with the onset of the pandemic, as the company pivoted to include cleaning and disinfecting services. “The good thing about the industry is that it’s recession resistant. It’s a proven fact that during an economy crisis, claims go up,” explains Robertson. “The fact that the franchise was perfected in the U.S. is a huge upside.” In advising potential franchisees, Robertson says: “You have to dive into it and do a lot of hard work, but you will get out of it what you put into it if you have gumption.”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2021 19

Everything you need to create your franchise future! Buying a franchise can be an overwhelming process. The good news is you don’t have to do it alone. Franchise Canada is here to guide you through the franchise process, with everything you need in one spot: www.FranchiseCanada.Online

Franchising 101: Easy-to-read resource articles and tutorials can help kick-start your franchise success! LookforaFranchise.ca: Explore the wide range of available franchise opportunities in our online directory Ask the Expert: Hear firsthand from franchise professionals as they answer common questions from prospective franchisees

Franchise Canada Chats: Listen to inspiring franchisees and franchisors who are building their businesses and connecting with their communities Franchise Canada TV: Find interviews, tutorials and guides, information about key franchising topics, and more! Franchise Canada E-News: Get the latest Canadian franchise opportunities and updates delivered to your inbox through our FREE e-newsletter

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Putting Service First

How four commercial and residential services franchises have provided protection and comfort for Canadians at home and at work BY STEFANIE UCCI

While the world around us seems to change every day, the importance of putting the safety and comfort of Canadians first remains the same. Over the past year, restaurants, retail stores, and more commercial spaces across Canada have faced extended closures, changing the business landscape. For Fire-Alert Franchising Ltd., fire prevention is an essential service that’s top of mind to protect residential and commercial spaces. Indoor Air Quality Canada continues conducting indoor air quality assessments in residential and commercial properties. The Prep’n Sell franchise allows homeowners and real estate agents to call in services to prepare a home for selling. For regular upkeep, residential and commercial clients can request the services provided by Neighbourly and their 28 brands that perform a variety of repair and maintenance services. Read on to learn more about these four franchises that provide commercial and residential services! Check out franchises across the country that provide residential and commercial janitorial services in the Online Exclusive: Cleaning Services Across Canada at FranchiseCanada.Online!

Franchise Canada May | June 2021 21

PUTTING SERVICE FIRST “Being that fire protection is essential, we have been fortunate to remain open and feel for those who have been negatively affected.” Sylvain Houle, co-owner and director of franchise development at Fire-Alert

Fire-Alert Franchising Ltd. Behind the scenes of most businesses are the companies that work to keep employees and customers safe. This includes Fire-Alert Franchising Ltd., specializing in government-regulated fire prevention, inspections, and service. Sylvain Houle, co-owner and director of franchise development at Fire-Alert, explains that the brand provides mobile fire extinguisher services for residential homes and commercial/industrial businesses. “[FireAlert is a] mobile concept where franchisees can work 100 per cent out of their high-top commercial vans that we upfit with all the tools and equipment necessary. It helps keep the cost low in terms of overhead when starting a new business.”

22 Canadian Franchise Association

The Fire-Alert brand is over 40 years old and was an existing, local company before Houle’s father, Yvan, acquired it in 2003. The brand has been franchising since 2009, and Houle and his father teamed up as equal shareholders to grow the business. Today, the father-son duo provides training and ongoing support to their franchisees through a 1-800 number that can be accessed during the day to answer technical questions, and additional training is available at the head office in Ottawa, Ontario. When reflecting on how the COVID-19 pandemic has impacted Fire-Alert, Houle says “Being that fire protection is essential, we have been fortunate to remain open and feel for those who have been negatively affected.” He adds, “We have felt some ripple effects, being that we

www.cfa.ca | www.FranchiseCanada.Online

PUTTING SERVICE FIRST

conduct inspections in retail stores, and the retail sector has suffered greatly. However, there are a lot of stores that were able to remain open and do curbside pickups, and their mandatory fire safety inspections must continue to be done on a regular basis. Even a lot of the restaurants that were able to transition to an online takeout system still require to have their fire protection equipment inspected regularly.” Houle recommends that prospective franchisees have resilience and focus on their small business endeavour.

“It is crucial to have a positive attitude and stay motivated, as these franchise systems have proven to be successful. Most importantly, have fun and enjoy the ride!”

Learn more at LookforaFranchise.ca

Franchise with DAIRY QUEEN

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Franchise Canada May | June 2021 23

PUTTING SERVICE FIRST “Every investigation completed by IAQC improves the client's health and well-being. There is a great deal of satisfaction in that.” Shawn Rankin, founder and CEO of IAQC

Indoor Air Quality Canada Since 2003, Indoor Air Quality Canada (IAQC) has been conducting indoor air quality assessments to test for mould, smoke, asbestos, lead, mercury, and silica in residential and commercial properties. “The IAQC franchise concept is to build a team of air quality investigators across Canada sharing expertise, experience, and business development,” says Shawn Rankin, founder and CEO of IAQC. “Our air quality consultants provide the identification of the air quality concern, but more importantly, using building science and construction knowledge. We provide effective, permanent solutions.” Rankin says the business is 90 per cent dependent on website advertising and Google ad campaigns to drum up customers. “All franchisees share the existing IAQC website, marketing, and SEO benefits,” he explains. “Each region would receive a kickstart Google word ad campaign from IAQC. Networking initiatives, PowerPoint presentations, and marketing materials provided.” Franchisees receive training in the form of online

24 Canadian Franchise Association

courses, seminars, and Zoom meetings. Rankin says they also have access to one-on-one training performed by IAQC staff that involves four days of in-house training on equipment use and calibration, as well as three days of fieldwork conducting real-time inspections. During COVID-19, IAQC also completed online courses for infectious disease vectors, transmissions, and cleaning protocols. Plus, franchisees are able to work from home at their own pace while “providing solutions for families and workers who are in distress,” says Rankin. “Every investigation is in response to an indoor environment causing harm to the occupant. Every investigation completed by IAQC improves the client's health and well-being. There is a great deal of satisfaction in that.”

Learn more at LookforaFranchise.ca

www.cfa.ca | www.FranchiseCanada.Online

PUTTING SERVICE FIRST “With one of our key organizational values revolving around customer focus, we recognize that it is critical to keep the Neighbourly experience as positive as possible for both our customers and our franchise owners despite marketplace circumstances such as a global pandemic.” Brad Stevenson, chief development officer at Neighbourly

Neighbourly For the past 40 years, Neighbourly has provided home services to clients with 28 brands and more than 4,500 franchises across nine countries. Brands include Mr. Electric, offering electrical repairs; Mr. Rooter, providing plumbing services; Mr. Handyman, performing handyman solutions for homeowners; and The Grounds Guys®, a lawn care and landscape company, among many other familiar brand names. “Experience taught us that success comes from evolution and change, which are especially important in franchising,” says Brad Stevenson, chief development officer at Neighbourly. “With one of our key organizational values revolving around customer focus, we recognize that it is critical to keep the Neighbourly experience as positive as possible for both our customers and our franchise owners despite marketplace circumstances such as a global pandemic.” Stevenson explains that the brand’s initial challenge during COVID-19 was adapting and managing the business as it shifted to working remotely, while changing operations and procedures to keep everyone safe. “Neighbourly’s biggest questions revolved around which of our home service verticals were allowed to operate in which markets,” says Stevenson. Fortunately, Neighbourly’s technology and communications system made for a smooth transition to working remotely. The brand implemented innovations including virtual estimates via video chats and phone calls, PPE equipment for franchisees, contactless paperwork and payment methods, dispatching professionals to jobs directly from their own homes, and more.

Franchisees are offered extensive training that includes webinars, in-person visits, group meetings, and Neighbourly Summits (large events where they can connect with fellow franchise owners). Stevenson notes that ideal franchisees have a strong business acumen and a desire and reason for franchising, with a “traditionally unmatched” grit and drive, and a willingness to follow proven systems. “The biggest benefits franchise owners receive from Neighbourly are the resources to grow. Thanks to our relentless focus on innovation, there’s a long track record of same-store sales growth across our network,” says Stevenson. “Franchise owners are assisted with top-tier employees and talent so they can grow their businesses and get ongoing training opportunities.”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2021 25

PUTTING SERVICE FIRST “We provide services such as estate makeovers, kitchen and bathroom upgrades, painting, decluttering and cleaning, staging, curb appeal, landscape cleanup, exterior fixes, and more – any combination that the homeowner needs – all with just one call.” David Collier, president of Prep’n Sell

Prep’n Sell Back in 2002, David Collier, president of Prep’n Sell, saw a need for a unique new business to renovate and prepare homes for resale. Fast forward to today, and Prep’n Sell is now a homebased franchise that offers their “One Call Does It All” service for homeowners and real estate agents. “We help sell homes faster, for more money,” says Collier. “We provide services such as estate makeovers, kitchen and bathroom upgrades, painting, decluttering and cleaning, staging, curb appeal, landscape cleanup, exterior fixes, and more – any combination that the homeowner needs – all with just one call.” With the tag line “Prep’n Sell: It Pays,” the family-oriented business provides franchisees with the name and brand, a full marketing package including a truck wrap, plus ongoing digital marketing, one-to-one coaching, virtual training, and most importantly, the feeling of being part of one big team working towards the same goal. “A lot of people want to be self-employed and own their own business, but it takes a lot of commitment, drive, persistence, and dedication,” says Collier. “You have to want to work hard, be able to follow a system, communicate openly, be organized, and really enjoy helping other people.” The COVID-19 pandemic has brought challenges, but it sure hasn’t slowed down Prep’n Sell’s success. Collier says the brand introduced the Sani-Home and Sani-Biz

26 Canadian Franchise Association

services, which use ozone to mitigate pathogens and eliminate COVID-19 in interior spaces, after an open house, at closing, or when businesses reopen their doors. While listing the brand’s accomplishments in 2020, Collier notes: more frequent franchisee team meetings, waived minimum royalties starting in March 2020, and updated websites. He also invested in new virtual quoting capabilities, an improved sales program, a virtual Learning Management System, more social media tools for digital marketing, and a new simpler yet technologically advanced CRM software. On top of all that, Prep’n Sell sold four franchises last year – three of them during the pandemic. A Prep’n Sell franchise also includes a sister brand called RENOmagic, which provides services to new homeowners or those looking to renovate their home without intentions to sell. “I think this year is going to be a real good growth year for us,” says Collier. “I think we’re going to put on a lot of franchises and we’re going to make Prep’n Sell and RENOmagic an even stronger national brand.”

Learn more at LookforaFranchise.ca

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BUSINESS-TO-BUSINESS SUPPORT Explore five franchises that provide essential B2B services across Canada BY KYM WOLFE

The pandemic has not been kind to many businesses, and more than a year after COVID-19 forced many into lockdown, the economy is still feeling waves of impact with small businesses being particularly hard hit. What about the companies that provide goods and services to those businesses? Some customers were lost as businesses were forced to shut their doors, some customers were gained as businesses scrambled to acquire the tools they needed to operate during the pandemic, from signage, plexiglass, and work wear, to flex space and remote financial services. Here, Franchise Canada examines five B2B franchises that provide essential services to their fellow business owners, and that have continued to operate through each wave of the pandemic.

Franchise Canada May | June 2021 27

BUSINESS-TO-BUSINESS SUPPORT

“We focused on the things that were in greatest demand like printed masks, hand sanitizers and antimicrobial pens, uniforms, and branded T-shirts that identified door-to-door delivery drivers." Yousuf Sandeela, CEO of Fully Promoted Canada

Fully Promoted As a company that provides branded products and promotional marketing solutions, Fully Promoted acted quickly when the pandemic hit, both on the supply side to source the products that customers would need, and on the sales side by launching an e-commerce platform to ensure orders would be processed quickly and efficiently. Fully Promoted franchise owners have strong community relationships and an understanding of local small business needs, says Yousuf Sandeela, CEO of Fully Promoted Canada. As this past year has shown, they greatly benefit from the franchise’s capabilities and buying power. “We focused on the things that were in greatest demand like printed masks, hand sanitizers and antimicrobial pens, uniforms, and branded T-shirts that identified door-to-door delivery drivers,” says Sandeela. “Our stores were able to fill the gap and our franchisees were able to make an impact in the communities they live and work in.”

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Most Fully Promoted franchises are owner operated. An ideal franchisee has management experience, marketing capabilities, and a customer service orientation. New franchisees receive intensive training and ongoing support, including one-on-one coaching geared to their individual needs. Because the parent company has a global presence with expertise in different time zones, franchisees can access live support around the clock, says Sandeela. “We have an ongoing dialogue with every franchise owner, and do a deep dive at least once a month, so we can focus on specific areas that they are struggling with.”

Learn more at LookforaFranchise.ca

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BUSINESS-TO-BUSINESS SUPPORT

"Our aim is to give clients a tailored workspace with ultimate flexibility – convenient locations equipped with industry-leading technology that can be scaled up and down as circumstances change.” Wayne Berger, CEO of the Americas region for IWG

International Workplace Group International Workplace Group (IWG) is a global leader in the flexible workspace industry, with 3,500 locations worldwide. The company operates 19 different serviced office and coworking concepts, allowing each customer to choose the solution that works best for their business. “Over the past decade, the demand for flexible workspace has grown at an exponential rate,” says Wayne Berger, CEO of the Americas region for IWG. Experts predict that growth to continue. “COVID-19 has challenged companies to rethink their entire workplace portfolio and adapt to a mobile workforce. We are seeing more firms moving to a decentralized structure. Our aim is to give clients a tailored workspace with ultimate flexibility – convenient locations equipped with industry-leading technology that can be scaled up and down as circumstances change.” IWG launched its franchise program in 2019, offering building owners and investor partners a business model with a strong return on investment. “We are look-

ing for entrepreneurial partners who want to diversify their portfolio and are interested in taking advantage of the growth of the flex industry,” says Berger. “Franchise partners should have a minimum net worth of $3M and a minimum $1M in liquid assets per location, with organizational and financial capabilities to open a minimum of five locations over a two-to-three-year period. Our team works closely with franchisees to ensure they have a framework to find the right location and design and are able to grow their market footprint, backed by world-class operational and marketing support and equipped to deliver the quality customer service that IWG is known for.”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2021 29

BUSINESS-TO-BUSINESS SUPPORT

“Our systems have been based upon cloud technology for many years, and as a result, we were not really affected by the lockdowns and related limitations. We do not have to meet with our clients to gather documents and receipts; our automated systems do this for us daily." Gordon Haslam, president and CEO of Ledgers Canada

Ledgers Canada Ledgers Canada provides a one-stop location for all small business accounting and financial services, from payroll and bookkeeping to business planning, incorporation, and corporate taxes. “Our systems have been based upon cloud technology for many years, and as a result, we were not really affected by the lockdowns and related limitations. We do not have to meet with our clients to gather documents and receipts; our automated systems do this for us daily,” says Gordon Haslam, president and CEO of Ledgers Canada. From the beginning of the pandemic, Ledgers helped clients with grant and subsidy applications, and pro-

vided general advice and guidance that enabled clients to keep their doors open for business, he adds. “The most challenging aspect is keeping up with tax changes that could affect our clients, and maintaining our leading-edge technology to best maximize our efficiencies and profitability.” Franchisees are kept up to date about changes through regular communication via intranet/private bulletin board postings and regular calls and conversation with the corporate management team. While Ledgers franchisees need to have a business background with a basic knowledge of accounting and tax principles, they do not have to be accountants or

Your Success Starts Here Partner with a driven team focused on changing the landscape of what a spa can be. Founder of Achieve Wellness Spa Alethea & Tom Austin have used their extensive business and management background along with a deep understanding of health and wellness to guide over 50 health specialists at 2 locations to great success and have partnered with District Ventures who have provided strategic capital investment and mentorship setting Achieve Wellness Spa up to experience great growth within the luxury spa market.

Benefits of owning an Achieve Wellness Spa franchise: • On-going best in class training • Join a rapidly growing billion-dollar industry • Partnership with lenders for financial support

• Get access to multiple revenue streams • Help spread health and wellness through a proven model and concept

780-750-3391 info@acheivewellnessspa.com

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www.cfa.ca | www.FranchiseCanada.Online

BUSINESS-TO-BUSINESS SUPPORT Ledgers Canada franchisees who participate in their communities can find success. This is the case for Sherry Rideout of Ledgers Airdrie, the fastestgrowing Ledgers Canada franchise in 2020-2021.

bookkeepers. The franchise offers the option to outsource bookkeeping functions to staff at Ledgers head office. That allows franchisees to focus on client relations and business advisory services, and to further develop their client base. “The franchise owner needs to be present and visible in the local business community and put forth a consistent effort to develop their contacts, prospects, and clients,” says Haslam.

