Franchise Canada May/June 2022 by Franchise Canada

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FOR MORE INFO, VISIT fuzzwaxbar.com/en/about/franchising/ MAY | JUNE 2022

Raising the Bar on Franchising Fuzz Wax Bar is making big moves in the beauty industry

Fuzz Wax Bar founders Jessie Frampton and Florence Gaven Rossavik

At Fuzz, we do one thing and one thing only – waxing! Fuzz franchises are for everyone — and serve every body. From humble beginnings to Canada’s #1 waxing destination, Fuzz is revolutionizing the billiondollar self-care industry — one service at a time. Success at a glance ✓ 16 + locations ✓ 700-1,200 members per location ✓ 96% Net Promoter Score Not just another franchise. Fuzz is a community that spans coast to coast. We look for franchise partners who embrace diversity and actively empower those around them. Fuzz is a place where diversity is celebrated and gender neutral services are the norm. We’re a wax bar that doesn’t waste. In fact, we’re Green Circle Salon certified which means that we recycle up to 95% of our waste. Find your place in the Fuzz community. Become a part of history and enjoy success with a Fuzz franchise. We’ll get you up and running quickly with our proven system, training, and ongoing support. For more information visit fuzzwaxbar.com/en/about/franchising/

BRANDS SUPPORTING KIDS AND FAMILIES

EDUCATION FRANCHISES ACROSS CANADA

SPECIAL FOCUS ON HEALTH AND BEAUTY MAY | JUNE 2022

A Canadian Franchise Association Publication / FranchiseCanada.Online

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FRANCHISING FOR

FURRY FAMILIES WHY PET FRANCHISES REIGN ESSENTIAL

Connect with the Leader in Home Services Franchising.

The Experts in Dryer Venting Services

Helping Franchise Owners Breathe Easier Lorem ipsum

Lawncare Can Lead to a Lifestyle of Freedom

An Industry Leader in Appliance Repair

Brush on a Brighter Future

A Franchise Built for Strong Entrepeneurs

Gain the foundation to begin your journey toward successful business ownership and a more flexible lifestyle.

Discover which of our franchise brands is right for you. Visit: go.nbly.com/CFA • Call today: 866-687-1106 This advertisement should not be construed as an offer to sell any franchises. The offer of a franchise can only be made through the delivery of a franchise disclosure document by or on behalf of one of the Neighborly brands 1010 N. University Parks Dr. Waco, TX 76707, 254-745-2444. In addition, certain states regulate the offer and sale of franchises. We will not offer you a franchise unless and until we have complied with applicable pre-sale registration and disclosure requirements in your state. The filing of an application for registration of an offering prospectus or the acceptance and filing thereof by the NY Department of Law as required by NY law does not constitute approval of the offering or the sale of such franchise by the NY Department of Law or the Attorney General of NY. Not all franchise brands are available in Canada.

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.

CONTENTS FRANCHISE

CANADA

Looking for a franchise? Discover

the best franchise business opportunities available now

Start a 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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MAY/JUNE 2022

17 COVER STORY

Franchising for Furry Families Why pet franchises reign essential

FEATURES

Resale Refresh A 101 primer on resales, including the pros and cons of buying a resale franchise versus a new location.

How to Spot a Franchise Rob Lancit of FranServe teaches how to tell if a business opportunity is a franchise.

Full STEAM ahead Discover the franchises devoted to Science, Technology, Engineering (newly introduced Arts) and Math for kids

Caring for Kids Four franchises that provide children’s products and services on running a business that supports families—including their smallest members

Franchises for Active Kids Explore five franchises offering activities for children to exercise and play

Franchising Shaping Future Minds Examine education franchises across Canada that equip students of all ages with the skills and knowledge to flourish

SPECIAL FRANCHISE FOCUS

Spreading Wellness Health, fitness, and beauty brands share secrets of success and happy, healthy customers

Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

Special Focus: Health & Beauty Why you should consider a franchise in these sectors!

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

DEPARTMENTS

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

NEXT GENERATION IN FRANCHISING Futuristic Franchising Ctrl V franchisee Joseph Balfour shares his journey into business ownership—and the world of virtual reality gaming

LEADERSHIP PROFILE World-class franchising KFC’s Catherine Tan-Gillespie on her impressive, continenthopping journey to leading the brand’s Canadian operation

A DAY IN THE LIFE Easy Fix Mike Williams takes us along on his routine managing three NOVUS Glass franchise locations

THE FIRST YEAR The Breakfast Club Eggsmart franchisee Naazir Zariwala explains how adaptability and dedication made the perfect recipe for multi-unit success

ICONIC BRAND Drive for Success Mr. Lube’s iconic journey began back in 1976 and has expanded to serve Canadians and their cars from coast to coast

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

FRANCHISE FUN No Signs of Slowing Down FASTSIGNS president and CEO Catherine Monson dives into how she’s helped propel the brand forward, her top advice for franchise leaders, and the importance of building a fulfilling career

FRANCHISE TUTORIAL Tutorials 11 & 12 This issue: • Intro to Inventory • Intro to Approved Suppliers

COLUMNS

10 CFA CODE OF ETHICS 12 INDUSTRY NEWS 84 ASK THE EXPERTS 90 MARKETPLACE 95 ADVERTISERS’ INDEX 96 GIVING BACK

CHECK OUT SEASON 6, NOW ONLINE!

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 more information about the franchises featured in this issue.

Franchise Canada

May | June 2022

PUBLISHER’S MESSAGE

FRANCHISES HELPING FAMILIES

n this May/June 2022 issue of Franchise Canada, we shine a spotlight on the great franchise brands across the country that offer services and products geared towards kids and pets. In the cover story, you’ll read about four pet service franchises that are helping Canadians take care of their furry family members—and why these businesses represent an exciting, growing industry. After all, a June 2021 survey found that roughly 900,000 Canadians who didn’t previously own a pet got one during the pandemic!* Children’s services have also proved to be pandemicresistant, as many of these businesses were deemed essential throughout COVID lockdowns. All of them provided support and relief in some way to parents and kids throughout the challenges of the past two years. Prospective franchisees interested in owning a business that helps families will be eager to look through this issue’s pages. You’ll find a feature on children’s services—from haircuts to lice removal and more—on page 47, a dive into franchises that help kids stay active with activities like sports, swimming, and theatre on page 53, and a rundown of educational franchises across Canada on page 58. We also highlight brands that are educating children on STEAM (Science, Technology, Engineering, Arts, and Math) subjects in creative and innovative ways on page 26. As we emerge from the pandemic, the importance of health—physical and mental—has become clear to Canadians. Turn to page 31 to find a Special Franchise Focus on health and beauty brands, and a feature highlighting four health, beauty, and fitness franchises that are helping Canadians take care of themselves on page 41. While you consider becoming a small business owner through franchising, it’s helpful to hear the wisdom and advice from experts in this industry. On page 24, you’ll learn how to discern if a business opportunity is a franchise or another type of agreement. This issue also takes you through the basics of franchise resales, including the pros and cons of buying a resale versus a new business (page 22). Franchise lawyers John Yiokaris and Anna Thompson-Amadei from Sotos LLP shares the ins and outs of leasing a franchise property directly from a landlord on page 84, and on page 85 RBC’s Graeme Greene does a deep dive into the importance of credit history when buying a franchise.

It can also be helpful for prospective franchisees to read about others’ successes. In this issue, you’ll find the story of franchisee Naazir Zariwala’s first year running his second Eggsmart location in Ontario (page 75), and how young entrepreneur Joseph Balfour is making waves in his community with his Ctrl V virtual arcade franchise (page 66). Franchises are independently owned local businesses that also have the support of a franchisor and are part of a trusted brand. This issue peeks behind the curtain of two of those iconic brands. You’ll read about how Mr. Lube grew into one of Canada’s largest automotive franchises while staying rooted in its communities on page 78. And on page 69, you’ll find a profile on Catherine Tan-Gillespie, president of KFC Canada, who shares how she leads her brand to success. With an issue packed cover to cover featuring rewarding franchise opportunities, we hope Franchise Canada can be your guide to fulfilling your franchising dreams. Be sure to continue your search on LookforaFranchise.ca, where you can search franchise opportunities by category, investment level, and more. Also make sure you’ve subscribed to Franchise Canada E-News and visit FranchiseCanada.Online for even more educational content on building your business, franchisee success stories, and inspiring podcasts with franchising experts. Whether helping to educate kids, taking care of pets, or helping Canadians look and feel their best, franchise owners are a valuable part of their local communities. I hope this issue inspires you to take your next step into joining the rewarding industry of franchising and helps you realize the dream of owning your own business.