Learn more at LookforaFranchise.ca

Ledgers Canada provides a one-stop location for all small business accounting and financial services, from payroll and bookkeeping to business planning, incorporation, and corporate taxes.

•

Cashier-less Markets

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Modest time commitment

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Reliable technology

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Exclusive locations

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Essential Business

Aisle 24 Market Franchise Opportunities Available! 1 (866) 464.5929

info@aisle24.ca

www.aisle24.ca

Franchise Canada May | June 2021 31

BUSINESS-TO-BUSINESS SUPPORT

FRANCHISE EXCELLENCE For The THIRD Year In A Row! Thank you to all our dedicated passionate franchisees for helping Paul Davis Restoration live our Core Values everyday and for voting us the 2020 CFA Award of Excellence – Gold Medal winner in our Category and the CFA Franchise Choice Designation for the third consecutive year. We are honoured and privileged to have such great people to work with as we bring our customer’s lives back to normal after they suffer damage to their property. To learn more about our World Class award winning franchise opportunity visit our website and contact us today. We have immediate franchise opportunities in these featured markets.

Print Three Franchising Corporation During its 50 years in business, Print Three Franchising Corporation has continuously embraced technological advancements in the print industry. It was one of the first print franchises to adopt and develop web-to-print solutions for online printing, add web development and marketing tools, and partner with industry leaders to provide additional options like direct mail services, digital print embellishment, and large format signage. “Last year, the franchise pivoted quickly to produce COVID-19 related materials for its customers,” says Print Three’s president, Andrew Hrywnak. “Whether it was posters and floor graphics advertising social distancing and safety protocols, or partnering with companies producing essential medical equipment by printing the manuals, we were supporting businesses and providing essential products.”

• Regina, Saskatchewan • Trois-Rivières, Quebec • Lévis, Quebec

www.pauldavisbusiness.ca For Franchise information contact Dan Hopkins

416-299-8890 ext 118 daniel.hopkins@pauldavis.com

Canadian Franchise Association

www.cfa.ca | www.LookforaFranchise.ca

BUSINESS-TO-BUSINESS SUPPORT

“Whether it was posters and floor graphics advertising social distancing and safety protocols, or partnering with companies producing essential medical equipment by printing the manuals, we were supporting businesses and providing essential products.” Andrew Hrywnak, president of Print Three Franchising Corporation

“For the franchise owners themselves,” says Hrywnak, “Our first level of support revolved around helping them access government programs. We also worked with suppliers to offer deferrals on equipment leases in order to increase cash flow for our centres.” “The pandemic also prompted us to initiate a complete redesign of Print Three’s website to provide easier online purchasing. With no face-to-face interaction, e-commerce became our number one way of dealing with customers,” he says. Print Three had been fielding a lot of franchise inquiries that had to put on hold when the pandemic hit, but Hrywnak says it plans to restart the process in mid-2021.

The brand’s growth is mainly through the rebranding of independent print shops that see the business benefits of joining the Print Three network and being able to offer a complete range of print, web, and marketing services to its customers.

Learn more at LookforaFranchise.ca

YOUR BUSINESS. YOUR SUCCESS.

YOUR PIZZA PIZZA. FRANCHISES AVAILABLE www.pizzapizza.ca/franchising franchisinginfo@pizzapizza.ca

Franchise Canada May | June 2021 33

BUSINESS-TO-BUSINESS SUPPORT

“We are the only Canadian network specializing in largeformat print solutions. We are not an expense for our clients; we offer an accountable investment with proven value in reaching sales goals and objectives.” Stuart Burns, president of SpeedPro Canada

SpeedPro Canada SpeedPro Canada provides signs and graphics to businesses, from custom banners and vehicle wraps to window film printing and wall decals. “We are the only Canadian network specializing in large-format print solutions,” says president Stuart Burns. “We are not an expense for our clients; we offer an accountable investment with proven value in reaching sales goals and objectives.” The company had a record year in 2019, but with COVID-19 lockdowns in 2020, immediate adjustments were required. “We upgraded our connection with the network. We arranged for a resiliency coach to assist with stress and mental health. We developed a ‘COVID response’ signage package for our clients and were active in ‘shop local’ campaigns,” says Burns. “We developed new products such as no-touch smartphone chips and custom-cut plexiglass. We have long-term relationships with our suppliers, and one of our support teams focused on getting our vendors’ attention, so when it was hard to find plexiglass, our vendors were taking care of us.”

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Burns is proud to note that SpeedPro Canada has won Canadian Franchise Association Awards of Excellence for eight consecutive years. “Our start-up training, support, and coaching is focused on developing franchise success,” says Burns. SpeedPro has a conversion program for existing small print companies, along with opportunities for new-to-the-industry candidates. The ideal franchise owner has high energy, is a great team leader, and while business development experience is beneficial, it's more important that core values align with SpeedPro’s and that everyone in the family/ household understands and supports the franchise commitment.

Learn more at LookforaFranchise.ca

www.cfa.ca | www.FranchiseCanada.Online

A DRIVE FOR SUCCESS

DISCOVER FOUR AUTOMOTIVE SERVICE FRANCHISES THAT HELP CANADIANS GET WHERE THEY NEED TO GO SAFELY AND EFFICIENTLY BY GEORGIE BINKS

Every day, millions of Canadians step into their cars and drive themselves and their families to work, school, appointments, and more. Vehicles also play a key role in providing essential services to Canadians throughout the country. Any automobile owner would know that a lot goes into maintaining a vehicle. Behind these routine responsibilities and other improvements are automotive service franchises that help complete the important work for car owners. Mr. Lube Canada is the friendly face behind regular vehicle maintenance, while Tint World® Automotive Styling Centers™ specializes in window tinting, detailing, accessories, and more. Master Mechanic provides repair and maintenance for residential and commercial vehicle owners. For Fix Network, the franchise provides four brands offering services such as collision repair, mechanical services, and glass repair and replacement. Join Franchise Canada as we explore these four automotive service franchises! Franchise Canada May | June 2021 35

A DRIVE FOR SUCCESS

Fix Network The pandemic may have led to fewer cars on the roads in the past year, but it has certainly impacted small- and medium-sized businesses. In the automotive aftermarket industry, many independent auto body shops are now exploring options to join well-established aftermarket franchise companies such as Fix Network, notes Sylvain Seguin, executive vice president, Canada at Fix Network. He says that as the aftermarket industry continues to operate as an essential service, Fix Network is ensuring that its franchisees are protected from the economic fallout of the pandemic. Seguin also notes that the organization has been able to expand its business steadily. “Last year, we added 60 new locations around the world and expanded the ProColor Collision brand to the United States. The U.S. has always been one of the biggest aftermarket leaders and we’re keen to attract a large number of independent collision repair shops to the ProColor Collision franchise,” he says. The franchise was founded as Fix Auto Collision in Quebec in 1992. Since then, it has expanded to more than 20 countries with eight brands. In 2004, president and CEO Steve Leal joined the network as a franchise owner and took majority control of Fix Auto Canada Inc in 2015. Fix Network is currently offering franchise opportunities in four brands - Fix Auto and ProColor Collision (both collision repair services), Speedy Auto Service (mechanical services), and NOVUS Glass (glass repair and replacement).

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“Our franchise partners can experience the benefits of joining a well-established network: continuous mentoring, access to insurance providers, territory protection, marketing and training support, operational best practices, and Canada-wide warranty for their customers,” explains Seguin. “An increasing number of body shops are aligning with Fix Network because it equips them with the right proprietary tools, training, and technologies that can help them drive their business with total control.” Going forward, Seguin says he hopes the franchise attracts more independent aftermarket shops. “We’re always keen to encourage passionate and highly motivated people who have experience in the automotive aftermarket business, or independent body shop owners who want to take their existing operations to the next level.” At Fix Network’s three Canada-based training centres, franchisees and their teams receive training in advanced repair technologies, estimation, insurance handling, smoother shop operations, and exceptional customer services. Learn more at LookforaFranchise.ca

www.cfa.ca | www.FranchiseCanada.Online

A DRIVE FOR SUCCESS

Master Mechanic When the pandemic hit in March 2020, Master Mechanic discovered just how much they were needed. “Being an essential service required our stores to remain operational so we could serve our communities, and frontline workers,” explains president Todd Wylie. “Essential workers needed their vehicles to be reliable and that was our primary focus.” Master Mechanic also knew the importance of providing a safe environment for its team members, customers, and franchisees, so the franchise implemented additional health and safety procedures. Back in 1982, the company launched in Ontario and then began franchising in 1983. Today, the automotive maintenance and repair facility has 38 locations in Canada. “Our franchise owners are licensed technicians and work full-time in the business,” explains Wylie. “Aside from being professional technicians, what makes us unique is the one-on-one interactions we have with our customers and the personalized approach we take in not only getting to know their vehicle but getting to know our customers too. We focus on developing long-term relationships with all our customers, taking care of their vehicle needs for the lifespan of their vehicle.” Owning a Master Mechanic franchise means working reasonable hours, six days a week, while still being able to achieve a great work-life balance. The ideal franchisee is organized with a strong work ethic and is customer focused. Although being a licensed mechanic isn’t required, it’s considered an asset.

"WE FOCUS ON DEVELOPING LONGTERM RELATIONSHIPS WITH ALL OUR CUSTOMERS, TAKING CARE OF THEIR VEHICLE NEEDS FOR THE LIFESPAN OF THEIR VEHICLE.” - Todd Wylie, president of Master Mechanic

Franchisees also love the brand and the franchise system. “Within our system, several of our franchise owners started as apprentices, then became licensed mechanics, and now franchise owners. Growth within our system is strong and really shows just how much our teams and franchisees enjoy being within it,” says Wylie. “Our job is helping people get back on the road safely, especially since a large majority of people’s cars have been dormant,” Wylie explains when reflecting on what’s to come this year. “When I look back at our history, we’re a pretty resilient group and our owners are pretty resilient too. Even if we hit some bumps in the road, we know the Master Mechanic team will make it through together.”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2021 37

A DRIVE FOR SUCCESS

Mr. Lube Canada When Cliff Giese and his father started Mr. Lube Canada in 1976, they never could have guessed how perfect the franchise would be more than 50 years later, especially during a pandemic. Stuart Suls, president and CEO of Mr. Lube, explains, “It’s a drive-thru. You don’t get out of your car, you never did. One of the great benefits now is we were always a stay in your car [service].” Mr. Lube offers oil and fluid change, as well as tire change, rotation, and repair. And it’s proudly Canadian, says Suls. “This is our full-time job; we look after Canada. We understand our customers and the many regions of Canada.” With 177 locations nationally, the franchise boasts low ongoing capital reinvestment. Its greatest challenge is finding automotive-zoned real estate. That, and educating customers so they can get their car serviced without voiding their warranty. Undoubtedly, the pandemic has impacted franchisees across the country, and to help them, Mr. Lube has reduced fees paid to the franchisor. The franchise has also been able to use the pandemic to provide a new product for its customers, which it plans to continue. “We can sanitize your car using the HVAC system in your car,” explains Suls. He adds, “Thirty per cent of our franchisees are sec-

38 Canadian Franchise Association

“IT’S A DRIVE-THRU. YOU DON’T GET OUT OF YOUR CAR, YOU NEVER DID. ONE OF THE GREAT BENEFITS NOW IS WE WERE ALWAYS A STAY IN YOUR CAR [SERVICE].” - Stuart Suls, president and CEO of Mr. Lube

ond generation. We’re like a family. Ninety per cent of our stores are [run by] multiple unit operators.” In fact, one franchisee who immigrated from Tanzania in 1976 started working at a Mr. Lube as a technician in 1986 and now owns 11 stores. Suls says that an ideal franchisee should be hardworking and entrepreneurial. “We want someone who wants to follow the system but also has good ideas, can contribute and help us adapt. We’re super customer-focused so we need people to be customer-focused.”

Learn more at LookforaFranchise.ca

www.cfa.ca | www.FranchiseCanada.Online

A DRIVE FOR SUCCESS

Tint World® Automotive Styling Centers™ There’s the saying, “When one door closes, another opens,” and for Charles Bonfiglio, CEO and president of Tint World® Automotive Styling Centers™, that’s exactly what happened when the pandemic hit. Restaurant and shop doors closed, but not car doors. “A lot of people were getting money from the government, but they couldn’t go shopping or to restaurants. However, they could get their car tinted or their stereo put in,” says Bonfiglio. That led to a big sales increase for the brand. “Our business model was deemed an essential service, so we were able to operate throughout the U.S. and Canada,” Bonfiglio explains. The system’s concept is an automotive styling franchise that specializes in window film, paint protection film, car and truck accessories, window tinting, vehicle wraps, and ceramic coating, to name a few, as well as residential, commercial, and marine services. Tint World® was founded in 1982 and is the largest and fastest-growing automotive accessories and window tinting franchise worldwide. With over 80 franchise locations currently open, including three in Canada, there are another 30 centres in development – 10 of which are expanding further throughout Canada by the end of the third quarter. While many businesses struggled during the onset of the pandemic, Bonfiglio says Tint World® followed their own playbook. “One of the first things we did when the pandemic hit was take to our social media channels to let customers know more about our business and the safety measures and best practices we were taking.” He adds that Tint World® centres even offered complimentary

“ONE OF THE FIRST THINGS WE DID WHEN THE PANDEMIC HIT WAS TAKE TO OUR SOCIAL MEDIA CHANNELS TO LET CUSTOMERS KNOW MORE ABOUT OUR BUSINESS AND THE SAFETY MEASURES AND BEST PRACTICES WE WERE TAKING.” - Charles Bonfiglio, CEO and president of Tint World® Automotive Styling Centers™

vehicle disinfectant services to first responders and other essential business personnel, supporting members of their local community, and doing their part to help keep everyone safe. Ideal franchisees have great leadership skills, customer service skills, and a passion for the automotive industry. “Our team at headquarters provides owners with the full package of tools and systems to effectively run their business,” says Bonfiglio. “Our marketing program is turnkey, and we do all the heavy lifting from our end. We also assist with their financials and provide them with powerful third-party accounting systems [to help them succeed].”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2021 39

AUTOMOTIVE FRANCHISE OPPORTUNITIES

WHAT NOVUS BRINGS YOU FOR AN INVESTMENT UNDER $50,000

Part of Fix Network – Canada’s largest automotive aftermarket services provider

The Inventors & Leaders in Windshield Repair & Replacement

Global expertise – operating in over 1,300 locations in over 30 countries

Turnkey opportunity with NOVUS mobile van supplied

Offer both chip repair and full crack repair up to 12 inches

Currently have 27 patents for glass repair products with our R&D team

Choose NOVUS Glass, a true partner in your success. We believe in our business and so should you!

Extensive operational training program provided with dedicated support manager

Established supplier relationships & buying power

Creative & target marketing solutions provided

Stimulating Discussion (and Growth)

An effective franchisee advisory council can help both franchisees and the overall brand adapt to challenges and find ongoing success Check out the extended version of this article with a real-life FAC example on Choice Hotels Canada at FranchiseCanada.Online!

ranchisees are small business owners who follow the system set out by the franchisor. While they’re expected to follow this system exactly, it doesn’t mean that franchisees don’t have an opportunity to provide their own input to the head office team. Franchisees are, after all, on the front lines every day as they operate the business and interact with consumers, which means they have valuable insight and feedback to share in terms of what’s working, and what can be improved. This feedback can come in the form of a franchisee advisory council (FAC), which franchise systems use to stimulate discussion between franchisees and head office representatives. Read on to learn more about how FACs work to foster growth within franchise brands, especially during challenging times! What is a franchisee advisory council? A franchisee advisory council (FAC) is a group of franchisees who meet with company executives to discuss business issues that are relevant to franchisees in the system. Essentially, it’s a structured way to ensure constructive two-way communication between franchisees and the franchisor. The purpose of the FAC is to provide a formal channel of communication between the franchisees and the franchisor when it comes to issues like advertising, field support, operations, and changing market trends. It can also serve as a sounding board to the franchisor about new programs before they’re put in place across the whole system. Franchisees can provide suggestions and ideas for improvements to the franchise system, providing a forum for franchisees to voice their issues, concerns, and questions. Through the FAC, franchisees can provide their advice and input to help influence larger company decisions but ultimately, franchise executives have the final authority to make decisions for the company.