Sherry McNeil President & CEO, Canadian Franchise Association

* Source: https://abacusdata.ca/pets-pandemic-canada/

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

At Eggsmart, we only use the highest quality breakfast ingredients to ensure our customers are making smart decisions every day. The proof is in the poaching or the scrambling, or however you take it because that’s how Eggsmart will make it. All the fixings, with none of the fuss. It’s time to get serious about simplicity and back to basics.

BE PART OF an emerging BREAKFAST PHENOMENON Eggsmart currently has over 45 locations and continues to focus on growth throughout Canada. At Eggsmart, we are dedicated to building strong franchise relationships with people who have a passion for the fresh food industry and a drive to succeed.

OFFERS

HANDS ON TRAINING & SUPPORT

INNOVATIVE MARKETING

MENU FEATURING LATEST CULINARY TRENDS

SHORTER OPERATING HOURS

ATTRACTIVE FOOD COST

ADVERTISING AND PROMOTION

Franchise Opportunities are currently available in Ontario, Alberta, Manitoba and SaskatchSaskatch ewan. Visit www.eggsmart.com for full details on becoming part of the Eggsmart family.

CFA BOARD OF DIRECTORS BOARD CHAIR David Druker*, The UPS Store PRESIDENT & CEO Sherry McNeil*, Canadian Franchise Association 1ST VICE CHAIR Ryan Picklyk, A&W Food Services of Canada Inc. PAST CHAIR Gerry Docherty*, Good Earth Coffeehouse SECRETARY & GENERAL COUNSEL

PUBLISHER

Canadian Franchise Association (CFA)

Larry Weinberg*, Cassels Brock & Blackwell LLP

VP, CONTENT & MARKETING Kenny Chan

TREASURER Lyn Little, BDO Canada LLP

EDITOR Lauren Huneault (on leave),

CHAIR, FRANCHISE SUPPORT SERVICES

Joelle Kidd (interim)

Kirk Allen, Reshift Media

GRAPHIC DESIGNER Andrea Lee

CHAIR, LEGAL & LEGISLATIVE COMMITTEE

COORDINATOR, CONTENT & EDUCATION

Darrell Jarvis*, Fasken

Stefanie Ucci

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 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 *Executive Committee member

ADVERTISING SALES Om Mehta AD COORDINATOR Andrea Lee CONTRIBUTING WRITERS

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

Om Mehta omehta@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

We invite your comments, questions and suggestions. Please contact us at editor@cfa.ca or https://cfa.ca/ franchisecanada/franchise-canadamagazine/.

© 2022, Canadian Franchise Association. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher. Publications Mail Agreement No. 41043018

LAW FIRMS:

SHOWCASED FRANCHISES

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Legal Disclaimer The opinions or viewpoints expressed herein do not necessarily reflect those of the Canadian Franchise Association (CFA). Where materials and content were prepared by persons and/or entities other than the CFA, the 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.

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 contractual

default and grant the franchisee reasonable opportunity to remedy the default. 7. A franchisor and its franchisees should make reasonable efforts to resolve complaints, grievances and disputes with each other through fair and reasonable direct communication, and where reasonably appropriate under the circumstances, mediation or other alternative dispute resolution mechanisms. 8. A franchisor and a franchise support services member should encourage prospective franchisees to seek legal, financial and business advice prior to signing the franchise agreement. 9. A franchisor should encourage prospective franchisees to contact existing franchisees to gain a better understanding of the requirements and benefits of the franchise. 10. A franchisor should encourage open dialogue with franchisees through franchise advisory councils and other communication mechanisms. A franchisor should not prohibit a franchisee from forming, joining or participating in any franchisee association, or penalize a franchisee who does so. 11. A franchise support services member in providing products or services to a franchisor or franchisee should encourage the franchises to comply with the spirit of this Code of Ethics. A franchise support services member should not offer or provide products or services if legislative or professional qualification is required to do so unless the franchise support services member has such qualification.

LOOK FOR EXCELLENCE As you investigate the many franchise opportunities available to you, you will see a special logo featured in franchise literature, on franchising websites and in franchise tradeshow booths. This logo identifies franchise systems and franchise support services/suppliers as members of the Canadian Franchise Association (CFA). You should be on the lookout for this symbol when researching franchise systems or assembling a team of franchise support professionals to assist in your search. CFA encourages and promotes excellence in franchising in Canada and members of the Association voluntarily agree to follow the CFA’s Code of Ethics in pursuit of these goals. Start your search for your franchise dream with a CFA member. Visit LookforaFranchise.ca today.

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

THE UPS STORE

INDUSTRY NEWS

Your source for what’s happening in Canadian franchising Score Pizza Announces Multi-Unit East Coast Expansion Score Pizza announced in February its expansion into the East coast and confirmed development plans for at least three locations in Nova Scotia. This milestone is a major move for Score Pizza and part of its Canadawide expansion plans. “I’m excited for our new franchisees, who excel in business operations and also our new location will be female-led,” says Angelee Brown, director of franchise development at Score Pizza. “Going to the East is a natural move for Score Pizza as we were founded in Kingston, ON.” The first location is slated for Halifax, NS and will be opening in Summer 2022. “The work we’re doing to consistently innovate Score Pizza is paying off—we’re fielding upwards of 10 inquiries a day,” says Brown. “There’s no better time than right now to consider Score Pizza, as we’re in the fastest development in our history and we’ve expanded our team, support systems, and have a solid plan for growth for 2022 and beyond,” adds Score Pizza president, Joel Braunstein. Franchise Expert John DeHart Launches Franchise GrowthLab to Fuel Growth of Franchises More than 400 franchise brands launch each year in North America but only a handful grow to more than 100 units. Most don’t make it past 25. With the largest franchise industry in the world, North America has plenty of franchise start-ups, but it has a scale-up problem. Franchise expert John DeHart was tired of seeing so many franchise brands launch and stall. After selling his stake in one of

Canada’s most successful franchise brands, Nurse Next Door, DeHart is drawing on 20 years of franchise experience to create a franchise “lab” to help steer emerging franchisors past common sticking points to accelerate their growth. “The vast majority of franchises never grow past 10 locations. As the Past Chair of the Canadian Franchise Association, I watched for years as new franchise systems would launch, but never take off,” says DeHart. The stats in North American franchising are revealing. Two years after launching a franchise system, 65 per cent of franchisors have zero locations and 27 percent have only one to 10 locations. DeHart and his team are proud to have created products that even small franchisors can afford. “Even though we have one of the most experienced teams in franchising, we’re not too costly for the franchisors who need help the most,” says DeHart. “We’re in this for a larger purpose—we want to help scale the impact of franchise brands across North America and beyond.” Wendy’s Announces New Franchise Recruitment Initiative, “Own Your Opportunity” The Wendy’s Company has announced a new franchise recruitment initiative, Own Your Opportunity, that will create pathways for

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

entrepreneurs who want to grow with the Wendy’s® system through franchising. The initiative creates expanded restaurant ownership opportunities for all and supports the company’s goal of increasing restaurant ownership among underrepresented populations, specifically among women and people of colour. “To be the best Wendy’s we can be, we must make available opportunities for everyone who wants to grow with us,” says president and CEO, Todd Penegor. “The Wendy’s brand truly thrives when our system reflects the diversity of our customers and restaurant teams, and when our franchisees are highly engaged and growing together with us.” In 2021, Wendy’s announced new goals to advance the company’s corporate responsibility platform, Good Done Right. Included was a goal to increase the representation of underrepresented populations among company leadership and management, as well as the diversity of Wendy’s franchisees. Wendy’s believes that over time, the Own Your Opportunity initiative will help advance this goal by providing more pathways for all, including for diverse franchisees who want to join the Wendy’s family. “We believe that increasing diversity of thought and experience will bring new ideas and innovations to Wendy’s, which will help us continue to grow together for decades to come,” says Abigail Pringle, Wendy’s international president and chief development officer. “When you become a Wendy’s franchisee, you own more than a great restaurant— you Own Your Opportunity, with a path to prosper and the prospect to lead within a thriving and beloved restaurant brand.”