How does a franchisee advisory council work? For the FAC to be effective, the participating franchisees and system representatives need to approach the discussions with open minds, actively listen, and respect other perspectives. The agenda should be focused on the interests of the overall system, and all involved should be committed to finding solutions, setting action plans, and getting results. The FAC will establish policies, by-laws, and use meeting agendas to keep the discussion on track. How franchisees are selected to participate in the FAC will vary across franchise brands. In some cases, the franchisor will appoint franchisees, while in other systems, there’s an election process through which franchisees vote for FAC representatives. The franchisor will typically set some requirements for those involved: the franchisee must be in good standing under the terms of the franchise agreement, meet performance standards, and have been in the system for at least one or two years. Ideally, the franchisees sitting on the FAC are positive, successful, and respected by other franchisees. Those involved in the FAC are also making a major time commitment, so the franchisees will need to be able to spend time away from their businesses without causing issues for their location. The number of franchisees sitting on the FAC will vary from five to 20 or more members, depending on the size of the franchise system. The franchisor will usually try to ensure that different geographical regions and differentsized franchises are represented on the FAC. The length of term for an FAC member varies from one to three years, and the introduction of members is often staggered to ensure that there’s always a balance between new and experienced members. Franchisors will often limit the number of terms for a franchisee on the FAC so more franchisees get the chance to participate, and to broaden the experience of those participating.

Franchise Canada May | June 2021 41

Supporting the Local The ProColor PROcess is a winning formula. A proven business model for almost 20 years, ProColor Collision provides an alternative to independent body shops that want to join one of the fastest growing networks in the world. Local business owners are supported by a team of sales, operational and marketing professionals, and backed by proven tools and ongoing training programs. ProColor Collision is committed to helping shop owners grow their business in their communities while leveraging strong established relationships with global insurers, suppliers and ﬂeet companies.

PROsper with the PROs Learn about franchise opportunities franchise@procolorcollision.com

STIMULATING DISCUSSION (AND GROWTH) The FAC usually meets formally two to four times a year, with informal phone calls and discussions taking place between these meetings. Before the COVID19 pandemic, they would meet at the franchisor’s head office, a resort, or a conference centre, with a meeting often occurring around the system’s annual convention. Travel, meeting room costs, and other business expenses are usually covered by the franchisor, but in some systems, these costs are paid by franchisees through the payment of FAC dues. Franchisees are usually not compensated for the time spent participating in these formal meetings. What are the benefits of a franchisee advisory council? Most successful franchise systems have an FAC. There aren’t any specific rules for when an FAC should be formed, but the sooner an FAC is in place, the better. With a smaller system, the FAC may be more informal, but it plays an integral role in helping to shape the policies and direction of the franchise. When implemented properly, the FAC can play a crucial role in the success of a franchise system. It encourages constructive two-way communication between the franchisees and franchisor, and it also fosters a positive culture of respect when these parties work together to evolve the brand. Successful franchisors recognize that their franchisees have a valuable contribution to make, as they’re the ones working on the front lines for the brand every day. Through their work on the FAC, franchisees feel more empowered, as the franchisor recognizes their contributions and respects their needs and opinions. Brian Leon, president of Choice Hotels Canada, a multi-hotel brand made up exclusively of franchisees, says an FAC can play an extremely crucial role in the overall health of the organization. “The key to any successful franchisor is effective communication, and an FAC can really augment and improve the level of communication between the franchisor and franchisees,” he explains. “From the standpoint of the franchisor, there is much you can learn from franchisees and unfortunately, we can’t talk to everybody about everything all the time. We, for example, have an advisory group that broadly represents our franchise community: those who know our business, who are doing a great job operating their businesses, and who are not shy about sharing feedback, whether it is positive or negative.” Leon adds that with all the challenges and uncertainty facing franchisees throughout the pandemic, an FAC plays an even bigger role in a brand’s ability to respond not just quickly, but also efficiently. “We needed to make decisions fast, but they had to be smart decisions that would best serve our franchisees through this incredibly challenging period,” he shares.

Brian Leon’s Top Tip: Ensure Two-Way Value “We have to be creating value for the overall franchise community, and we have to be respectful and making good value of the time these franchisees are giving up – we really need to create that opportunity to learn from our franchisees. We think of it as a forum to actually make better decisions.”

“This is where our CCFAB (Choice Canada Franchise Advisory Board) came in. They gave us a different – and crucial – perspective since they were the ones on the ground interacting with consumers and guests. They knew firsthand what the issues and priorities were at the hotel level. This allowed for the free flow of information and gave us the ability to react swiftly to help all of our hotels to the best of our ability.” Why should franchisees participate in their franchisee advisory council? “Franchisees should recognize the value that an FAC can have for their own business,” says Leon. “It is a way of holding the franchisor accountable, and ensuring their decisions serve everyone in the business and make it more successful. An advisory council looks at issues from the lens of the franchisee and that provides an important perspective to the franchisor. By getting involved with an FAC, a franchisee can share their voice and ensure that the interests of the broader franchisee community are addressed.” He also notes that it’s important for those franchisees who aren’t directly involved with the FAC to “engage in the process, to read the communications from the meetings, and to pay attention to the issues being discussed. The FAC exists to serve its franchisees, and the more engaged the franchisees are, the more effective the FAC is to the overall business and to everyone’s collective success.”

Watch the Franchise Tutorial Video on Franchisee Advisory Councils

Franchise Canada May | June 2021 43

Keeping Seniors Safe and Comfortable Franchise Canada highlights senior services franchises that provide care, comfort, and safety for Canada’s booming senior population As the baby boomer generation in Canada continues to age, their need for senior services will continue to grow as well. Today, many seniors are opting to live at home as they get older, hoping to keep their dignity and comfort into their later years. However, everyday tasks become increasingly difficult to do alone and a helping hand from a caregiver can provide a comfortable living experience. These senior services also provide additional support to seniors’ families, for those who can’t be there for their elderly family members every day. From in-home care services to assistance with daily tasks and household management to simply providing companionship to those in need, these senior support franchises allow franchisees to build their own business while making a significant difference to the elderly population in their communities. Join Franchise Canada as we explore senior services franchises that support aging Canadians from coast to coast.

44 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

KEEPING SENIORS SAFE AND COMFORTABLE

Always Best Care Senior Services Always Best Care Senior Services offers a combination of nonmedical in-home care services and assisted living placement services. With individuals in the baby boomer generation having an overwhelming desire to stay independent and age at home, they’re setting the stage for decades of growth in senior services. Franchisees with Always Best Care are offered three revenue streams to service their clients, protected referral sources to service customers inside and outside their territories, and low start-up costs. Franchisees receive access to ongoing lead generation activities, webinars, continuous specialized training for staff, leadership conferences, meetings to identify best practices, and much more.

Learn more at LookforaFranchise.ca

Driving Miss Daisy Seniors' Transportation Since 2002, Driving Miss Daisy Seniors’ Transportation has provided transportation in the non-medical senior service industry, offering through-the-door services to seniors and disabled individuals. The franchise operates with the vision and mission to preserve independence and prevent social isolation through quality assistance, accompaniment, and companionship services. Driving Miss Daisy is based in Alberta and has new and existing franchise opportunities available throughout Canada. Franchisees are offered low start-up costs, a home-based business model with low overhead costs, a predominately cashbased business, exclusive territories, and no medical or health care experience required.

Learn more at LookforaFranchise.ca

Comfort Keepers At Comfort Keepers, their mission is “Elevating the Human Spirit” for loved ones to remain independent in the comfort of their homes. They have built a business system with the purpose of making a positive impact on the lives of their clients. Their Franchise Partners operate with the goal of helping seniors retain their dignity and independence to thrive in their later years of life. Comfort Keepers is an established and leading brand, with a proven system that provides a framework for franchisees including start-up, ongoing support, and continuous training. Franchisees join a Canadian-based management team that’s been operating since 2004 and are offered a rewarding business of helping others while achieving their own dreams in a demographically expanding industry.

Learn more at LookforaFranchise.ca

FirstLight Home Care FirstLight Home Care is a non-medical home care provider that offers affordable care for not only seniors, but any adult aged 18 or older who needs additional support with their daily living lifestyle. It offers services for senior care, personal care, respite care, specialized dementia care, and family caregiver support. Since 2010, FirstLight Home Care has achieved steady growth, with more than 240 locations operating in Canada and the United States. Their mission is to establish 150 more franchise locations across Canada. The franchise focuses on caring for their franchise owners, employees, and clients, and monitors the quality of its services to create caregiver retention for satisfied clients and franchisees.

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2021 45

KEEPING SENIORS SAFE AND COMFORTABLE

GEM Health Care Services GEM Health Care Services is a full-service company offering private health care, home care services, workplace health and wellness, and institutional relief staffing. As private health care increases in demand and the senior population requests private and government-funded services, GEM looks to provide a variety of services to those in need. Ideal franchisees with GEM Health Care Services have entrepreneurial experience, sales experience, a passion for health care, leadership qualities, and are looking for a change and a fresh challenge. GEM is ISO certified, which allows it to bid on provincial government contracts, putting the franchise system at an advantage above competitors without full services or quality system accreditation.

Learn more at LookforaFranchise.ca

Heart to Home Meals At Heart to Home Meals, food is prepared with seniors in mind and caters to their special dietary needs and restrictions. The brand operates with the belief that life should get easier as you age. They deliver delicious and nutritious frozen meals, soups, and desserts directly to seniors’ homes, helping to make a difference in their everyday lives. The benefits of franchising with Heart to Home Meals include enhancing social values by making a real difference in the local community, strong growth through operating in the fastestgrowing demographic sector in Canada, a partnership with the freedom to run the business independently but with the support of the franchisor, and great earnings, including national advertising and start-up support.

Learn more at LookforaFranchise.ca

Home Instead

Just Like Family

Home Instead provides the rare combination of an outstanding business opportunity combined with creating a meaningful franchising career. The brand was created with the goal of letting seniors live independently while providing peace of mind to their families, through trained caregivers for older adults when their family can’t be there.

At Just Like Family, the brand stands for caring and loving caregivers who work closely with their clients and the clients’ families. Just Like Family provides in-home care for the elderly and others who need assistance with daily living activities, such as home and health care, overnights, and live-in services. Staff members strive to become helpful members of the family network by easing responsibilities as needed, to help open up lines of communication and offer methods of coping in times of struggle.

Franchisees with Home Instead join a network of more than 1,100 independently owned and operated franchised businesses that provide more than 90 million hours of in-home care services to seniors around the world. Ideal franchisees are those with the vision and drive to make a difference in the lives of Canada’s older citizens.

Learn more at LookforaFranchise.ca

46 Canadian Franchise Association

Franchising with Just Like Family offers benefits including no necessary experience, prime territories, growth potential, proper training and ongoing support, established brand processes, and exceptional on-boarding procedures and business strategies.

Learn more at LookforaFranchise.ca

www.cfa.ca | www.FranchiseCanada.Online

KEEPING SENIORS SAFE AND COMFORTABLE

Living Assistance Services Living Assistance Services provides much needed care for Canada’s population of seniors, by allowing them to stay at home in their later years. With 20 years in business, the brand began with the wish of letting clients grow older in their homes with the safety, independence, comfort, and dignity that comes from having a personal support worker to care for the clients and families in need. At Living Assistance Services, franchisees are offered the demographics and ongoing support to ensure financial success. They’ll receive the heartfelt experience and genuine happiness that comes from making a difference in the lives of seniors.

Learn more at LookforaFranchise.ca

ONESource Moving Solutions for Seniors, Professionals and Families ONESource Moving Solutions for Seniors, Professionals and Families are professional move managers who can plan, coordinate, and organize every detail of their clients’ moving process. The brand offers a menu of services that are customized to meet individual needs and budgets, acting as a one-stop solution that ensure every part of the moving process is done efficiently to ensure a positive experience. Franchisees with ONESource are provided one week of intensive training, quarterly meetings with other owners and franchisees; the opportunity to shadow on the first move; the right to using the brand’s marketing materials, contracts, forms, and processes; and ongoing support from head office.

Learn more at LookforaFranchise.ca

Qualicare

Right at Home Canada

Qualicare provides home care services for every need around the house or through more specialized attention. Clients can receive support with daily tasks and household management, companionship on personal outings, family care coordination, and specialized health care. Qualicare offers professionally coordinated services, year-round 24/7 support, and solutions for every need.

Right at Home Canada is a home health care company with a focus on wellness for seniors and those in need of personal assistance. The Right at Home care team provides services including companionship and homemaking, errands and transportation, physical support, Alzheimer’s and dementia care, nursing and therapy, specialized care, and hygiene and personal care.

Franchisees with Qualicare are offered a unique 360° approach through non-medical, medical, and concierge services; continued success with the business model, allowing franchisees to own more than one territory; best-in-class support through comprehensive training, one-on-one support and clinical advisors; and a values-driven brand that places importance on franchisee satisfaction.

Franchisees with Right at Home benefit from 17 years of international experience, a local Canadian head office, and a proven system to help franchise owners provide exceptional care to their clients. The brand’s strategic franchise model is a great opportunity for those with business acumen and a drive to operate a health care franchise, with a friendly focus on Canada’s senior population.

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2021 47

KEEPING SENIORS SAFE AND COMFORTABLE

Senior Care Authority Senior Care Authority provides a platform and program that assists the elderly and their families in transition. The brand’s offerings include identifying the distinctive home-care services and independent/assisted living care community needed for clients. Using a unique, referral-based service helps simplify and eliminate stresses associated with the process of finding the right centre or home care during transition. Franchising with Senior Care Authority provides a proven system, world-class support, and a personally gratifying experience for franchisees looking to make a difference in their community. The nationally recognized brand offers multiple revenue streams, abundant training, and ongoing marketing and technology support.

Learn more at LookforaFranchise.ca

Transition Squad Downsizing Services Transition Squad Downsizing Services is a full-service downsizing company that helps clients, including seniors, their executors, and empty nesters, to downsize and find a new home for their belongings while maximizing the sale price. The brand’s menu of downsizing services is packaged based on each client’s individual needs. Transition Squad’s specialty is in helping clients sell their belongings through the online auction platform, estate sales, and the Virtual Consignment Auction House. Franchisees with Transition Squad are offered two types of franchise offerings: mobile services operated from a home office with a small team of casual helpers and a physical Consignment Auction House, where items are stored for consignment or as purchased inventory that’s sold through the auction platform.

Learn more at LookforaFranchise.ca

PEACE

OF MIND WITH A COBS BREAD BAKERY

PROUD BUSINESS OWNER

Franchise with a business that provides a product that’s essential to every day life – with a trusted franchisor.

Inquire today! COBSBread.com/franchising

48 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

is pleased to present

a Special Franchise Focus on

CHILDREN AND PETS

Franchise Canada May | June 2021 49

SPECIAL FOCUS

Raising Furry Friends and Curious Children

Franchises across Canada are providing essential resources and support for growing children and pets

hroughout the decades, families have adapted, grown, and changed as new generations grow up and raise their own families. For some, a giggly toddler and a furry friend go hand-in-hand, as adults of all ages opt to have children or adopt a pet to add love and energy to their household. During the COVID-19 pandemic, children’s services and pet care have remained essential services, creating recession-proof industries for business owners. While many have had to forgo their favourite hobbies or lifestyle habits with the changes and difficulties of the past year, two things remain the same: Canadians love their children and pets! These two industries, though separate in their own ways, do have similarities in the maintenance, care, and support that parents (pet parents included!) must maintain to provide healthy, happy, and thriving lives for the animals and children in their homes. That makes for excellent franchising opportunities to provide services for our growing population who will increasingly need pet care, grooming, supplies, and more, as well as child care, tutoring and education, and kid-friendly products and services. When it comes to Canadian children, Statistics Canada predicts that there were approximately eight mil-

50 Canadian Franchise Association

lion Canadian children under 19 years of age as of 2020. It’s estimated that the cost of raising a child until age 18 in Canada is about $10,000 to $15,000 per year (MoneyWise). Part of these costs include child care, as 88 per cent of parents say they need child care services on a regular basis. That’s according to Statistics Canada, which also reports that during the pandemic, 1 in 10 parents sent their children aged 15 or younger to child care. Child care centres seem to be in demand as the population grows, with 5,565 centres in Ontario alone as of March 2020 (Government of Ontario). Meanwhile, in Canada, there are reportedly 8.1 million pet cats and 7.7 million pet dogs, according to Statista. It also reports that the average annual cost of caring for a cat rings up at just over $2,200, while dog costs cash in at exactly $3,500. The variety of annual expenses for pets include food, toys and supplies, dental care, pet insurance, wellness exams, vaccines, and more. Over the past year, pet ownership has boomed in popularity, gaining itself the nickname “pandemic pets.” These new pet owners have added an animal to their household to help them cope and provide comfort and company as they spend more time at home and away from others. Read on to learn why investing in a children’s or pet service franchise is a strong opportunity for franchise owners!

www.cfa.ca | www.FranchiseCanada.Online

SPECIAL FOCUS

The Youngest Generation 1 in 10

Canadian parents say their child aged 15 or younger attended child care during the COVID-19 pandemic

Child care use by province:

13%

35%

of Canadians used the same child care arrangement and paid the same fees during COVID-19 as before the pandemic began

13%

30% NL

15%

11% SK

20% 16% ON

88%

of Canadians say they require child care services on a regular basis to attend work

17% NB

15%

Province with the highest proportion of children aged 0 to 14:

Estimated number of Canadian children according to age group, as of 2020:

The territories and prairie provinces have

0 to 4 years:

5 to 10 years:

10 to 14 years:

15 to 19 years:

1.9 million

2 million

2.1 million

Saskatchewan (19.6%) more children aged 0-14 than seniors over 65

SOURCES: Statistics Canada (page 51) https://www150.statcan.gc.ca/n1/pub/45-28-0001/2020001/article/00062-eng.htm https://www150.statcan.gc.ca/n1/daily-quotidien/200929/dq200929b-eng.htm Statista (page 52) www.statista.com/statistics/1015882/number-of-pet-cats-and-dogs-canada/ www.statista.com/statistics/448188/annual-cost-of-caring-for-a-dog-by-type-canada/ Narrative Research (page 52) www.narrativeresearch.ca/canada-has-seen-a-significant-increase-in-pet-owners-since-the-start-of-the-covid-19-pandemic/

Franchise Canada May | June 2021 51

SPECIAL FOCUS

Cute and Cuddly Companions Canadian province with the highest number of pet and pet supplies stores:

Annual expenses for dog owners:

Ontario

(more than 750 locations as of 2020)

18%

of Canadians have obtained a new pet since the beginning of the COVID-19 pandemic

55%

of Canadians have a pet in their household

Dogs Cats

Number of pets in Canadian homes in 2020:

7.7 million 8.1 million Annual cost of caring for pets:

$3,500 $2,275

per dog

per cat

• Food • Dental Care • Pet Insurance • Heartworm/Flea/Tick Prevention • Exams with Vaccines • Annual Wellness Exam • Annual Heartworm/ Lyme Test • Toys • Fecal Exams • Collar • Annual Licence

Distribution of pets in Canadian households:

Cats:

57%

Dogs:

Fish:

Bird:

Other:

55%

ADVERTORIAL

The Youngest Generation LITTLE KIDS DAYCARE CENTER is an

award-winning licensed childcare center that specializes in child development in a loving and nurturing way. After nearly 20 years of inspiring and helping others successfully open their own daycare centers through shared resources and guidance, Little Kids ownership and team have chosen to enter the franchising world to offer its award-winning business model and knowledge to more ambitious entrepreneurs. Little Kids provides programs that help children develop a love for learning, independence, self-control, and the ability to interact positively with others. We recognize that each child is unique, and we provide a

52 Canadian Franchise Association

comfortable, safe, and nurturing environment where children will be stimulated to develop social, physical, emotional, and intellectual skills, while involving parents in all aspects of our programs. The Little Kids’ curriculum is age appropriate, enjoyable, and challenging for all children. Centres within each age-appropriate classroom may include an area for blocks, a house or dramatic play corner, an area for table toys, an art centre, sand and water centre, a library/ reading area, and a music area. The dramatic play centre equipment for each room will be rotated monthly, so children have time to enjoy the sense of make believe under differ-

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ent settings. Parents’ input and suggestions are also always welcome. To become a franchisee, you would get decades of knowledge from our experienced team, as well as assistance and guidance in site selection, licensing, and classroom set-up. To open your own daycare center requires a deep understanding of the provincial licensing system and requirements, a process that sometimes could take months of repeated site visits and revised applications with governing bodies. Our wealth of information and resources helps make the entire process easier and more streamlined for you to fulfill your dreams of owning your own licensed childcare center.

Little Kids Daycare Center is

Now Franchising! For nearly 20 years, Little Kids Daycare Center has been instrumental in the early child development of thousands of children. With multiple locations, the Center is now taking its award-winning business model to the next level with franchising. Opening a childcare center, is an incredibly complex process. Let the experts help you navigate the licensing requirements & more. What you will get:

Comprehensive training from an experienced team

Complete support from initial training to continuing operational assistance

Assistance with location selection

We are available all over Ontario. 1-888-992-0595

franchising@littlekidsdaycare.com

Opportunity to work with an award-winning team

SPECIAL FOCUS ADVERTORIAL

Putting Your Best Paw Forward DOG DAYCARE in the year 2021 has

become a slick, high-tech, and fullservice operation. Here’s a closer look at four big changes that transformed the dog daycare landscape over the past decade. The Humanization of Pets It’s safe to say that today’s furry children are treated to a higher standard of care than almost any pets who came before. Whether it’s millennials whose animals are starter kids (or take the place of kids), or older people with grownup children and money to spare, many pet parents are increasingly willing to spend whatever is necessary to get the best care for their beloved animals. Dog daycare has evolved to meet the exacting demands of these pet

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parents, with special attention paid to all the little details that matter when creating a safe, fun, and stimulating environment. Enhanced Safety and Materials The days of dogs going to daycare and spending time in cold metal cages or padding around on rough floors have changed for the better. Pet parents of today can rest easy knowing the dogs they send to a daycare, such as Dogtopia, are kept in clean, comfortable surroundings. Tech Takes Off Pet parents can now stay connected to their furry friends throughout the day like never before. That might mean an app for sharing photos of pets at playtime, or possibly a webcam where they can check in when-

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ever they want to catch a glimpse of their furry family member. The Pandemic Has Boosted Demand for Dogs…and Dog Daycare With most of the usual avenues for socialization either severely restricted or entirely cut off during the COVID-19 pandemic, dogs and other animals have provided a welcome ray of light for many. While conventional wisdom might suggest that daycare services aren’t necessary when parents are around the house all day, the reality is that some things are more easily handled when pets are out of the picture. Dogs can be sent to a clean, trusted daycare facility where they’ll be entertained, exercised and educated with other like-minded dogs.

HOME-GROWN & LOCALLY-OWNED

100% CANADIAN FRANCHISE SYSTEMS

One system has been in business for 50 years, two others are new. But they all boast a strong concept, exceptional branding, and a robust entrepreneurial ethic. That’s all on top of great resolve and adaptability during an unprecedented time for business in Canada that demonstrates the strength of the domestic franchise industry. BY DAVID CHILTON SAGGERS Little Kids Daycare Center

Little Kids Daycare Center is the story of a successful mother-and-daughter pairing. Dina Pedra began Little Kids Daycare in 2002 in Oakville, Ontario with a single daycare centre. Debbie Cunha, daughter of Dina and president of Little Kids Daycare, bought that centre in 2010, along with another centre in Oakville in 2014. Today, she has plans to open a third Oakville Little Kids Daycare Center in late 2021. Debbie Cunha says Little Kids Daycare is looking for franchisees anywhere in Ontario, since daycare is provincially regulated. “I really want to open one or two franchises a year,” she says. Ideally, new franchises would be opened in newly built sub-divisions with the new schools they require. Little Kids Daycare provides care for children aged three months to 10 years, and many are families who live close to a centre, Cunha explains. “I really believe we have a model for every parent.” It’s mostly women expressing an investment interest in Little Kids Daycare, but Cunha says she’s also beginning to field more enquiries from men. Typical backgrounds of potential investors are in early childhood education and teaching, but there’s also increasing interest from those in other sectors who are looking for a lifestyle change. As for the qualities Little Kids Daycare seeks among budding investors, Cunha looks for competence, a love of working with people and children, a strong work ethic, and perhaps a business background. As with many other systems, the COVID-19 pandemic forced Little Kids Daycare to adapt. The first wave of the virus meant far more cleaning and tougher protocols.

Cunha explains that in March 2020, her centres were temporarily shut down as the pandemic emerged, then reopened in June. Since then, the province has provided regular updates, policy changes, and constant monitoring. Little Kids Daycare centres are now operating at 40 per cent to 50 per cent capacity. An investment in a Little Kids Daycare franchise would be approximately $1 million, depending on the location, as rent and labour costs vary by market. “Many people may think smaller communities may seem less ideal, but many lack childcare services. Therefore, we absolutely would welcome franchisees in those markets to provide childcare to support their communities. Our target are the suburbs, with a high concentration of young families,” says Cunha. A typical Little Kids Daycare centre is approximately 5,500 square feet and accepts about 80 children. Centres can be either new builds or renovations. Training takes three months and covers in-class and online instruction. Post-COVID-19, there will also be job shadowing to help newcomers learn the ropes from experienced franchisees. As for the benefits of investing in the Little Kids Daycare system, Cunha points to the ease of entry, complete “hands-on support,” and Little Kids Daycare Center’s excellent track record for providing care and education to little minds.

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2021 55

Mike Holmes Inspections

Is there anyone in Canada who hasn’t heard of Mike Holmes? His renovation and construction brand is like no other. And that’s the same brand that’s behind Mike Holmes Inspections, a residential home inspection service that began in 2010 in the Greater Toronto Area, and is now starting to franchise. Scott Piccolo, president of Mike Holmes Inspections, says that by the end of March 2021, two franchises in Southern Ontario were expected to be under way, with “fairly healthy growth” anticipated for the rest of the year. There are plans to expand from coast to coast, and franchising will give the company a larger footprint in North America. But Piccolo notes that it’s important to first establish high levels of service and quality, and then develop support and monitoring around them. There will be two types of investors within the Mike Holmes system, explains Piccolo. Most of his inspectors will be owner-operators, while the rest will be owners who hire staff. In either case, they must be good with people, disciplined, proud to represent the brand, and willing to adhere to the system. An inspector who brings some knowledge of the construction or housing industries will be tested on how to use the Mike Holmes method, says Piccolo. Those without any background must take the industry-standard Carson Dunlop home inspector course that lasts 10 weeks, then participate in a further two to four

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weeks of training. About 90 per cent of applicants so far are men, Piccolo explains. He adds, “We’re very competitive with the industry. We’re not a bricks and mortar operation [either]. An inspector works out of his vehicle 80 per cent of the time.” That vehicle will be wrapped with Mike Holmes Inspections signage. A franchisee’s biggest expense is likely to be a suitable vehicle – fleet vehicles will be available – but the franchise cost does include all the necessary tools. Territories are determined by the number of dwellings in a given area. The pandemic has affected the system, but as an essential service, it has continued to operate. Piccolo says core Toronto business went down, but it’s coming back – with some big changes. For example, that includes health protocols and more paperwork, with just one person in a house rather than the usual two or three. Piccolo says there’s one huge benefit to owning a Mike Holmes Inspections franchise. “The most obvious is the brand. There’s great brand recognition and the celebrity of Mike Holmes.” There’s also a “very robust” system that is easy to set up and operate, he adds.

Learn more at LookforaFranchise.ca

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Smitty’s Canada Inc.

Smitty’s Canada Inc., the all-day family restaurant, celebrated its 60th anniversary last year, says Jim Weidinger, the company’s Calgary-based president. A pair of business partners started Smitty’s in Canada in 1960, and the system quickly expanded. Now Smitty’s has 84 locations from coast to coast and Weidinger says he sees further expansion opportunities in Ontario and British Columbia. A town of 5,000 people can support a Smitty’s franchise, says Weidinger, as long as it can draw from surrounding communities to give it an effective customer base of 18,000 to 20,000. The “sweet spot” for Smitty’s restaurants is 4,500 square feet, whether renovations or new builds – and they must be centrally located. “I prefer something on the main street,” says Weidinger of the favoured store address. Smitty’s target customers are families looking for mid-range prices and value. As for potential investors’ qualities, Weidinger says he looks for a strong work ethic and a high commitment to guest service, although a background in the restaurant industry is not required. However, most Smitty’s franchisees have a food service background and represent a demographic range. “We have a really good mix

of men and women, and those younger and older,” Weidinger explains. Training takes about four weeks for those with some background in the industry and four-to-six weeks for those without any, and at present, instruction is provided at the company’s headquarters in Calgary. The cost of a new Smitty’s location is $800,000 to $1 million, and $400,000 to $600,000 for a retrofit. Like every other business in Canada, Smitty’s has had to deal with the COVID-19 pandemic, but the system quickly adapted. Smitty’s reopened last June and has done very well since then. “Our recovery was faster than all the indications for other restaurants,” says Weidinger. “Take-out and delivery customers have been excellent.” As for the benefits of franchising with Smitty’s, Weidinger highlights the cost of entry, lower costs for buildouts, strong corporate support, and the system’s 50-year track record of excellence.

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2021 57

MILLENNIALS IN FRANCHISING

ALL THE RIGHT MOVES MILLENNIAL FRANCHISEE VLAD MIKLASHEVICH FINDS SUCCESS WITH METROPOLITAN MOVERS BY KAREN STEVENS

t just 24 years old, Vlad Miklashevich already has an incredible amount of business experience, especially for someone so young. While he is at the younger end of the millennial generation, just at the cut-off before Gen Z, he already owns and operates his own Metropolitan Movers franchise that services the Halton region in Ontario. Shortly after Miklashevich moved to Canada from Belarus as a teenager, he took a part-time job as a mover with Metropolitan Movers. He kept this steady side gig as he completed high school and moved onto college. During his college years, however, opportunity knocked: an operations manager position became available at Metropolitan Movers’ corporate office, which has its own fleet of moving trucks. Miklashevich took the position, and after about two years, he had gained valuable management experience and a deep understanding of how the business works. “I managed 20 people, so I got experience with all the aspects of operations and customer service,” says Miklashevich. It was during his first year as operations manager that he started to entertain the idea that he could run a Metropolitan Movers business of his own. “I had all the operation skills; I understood everything about how moving worked, I just had to get the business part,” he recalls. Miklashevich says that the final push was seeing the examples of other franchisees and talking to them about how they had been able to grow their businesses. With this plan in mind, he started saving money for his own franchise.

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MILLENNIALS IN FRANCHISING

“THERE ARE SO MANY DIFFERENT MOVING COMPANIES AND THE COMPETITION IS VERY HIGH. A BIG FRANCHISE GIVES YOU A NAME ON THE MARKET, AND THEY HAVE A PLAN TO DEVELOP YOUR BUSINESS STEP BY STEP.” Vlad Miklashevich

Launching a business amid great uncertainty In March 2020, Miklashevich launched his new franchised business. Little did he know that the entire world was about to change that same month, and the moving business was no exception. The first impact to his business was on the pandemic’s schedule. Typically, moving companies are busiest when warm weather hits, gaining momentum into the summer. However, in 2020, the busy season got bumped back closer to the end of the year, during the fall season. “It was a bit of a tough start,” he admits. Since he was just starting out during an unprecedented pandemic, Miklashevich had to budget carefully. For example, he couldn’t buy a new truck; he had to get a used one. “Maintenance in the first few months was expensive; when a truck breaks, it’s kind of expensive to fix, so that hit my budget a lot,” he says. To ensure that you have the cash flow to cover these expenses that crop up, Miklashevich stresses that budgeting is so important to allow for that period where you’re getting established and ramping up marketing. “Start managing your budget properly from the beginning to save money for unexpected things,” he says. Fortunately, so far, Miklashevich’s budgeting and business has been successful. He started with just one truck and two full-time employees and has since grown to two trucks and six full-time employees, plus a handful of part-time workers. Looking towards the future, he’s excited to expand and grow the business. “In the summer [of 2021], I’m planning to get a third truck, and after that my own storage or warehouse facility,” he says.

To make sure that they were operating as safely as possible during the pandemic, Metropolitan Movers introduced new special COVID-19 protocols to ensure that all their staff were thoroughly trained. Since, as Miklashevich notes, it’s hard to wear a mask while doing hard physical labour all day, Metropolitan Movers developed their own branded, breathable masks. The movers also wear plastic face shields but are most importantly trying to social distance from customers as much as possible during moves. You don’t have to do it alone Whether you’re in the middle of a pandemic or not, when you start out as a Metropolitan Movers franchisee, you’re not on your own. Head office helps every step of the way with regular checkpoints, marketing support, and business development help. “Our head office helped me a lot. They’re experienced business owners, they all went through this.” Miklashevich also says that head office is always available to answer whatever questions he has, from marketing to maintenance. Starting up with the help of a good franchisor is key, according to Miklashevich. “There are so many different moving companies and the competition is very high,” he says. “A big franchise gives you a name on the market, and they have a plan to develop your business step by step.” Plus, the Metropolitan Movers family encourages their franchisees from different areas to pitch in to help each other where they can. For example, if Miklashevich doesn’t have enough trucks to complete a big job, or he

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MILLENNIALS IN FRANCHISING

can’t do the work for whatever reason, he can call up someone from a nearby region to lend a hand or an extra truck. “I’m in cooperation with all the franchisees in the area. We help each other in any way we can,” he says. Franchisees within the Metropolitan Movers system stay connected by talking on the phone and messaging each other on WhatsApp. The franchisor also has a special online CRM platform that helps them manage and automate aspects of their jobs. “We all work together like one big family,” says Miklashevich. “There’s always support, so you know that you are not alone. If there’s trouble, there’s always somebody who can help you.” As a new and successful franchisee, Miklashevich offers this advice for those considering franchising: “Don’t be scared to start with the help of your franchisor; it’s a good option for younger people.” He says that a good franchisor will help you build your business from the bottom up, which can be the most daunting time to be a business owner. “You’re not sure how it’s going, or what to expect. You’re always thinking ‘will it work, or will I just lose everything?’” But the franchisor’s support takes away some of that anxiety so that “in a few months, you will start to see the first results and you will enjoy them,” he affirms.