INDUSTRY NEWS Weird-looking. World-changing. A&W Launches Canada’s First Lidless, Fully Compostable Coffee Cup Each year, an estimated five billion single-use cups end up in Canadian landfills. A&W Canada is proud to be the first major quick-service restaurant (QSR) brand to pilot a new, truly innovative sustainable cup design, that launched March 14 in participating restaurants across Toronto.

A&W’s strange looking Zero Cup requires no lid or straw, contains no plastic liner, and is fully compostable and recyclable. The cup, a design innovation from UK-based ButterflyCup, is made entirely of paper, with a unique, water-based coating that prevents leaks. A&W is the first major brand in North America to use the cup.

“Each year, A&W Canada serves millions of takeout drinks, so finding a more sustainable single-use cup solution is one way we can make a big difference,” says Susan Senecal, president and CEO of A&W Canada. “Our new Zero Cup is an exciting step in our journey to reach zero waste. Part of achieving that mission is pioneering the innovations that people need to live more sustainable lives. This new cup is one small way Canadians can take small, simple actions, one day at a time.” Pet Valu Recognized in Benchmark for Best-in-Class Executive Gender Diversity Pet Valu, the leading Canadian specialty retailer of pet food and pet-related supplies, is pleased to announce it’s been recognized in The Globe and Mail’s 2022 Report on Business Women Lead Here list of honourees. The annual editorial benchmark identifies best-in-class executive gender diversity in corporate Canada. “We’re delighted that Pet Valu’s commitment to increasing the representation of women in leadership

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

roles at all levels has been recognized by this important benchmark,” says Christine Martin-Bevilacqua, chief administrative officer of Pet Valu. “By identifying high-potential women within our organization and helping them to develop skills, acquire experience, and have exposure to the opportunities necessary to become effective leaders, we’ve experienced tremendous success in elevating the contributions of women at all levels.” “Pet Valu encouraged me to try new things and learn from my mistakes,” says Gaylyn Craig, vice president, corporate store operations. “I wouldn’t be here without the opportunities presented to me and the value that was placed on my experience. I’m excited to share my story, and hopefully inspire women leaders of today and tomorrow across Canada.” Fatburger Canada Opens Its Flagship Location at Iconic Vancouver Intersection Fatburger Canada opened its new flagship restaurant this past March in downtown Vancouver. Situated in the historic Vancouver Block building on 736 Granville St, this location represents a milestone of continued growth and opportunity for this well-known premium burger brand in Canada. “We’re tremendously excited to open this location. A lot of hard work has been put into getting this location open so that we can bring not only our delicious burgers and sandwiches to this community, but also offer added value of convenience, speed, and value to our customers in the area,” says Frank Di Benedetto, owner of Fatburger Canada. With a seating capacity of about 60, Fatburger Granville operates in an approximately 2,200 sq. foot space

INDUSTRY NEWS with 18-foot high ceilings, featuring stylish décor that pays homage to the heritage of the area with neon signs, historic street photos, and colours that speak to the West Coast vibe. There are also new additions of selforder cashless kiosks, and state of the art grilling stations to cook big, juicy, char-finished burgers that stay true to “the original Fatburger Hamburger Stand.” “We want to focus on making fresh and delicious food of higher quality that our customers love. In everything we do, we demonstrate our long-standing tag line of Higher Quality, More Variety and Better Value,” adds Di Benedetto. Indigo Announces Partnership with Good Earth Coffeehouse Indigo, Canada’s leading book and lifestyle retailer, is delighted to announce a new partnership with

Good Earth Cafes Ltd to bring their Coffeehouse experience to select locations across communities in Canada. This partnership marks the start of Indigo’s intention to reimagine and convert its available café spaces with a market by market, and sometimes store by store, approach, offering customers regional relevance and supporting local businesses. The focus will be on exceptional customer experience, delicious food and drink, and partnering with likeminded values-based organizations across the country. “We’re excited to partner with Good Earth Coffeehouse to bring their elevated experience to our customers,” says Peter Ruis, president of Indigo. “With aligned core values of quality, a commitment to sustainable practices, and bringing people together, it couldn’t be a more natural fit.

Founder Nan Eskenazi opened the first Good Earth Coffeehouse in 1991 in Calgary, Alberta, and currently operates more than 40 locations in six Canadian provinces. Good Earth Coffeehouse was founded on the premise that a coffeehouse can and should be a community gathering place and offers an elevated food experience. Keeping with Indigo’s core values, Good Earth Coffeehouse attracts customers who want to better align their social and environmental values with a business. Both companies were founded in Canada by women, are committed to sustainability initiatives, and embrace community building and collaborating through a variety of programs, including charitable giving.

YOUR BUSINESS. YOUR SUCCESS.

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

Franchise Canada May | June 2022

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: 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 inspiringfranchisees, franchisors, and industry experts 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

Ready to Learn More? Subscribe to Franchise Canada E-News for FREE today to receive a FREE digital edition of Franchise Canada magazine! FRANCHISECANADA.ONLINE

COVER STORY

FRANCHISING FOR

FURRY FAMILIES WHY PET FRANCHISES REIGN ESSENTIAL

Canadians love their pets. In 2020, pet owners spent more than $5.7 billion on their furry family members, and 58 per cent of households report being a pet parent to at least one cat or dog. The love grows stronger every day, and it doesn’t look like our furry friends—or the care they need—are going anywhere, anytime soon. We took a look at flourishing franchise brands offering pet services for animal lovers. BY GINA MAKKAR

Franchise Canada May | June 2022

COVER STORY Bark Busters Bark Busters first started in Australia in 1989 and arrived in Canada in 2003. Today, it has 23 locations across the country and more than 250 around the world. With a low cost of entry and simple business model, it’s a good fit for fledgling business owners. “In the last two years, people are re-evaluating their lives and looking to do something they really love,” says president Jeffrey Cooke. With dog ownership on the rise, franchisees often deal with families in crisis mode. Customers come to Bark Busters to help their dogs overcome training or behavioral issues. “Sometimes, we’re the dog’s last hope,” says Cooke. “We have an incredibly effective technique to turn things around. Normally within the first three-hour session, people see dramatic results.” A key to training success is understanding a dog’s behaviour. “When dogs are barking, normally it’s not because they’re happy. They’re stressed or are alerting you about something they think is a danger. When dogs get yappy, they’re adrenalized. Once you teach them and take the worry away, they’re much more relaxed. It’s better for everyone, including the dogs.” During the pandemic, the franchise moved online, training via Zoom training and producing materials to take clients through the curriculum. “Clients learned better because we weren’t there to hold their hands,” says Cooke. It spurred the idea of follow-ups on Zoom, a more efficient way for clients to touch base. In addition to loving dogs, successful franchisees should enjoy dealing with people, and have great customer service and communication skills. “You’re a teacher, and sometimes a therapist in a way, and you have to be able to help through stressful situations to teach people how they need to change, because that’s what’s going to change the dog’s behaviour.”

Bark Busters’ four-week training program has evolved to include an online component, something the brand is likely to keep post-pandemic. Cooke says their success is reliant on having well trained people that represent the Bark Busters brand and get results for their clients. Monthly conference calls provide a space for franchisees to learn from one another. “Every dog is different. You never stop learning. You don’t learn from the easy ones, and every dog will teach you something.” Cooke’s advice is to keep it simple. “We have a simple business model, and if you follow the proven formula, it works great. Our job is to select the right people and get the right fit. Like every business owner, you just have to be disciplined and put in the work. The core of it in the long term is keeping customers happy.”

Learn more at LookforaFranchise.ca

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

COVER STORY Dogtopia Dogtopia opened its first location in Virginia in 2002 and expanded into Canada in 2014 with its Coquitlam, B.C. location. At the time, dog daycare was a new, innovative concept, and today, it shows no signs of slowing down. With a presence in all major markets and room to grow, CEO Kim Hamm says the brand strategically and sustainably expands as new prospects arise. “We’re so blessed to have an amazing brand where dogs are part of our culture—they’re the product and the service we get to work with. We attract an amazing group of franchisees and pet parents who are engaged and love the work we do. It takes a village to raise a dog, and we’re a trusted home away from home for our pet parents—they think of us as family.” As part of their brand mandate, they also work with their foundation. “We have a platform that allows dogs to give back to humanity and positively change our world,” says Hamm. They sponsor service dogs for veterans and first responders, foster literacy in classrooms and work with and employ adults on the spectrum. “It’s really helped our brand find its heart.” The brand boasts 200 locations across North America, 20 of which are in Canada. This means Canadian franchisees benefit from the intimacy and dedicated support of a smaller system coupled with the maturity, infrastructure, systems, and support of a large, established brand. Deemed essential throughout the pandemic, it’s become evident that Dogtopia is pandemic-resistant. It pivoted when pet parents were no longer allowed in the lobby, moving to curbside pickup and drop off through a mobile app. Today, with the pandemic almost behind us, the focus has turned to what the next phase looks like as Canadians return to work. “We’ve all been able to spend [more] time with our dogs which is great for the pet parent, and great for the pets, but separation anxiety on both sides is something we’re really educating on,” says Hamm.