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Always looking to change for the better Miklashevich says being a young business owner is a benefit. “When you’re younger, you’re always thinking ‘What can I change? What’s working right now and what doesn’t work?’ You’re always challenging yourself to make everything better,” he says. Over the last two years, Miklashevich has really enjoyed his decision to become a franchisee. “I’m pretty happy; it’s changed my life a lot and I’m enjoying doing this,” he says. “Every day, I meet new people and see new places.” As for advice to other business owners, he says that it’s your job to be constantly improving and reaching for new goals. “When you’re a business owner, you understand that everything is in your hands and you can succeed, but it’s all about hard work,” says Miklashevich. “Everything depends on you; your success or failure is only because of you.”

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LEADERSHIP PROFILE

ALL IN THE FAMILY Pizza Nova president Domenic Primucci shares how his family business has become a household name in the Greater Toronto Area BY ROMA IHNATOWYCZ

omenic Primucci was just 14 years old when he started working in his family’s Pizza Nova business, washing dishes in one of its restaurants. Today, as the company’s president, he wears a very different hat, and his hands, for the most part, steer clear of sinks and suds. But he never forgets where it all began. “As a kid growing up, I always worked in the business, starting right at the bottom, and then I worked my way up to waiting tables, managing the restaurant, working the call centre, marketing, and so on,” says Primucci. “I’ve covered pretty much every gamut of the business – that was my training ground.”

While Pizza Nova may not have the kind of cross-country brand recognition as some franchise brands, in the Greater Toronto Area (GTA) and beyond, it has an almost cult-like status, with a loyal customer base that’s crossed generations. It was, after all, one of the first quality pizza delivery businesses in the city, launching more than 58 years ago when pizza had yet to saturate the marketplace. The business was started by Primucci’s father, Sam and his three brothers Mike, Vince, and Joe. The siblings felt a pizza business had great potential and was the perfect fit for their Italian family. “My dad and his brothers started the business in 1963. They realized there was an opportunity in Scarborough – you can well imagine that

Franchise Canada May | June 2021 61

LEADERSHIP PROFILE Pizza Nova was started by Domenic Primucci’s father, Sam, and his three brothers Mike, Vince, and Joe in Scarborough, Ontario back in 1963. Today, it’s become a household name and beloved pizza chain across Ontario.

things weren’t as developed then as they are today,” says Primucci. “They started slow, with the mandate of providing a quality product and service, and we’ve kept true to that to this day.” It was one brother’s passion for race car driving that inadvertently helped get the business off the ground. “Mike, who raced cars as a hobby, came up with the idea, and when he approached his parents for support, they immediately agreed because they figured it would be a safer bet than his racing cars!” says Primucci with a laugh, adding that Mike still managed to squeeze in some race car driving on the weekends. The brothers – all of whom immigrated to Canada as children – opened their first location in the Toronto suburb of Scarborough, where the business is still headquartered. The original restaurant is still in operation today and remains the only Pizza Nova full-service location. By 1970, Pizza Nova signed on its first franchise. Like father, like son With time, Sam took over and ran the growing franchise business on his own. His son Domenic joined full-time after completing a business degree and working for a while on his own import-export business. The prospect of strengthening the Pizza Nova brand and taking it to the next level was exciting for someone who already knew the company well. “I was able to bring that special perspective, having worked on the frontlines and throughout the entire organization,” he says. “That gave me a solid understanding of the ins and outs of every position.”

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Primucci also had the savvy business sense to understand that growing an already established brand was a delicate balancing act: Pizza Nova had to evolve and respond to market changes while remaining loyal to those attributes that had fuelled its success thus far. For Primucci, the non-negotiable attributes were abundantly clear: they were the quality products that had been the staple of the company’s popular pizza since day one. “Our foundation has always been the dough, sauce, and cheese, and those had to stay,” he says. “It’s what we’ve done well from the very beginning.” Pizza Nova also sells a handful of Primucci-branded grocery items imported from Italy. “Our Primucci Homestyle Tomato Sauce isn’t what you find on the grocery store shelves – it’s more like an Italian sauce that grandmothers used to make.” Primucci has actively steered Pizza Nova into new territory, keeping a keen eye on market shifts and adapting to them as needed. About 15 years ago, for instance, he developed an entirely new brand image. While the decision had few supporters, it proved successful in the end. “It was a bold decision and people were saying, ‘Are you crazy?’ People know these colours and now you want to change?’ And we said ‘yes.’ We had the goal to improve it, and that’s what we did,” explains Primucci. The company has also diversified its dough and toppings to reflect the increasingly sophisticated palates of the Toronto public. You now have the option of wholewheat, gluten-free, and even charcoal crust, and toppings include pesto, herbed olive oil, hot Soppressata,

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LEADERSHIP PROFILE

and goat cheese. “Thirty years ago, you wouldn’t find the kind of fine food options you can find in Toronto today. We now have opportunities to get better-tasting products and toppings,” says Primucci. In 2015, Pizza Nova was one of the first pizza companies in the city to introduce pepperoni made from pork and beef raised without antibiotics, followed by other antibiotic-free protein products. It also rolled out a dairy-free alternative to mozzarella a few years back and recently introduced a plant-based pepperoni – aptly called Planteroni – that has met with rave reviews. “We’ve been working on it for the past couple of years and just introduced it in January,” says Primucci. “We wanted to produce a product that was authentic, and it is. We even have fat marbling in the pepperoni just like regular pepperoni.” “It’s not about chasing trends but recognizing market shifts. If you don’t evolve, then with time you will get left behind. There are many of examples of that, and not only in the restaurant business,” explains Primucci, adding that the company is also rolling out a new app with a loyalty program this summer. Continued growth Today, there are 150 Pizza Nova locations spread across the GTA and surrounding region, all within a two-and-ahalf-hour drive of the city. The company is looking to add more locations, given the extraordinary growth in population density in Toronto’s downtown core, as well as in satellite cities like Hamilton and Oshawa. Primucci says it has no immediate plans to move outside the province but is not ruling out the idea either. “Never say never, but there are still a lot of opportunities in Southern Ontario that we haven’t covered yet. We’re playing in the largest market in Canada, after all.”

Thanks to a strong demand for meal delivery, the company has been weathering the COVID-19 storm fairly well. There are Pizza Nova locations that have maintained or even grown their business in the past year, while others have taken a strong hit or closed shop completely for the duration, i.e., locations in specialty venues like the Rogers Centre or food courts in malls. “It really depends on the area,” notes Primucci. “The downtown core has been devastated, while our cottage locations have actually benefited because they’re no longer seasonal but doing more business year-round. Overall, we’ve seen a dip in sales since COVID-19 began, so it’s been a tough year. But I count my blessings and knock wood every day that we are open and are deemed essential.” When looking for new franchisees, Primucci keeps an eye out for people who love the brand, are eager to work for a common goal, committed to the quality of the product, and have a keen business sense. The beauty of the franchise model, he says, is that it gives people the opportunity to become independent business owners with an already well-established brand. It’s the ideal business model for paying it forward, and that’s what Pizza Nova is all about. “We give people an opportunity to be successful,” explains Primucci. “That’s really why Pizza Nova started franchising when it was still in its infancy. We just wanted to give someone else the opportunity to have their own successful pizza delivery business, and that’s what we continue to do to this day.”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2021 63

A DAY IN THE LIFE

HELPING HOMEOWNERS COVER THEIR BASES Saskatoon-based Bradly George outlines what a typical day looks like as a Pillar To Post Home Inspectors franchisee

BY JESSICA BURGESS

illar To Post Home Inspectors is the largest home inspection franchise in North America, with more than 550 locations across Canada and the United States. As leaders in the field, the company offers in-depth home inspections for home buyers, owners, and real estate agents, including added services such as indoor air quality testing, water system and potability testing, mold detection, septic system inspection, wood-destroying organism detection, sewer scoping, asbestos and lead detection, radon testing, as well as swimming pool, spa, and hot tub inspection. Pillar To Post’s rigorous home inspections cover more than 1,600 different home areas and items and can be performed for any home – single- or multi-unit, new or old.

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A DAY IN THE LIFE “WHEN I STARTED OUT AS A SINGLE INSPECTOR, I WAS WEARING ALL ‘HATS’: BOOKKEEPER, SCHEDULER, OFFICE MANAGER, INSPECTOR, ETCETERA. MY ROUTINE IS DIFFERENT TODAY THAN WHEN I STARTED AS WE HAVE A DEDICATED OFFICE MANAGER TO SCHEDULE ALL THE INSPECTIONS, AMONG OTHER THINGS.” Bradly George

With teams across North America, Pillar To Post Home Inspectors provides these essential services that are a necessary part of the home-buying process. For potential homeowners, home inspections can seem like a daunting task, and Pillar To Post inspection teams support clients so they can successfully navigate something as significant as buying a house. “The Saskatoon team has been assisting home buyers, home sellers, and real estate agents since 1996 in determining the true condition of a home,” shares Bradly George, a franchisee and inspector with Saskatoon’s Pillar To Post operation. “Deadlines such as closing dates may require a fast inspection turnaround time, and we work to accommodate every client’s schedule whenever possible.” George’s dedicated team quickly and dynamically responds to and works with inspection requests, having completed over 10,500 home inspections to date across Saskatoon and the surrounding areas.

A typical home inspection day While the past year has been anything but typical, George shares what his day-to-day schedule looks like and how it has changed throughout the pandemic. “My typical day is from 8 a.m. until 5 p.m.,” says George. “My normal routine is to prepare for the day’s inspections, make sure my team’s inspections are set up and ready to go, and then head out to the day’s inspections myself.” “After 5 p.m., I’m always on call… as well as answering calls to book inspections and emails,” he adds. While this schedule itself has not necessarily changed due to the pandemic, the way inspections are carried out was altered due to health regulations within and across provinces. “A lot of clients aren’t on site anymore to experience the home inspection themselves. We have adjusted by offering video walk-throughs of the inspection near the end to show the clients any findings of their home inspection,” George explains. “For example, the other day we had a couple from Ontario who had purchased a ranch sight unseen and we did a walk-through of the home via FaceTime to review the inspection findings. We were able to show them that the deck was held onto the house with roofing nails!” Through innovative use of technology, George notes that Pillar To Post has been able to adapt to a constantly changing world and continue to provide critical services to their clients. Additionally, each home inspection report from Pillar To Post includes a binder full of customized care guidelines for the home, such as seasonal maintenance checklists, cost-and-repair estimate guides, and a home filing system to track future repairs. Pillar To Post has an extensive website and social media presence, with a user-friendly site dedicated to each franchise location’s team, making it clear that customer service is the brand’s focus. “Realtors tell us that they refer our services to clients because of our pro-

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A DAY IN THE LIFE fessionalism, great reports, and verbal walk-throughs,” explains George, adding that they often receive the same positive feedback from the clients as well. “Our client satisfaction rate is extremely high, and the professionalism that we bring to every home inspection helps our customers relax.” Choosing a franchise that fits “The highlights of being a part of this franchise are meeting new people every day and being able to help the clients with what is most likely the largest purchase of their lives, providing them with some peace of mind and helping them determine the condition of a home,” says George. Pillar To Post offers security and peace of mind to clients seeking home inspections, but also to franchisees and franchise teams across the company. “I invested in Pillar To Post because it’s an established brand with great recognition amongst the real estate community both locally and nationally,” says George. “The established system that was presented made sense and was a better long-term investment than going independent.” “When I started out as a single inspector, I was wearing all ‘hats’: bookkeeper, scheduler, office manager, inspector, etcetera. My routine is different today than when I started as we have a dedicated office manager to schedule all the inspections, among other things,” explains George. “Starting out, the focus was just getting my name out there by meeting new people and networking.” George notes the numerous advantages of being a part of a franchise in general and of Pillar To Post in particular. “Some of the benefits of the Pillar To Post system are brand recognition and the willingness of the brand to do research and to develop new opportunities for income for franchisees within the well-developed franchise system,” he says. Franchising itself can offer people the opportunity to create their own schedule and daily routine. “I love the flexibility of being my own boss and spending time with family,” George adds. While no day is quite like the other, typically George is meeting new people, inspecting a variety of homes, and sometimes taking long rural drives to places he’s never been to carry out inspections. “Being interested in construction myself is also a highlight of the work for me,” says George. “For example, just when you think you have seen it all, something new comes up. The other day, I was inspecting a basement, and something was off about the layout. It seemed like there was space missing. I opened a refrigerator door and it led to a concealed ‘man cave!’” Creating a strong foundation When asked what personal and professional qualities might help a Pillar To Post franchisee through a typical

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Dan Steward, president and CEO of Pillar To Post Home Inspectors

day, George shared that a positive attitude, making attentive customer service a priority, a willingness to learn, integrity, and being solution oriented are invaluable. “I’d encourage potential franchisees to reach out to those of us already in the network,” says George. “Franchisees don’t necessarily need a background in the home inspection business or in the industry, but a general knowledge of residential construction would be beneficial. And a franchisee really needs a willingness to learn and a willingness to be customer-focused and able to network.” While starting out in a new business is often a nervewracking time, being a part of an established franchise system provides dedicated and tailored support to new franchisees. “Stick with the system and don’t go off track,” says George. “The plan is established and proven over time. You just need to get out the door every day and implement the plan, and success will follow.”

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THE FIRST YEAR

Brewing Up Success How Chatime franchisee Keenan Wong and his son have teamed up to serve bubble tea to their community BY STEFANIE UCCI

hen you sit down to enjoy your favourite drink from a local tea or coffee shop, do you ever think about the individuals who run that store? Knowing it’s a locally owned small business might get you pondering about how much work went into getting your beverage brewed and into your hands for an afternoon pick-me-up. Chatime franchisee, Keenan Wong, is one of the many individuals who serve bubble tea to local communities across Canada and worldwide. Wong opened his Ajax, Ontario store in August 2019 alongside his son, Anson Wong, and since then the duo have been serving up drinks together. “[As a franchise] owner, you have more control in terms of what you really want to achieve,” says Wong. “Being a franchisee with Chatime is great because the turnkey operations and support provided allow me to overcome the learning curve quickly, and get the business up and running smoothly and efficiently in a short period of time.” Though it might seem like Chatime has been bubbling in popularity for decades, the Taiwanese tea brand was introduced in Canada in 2011, reaching more than 60 locations across Ontario and British Columbia. Best known for its Pearl Milk Tea (which Wong recommends for all beginners), the franchise also serves flavoured milk tea, smoothies and slushies, and specialty drinks topped with pearls, brown sugar pearls, grass jelly, pudding, and more.

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THE FIRST YEAR

A tea-riffic transition Wong brings a business degree and 30 years of supply chain management experience to his Chatime franchise, which he says is “nothing related to running retail operations.” His son Anson graduated university and began working in the bubble tea industry for about eight months before the two decided to partner together and open their own franchise. “I think it’s important to have some kind of retail operations experience because it can be very overwhelming and different from working in a corporate environment,” says Wong of whether prospective franchisees should have a background in the food services industry. He points to the difference between sitting in an office everyday versus being on your feet for eight to 10 hours running the store and helping with customers where needed. “Being a franchise owner isn’t necessarily just investing and hiring a manager and letting the operations run by itself,” says Wong. “You have to roll up your sleeves and get your hands dirty and get involved in the day-today operations.” Overcoming the difficul-teas Since opening his franchise just over a year-and-a-half ago, Wong has prioritized the safety of his staff while continuing to serve his customers quickly and efficiently.

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A lot goes into running a franchise, and if you’ve ever visited a Chatime, you’ll know that peak hours get customers rolling in and lines building up. Which means Wong sometimes must step in to help where needed. But when you throw a pandemic into that mix, the challenges put Wong and his son to the test. “There’s a lot of changes in adapting to this new environment. Making sure that staff are working in a safe environment is always a top priority for me. As I tell them, the most important thing is that they go home safe to their families,” says Wong. “Initially with COVID-19, a lot of staff didn’t feel comfortable going to work and that’s very understandable because nobody knew what was going on and there’s a lot of uncertainties. Their parents are concerned about letting their kids go to work on the front lines, dealing with hundreds of customers a day,” Wong adds, noting that there were days where just he and his son kept the store open and serving customers while they had a shortage of staff. Fortunately, working on the front lines was something Wong picked up early on in his franchise journey, as he was in the store seven days a week, working 12 to 14 hours a day. “Once everything is running smoothly, you can start to step back a little and let your staff take over the operations,” says Wong.

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THE FIRST YEAR “Being a franchise owner isn’t necessarily just investing and hiring a manager and letting the operations run by itself. You have to roll up your sleeves and get your hands dirty and get involved in the day-to-day operations.” Keenan Wong

In order to protect staff and customers, Wong says his location was one of many stores that stopped allowing walk-in customers. They relied fully on online orders, where customers could order beforehand and come in to pick up their drinks and go. That was in place for a couple of months until Chatime corporate office (and the rest of the world!) started to understand the pandemic. Wong says he received social distancing markers, plexiglass shields, sanitizing products and procedures, and strict guidelines to ensure safety and clean stores. Something good is bubbling However, the challenges are boosted by Wong’s achievements with his franchise. “I think it’s actually performing much better than what I expected, not only financially, but also in terms of the whole experience as well,” says Wong. “Having looked back, I would say I really enjoy doing it, and I really enjoy going back to the store every day, even though at the very beginning, you have to put in a lot more time and effort.” It seems all that effort paid off, as Wong says he’s planning to open a second location with Chatime in the near future. He points to the many benefits of joining the franchise system. “One of the biggest advantages is the brand equity from Chatime, that it’s not like you’re starting up with your own bubble tea store and have to develop your own reputation and quality of drinks,” says Wong. “Once you have that running, people already know about Chatime, not just within Canada but it’s a brand that’s known worldwide, so I think that’s the biggest advantage.” In terms of training and ongoing support, Wong adds that he had the opportunity to work in a corporate location for two weeks, which allowed him to learn the different positions within the store to understand the roles

and responsibilities of each employee. He also received support to ensure that grand opening day ran smoothly. Finding your perfect match-a So, are daily bubble tea cravings and retail experience enough to consider investing in a Chatime franchise? Wong advises that prospective franchisees should also consider their knack for customer service, as they’ll be interacting with people daily. “I think for those that enjoy dealing with other people and are really into customer service, then it’s something that’s worth looking into [if you want] to be your own boss,” says Wong. “Being in corporate, on the one hand you get the feeling of, ‘okay, I have a job that is secure and provides a stable income.’ But on the other hand, being a franchise owner can be more challenging but a lot more rewarding in terms of the effort you put in and seeing the payback you’re getting. Not just financially, but in terms of being happier about what you’re actually doing.” With the bustling environment at most Chatime stores, Wong emphasizes the importance of learning each position to help where needed. “Understand when you need more staff because it can get busy at different times of the day, so you need to know the flow of customers and schedule staff accordingly [to meet those needs],” advises Wong. It seems like passion, hard work, and a bubbly personality will go a long way in a franchise career with Chatime.

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ICONIC BRAND

SERVING CHICKEN AND SUCCESS Mary Brown’s Chicken has been serving customers for more than 50 years, while creating rewarding business opportunities for Canadians BY JORDAN WHITEHOUSE

n 1969, as the world watched Neil Armstrong set foot on the moon, the first guests walked through the doors of Mary Brown’s Chicken in St. John’s, Newfoundland & Labrador. As the company likes to say, “it was a giant leap for chicken,” and soon stores opened across the province and eventually the country. Today, there are over 180 locations, and by 2022, the company expects to have 300 locations under the Mary Brown’s banner. Much of that growth has happened since 2007, when Newfoundland & Labrador native Greg Roberts acquired the company. Under his leadership, Mary Brown’s store count has tripled. In 2020 alone, the company experienced 20 per cent sales growth and a 10 per

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cent increase in average unit volume. It was an impressive feat, especially during a pandemic, and Jeff Barlow, Mary Brown’s vice president of marketing, says one big reason for that success was their innovative approach to marketing. “We had to do a 180-degree turnaround and change all of our plans — to increase sales but also to do our part to support our guests and all Canadians during this difficult time.” That meant doing things like advising guests how to buy Mary Brown’s via takeout, drive-thru, and delivery, through using e-blasts, social media, and digital ads. It also meant launching a special family deal, doing food drops for frontline workers, and hosting live videos of

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ICONIC BRAND

local chefs creating comfort foods on Facebook and Instagram. In April 2020, the company even paid the Postmedia newspaper chain to remove its online paywalls for the month so that Canadians could read and watch as much news as they wanted at no charge. That kind of innovation is nothing new for Mary Brown’s, notes Barlow, particularly in recent years. “Our latest menu innovation, for example, was done to satisfy the diverse palettes of Canadians — like the launch of Spicy Big Mary and Spicy Signature Chicken, flavours like Buffalo Mary Sandwich, and Thai Chicken Pop-Ins.” A new start for new Canadians That innovative culture was one reason why Sheikh Ali and his wife Ayesha Ali decided to become Mary Brown’s franchisees in the summer of 2019. The couple had immigrated from Pakistan in 2013 with their four children, and although Sheikh had decades of experience as a chartered accountant and Ayesha as a gynecologist, they wanted something different. They wanted something of their own, says Sheikh, and they hoped it would be in the food business because they had a passion for hospitality. They also wanted an exclusive Canadian brand. “So, I talked to a couple of friends who were franchisees, we did our research, I visited some franchises, and we got really good vibes,” says Sheikh. “And then I got to know more about the culture of the organization and the people who are managing it, and that was what set Mary Brown’s apart.”

The Alis use various words to describe that culture. “Innovative” is one, but they also use “hospitable,” “dedicated,” “transparent,” and “family” several times. They got to know those adjectives very intimately — perhaps more than most new franchisees — before they even opened their location in Georgetown, Ontario in November 2020. Initially, the Alis were supposed to get a location in Waterloo, Ontario, but because of a delay there, Mary Brown’s made an exception to their rule of not giving more than one store to new franchisees and gave them the Georgetown location as well. By early March 2020, the Alis were in St. John’s, Newfoundland & Labrador, beginning their three-week training program. But then another blow — COVID-19 — and the Alis had to return to Ontario before their training was complete. Still, Mary Brown’s was unwavering in their dedication and innovation, says Sheikh, letting the Alis train for a month in a Brantford store that was just opening. “So, it was a win-win,” says Sheikh. “The operations team got the firsthand knowledge to see if we were ready, we got the exposure and just walked through the whole process. And then it added to their comfort that their franchisees were ready.” By November 2020, the Alis’ Georgetown store was ready to open. And what an opening it was. In their first month of business, they were the number one location in the country for sales. Since then, they’ve been in the top five every month.

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ICONIC BRAND

Serving up success Two reasons for the Alis’ early success have been Mary’s Brown’s marketing efforts and the company’s ongoing support in general, says Sheikh. That marketing is focused on driving sales and growing brand awareness, says Barlow, and it includes everything from highimpact multi-media marketing programs to location-specific programs. New Mary Brown’s stores are supported by grand opening events, public relations efforts, and media support. Mary Brown’s also has online training modules that all staff must complete and dedicated regional training directors to answer any question seven days a week. Those directors also offer supplemental training. Recently, for instance, the Alis’ training director held a session on costing. “In food, that is so important,” says Sheikh. “Otherwise, you’re just looking at cash flow coming in, coming out, you’re sitting on this much in your bank account and you’re doing fine, but what are the nitty gritties? What are the opportunities to save? So, he did that in detail.” Plus, Mary Brown’s has a digital evaluation system that assesses operational processes, service standards, quality control, and hygiene and food safety on a storeby-store basis. Third-party evaluations are also done. “It’s all an opportunity to coach you and keep you on your toes and make sure quality is a habit,” says Sheikh. “And it’s great that they are very transparent about it and that it’s all based on data and numbers. You can’t deny it.”

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Not surprisingly, then, Mary Brown’s looks for franchisees who are results-driven and determined to succeed. The company also prefers hands-on owners who have a willingness to learn, innovate, and try new ideas, says Barlow. “Food service experience is also an asset, as is an entrepreneurial spirit, but you must have a commitment to delivering extraordinary guest experiences every time and pride in leading and motivating your team. A genuine love of people and enthusiasm for getting involved in your community are also big assets.” Looking back over the past couple of years, the Alis say it has been an incredible experience with a few unexpected twists. But they are definitely happy they went with Mary Brown’s. “I could have started anything on my own, but I wasn’t sure because there are so many risks when you start a business,” says Sheikh. “With Mary Brown’s, they give you the space to feel as if you are running a business and not just operating it for them, while at the same time having the systems and the processes in place to keep you in compliance with their expectations. They stand beside you and don’t treat you as if they just want to make a royalty and that’s it. They treat you as family.”

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SHOW ME THE MONEY

4 FRANCHISES FOR $50K-$150K Franchising is about diversity, and opportunities may 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-$150K. Fibrenew

Mister Transmission

Fibrenew is a mobile service franchise that specializes in the repair, restoration, and renewal of leather, plastic, vinyl, fabric, and upholstery. With a rich history that dates back to 1985, Fibrenew manufactures a highly specialized proprietary product line and has pioneered the repair techniques and exclusive colour matching technology that its technicians use every day. Its products, techniques, and colour matching technology are what set Fibrenew apart and what have made it a leader in the industry.

Mister Transmission has been a trusted name in the automotive business for over 55 years. With more than 60 locations from coast to coast, Mister Transmission is Canada’s longest-serving and most recognized of established chains in transmission, technology, and related drive line repairs. Do you have the skills and desire to run your own business? A Mister Transmission franchise could be the answer you’ve been looking for!

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Minuteman Press International Minuteman Press is the world’s largest and number-onerated digital printing and marketing franchise that has helped businesses grow for over 45 years. Minuteman Press franchises meet the design, printing, marketing, and promotional needs of today’s business professionals. Because print is an essential industry, Minuteman Press locations across Canada have remained open and operating throughout the COVID-19 pandemic. Their fullservice locations provide everything from custom design, print, signs, and banners to branded apparel, promo items, and direct mail campaigns. With a strong support system, proven marketing concepts, and state-of-theart technology, Minuteman Press has been able to take quality people from all walks of life and provide them with the opportunity to help secure their financial future.

STOR-X Organizing Systems STOR-X Organizing Systems designs and installs custom solutions to maximize space in closets, home offices, garages, pantries, and more. With more than 30 years in business, STOR-X offers franchisees a proven process, exclusive territory, ongoing and professional training, marketing support, 3D design software, and low operating costs. The strengths of an ideal STOR-X franchisee are sales and customer service. Each franchisee is equipped with 3D software to custom design any storage solution required.

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FRANCHISE FUN

The Future of Franchising Ctrl V CFO Robert Bruski reveals how the virtual reality arcade has added a dash of innovation and fun to Canadian franchising

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FRANCHISE FUN The world around us is changing every day and so are the video games we play. Gone are the days where players were only able to see their characters on a TV screen; now they’re able to be transported directly into the game! Ctrl V is the world’s first and largest virtual reality arcade franchise that offers virtual games, experiences, puzzles, and a variety of other content for players looking to experience gaming on a whole new level. Robert Bruski, CFO, created the franchise alongside his friends and colleagues, Ryan Brooks, CEO, and James Elligson, COO. “Ctrl V is on a mission to make virtual reality accessible to everyone,” says Bruski about the franchise that emerged in 2016 and was hit by the COVID-19 pandemic four years later. “Despite the pandemic, Ctrl V has been able to endure through tough times and is on a path to meet milestones in expansion across Canada and the U.S. Nothing’s going to stop us!” Here, Bruski shares his most enjoyable activity that keeps his head above the clouds, his goal of kayaking in emerald waters throughout Asia, how he dipped his toes into the acting world, and the business tycoon who’s inspired him the most. The self-described charismatic, thoughtful, and driven CFO also offers his top advice on how to be a successful franchisee and the key to being a good franchisor in an innovative industry. The most interesting thing I’ve done recently is… Obtain representation in the acting world.

One of the most enjoyable things to do is… Ski above the clouds.

The most positive influence on my life as a person is… My parents and my sister.

In its best form, work is… Not work at all, but instead, a passion.

The hardest thing for me to do is… Disconnect once I’m plugged in and passionate.

The key to success is… Hard work.

A good franchisee… Is one who is passionate about the brand, community focused, and exhibits grit and moxie with a clear and positive mindset. A good franchisor… Is always concerned about their franchisees’ success above all else. My top advice for prospective franchisees is… Make sure you can see yourself doing this for decades, even if you don’t end up doing it that long. My top advice for new franchisors is… To hire a franchise coach before you do anything else. The most important thing in life is… Family and faith.

My favourite drink is… Gin martini, dirty and wet, with three olives. Or any kind of whiskey. If I could change one thing… It would be the length of the Canadian summer. If I could meet anyone… It would be Ari Gold from Entourage.

I’d like my friends to describe me as… A good man. The accomplishment I look forward to the most is… Building a successful company. My personal motto is… Go big or go home. One necessary item on my life’s “to do” list is… Kayaking in Ha Long Bay, Vietnam.

The person who has had the most positive influence on me as a businessperson is… Warren Buffett. Canadian franchising is… The best in the world. My franchise system began because… We saw a need to help people become entrepreneurs in an incredible and innovative industry.

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Q A

ASK A LEGAL EXPERT What do franchisees need to know about cybersecurity and data protection risk mitigation? CYBERSECURITY RISKS HAVE INCREASED in a variety of industries due to the diffuse, remote working conditions introduced by COVID-19 that have added additional security concerns that did not previously exist. Additional IT endpoints without sufficient security oversight have permitted an increased number of cybersecurity incidents to occur. Franchised businesses, which were already vulnerable to cybersecurity incidents due to their own inherently diffuse nature, have proven to be no exception to this trend. Franchisees must be aware of their cybersecurity and data protection risks to maintain compliance with their franchise agreements and to decrease their potential liability for providing access to the franchise system’s larger IT infrastructure in the event of a cybersecurity breach. Sources of cybersecurity and data protection compliance requirements Cybersecurity and data protection compliance requirements for franchisees are mandated by two equally important sources: legislatively, as provided under the Personal Information Protection and Electronic Documents Act, S.C. 2000, c. 5 (“PIPEDA”), and contractually, pursuant to the confidentiality and/or data protection provisions of their applicable franchise agreement. Section 7 of PIPEDA requires a business that receives, processes, or uses personally identifiable information to use commercially reasonable methods to safeguard such data from loss, theft, or unauthorized use in a manner that is commensurate to its sensitivity. However, PIPEDA does not prescribe the safeguards required to comply with the business’ mandate to protect the personally identifiable information. Similarly, in most instances the confidentiality and/ or data protection provisions that are contained in a franchise agreement do not specify the safeguards that are required, only stating that “commercially reasonable measures” must be used by the franchisee. Significant ambiguity occurs where a franchisee must determine whether their systems are providing adequate protection to meet their legislative and contractual commitments. Despite this, there are several solutions that can be used to enhance a franchisee’s cybersecurity infrastructure in a cost-effective manner.

time or expense. By ensuring that a login attempt is verified through a secondary device, possession of the principal device is confirmed, and hackers can be prevented from accessing the IT system even if they have a single, stolen password. Password policies Complicated password policies are a simple, free, and effective way of adding additional security measures to an IT system. By mandating that passwords are sufficiently complicated (for instance, a minimum of eight characters including lowercase letters, uppercase letters, numbers, and special characters), coupled with a maximum number of login attempts prior to locking a user account, brute force attempts to guess passwords can be effectively thwarted. In addition, a reasonable schedule for updating passwords should be instituted to complement the password complexity policy. The password reconfiguration schedule should balance the need to update stale passwords with the need for employees to remember the updated password without writing it down or forgetting it. Data protection agreements Often, franchisees can be lured into entering contracts for IT services by the lowest bidder. The lowest price for ostensibly similar services can often be a wise business decision. However, significant care must be taken when using IT service providers and the back-end services they provide for cybersecurity and data protection. The lowest prices for IT services are routinely given by contractors without the highest level of sophistication in cybersecurity. It is also common to see low-cost IT service providers impose the responsibility of remediating data breaches onto the client. It is very important to have any IT service contract reviewed by a lawyer with experience in both franchising and IT to ensure that a data protection provision is included. It also ensures the franchisee is not unintentionally underwriting the risk of cyber breaches for their IT service provider or the whole franchise system.

Two-factor authentication Two-factor authentication is one of the simplest ways to safeguard IT systems. It can be easily enabled through many operating systems without investing significant

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Andrew Johnson, Lawyer (Franchise, Technology, and Privacy Law) McKenzie Lake Lawyers LLP andrew.johnson@mckenzielake.com

ASK A LEGAL EXPERT Cybersecurity insurance Cybersecurity insurance is an increasingly affordable product. It can assist the policy holder in remediating data breaches, offsetting business disruption costs, and completing regular privacy audits. Many cybersecurity insurers will also provide clients with free training materials for employees that address emerging threats in a timely manner. Cybersecurity insurance products should be negotiated by a knowledgeable insurance broker to ensure that current risks are specifically insured against. This is particularly important for franchisees

Q A

due to the insurance obligations that are routinely imposed by their franchisors. While complying with cybersecurity and data protection requirements can seem overwhelming, there are several simple steps that can be leveraged to enhance your cybersecurity environment, including those outlined above. Experienced counsel can also assist with additional strategies and a determination of what your business needs to be compliant with the legislation and its applicable franchise agreement.