Dogtopia seeks franchisees that have business acumen and transferable skills. “We want you to be a dog lover, but we also want to make sure from a business perspective that … some fundamentals are there.” For new franchisees, five weeks of training over 12 months starts with one week of classroom training and ends with a bootcamp right before the grand opening. “Dog experience is not a pre-requisite to becoming a franchisee, so we have a comprehensive training program because we know it can be a steep learning curve for those that don’t have the background and don’t have dogs,” Hamm says. “I think the value proposition of Dogtopia is very strong, and we have a lot of tailwinds behind us. We’re fortunate that we have first-mover advantage here in Canada, and we don’t have much competition. [So we] want to take advantage of that and the brand equity that we have across North America.”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2022

COVER STORY Global Pet Foods With the slogan “eat. play. love.” Global Pet Foods—the largest Canadian-owned pet specialty retailer in Canada—has the best in mind for furry family members. Unlike other concepts where franchisees purchase stock from their brands, Global’s established distribution network provides customers with access to all the offerings on the market. Each franchisee has the flexibility to deliver a curated selection of high-end pet products from around the world. “We believe that each market is different. Our franchise partners have the opportunity to create their own niche in their marketplace,” says president Dino Fragaglia. As a leader in pet innovation, the brand is often first to market with the best in pet nutrition, Fragaglia says. “It’s one of our strengths; 93 per cent of our stores are franchisee owned, and we can take a product that’s innovative, focus on it, and recommend it through education. That’s really how we differentiate within our channel.” As the head office team identifies new, innovative products, franchisees are buoyed by being the first to market. For instance, Global Pet Foods was the first to showcase raw alternative and frozen foods. Sustainability is also something the brand hangs its hat on. Locally sourced, GMO free ingredients provide pet parents the option to choose healthier products. Along with the benefits to the environment, Global Pet Foods requires brands carried at the store to adhere to the highest safety standard, ensuring pets get the best food possible. One of the benefits to franchisees is the comfort of partnering with a Canadian, family-oriented company without the bureaucracy. “We can make decisions quickly, allowing us to move ahead of our competitors and move toward the market trends,” Fragaglia says. As it did for many companies, the pandemic brought its own set of challenges, including securing real estate and navigating supplier shortages to maintain quality service to their furry counterparts. “People don’t travel

or eat out as much, but they do spend time with their pets. They’re family,” says Fragaglia. He adds that the company’s ties to its large distribution network was a great advantage in navigating supplier shortages. As small business owners that are independentlyowned and -operated, franchisees have to understand and make adjustments that cater to their markets, he says. Successful owners with entrepreneurial spirit will work the store and put the time in. They also must enjoy people and pets, and have good time management and hiring skills. Fragaglia’s advice for future franchisees? Commit and be ready to work within a proven system. “You have to work it; you have to build a good team around you. This is grass roots. You have to get involved in your community. This is how you’ll be successful: give back and be visible. I think that’s critical. You build customers one at a time with the tools and support Global Pet Foods provides.”

Learn more at LookforaFranchise.ca

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

COVER STORY Pet Valu Pet Valu got its start in 1976, and today is Canada’s largest specialty pet retailer. Stores carry a wide selection of food, treats, toys, and accessories, with Animal Care Experts at the ready to help find the right nutrition and products for each individual pet. With strong brand recognition and a finely tuned business model, it’s easy to see why people with a passion for pets often turn that enthusiasm into a full-time career. “What makes this industry so appealing is that there’s so much emotion and personal connection behind the intention to own a pet related business,” says manager of franchising, Lisa Bourcier. “The comment we receive most frequently from franchisees is that they’re so happy they decided to leave their previous role or career and pursue something that they love.” Like others during the pandemic, Pet Valu continued to serve devoted pet lovers by offering a guided shopping experience and curbside pick up. They also launched a direct-to-customer e-commerce website, and integrated click-and-collect in 2021. “This offered a supplemental revenue stream for our franchise partners at a time when our customers’ ability to shop in stores was restricted.” Bourcier says that successful franchisees should be hardworking, energetic, and dedicated, and want to serve their community by partnering with rescues and charities and running in-store fundraisers and adoption drives. “This isn’t just a pet business, but a people business as well, so our future franchisees should be interested and prepared for a customer-facing environment. We want you to be the face of your store and become the local pet expert.” In addition to initial training, franchisees and their employees complete more than 18 hours of training with

Pet Valu’s industry-leading online learning platform. Once open, a dedicated Franchise Business Consultant (FBC) is there to ensure the franchisee starts off on the right foot. Bourcier’s advice for those looking to get into franchising is to pursue a passion—because it’s not just an investment, it’s a lifestyle. “Our franchisees eat, sleep, and breathe pet specialty, and our customers can see that. Not to mention, it makes you excited to get out of bed and go to work. We’ve heard many franchisees say to us that it doesn’t feel like a job when you love what you do.”

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Franchise Canada May | June 2022

REFRESH BY JOELLE KIDD

s a prospective franchisee looking to start your own franchise business, you might imagine that doing so requires you to buy—or even build—a new location and establish that location from the ground up using the franchise’s system. While this is sometimes the case, franchisees may also acquire their business through a resale: that is, buying an existing location of a franchise and continuing to operate that business. Resales happen when a franchisee wants to sell their franchised business to a new owner—perhaps because they want to retire, make a profit from selling their business, or exit their franchise agreement. Resales can happen from one franchisee to another, from a franchisor (in the case of a corporate location) to a franchisee, or from a franchisee back to a franchisor. So how does purchasing a resale differ from investing in a brand-new location? And why might you want to consider a resale when looking for a franchise? We spoke with franchising and legal experts to round up the basics on franchise resales. Pros and cons Resales, or transfers, occur in almost all franchise systems, and are a natural part of the franchise model. “Most franchise agreements don’t contain a franchisee right of termination, so often, a franchisee’s only way to get out of a franchise agreement is by transferring the business to a new owner with the franchisor’s consent, and then mutually terminating the franchise agreement so that the franchisor can sign a new [one] with the new franchisee,” says Noah Leszcz, a franchise law and business associate at Cassels Brock & Blackwell LLP. For a franchisee, buying a resale means being able to “step into the shoes” of a previous owner “and continue

operation,” he says, noting that there are many potential advantages to buying a resale. Not only does the new owner inherit customer loyalty and existing goodwill from the business, but starting up can be a much simpler and faster process. “The business has already been in operation, so the new franchisee can commence operations immediately,” says Leszcz. Also, “if the same employees continue with the new owner, there’s little training required and the operations continue seamlessly—and customers are typically unaware that a change in ownership even occurred.” Leszcz also points out that in the case of a resale, the franchisor already has the benefit of the previous franchisee’s experiences, and may be able to offer more tailored assistance to the new franchisee. “The potential ‘pros’ include existing cash flow, employees, and customers,” says Jania Bailey, CEO of FranNet. Purchasing a resale means that “the buyer doesn’t have to go through the build-out process, the grand opening marketing, [or] trying to build a customer base.” One con against buying a resale is that it may potentially be a higher cost than starting the business from scratch. “A franchise that’s more than a one-person business will have a much lower resale value than a business that’s not totally dependent on the owner,” Bailey points out. She also notes that paying more money results in a higher debt service. Beyond this, you may also have a difficult time determining the real cash flow, Bailey adds. When considering a resale, she offers these ‘red flags’ to look out for: the seller is hesitant to give you the financial history you request; the seller is pushing to get a deal done quickly; or you see declining trends in the business.