ASK A FRANCHISE EXPERT

How do I determine if a franchise location is right for me? WHEN IT’S TIME TO SELECT A SITE for your new franchise location, the journey to owning a business suddenly becomes very real! Picking a great spot for your business has always been touted as one of the most important decisions franchisees make. That is more true now than ever before, as the retail environment remains uncertain and customer behaviours continue to evolve. For established franchise businesses with hundreds to thousands of existing locations, you can expect to receive ample support from the franchisor when it comes to site selection. You should take advantage of the resources, as these businesses have years of experience in spotting the right locations. They likely have a calculated, proven formula for success to put in the context of your unique concept and what kind of market it might thrive in. Regardless of the level of support you anticipate, there are several tried-and-true tenets to follow and intimately understand. Real estate site criteria Looking at a brick-and-mortar site can offer a lot of clear tells as to whether or not it will be right for your concept. For most brands, considering what kind of visibility the space has, the frontage, the accessibility, parking spaces, and signage will all be important. There are also secondary criteria depending on your industry, such as if you need a loading dock, a drive-thru, and so on. A creative approach to leasing Beyond what’s visibly evident about the real estate, you should understand what kind of creative leasing solutions you might be able to collaborate on with the land-

lord. Throughout 2020 and into 2021, countless retailers have had to shift the delivery mode of their products from purely in-store to alternative means such as curbside pickup or taking over sidewalks. For example, if you’re a restaurant, would there be an opportunity to extend your outdoor seating area into the parking lot? Long-term growth dynamics A new franchisee’s goal is to have a sustainably viable business for years to come. That means when you consider a location, you need to think about what the location might look like in the present day, as well as three, five, or 10 years from now. Are there nearby developments that will be put into place that can boost potential market size? What is the schedule of those developments and will construction impact sales once you’ve begun operating? Trade area shopper behaviour and profiles Other “invisible” characteristics to understand when picking a location are the behaviours, personality, and demographics of a market. Are the people residing nearby a more mature population, students, or young (continued on page 87) Sarah Steiner Chief Product Officer PiinPoint sarah@piinpoint.com

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FRANCHISE TUTORIAL

TUTORIAL 23: THE FUNDAMENTALS OF FRANCHISING

INTRODUCTION TO DISPUTE RESOLUTION DESPITE BEST EFFORTS, there may come a time during a franchise partnership where a franchisee and franchisor disagree. This is a reality in any relationship. Maybe you disagree with how national advertising dollars are being spent, or think new menu items being introduced will not sell well in your market. Many franchisors have a franchisee advisory council where issues can be dealt with as a group. Another approach is to simply talk to the franchisor. Many issues can be resolved by open communication between the parties with mutual respect for each other’s viewpoint. Set up a face-to-face meeting and present your case, but at the same time keep an open mind and listen. You may not have heard the research and logic behind the decision. Similarly, the franchisor may not have fully taken into account the franchisees’ firsthand experience. If agreement still cannot be reached, there are options. The Canadian Franchise Association (CFA) has an Ombudsman program, a free program available to all franchisees and franchisors in Canada. The Ombudsman will listen to one or both sides and try to facilitate communication. All discussions are completely confidential and done informally by phone. Contact the CFA Ombudsman at 866-443-8255. A franchise agreement will typically address dispute resolution. The agreement may make reference to both parties being required to go to mediation to resolve differences. Mediation is an effective way to resolve disputes that’s quicker and often less costly than going to court. The costs of mediation are shared by both the franchisee and franchisor and will vary depending upon the complexity of the disagreement. The process is formal and involves both parties meeting face-to-face with a neutral third party facilitating discussions to reach an acceptable agreement. Mediation is voluntary and nonbinding. It’s important to find a neutral mediator that both the franchisee and franchisor agree upon. If an agreement can’t be reached through mediation, then arbitration becomes the next step to resolving the differences. Whereas mediation is non-binding, arbitration is binding and may result in a decision that’s not acceptable to one party. It’s a quicker and more efficient process than going through the courts and often less costly. By going to arbitration, the parties agree to give up their rights to pursue the dispute in court.

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The arbitration must be agreed to by both parties. The arbitrator is ideally someone who understands law and franchising, often a lawyer or judge. The franchisee and franchisor typically must agree on an arbitrator. If an agreement can’t be reached, then often the franchisee and franchisor will each pick an arbitrator and the two arbitrators then pick a third. The arbitration process is then conducted before a panel of three arbitrators. This will result in the costs, shared equally by the franchisee and franchisor, being as much as three times more as that of a single arbitrator. The arbitrator(s) listen to both sides and review all evidence. This may take several days or several weeks. Once all material is reviewed, the arbitrator(s) deliberate before making a final decision. The entire process may take several months. The last method of dispute resolution is going to court. In some cases, this may be the only way to find a solution, although it’s the most costly and can take years to resolve. This method is one that both franchisees and franchisors should look to as a last resort. Disputes are often a part of any long-term relationship. Good franchisors are sensitive to individual circumstances but make decisions for the system as a whole. Communication and discussions often resolve many issues. If not, it’s prudent to understand the resolution alternatives.

Watch the Franchise Tutorials video on Dispute Resolution

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FRANCHISE TUTORIAL

TUTORIAL 24: THE FUNDAMENTALS OF FRANCHISING

INTRODUCTION TO TERMINATION, TRANSFERS, AND ASSIGNMENTS AT SOME POINT DURING THE FRANCHISE relationship, there may come a time where a decision is made to bring the franchise partnership to an end. The franchise licence term may simply come to an end and you may decide not to renew, or there could be other reasons why an end of the franchise agreement would take place. All franchise agreements make reference to defaults. This is where you’re in breach of the franchise agreement. The franchise agreement has obligations that you must meet, and failing to meet these obligations will cause financial loss to the franchisor or cause damage to the franchise brand. Some defaults can be corrected or “cured.” Examples would be non-payment of royalties or fees, noncompliance with standards, or failing to submit reports and financial statements. In these cases, the franchisor will give you a reasonable amount of time to cure these defaults, usually 14 days. If you need more time due to unusual circumstances, let the franchisor know and they will often grant extensions. If you still fail to cure the default, then the franchisor has the right to terminate the agreement. Through your actions, you will decide whether or not the agreement comes to an end. There will be some instances where the franchisor has the right to terminate the franchise agreement without notice due to your actions. It may be that you have charged a security interest or sold the business without the franchisor’s permission, intentionally provided false or misrepresented financial statements, or you have given away confidential information. It may be that your company has gone bankrupt, into receivership, or simply been abandoned. These circumstances all reflect a failing business. It’s important to remember that a good franchise system will usually minimize your risk, but doesn’t make you immune. The nature of business is that there will always be a chance that the business will fail for a variety of reasons. Ideally, you and the franchisor have been communicating and dealing with the shortfalls of the business long before it gets to this stage. Know that, in the event that the business is failing, you have choices. One is to sell the business and transfer or assign the franchise licence agreement to a new franchisee. This is a far better choice than letting the business fail, as it allows you to recoup some, if not all, of your investment. You may also choose to transfer the

franchise agreement because the business is doing well and you wish to recoup a return on your investment. You may want to retire, there may be a partnership breakup, or you’ve simply decided you want to do something else. Understand that a franchise isn’t a life sentence. Although the term of the franchise agreement may say 10 years, you may choose to sell your business and get out sooner. When selling your business and assigning the franchise licence, be sure to check with the franchisor to see if they have a resale program. They may be working with qualified buyers who have an interest in your location. A transfer involves several requirements. The franchisor will want to approve any advertising that you do for the business sale. The franchisor must approve the new franchisee, all royalties and fees must be paid, and the franchise must be in good standing. There will typically be a transfer fee to pay to the franchisor, often a percentage of the current franchise agreement and, in some cases, a percentage of the total business sale price. The transfer fee will typically be used to cover the franchisor’s administration and training costs to facilitate the transfer to the new franchisee. Note, in many franchise agreements, there will be a clause where the franchisor has the right of first refusal and may choose to match the purchase price and buy the business themselves. There are several unique circumstances where a change in ownership takes place. In some cases, you may decide to assign shares to potential investors or even key employees. The franchisor will typically want to approve the new shareholders if it’s a substantial share transfer and will definitely need to approve the assignment of shares if it changes controlling interest in the company. There may be circumstances where you transfer shares to family members. Often franchisors will allow this to take place without a transfer fee. There may be the harsh reality of death or permanent disability. The franchise agreement will often contemplate these situations with terms allowing the estate a reasonable amount of time to transfer the franchise to a new franchisee and recoup the investment. During this time, the business must continue to operate and the franchisor will often step in and manage or arrange the management of the business for a fee. (continued on page 81)

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FIND YOUR FRANCHISE AT FRANCHISE.ORG

Unleash your potential as a franchise business owner. At the International Franchise Association’s website, franchise.org, you can search, select and compare thousands of franchise businesses by industry, investment level and keywords. Check it out today and be in business for yourself, but not by yourself.

FRANCHISE TUTORIAL (continued from page 79) When the franchise is terminated, you’ll be required to immediately cease doing business under the brand. You’ll be required to return the confidential operation manuals and pay all outstanding fees and payments to the franchisor. In some cases, this may include future royalties that the franchisor would have earned if the franchised location had continued. Typically, you won’t be able to operate a competing business within a defined geographical area for a specified period of time. Franchise relationships will come to an end for a variety of reasons. In many cases, it’s you and your actions that’ll dictate if it will happen and how. In other

circumstances, it’ll be events outside of your control. When it’s time to bring the franchise relationship to an end, review your franchise agreement to have a full understanding of what the terms and conditions are for your agreement in these various scenarios. This will allow you to maximize your return on investment, or alternatively, minimize your loss. Watch the Franchise Tutorials video on Termination, Transfers, and Assignments

STUDY QUESTIONS TUTORIAL 23

TUTORIAL 24

1. The first method of dispute resolution a franchisee or franchisor should explore is: a) Mediation b) An open discussion c) Legal proceedings

1. A default is: a) When a franchisee is in breach of a franchise agreement b) Something that all franchise agreements make reference to c) Both a) and b)

3. Mediation is a non-binding process, while the results of arbitration are binding. True or False? a) True b) False 4. Going to court is the fastest and cheapest way to resolve franchisee-franchisor disputes. a) True b) False

2. When selling your business and transferring the licence to a new franchisee: a) You should advertise and conduct the sale without notifying the franchisor b) You must allow the franchisor to approve the new franchisee c) You will never pay a transfer fee 3. If your franchise agreement is terminated, you can open a competing business next door right away. True or False? a) True b) False 4. Franchise relationships can come to an end for a variety of reasons. True or False? a) True b) False

Answer Key: 1) c 2) b 3) b 4) a

2. The costs involved in mediation, arbitration, or a court case are paid for by: a) The franchisee b) The franchisor c) Splitting the cost equally between the franchisee and franchisor

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Answer Key: 1) b 2) c 3) a 4) b

MARKETPLACE

Wellness is a lifestyle. Live Better. Achieve Wellness Spa provides a wide variety of services and products to help guests relax, feel healthier and be more in tune with their surroundings. We offer traditional spa treatments such as pedicures, manicures, massages, facials, body wraps and scrubs as well as medical spa services such as chemical peels, radiofrequency body contouring, laser hair removal and laser photofacials.We also provide popular medical treatments such as physical therapy, acupuncture and naturopathic medicine. Benefits of Owning an Achieve Wellness Spa Franchise 1. Help spread health and wellness through a proven model and concept 2. Join a rapidly growing billion-dollar industry 3. Get access to multiple revenue streams 4. Detailed systems and operations manuals and all the necessary intake forms, booking software and technology partners 5. Retail and equipment distributors discounts varying from 8-40% off of wholesale 6. Partnership with lenders for financial support 7. On-going best in class training Invest in Wellbeing. Contact Us Today. info@acheivewellnessspa.com • 780-750-3391 achievewellnessspa.com 206-112 Riverstone Ridge, Fort McMurray AB T9K 1S6

Helping you do more business is our business. When you accept American Express® Cards, you gain access to higher spending customers and a greater number of business clients. We also help franchisees grow through business solutions that include cash flow management, providing working capital opportunities and lucrative rewards. Contact us to find out more about how we can help your Franchise grow. CFA Member Since: 2017 Web: www.amex.ca/canadianfranchiseassociation Email: franchisesolutions@aexp.com

Conveniently Smart, Conveniently Simple. Automation and self-service are reshaping the grocery shopping experience. Aisle 24 franchises offer you the opportunity to harness these powerful trends to deliver an innovative twist on the corner store. Aisle 24 stores – cashier-less, small footprint grocery markets catering to last-minute shopping – serve the booming Canadian residential property market. We provide condos, apartments, townhouse complexes, campus residences, and other shared living communities with a high-value amenity for tenants. Franchise units in Canada: 22 Corporate units in Canada: 5 In business since: 2016 Franchising since: 2019 Franchise fee: $25K-$30K Start-up capital required: $60K-$80K Investment required: $120K-$220K Training: Yes Available territories: BC, AB, SK, MB, ON, NB, PE, NS, NL, QC CFA member since: 2019 Phone: (647) 932-1037 Web: www.aisle24.ca Email: franchising@aisle24.ca Contact: John Douang, Co-Founder & CEO

BDO CANADA LLP People helping people achieve their dreams BDO understands that the changing business landscape and shifting market trends means that traditional franchise business models may be jeopardized. Our experts help franchisors and franchisees devise plans to implement key business and financial strategies to deal with these issues. From compliance such as FDD reporting, domestic and international tax strategies and risk management, to cloud accounting, financing, M&A and strategic growth services, we can help you accomplish your goals. Contact: Lyn Little, CPA, CA, Partner, National Franchise Leader Email: llittle@bdo.ca Phone: (905) 633-4942, (888) 236-2383 Web: www.bdo.ca

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MARKETPLACE

Big Frog is more than a business; it’s a lifestyle! Big Frog Custom T-Shirts & More® is a franchise concept specializing in custom decorated apparel with more than 88 locations opened or in development in the U.S. Big Frog’s goal is to become the world leader in the $20 billion garment decorating industry. Using high tech direct-to-garment printing, it is the only chain or franchise of its kind. Big Frog has a strong history of success and wonderful validation from its franchise owners. This exciting opportunity is now available in Canada! Franchise Units in the US: 88 Business Since: 2006 Franchising Since: 2008 Franchise Fee: $49.5K Investment: $190K+ Training: Training manuals, online courses, 1 week in Florida, 1 week onsite at your store Available territories: AB, BC, MB, NB, NL, NS, NT, NU, ON, SK, YT, US Address: 13083 – 156 Street NW, Edmonton, AB T5V 0A2 Phone: (587) 525-8000 Web: bigfrog.ca Email: info@bigfrog.ca Contact: Tom Suggitt, CEO

We are a world-class franchisor with a commitment to quality, having more than 7,100 stores in more than 29 countries. DQ Grill & Chill® offers a variety of soft-serve treats along with a full line of hamburgers, hotdogs, chicken and salads. As an ongoing expansion program, we are presently accepting applications for DQ® franchises across Canada. Candidates must have business acumen, superior people skills and desire to work with a proven franchise system. A DQ Grill & Chill® has a total investment of approximately $800,000 - $1,200,000 or more. The candidate must have a minimum of $400,000 cash available. A DQ® Treat location can be in major shopping malls or as a free-standing unit. The total investment for a retail store is between $300,000 $500,000 and up to $800,000 for a free-standing unit. Applicants must have a minimum of 40% project cost in cash to invest. www.dq.ca Contact: Tammie Verna at tammie.verna@idq.com or 905.637.4741

WORLD’S MOST SUCCESSFUL BAKERY FRANCHISE • A trusted brand – Nearly 700 locations worldwide and 35+ years’ experience franchising • A robust model – COBS Bread is built on providing exceptional product, 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 – COBS Bread operates with honesty and transparency • No initial franchising fee for new bakeries • Flexible financing options Awards 2015 Recipient CFA Award of Excellence in Franchising, Silver Award Winner 2010 & 2012 Recipient CFA Award of Excellence in Franchising, Bronze Award Winner 2011–2020 Recipient CFA Franchisees’ Choice Designation Contact the COBS Bread Franchising Team E franchise@cobsbread.com P 1 866 838 COBS (2627) W www.cobsbread.com/franchising

Dogtopia brings a new level of sophistication and transparency to the thriving pet care market, offering a variety of services to dog owners including dog daycare, boarding and spa treatments in a modern and caring environment. Dogtopia is rapidly expanding its presence in Canada. Be part of the booming Canadian Pet industry and enjoy being in business for your self, not by yourself. Our company has been in business since 2002, and has established systems to open and support more than 100 locations in North America. Currently there are 19 stores open or under development across all major markets Canada. Franchise Fee: $49.5K Investment Required: $550K-$1.2M Available Territories: US, All of Canada Visit our website for more information: www.dogtopia.com/franchising-ca

Franchise Canada May | June 2021 83

MARKETPLACE

Shuttle Services Driverseat is an award-winning system, specializing in transportation solutions. Our franchise partners provide shuttle services through their team of Chauffeurs while they work on business development in their community. Driverseat franchise locations offer transportation to airports, for wine / craft brewery tours, medical transort and weddings in mid-sized commercial shuttle vehicles. • Total capital required - $42K to $68K • $20K – $30K franchise fee (include in the total capital required) • $6 billion industry • Home based • No need for inventory • No capital real estate leases • Comprehensive training program • Award winning support • Innovative technology platform • Canadian owned and operated

Contact

NOVUS Glass is part of Canada’s largest automotive aftermarket services network with over 75 points of service nationwide. As a longstanding trusted brand, NOVUS customers have come to rely on the experts for their windshield repair and replacement needs. With their Repair First, Replace When Necessary ® commitment, NOVUS Glass can repair more windshields with greater optical clarity and structural integrity than any other system in the industry and guarantees repairs for the life of the windshield. With over 1,300 points of service worldwide, NOVUS continues to lead the industry in glass repair and replacement. Contact us today info@novusglass.com ProColor Collision joined Fix Network, a global leader in the automotive aftermarket services sector, in 2019. Its mission is to offer an outstanding customer experience across its vast network of state-of-the-art facilities. ProColor was launched in 2001 with the goal to offer quality repairs, meticulous customer service and a relationship of trust with insurance companies. With 175 locations in Canada and growing, ProColor Collision is fast becoming the collision repair network of choice.

• 1-855-DRIVE-90 • franchise@driverseatinc.com • www.driverseatinc.com

Learn about franchise opportunities franchise@procolorcollision.com

Little Kids Daycare began in 2002 and has grown into an awardwinning childcare center with multiple locations. Founder, Debbie, has a diverse background in working with children & families, which has allowed her to implement an enriching curriculum & foster a nurturing environment. Debbie has become a mentor within her community, facilitating & speaking at conferences. She has found it rewarding to help others launch their own childcare centers and wants to continue to share this with others.

2020 will be a year to remember for us all! For M&M, it marks 40 years of helping Canadians put delicious meals on the table which has never been more relevant than during the recent crisis. We are extremely proud of our front line Franchise Partners, Managers and Meal Advisors who have stepped up to the table to support their customers and communities showing that while much has changed with M&M, our commitment to our customers has not! New name, new award winning design/concept offering our customers the confidence they can shop in a clean, convenient, welcoming environment. We’ve proudly met our food promise with all of our products free of artificial colours, artificial flavours, and artificial sweeteners. No other national grocery retailer can currently say that! We offer easy-to-prepare, top quality, innovative options for those looking for something different for dinner, be it our individual Premium Single Serves in their revolutionary packaging or quick to prepare skillets to feed the entire family. Our new M&M APP makes shopping online and redeeming M&M Rewards convenient as well offering delivery in most regions and now in response to the COVID crisis we have curbside pick up available! Reach out today to find out about the opportunities we have nationally where you can be your community’s M&M brand ambassador!

In business since: 2002 Franchising since: 2020 Franchise fee: $70K Start-up capital required: $250K-$350K Investment required: $750K-$1M Training: 2 weeks Available territories: ON CFA member since: 2021 Phone: (888) 992-0595 Web: www.littlekidsdaycare.com Email: christina@littlekidsdaycare.com Contact: Christina Payne, Franchise Consultant

For more information, visit our website at www.mmfoodmarket.com/en/franchising or call us at 1-800-461-0171.

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MARKETPLACE

THIS IS NO TIME FOR SECOND BEST – YOUR SUCCESS BEGINS WITH OUR TEAM • Paul Davis Restoration provides emergency mitigation, construction and contents cleaning services to homes and businesses affected by water, fire, wind and environmental damage • Leader in the $6 Billion Canadian Property Restoration industry for over 30 years • Powerful, recognizable brand supported by national television advertising campaign, a proven franchise system and an experienced management team • As an ESSENTIAL business, that is both COVID-proof and recession-resistant • Over 60 locally owned and operated franchises across 10 Canadian provinces and over 300 across North America • Our Vision: To provide extraordinary care while serving people in their time of need For franchise information contact: Dan Hopkins, Direct of Franchise Development 416-299-8890 ext 118 Daniel.hopkins@pauldavis.com

Join The Future of Real Estate The Internet has transformed everything we do. It allows visionary companies to move faster and make things happen for less money. That’s why you don’t see many ads for video store or travel agent franchises in this magazine like you once did. If you’ve often thought that the real estate industry is also ripe for major transformation, then it’s time to join the club. At PropertyGuys.com we leverage people and technology in a way that makes real estate better. Our national network of over 100 franchise owners enjoy being on the cutting edge of innovation, have exclusive territories and represent a real estate platform that creates raving fans. While we’re already in over 600+ communities coast-to-coast, we’re not done growing. This could be your chance to be part of something amazing. If you want to learn more about how you can own a piece of the Future of Real Estate please let us know by email to opportunities@propertyguys.com, phone 1-844-333-7017 or by visiting info.propertyguys.com/cfa.

Grab Your Slice of Life! Pizza Pizza began in December 1967 in a 300 square foot store in Toronto at the corner of Wellesley and Parliament Street. Since then we became the biggest pizza chain in the country. Our success stems from our customer focus. Our commitments to freshness, quality, and innovation have led us to the top of the pile in the pizza industry. Pizza Pizza delivers on its goals time and time again as we strive to make the best pizzas around at reasonable prices. Moving forward, we will continue to hold our leading position through community involvement and environmental stewardship. Consider what Canada’s most successful pizza chain has to offer you: • A commitment to quality, • Comprehensive training freshness, customer • Site selection, lease satisfaction and innovation negotiation and professional • Superior marketing and architectural design promotional support • Knowledgeable support staff • State-of-the-art technology • Administrative systems • Ongoing professional • We supply the ingredients development • Be your own boss! Franchising information: franchisinginfo@pizzapizza.ca www.pizzapizza.ca/franchising

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 345 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. Visit us at theupsstore.ca. We Print, Ship & More! Locations, North America: Over 5000 Locations in Canada: Over 345 Minimum cash investment: $100,000 Total cash investment: $174,000 to $198,500 plus working capital. For more information on The UPS Store opportunity, call 1-800-661-6232 or visit www.theupsstore.ca.

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WHAT’S NEXT

DON’T MISS OUR JULY/AUGUST 2021 ISSUE! The Health & Wellness Issue After the past unexpectedly challenging year, it’s vital that all Canadians have access to the resources and support to keep their physical and mental health in tip-top shape. The July/August 2021 issue of Franchise Canada spotlights a variety of franchises across the country that provide services in the health and wellness industry. In the cover story, we feature health and wellness franchises that deliver an array of healthy services and lifestyle coaching. Throughout the rest of the issue, we also highlight franchises that specialize in fitness, beauty, and healthy food to keep Canadians looking good on the outside and feeling good on the inside. This summer issue explores franchises that provide children’s products and services to the many growing families across Canada. We also feature a special focus on the winners of the Canadian Franchise Association (CFA) awards program that are recognized for their strong relationships with their franchisees and dedication to franchising. Check out the July/August issue for this content and more, including franchisee success stories and expert advice from franchise professionals!

WATCH FOR THESE INSPIRING FEATURES IN OUR JULY/AUGUST 2021 ISSUE:* HEALTH & WELLNESS FRANCHISES: Franchise Canada highlights health & wellness franchises that offer lifestyle coaching, supervised exercise, and massage services to the many individuals who’ve experience heightened stress and anxiety over the past year. This is a key sector for prospective franchisees to consider as they explore entrepreneurial options that make a real difference in their community. FITNESS FRANCHISES: It seems like staying in shape will never go out of style, which is why we spotlight fitness franchises across that country that provide specialized workout classes, kickboxing, yoga, and programs designed specifically for women. BEAUTY FRANCHISES: As Canadians anticipate seeing more of their friends and family following our return to the “new normal,” and look to practice self-care, they may turn to beauty franchises that offer services such as waxing and laser hair removal, lash extensions, retail beauty supplies, and more.

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HEALTHY FOOD FRANCHISES: Part of taking care of our well-being includes nourishing our bodies with good food. The quick service restaurants we explore provide healthy meals, juices, and snacks to help Canadians access nutritious options outside the home.

PLUS, A SPECIAL FRANCHISE FOCUS ON THE WINNERS OF THE CANADIAN FRANCHISE ASSOCIATION AWARDS PROGRAM!

CHILDREN’S PRODUCTS & SERVICES ACROSS CANADA: The demographic of Canadian children is quickly rising, and so are their needs for products and services. We examine franchises across Canada that offer daycare and education programs, haircuts, nutritional meals, and many more unique services for growing families.

• Industry News • Show Me the Money • Franchise Tutorials • Leadership Profile • Giving Back • Home-Grown & Locally Owned • Ask the Experts • Day in the Life • The First Year • Franchise Fun

HOW TO STAY HEALTHY AS A BUSINESS OWNER: As we look to recover economically from the COVID-19 pandemic, it’s vital for small business owners to also recover from the mental and physical impacts of the past year. We feature tips and advice for how Canadians can stay healthy as business owners throughout any challenges that get thrown their way.

www.cfa.ca | www.FranchiseCanada.Online

IN EVERY ISSUE:

*Editorial subject to change

ADVERTISERS’ INDEX Achieve Wellness Spa.. ................................. 30 www.achievewellnessspa.com

Dairy Queen Canada.. ................................... 23 www.dq.ca

NOVUS Glass.......................................................... 40 www.novusglass.com

Aisle24.............................................................................31 www.aisle24.ca

Dogtopia.................................................................... 54 www.dogtopia.com/franchising-ca

Paul Davis Restoration................................ 32 www.pauldavisbusiness.ca

American Express.. ............................................... 3 www.americanexpress.ca/ canadianfranchiseassociation

Driverseat..................................................................... 7 www.driverseatinc.com/franchise

Pizza Pizza................................................................. 33 www.pizzapizza.ca/franchising

BDO................................................................................... 14 www.bdo.ca

International Franchise Association .............................................................................................. 80 www.franchise.org

ProColor Collision..............................................42 www.procolorcollision.com

Big Frog Canada.. ................................................ 11 www.bigfrog.ca

Little Kids Daycare Center.. .................... 53 www.littlekidsdaycare.com

COBS Bread............................................................ 48 COBSBread.com/franchise

M&M Food Market.. ................................................. .................................................. Inside Front Cover www.mmfoodmarket.com/en/ new-shopping-experience

PropertyGuys.com................................... 12-13 info.propertyguys.com/franchising-cfa The UPS Store......................................................... 22 www.theupsstore.ca

ASK A FRANCHISE EXPERT (continued from page 77)

of people travelling in this area to support your business?

families, etc.? What do they talk about? How do they spend their time? What are their interests? What kinds of products and experiences might they be seeking? By coming to understand these patterns, you must then assess whether your brand, product, and overall value is well-suited to meet the demands of the community.

Retail and experience landscape Pre-COVID-19 shopping undoubtedly had consumers looking to pursue one-stop shops and convenience-oriented trips. Now, that has become more and more important to consumers who are looking to reduce time spent in stores during the pandemic. Can your business be conveniently interacted with alongside another important trip? Beyond the impacts of COVID-19, understand who the co-tenants are to your proposed property, and what kinds of customers they attract with their brand, product, and value. For example, if you’re a fitness centre, are there health-oriented concepts nearby that will fuel your customers after their workout? This articulation of what anchoring concepts are good for your franchise is an extension of your customer profile and adds a new dimension to understanding who you serve.

Visitors and your digital trade area potential Keep in mind that your future customers will not just be the people who live in the neighbouring suburb. Depending on the market, you may see a fluctuation in daytime population, or a regular increase in evening trips being made to your location. If you’re offering local delivery for online transactions, consider how much larger your trade area has become and if your location is centrally accessible to your online customer base as well. Traffic and road access The road networks that connect to your location are important to understand because they ensure that it’s convenient for shoppers to come to your site. Do most of your customers drive in from a neighbouring suburb, but have their access cut off to your centre by a median or boulevard? If you expect a major condo development across a major roadway, can pedestrians easily cross the street to interact with you? Are there significant volumes

Competition The retail landscape also includes your competition. Be sure to understand what competing concepts are within a similar distance to your customers. With the rise in e-commerce and digital brands, keep in mind that based on who your customers are, your competition might be capturing your market digitally as well, without a physical presence.

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GIVING BACK

From Their Hearts to Your Home

Heart to Home Meals delivers meals to seniors while helping to feed local communities when they need it most BY STEFANIE UCCI AT HEART TO HOME MEALS, their mission is to deliver nutritious and delicious meals, soups, and desserts directly to seniors who choose to age at home. But nourishing seniors isn’t the only thing the franchise does to serve its communities. As a local food supplier, Heart to Home Meals actively donates to charitable programs and food banks to help those in need, and one meal goes a long way. “Our franchisees make local donations where they see fit and a number of them do that. Corporately, as food producers, most of what we do is around the donation of goods,” explains Nigel Richards, president of Heart to Home Meals Canada. For about a decade, Richards says that Heart to Home Meals has supported The Salvation Army when the organization had a need for donations. Throughout the COVID19 pandemic, the franchise has donated more than 16,000 meals to the organization. “The Salvation Army has been a cause that we’ve long supported because they run the homeless shelters and support the communities,” says Richards. “It was an extraordinary amount of food that we gave at Christmas, for them and for us. It was a very difficult holiday season for people who were food insecure. It was unusual in many ways, and there was a bigger need than in normal years, so we were happy to rise to that challenge.” Heart to Home Meals has also donated nearly 5,000 meals to the Daily Bread Food Bank in the Greater Toronto Area (GTA). “The Daily Bread Food Bank has been new to us [during the pandemic] but is a really

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good cause in supporting those who are food insecure in the GTA,” adds Richards. “We’re a broader, national business, but our food storage is in Toronto and therefore supporting locally for us as a manufacturer is the way to go.” Additionally, Heart to Home Meals makes a corporate donation to the Poppy Appeal each year, and many franchisees support a cause at their local Royal Canadian Legion. “We serve a lot of veterans with meals in our business so that’s very close to our values,” explains Richards. He also notes that the brand contributes meals to Alzheimer’s support, senior centres and organizations, and other food insecurity fundraisers that require donations. The pandemic has introduced changes to the Heart to Home Meals business structure, including the way drivers interact with and support customers. Richards explains that before COVID-19, delivery drivers would bring boxes of meals into customers’ homes and sometimes be asked to put it into their freezers. Now, the brand delivers two to three weeks’ worth of meals at a time to eliminate trips. And with social distancing protocols, drivers can only leave the boxes outside of homes, with customers placing stools on their front porch so the packaged goods don’t go directly on the ground. Drivers, however, still try to maintain socially distant contact with customers by waving and saying “hi” through the window. Additionally, the brand switched its contact primarily to telephone, so customer service operators do more outreach to customers by phone, which Richards notes is the main con-

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versation of the day for some seniors and is an important support tool. “Extraordinary times needed an extraordinary response,” Richards says about Heart to Home Meals’ charitable efforts during the pandemic. He adds that the reason the franchise and most charities do what they do for donations “isn’t because it’s a date in the calendar or because there’s a pandemic. It’s because there’s something going on every day and they need that support, and we’re happy to be investigating ways that we can do that.” As for future endeavours, Richards says the brand is “always looking for new ways to support causes,” especially those that fit its values and customer base. He notes that Heart to Home Meals is looking to announce a new charitable initiative shortly that sees the franchise participating in a more regular cause giving contribution to local communities. Heart to Home Meals recruits and awards franchises very carefully, says Richards, who notes the franchise network is currently at 18 locations across the country and will be at about 25 or 26 when it’s fully sold out. “We’re an aligned group and it’s important as we continue to award additional new franchises that we select people to be a Heart to Home franchisee [with the goal of] getting a strong return on investment, but also having sympathy and a real want to help seniors and to make a difference in their community.”

Learn more at LookforaFranchise.ca

Franchise Canada May/June 2021

Articles inside

MARKETPLACE

GIVING BACK

ASK THE EXPERTS

CFA CODE OF ETHICS