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

RESALE REFRESH Should you do it? There are several reasons you might be considering a resale as a franchise investment, but overall, it’s important to understand the context of the resale, Leszcz says. “Prospective franchisees should try to ascertain why the existing franchisee is seeking an exit,” he says. “It could be a profitable business that’s been in operation for decades and the existing franchisee is looking to retire, or it could also be a location that was performing less well, and the existing franchisee is looking for a fresh start.” And while “there’s nothing wrong with taking over a location that wasn’t performing as well as some others in the system,” he says, “the purchase price should reflect the realities of the transaction.” Prospective franchisees should do their due diligence to ensure they’re buying a valuable business, since it’s possible that a location isn’t succeeding for reasons outside an owner’s control. When considering a resale, Bailey says that a potential franchisee should “take the time to really understand the existing cash flow. You’ll need to do a reconstructed income statement to identify the actual cash flow you can expect.” You should also clarify what sort of training you’ll receive from the seller or franchisor. And if the business isn’t in a good place, be careful. “Don’t buy a turn-around unless you have experience in turn-arounds,” says Bailey. “Never underestimate the damage that could have been done to the name and reputation of the business by a poor owner.” Making an informed decision can be easier with a resale than a new location, as there’s more information, Leszcz notes. “Things like historical sales, neighborhood demographics, and leasing issues will all be available for inspection prior to acquiring the existing location.” When making the decision, a potential franchisee should look out for a history of repeated transfers in the same location, and leasing issues like known plans for the location to be redeveloped or untenably high rent, Leszcz says. It’s a good idea to have a business evaluation prepared, particularly if you’re uncomfortable with the asking price and need advice on what price to pay—as Bailey says, “Don’t overpay for goodwill.” “As with any business decision of this magnitude, be sure you have done all the necessary due diligence. Don’t let your emotions make the decision,” says Bailey.

Bailey suggests thinking about what you plan to do with your business in the future, from the very beginning. “If you plan to sell someday, verify that the franchise concept has a good track record of resales. If you plan to turn the business over to your kids, you need to verify the franchisor supports that sort of activity. If you plan to transition to semi-absentee [ownership], does the model have a record of this being done successfully?” When considering buying a resale, Leszcz recommends contacting existing franchisees within the system to learn more about their experiences. Contact information for current franchisees is required as part of a Franchise Disclosure Document (FDD), which will also tell you how many resales have occurred in the last three years, and contacts of franchisees that recently left the system. “Some of these may be franchisees that resold their existing business, so hearing their insight will be very informative.” Like any large investment, a resale requires research, he adds. “Speak to existing franchisees, former franchisees, professional advisers, and any other resources available to you. Purchasing a franchise, whether a new one or an existing business, is an important decision and a big investment, and you should do your due diligence to make sure the acquisition is right for you.”

Planning ahead “Anyone purchasing a franchise, whether it’s a resale or a new unit, should be thinking about their exit strategy,” says Bailey. “This is something that should be considered when deciding whether or not the concept is the right fit for you.”

Franchise Canada May | June 2022

How to Spot a Franchise BY ROB LANCIT, EXECUTIVE VICE PRESIDENT, FRANSERVE, INC.

here’s an old saying that was popularized in 1950: “If it looks like a duck, swims like a duck, and quacks like a duck, then it probably is a duck.” While this might work fine for ducks, it’s not so easy to apply its wisdom to the world of franchising, where what appears to be a franchise may have subtle and not-sosubtle differences. If you’ve decided on the path of franchising to develop your own business, there are some questions you need to ask about the prospects you identify. The Essentials of Franchising Under the traditional definition, a franchise is a business model in which a large company grants a smaller operator a license, in return for a fee and ongoing royalties. The operator runs a branch of the business under the corporate trademark and according to explicitly stated rules of conduct, and sometimes, prescribed supply chains. For the franchisor, there’s a significant element of control enabling conformity across all franchises at the national and international levels. For the franchisee, there’s sufficient freedom to make key decisions within a framework that allows them to buy into a valuable brand. What is Licensing? Although the term license crops up in many contexts, it’s important to distinguish between franchising and licensing. The similarities are obvious: the use of trademarks,

livery, brands, and IP is a contractual agreement. However, licensing deals commonly involve less rigid control by the licensor than a franchisor exerts. Licenses are often granted for a one-off payment and don’t include royalties. They also allow the licensee to maintain operational and creative control so that despite the recognizability of the brand, the individual enterprise can divert in certain ways from the practices of the licensor. If this sounds even better than a franchise, you should keep in mind that the freedoms of a license extend only as far as the contractual obligations allow, so you’ll still operate under certain restrictions. The other disadvantage is that in most licensor-licensee relationships, the licensor won’t offer and isn’t obliged to provide the kind of training and support that’s so valuable to franchisees, especially when starting up or during periods of economic hardship. Freedom could come at the cost of more limited security. What is a Dealership? This is another popular method of starting and running a business through association with an established brand. Many of the reasons to follow this route are similar to those that motivate the franchisee, including the attraction of drastically reducing start-up costs by selling products that already have a reputation and a considerable market.

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

HOW TO SPOT A FRANCHISE A dealership is more of an independent enterprise than a franchise because its relationship with the head company is at arm’s length. It may be advised on how to run its business, but there’s rarely a contractual obligation to follow this advice. Provided it observes the terms of the contract, the owner of a dealership can determine their own pricing and working hours without observing company rules and regulations. A dealership is also much less likely to be compelled to pay royalties, but will nevertheless need to take into consideration what it must pay the head company for the goods it sells when calculating profit margins. Spotting the Differences The biggest difference between these models and franchising appears to lie in the element of independence, which is greater in licensing, dealerships, distributorships, and other similar business models. However, franchising has significant benefits, and if these are largely absent from the deal you’re being offered, it probably isn’t a genuine franchise. In a franchise, you’re bound to adopt the franchisor’s branding, systems, methods, and even designated

suppliers. But in so many ways, this makes life much easier by handing over decisions that could consume time and resources that would be better spent on growing your business. When you factor in the level of training and support offered under the deal, the benefits quickly add up. Franchising is a proven model. It carries a much lower level of risk and a much greater chance of success than a go-it-alone approach under a license or dealership. 2021 Statistics from the Canadian Franchise Association indicate that franchising contributes more than $100 billion CAD to the economy, creating jobs for just under two million Canadians. Some of the biggest brands in the world use the model because it works well for them, but its combination of security and entrepreneurial opportunity could also make it the perfect business option for you. Rob Lancit has 26+ years of franchise experience, and has seen it all. He’s been a franchise consultant, franchisor, franchisee, and area developer, and has created some of the most iconic franchise directories in the industry. He is the author of Franchising in Canada: A Safe Alternative.

Franchise Canada May | June 2022

Full STEAM ahead

Discover franchises devoted to Science, Technology, Engineering (newly introduced Arts), and Math for kids BY SUZANNE BOWNESS

By now, most parents have heard the acronym STEM, which stands for Science Technology Engineering and Math (a new term, STEAM, also adds Arts to the mix) and represents growing awareness of the need to spark kids’ interest in these once-overlooked subjects. Passionate franchisees are also recognizing the opportunity to supplement and even surpass what’s happening in schools with everything from coding camps to science-focused birthday parties to robotics competitions. Here, we take a look at four franchises leading the charge.

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

FULL STEAM AHEAD

Mad Science/2inspire Popular interest in STEAM is relatively recent, but with its 30-year history, Mad Science might be considered the original brand in this niche. The company now has locations in 23 countries offering after-school programs, workshops, birthday parties, special events, and summer camps for children aged 3 to 12. In 2019, Mad Science’s parent company 2inspire also entered the Arts space with its Crayola® Imagine Arts Academy™ brand, which is centred on a creative curriculum developed alongside the famous art brand. Mad Science’s after-school programs include Brixology, focused on exploring mechanical and structural principles while building with LEGO, and the NASA Academy of Future Space Explorers, focusing on space exploration (NASA is also a long-time partner). In Imagine Arts Academy™, the offering is focused on tackling real-world topics like animal conservation and cultural diversity through the development of creative skills, from sculpture to textiles to collage. Shafik Mina, CEO of Mad Science, says that while he doesn’t expect every Mad Science learner to become a scientist, STEAM exposure leads to many skills that are essential to the workplaces of the future, from critical thinking to experimentation. He also sees similar skill building originating from the additional Arts focus. “Creativity is in every facet of our life, whether you’re cooking dinner and have to figure out ingredients or you’re

a doctor trying to solve a problem. If we teach kids at a young age to start using their creative muscles, they’ll hopefully be able to solve some major challenges in the future.” Both Imagine Arts Academy™ and Mad Science provide a mix of virtual and on-site training for new franchisees, which is ongoing through launch and beyond. A week-long training session is the kick-off with group coaching calls happening regularly to help keep franchisees on track. “As an education company, we realize that people learn differently,” says Mina regarding the variety of options. As with many franchises offering in-person service delivery, the pandemic was a challenge for Mad Science, which moved to a “hybrid model” whereby the franchise sent clients boxes with the materials to have them follow along at home on Zoom. “So, it remained hands on, just a delivery method that was digital rather than in person,” says Mina. While the franchise has resumed in-person classes, he says the boxes and online format will stay to serve customers in rural areas or places where there aren't yet franchisees.

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Franchise Canada May | June 2022

FULL STEAM AHEAD

Steamoji Education Hank Horkoff is a founder whose personal experience prompted him to devise a solution to the lack of STEAM opportunities for kids. Picking up his son from summer camp, he took their friendly “see you in a year” as a call to action to create something more permanent. “I wondered why there was no ongoing, after-school enrichment activity that my son could continue to do during the school year to nurture his interest. It seemed like a natural problem to try to solve,” he says. Steamoji’s concept is based on a subscription model and is built around its 400-hour Build to Solve™ curriculum, designed to be studied over five years. The program is offered after school at schools and community centres, in summer camps, and at birthday parties. Topics of study include everything from fabrication, from 3D printing to laser cutting; physical computing, such as robotics; digital arts, from drawing to virtual reality; and applied design. Students typically attend classes twice weekly, where they follow videos with facilitators nearby to help with projects. Horkoff says he’s looking for franchisees who are willing to promote STEAM in their community and be active marketers. Steamoji’s training system is called

“Fast Track to 60” with the goal of getting 60 active members by the second month of operations. Two months of virtual training is followed by a week-long training bootcamp at an existing location, and follow-up support includes monthly scorecard review sessions and quarterly goal setting. During the pandemic, the franchise pivoted online, but ultimately plans to make delivery in person because of the specific nature of delivering STEAM projects to children. Horkoff says that other challenges for this franchise include convincing parents that such training is necessary, given that they didn’t take it in school themselves—though he adds that this is less of a problem as STEAM awareness and enthusiasm grows. Yet, he says, there’s also great reward in being first in a growing sector and participating in children’s growth and development.

Learn more at LookforaFranchise.ca

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

FULL STEAM AHEAD

Under the GUI Under the GUI originated in B.C. and now has locations in Alberta and Ontario, offering courses in coding languages like Python and CS after school and at summer camps. Courses are offered for kids as young as seven and up to age 17, and they also run a Varsity Robotics program. Reid Teichroeb, operations manager at Under the GUI, says the franchise offers a more expert handling of STEM subjects than is sometimes available in schools, which appeals to parents. “Unfortunately, a lot of the way that coding is taught in public schools is to log on for an hour of code or some equivalent, and the kids just play something that’s very plug-and-play. There’s not a lot of critical thinking, because there’s not really someone there that can answer questions.” Teichroeb says one challenge for franchisees can be finding the right staff, who tend to be university or even high school students. Another challenge has been responding to pandemic restrictions, which forced the

brand to pivot to delivering learning online. During this time, Under the GUI corporate collected online sales and distributed a percentage of revenue to franchisees by postal code. For Teichroeb, an ideal franchisee is a generalist who’s comfortable with a range of skills from marketing to customer relations to hiring. Training takes place over a week at a corporate location and includes learning the organization’s curriculum, sales and marketing software, and more. He handles follow-up support and says the advantage of a smaller franchise is the hands-on, experienced support. He adds that a small but growing franchise is also more nimble to incorporate franchisee feedback and ideas.

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Franchise Canada May | June 2022

FULL STEAM AHEAD

Zebra Robotics For Zebra Robotics CEO and co-founder Satish Thiyagarajan, inspiration came from his own child. “It started because of my son. He’s not athletic or wanting to participate in sports, so we were looking for other options. We knew that he liked robotics. So, we gathered a group of friends and formed robotics classes,” Thiyagarajan says. “Next thing you know, their friends were telling their friends, and quickly we had to rent a space. It took off. We decided that we have to do this as a business!” Zebra Robotics was founded in 2014 and started franchising in 2019. It operates locations in Canada and the U.S., offering 25 courses, plus camps and competitions, for kids from grades 1 to 12. For younger learners, weekly classes over four to six months focus include Creative Coding from Scratch or Minecraft Adventures, while older students learn Game Developing with Unity or C Programming. A similar variety of courses are offered in robotics, with competitions to help keep kids motivated. Courses take 24-48 weeks to complete, and students have access to the franchise’s digital learning management platform, which also allows parents to monitor progress.

The franchise provides management training as well as “coaches” (instructor) training, because, as Thiyagarajan points out, “it’s much more than just teaching them how to do robotics--you’re teaching them life skills.” Thiyagarajan looks for franchisees who are “passionate in making an impact to the community” and while coding experience isn’t a requirement, he often looks for a college or university degree, and a desire to educate the next generation. Thiyagarajan says he’s not surprised that STEM is growing in popularity, especially since coding is now a part of the Ontario middle and high school curriculum. He likens the skills to a new language with a strategic advantage. “Going forward, people are going to know a universal language, ‘coding language’ or not, and I think people who know coding are at an advantage, both in their logical reasoning and critical thinking. It’s becoming one of the critical skills for the future.”

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Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

is pleased to present a Special Franchise Focus on

HEALTH & BEAUTY

Franchise Canada May | June 2022

SPECIAL FRANCHISE FOCUS

The Beauty of Business Ownership Health and beauty franchises across the country help Canadians look and feel their best—creating a meaningful opportunity for aspiring entrepreneurs

here’s a lot that goes into looking and feeling good, and the health and beauty industry plays a large role in how Canadians from coast to coast can clean up well and look their best. From hairstyling and facials to waxing and hair removal, the opportunities to refresh your look and maintain your grooming are endless thanks to beauty franchises across the country. In Canada, the beauty and personal care industry is worth $8.32 billion USD, with expected growth of 3.73 per cent annually from 2022 to 2026. That’s according to Statista, which also reports 30.4 per cent of the revenue generated in the beauty and personal care industry is via online purchases from stores across the country. In 2021 alone, the personal care industry in Canada generated $9.7 billion, and on average, the total revenue per person totaled $255.99, per Review Moose. Byrdie adds that in the U.S., women spend approximately $3,756 each year on services and products to enhance their appearance, which amounts to about $225,360 in their lifetime. In first place for beauty services is facials, followed by haircuts, makeup products, manicures, and pedicures. As for men, they reportedly spend about $175,680 on health and beauty products in their lifetime, with the most popular spend being on facial moisturiz-

ers, and expenses such as fitness gyms, hand cream, and shaving products following suit. Unsurprisingly, the health and beauty industry was hit hard by the pandemic, with McKinsey & Company reporting that 30 per cent of the industry was shut down due to multiple closures and lockdowns. However, the one area that experienced rapid growth was skincare products. According to Statista, the market experienced a growth of 606.4 per cent in sales for products including hand masks, hand soaps, and body wipes. Today, the global skincare market is thriving, with GlobeNewswire reporting that it’s worth $145.3 billion, and is expected to reach $185.5 billion by the year 2027. With all this information at hand, it’s clear that the health and beauty industry is one to consider for new and aspiring entrepreneurs looking to get into franchising in a unique and growing business. There are countless ways that Canadians like to take care of themselves and their bodies, and beauty products and services show no signs of slowing down, especially as we get back on our feet and out into the world. Health and beauty care are on the up! Read on for fast facts about why you should consider joining this widespread and growing industry.

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

SPECIAL FRANCHISE FOCUS

The market is expected to grow each year by

3.73%

throughout 2022 to 2026†

The beauty and personal care industry is worth

$8.32 billion USD, as of 2022†

Of the total revenue produced,

30.4% is expected to generate via online purchases†

The cosmetics market worldwide is expected to reach a value of

$582.4 billion by the year 2027††

The global market for cosmetic skin care is estimated to reach

The personal care industry in Canada generated

by 2027

in 2021, with the total revenue per person for personal care totaling $255.99††

$185.5 billion †††

$9.7 billion

References: †Statista Beauty & Personal Care Canada https://www.statista.com/outlook/cmo/beauty-personal-care/canada ††Beauty Industry Statistics in Canada to Make Your 2022 Glowy https://reviewmoose.ca/blog/beauty-industry-statistics/#:~:text=Top%2010%20 Beauty%20Industry%20Statistics%20for%202022&text=In%202021%2C%20the%20revenue%20per,total%20sales%20of%20%241.7%20billion †††Global Cosmetic Skin Care Industry (2020 to 2027) - Market Trajectory & Analytics https://www.globenewswire.com/news-release/2020/09/25/2099275/0/en/Global-Cosmetic-Skin-Care-Industry-2020-to-2027-Market-Trajectory-Analytics.html

Franchise Canada May | June 2022

ADVERTORIAL

Raising the Bar on Franchising FUZZ WAX BAR IS MAKING BIG MOVES IN THE BEAUTY INDUSTRY: FROM THEIR ANNOUNCEMENT OF GENDER NEUTRAL SERVICES AND GOING GREEN, TO EXPANDING INTO THE U.S. WHILE PRESERVING ITS CORE VALUES BY STEFANIE UCCI

f you dig into the backstory of any franchise across Canada, you may find some intriguing and unique tidbits about how a brand went from idea to triumph. For Fuzz Wax Bar founders Jessie Frampton and Florence Gaven Rossavik, their franchise success story started in a vintage clothing shop in Toronto, Ontario 12 years ago. Frampton says she did something she’s never done before: went up to a stranger to ask for advice on a sweater she wanted to buy. That stranger ended up quickly becoming a new friend and then business partner just three months later. “Fuzz Wax Bar is a membership-based waxing only salon for everybody,” explains Frampton, noting that she and Rossavik cofounded it in 2012. “At the time, there were no concepts similar to ours—there were nail, brows, and hair bars, but no wax bars. [We] successfully brought the wax-only concept to the Toronto market and launched North America’s first membership-based beauty bar.” Together, the duo grew the brand to 16 wax bar locations across Canada, including eight corporate locations and five new franchises to come this year. Locations include Red Deer, Alberta; St. John’s, Newfoundland; Vancouver,

B.C.; Edmonton, Alberta; and of course, their hometown of Toronto.

New horizons down south The Fuzz brand is growing and has its eye on a brand-new market south of the border. “We’ve started selling franchises in the U.S. as of March 2022,” says Rossavik. “We’re already coast-to-coast in Canada, so we’re going to keep growing the Canadian market, but the U.S. is our next priority.” The two co-founders work together, with Rossavik overseeing operations, finance, administration, and franchise development, acting as the point of contact for all prospective franchisees to learn the ins, outs, and core values of the brand. Frampton takes care of marketing, branding, PR, corporate culture, and design with a creative flair for inclusivity. “So, is there space for us? Absolutely! We’re two founders who believe that competition is healthy, we offer a different level of experience than what [others are] currently providing, and there’s a massive market,” explains Frampton. “They’re almost too big [in the U.S.]; their territories are selling out, and we see a unique opportunity to get in and add something different.”

Services for all Frampton and Rossavik say that when they first opened, they always knew they wanted to be as inclusive as possible in their business practices. “When designing the space, we made sure it was gender-neutral, and while developing the price list, that it was affordable. We knew we wanted to be unisex, nothing that’s too girly, and our colours are very gender-neutral,” says Frampton. Fuzz’s gender-neutral values are evident from one peek at the services offered on the brand’s website: waxing for essentially any part of the body regardless of gender and with no price differences. “We recently made a change to gender-neutral services. For us, it was the natural step, but we’re very proud of this change, it represents who we’ve been all along,” says Frampton. “What gender-neutral means to us is there’s no more male or female on our member list, so there’s one price for everybody. It’s also in support of our LGBTQ+ community, to make them feel more comfortable and confident. We said, ‘You’re not charged extra money for a larger size when shopping, so why are we charging clients differently because of how they identify?’ We’re very proud

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of that differentiating factor right now, as we don’t think many other brands are taking that step. Our hope is that we’ll be the steppingstone for other brands to join in and support that community.” As part of this shift, the cofounders coined new terms for waxing services: The Kini™, The deep Kini™, and The Zillian™. When booking an appointment for below the belt services, clients only need to identify what their anatomy is so that the staff know what they’ll be waxing, but everything else remains the same for any gender.

Going green Environmental consciousness is a growing theme within the beauty industry, and Fuzz places a refined focus on being environmentally friendly and reducing waste production. To help with this initiative, Fuzz has partnered with Green Circle Salons to repurpose and recycle leftover resources and goods. This was one more initiative on the co-founders’ agenda: Fuzz Wax Bar is now Green Circle Salon certified. “Green Circle reached out to us, and we found it was a good time now,” explains Frampton. “It was a pretty big launch, given how many locations we have. Their values are also aligned with ours—they’re also Canadian founded and expanding into the U.S.—so it made sense to partner with them. When we were building our products [for Fuzz], being as natural and clean as possible is a core value, so we’ve always used products that are natural.” As part of this initiative, Fuzz recycles and recovers up to 95

per cent of waste generated at every wax bar.

Core values stand strong When it comes to what Frampton and Rossavik look for in new franchisees, they emphasize a sharing of their core values and inclusivity within a female-founded brand. Those four core values are: ‘Personal and professional growth. Always.’, ‘Smooth experience from start to finish’, ‘Be real. Be open. Be true.’, and ‘Choose positivity— strip away the negative.’ “Right now, we have five active franchisees and they’re very different but have one thing in common: they’re aligned with our core values and our brand. They understand where we want to go with them,” explains Rossavik. Frampton adds, “We’re a 10-year-old brand, but we’re also two young female founders and there’s a lot of innovation and change that comes with that. So, you have to be adaptable, and willing and open to change. That’s a huge quality we look for when it comes to Fuzz: you’re not afraid of change. We’re going to support you, stand by you, and do a lot of the work with you, but you have to be open minded too.” Franchisees can choose between being manager partners that work in the business every day or semi-absentee partners, but regardless of which route they take, they must know the business inside and out. The selection and launch process takes about six to eight months, which comes with being a brick-and-mortar business, and after opening, franchise partners have ongoing support and regular meetings with

For more information on franchising with Fuzz Wax Bar, visit fuzzwaxbar.com/en/about/franchising/

the corporate team. Within a few years, multiple existing franchisees have grown into opening their second and third locations too. The co-founders also note that they welcome men to join the system, and recently brought on their first male franchisee, who hired their first male employee last year. “In order for us to be a more gender-neutral salon, we need opinions and insights from everyone. We’re growing alongside them, so their feedback is very important to us. If our values are aligned, Fuzz is for everybody,” says Frampton. She adds, “we’ve always been leaders in the space, whether it was launching the first membership based model in North America or our unique embrace of environmentally friendly and gender neutral services, what we love about franchising is that we can share the benefits of first-moveradvantage with our new franchise partners as well. ■

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FROM PIONEER TO POWERHOUSE How CEO and creator Kristen Gale and THE TEN SPOT® flipped the script on COVID and came out stronger than ever

n 2006, Kristen Gale created and opened the very first 10spot® on Queen West in Toronto. She knew that she had created a new niche in the beauty industry as she launched her “anti-spa” concept and gained a huge fan base of loyal guests who loved the clinically clean setting for their specialty waxing, manis, pedis, and facial services. What kristen didn’t know was that 14 years later a global pandemic would challenge her and the business model like never before—and she would prove that she and THE TEN SPOT® are not only “hard to kill” but still the best in the biz. When asked how the hell THE TEN SPOT® managed to open 13 bars and more than double their internal team at HQ over the past two years, amidst the chaos of the constant challenges brought by the

pandemic, the answer seemed simple for Kristen. “I knew we had to go big or go home—and one of my life mottos is ‘be hard to kill,’ so going home wasn’t an option.” After admittedly taking a moment to take in and grieve the sweeping changes to the business environment, Kristen knew it was time to step up and grow through the adversity. THE TEN SPOT® HQ team and the franchise partner network needed a leader that could help them navigate through the unexpected, so she leaned on the company’s core values to own her role, be in it together, and embrace the change— and got to work. Kristen teamed up with other business professionals to rally the government and show that the clinically clean environment within the walls of beauty bars was at such a high standard that they

shouldn’t be grouped into Step 2 closures. She helped effect change so that her franchise partners could keep their doors open. At the same time, she hunkered down with CFO Laura Wittholz (recent winner of the Globe and Mail’s top executives in Canada award!) and COO and president Danielle Elias, to strategize next steps for the company overall. As the pandemic dragged on and new bar openings slowed down, Kristen and her team took advantage of the downtime to rest from the explosive growth the brand had been experiencing and plan for the future. She explained that she restructured internally and invested in adding specialized professionals to the team. “Bringing in additional experts in operations, construction, real estate and social media marketing has positioned us to not only pick

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up where we left off but has poised us to take on more growth and offer more support to our franchise partners than we ever have in the past.” When it comes to the future of the brand, Kristen cannot be more excited, as self-care has never been more top of mind for the general public. “THE TEN SPOT’s mission is to make everyone feel like a ten, and we don’t just mean guests. We work to make sure we create an environment where our team at HQ, our supply partners, and our franchise partners feel great about what they do every day too. In fact, I think everyone should be living their life at a ten. When we help someone feel put together and polished at one of our bars or accomplished in their careers, we help them feel more confident. Confident people kick ass. Confident people do great things. Confident people live their lives at a ten.”

“I THINK EVERYONE SHOULD BE LIVING THEIR LIFE AT A TEN.” – Kristen Gale, CEO and founder

The brand’s continuous focus on cheeky and energetic marketing, training and retaining expert estheticians, and absolutely superior guest experience (including alcoholic beverages to make the pedi that much more relaxing) has made THE TEN SPOT® Canada’s leader in the beauty bar sector for guests for over 16 years. HQ’s work on the back end of the business has made them an incredible franchise concept to partner with, racking up countless Canadian Franchise Association awards including Franchisee’s Choice. Kristen explains that they “constantly work on the operational systems and protocols to improve

efficiency and always have an eye on innovation for service offerings. We are laser-focused on profitability for our franchise partners, that’s the only way we can win.” As for the franchising opportunity, THE TEN SPOT® offers an incredibly fun and rewarding way for people to get away from their dreaded commute, out of their cubicle or home office (ugh), and take control of their own future. In her parting words, Kristen notes “we know you’re out there, probably reading this right now, waiting for a sign to make the move and take the leap into your own business—stop second guessing yourself, let’s do this!” n

For more information on how to get started: thetenspot.com

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An Independent Business with Support

t Sola Salons, we are not in the beauty business; we are in the real estate business. There is a movement sweeping the beauty and wellness business in Canada and the U.S. as beauty service professionals working in hair, skin, nails, brows, lashes, massage are going independent, leaving their salons and spas and opening their own boutique microshops. At Sola Salons, we provide turnkey, boutique workspaces to these independent beauty professionals.

Our beautiful and highly functional co-working space allows beauty professionals to launch their own micro-business without the hassle and risk of owning a traditional salon or spa. And we don’t stop there. At Sola Salons, we also help our renters be more successful as independent business owners by providing cutting-edge technology and exclusive educational resources to our Sola community. Sola Salons is the world’s largest and fastest growing salon studio concept, with more than 615 locations

(including four in Canada), and more than 18,000 independent beauty professionals renting workspace under the Sola Salons brand. The brand was founded in 2004 with a focus on creating more than just a beautifully designed, movein-ready salon studio. Co-founders Stratton Smith and Matt Briger set out to build a thriving community where independent beauty professionals could create a life and a career they were passionate about. From the beginning, Sola has made a humble commitment to

Ready to start your journey to owning a Sola?

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“Beautiful and functional co-working spaces allow beauty professionals to launch their own micro-business.”

serving the beauty professional and always putting their best interests first. The vision has always been to give beauty professionals control over their environment, schedule, choice of retail, pricing and so much more. Over the years, Sola has become more than just another salon suites rental business; it is an all-encompassing independent salon business solution. Innovation at heart When top investors and franchisees seek out the most innovative leader in franchising, they choose Sola Salons. Why? Firstly, because beauty and wellness-related personal services continue to be delivered in person. Secondly, Sola’s real estate rental model requires minimal staff to operate the locations. Often, multiple Sola Salon locations can be operated with a single property manager. Further, Sola Salons drives unparalleled occupancy and retention rates, and is steeped in 15+

years of salon studio expertise. From vast real estate and franchise experience, Sola Salons understands the importance of a support structure for the franchisee—not just at the beginning of the business relationship but throughout the many years that it evolves. A Sola Salons franchisee receives support across many fronts, from initial site selection, through design and construction, marketing and the establishment of a property management system and day-to-day operations. All Sola franchisees receive comprehensive training, support, and guidance in all aspects of ‘franchise life’ and are regularly updated. As more salon and spa practitioners and professionals leave traditional salons, the need and demand for Sola Salons turnkey workspace continues to grow. More than 2,000 new beauty professionals joined the Sola family in 2021 alone. That year, Sola Salons opened 53 new locations

Visit https://www.solafranchising.ca/

and achieved its 600th milestone, and the company has sustained its impressive development momentum into the first quarter of 2022, opening 13 new locations in markets such as Arizona, California, Colorado, Pennsylvania, and Florida. Sola is an altruistic business that empowers and helps passionate, aspiring business owners to fulfill their dreams of running their own business for themselves but not by themselves. We are seeking those who are willing to help others pursue their entrepreneurial dreams. It’s a rewarding concept to be a part of. The real-estate rental model continues to increase in popularity, especially amid the pandemic as beauty pros seek to go independent to offer their clientele more control over their salon experience. Sola provides beauty and wellness professionals with beautiful, fully equipped workspaces alongside the support and tools they need to launch their business in no time. n

SPECIAL FRANCHISE FOCUS

Beauty Products & Services Statistics Most popular beauty products and services for women: • facials • haircuts • makeup products • manicures and pedicures

Most popular products and services for men: • facial moisturizers • fitness gyms • hand cream • shaving products

Women in the U.S. spend about $3,756 on beauty products and services

Men will spend approximately

$175,680

annually, amounting to

$225,360

on health and beauty products and services in their lifetime

in their lifetime

Reference: https://www.byrdie.com/average-cost-of-beauty-maintenance#:~:text=According%20to%20the%20study%2C%20the,the%20 course%20of%20a%20lifetime.

Revenue by Category for Beauty & Personal Care, 2016-2026 12.5

in billion USD (US$)

8.32 7.5

7.11

7.40

7.56

7.53

2017

2018

2019

8.74

9.03

9.32

9.64

7.57

6.99

2.5

2016

Total

2020

Cosmetics

2021

2022

Fragrances

2024

Personal Care

Reference: https://www.statista.com/outlook/cmo/beauty-personal-care/canada#revenue

2023

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

2025 Skin Care

2026

SPREADING Health, fitness, and beauty brands share secrets to success and happy, healthy customers BY JESSICA BURGESS

For budding business owners interested in the wellness space, a franchise system that prioritizes customers’ self-care could be the perfect way to marry a desire to promote healthy lifestyles with the drive for business success. Here, we explore four brands specializing in beauty, nutrition, and fitness, and share their tips for future franchisees.

Franchise Canada May | June 2022

SPREADING WELLNESS

30 Minute Hit Founded by Deanna and Jackson Loychuk, 30 Minute Hit is a boxing/kickboxing circuit fitness experience for women. Each 30 Minute Hit location delivers innovative, fun, empowering workouts for members, who have access to countless training options to choose from. The fun isn’t just for clients, either. “Our franchisees find that this is a fun lifestyle, and they create great relationships with their members,” says Deanna, adding, “There are more and more women in franchising, which is great to see. This brand really caters to that, and we’re proud of it.” On top of the support offered by head office, the franchise system has a low start-up cost, generates recurring income, and requires low square footage to operate. “We’re consistently ranked one of the top low-cost franchises,” says Jackson. “It’s very attractive to our potential franchisees because it’s not like they’re starting over on the first of every month, as we’re membership based,” Deanna says. Jackson notes that the brand has made sure to pace its growth. “We haven’t grown too quickly, so that we can continue to provide our franchisees with every tool they need to succeed,” Jackson notes. The company prioritizes positive energy, attitudes, and community environments. “When it comes to support, we’re of the mindset that our franchisees’ success is our success, and that’s always been our priority,” says Jackson. He and Deanna have clear love for what they do, and the ideal 30 Minute Hit franchisee would benefit from the same outlook. “We’re seeing owners who have that passion and want something fulfilling in their lives and to make a difference in other women’s lives,” explains Deanna.

The brand’s core values are ‘HIT’—hustle, inspire, and trust. “Simply put, we expect our franchisees to be out there hustling and making things happen,” says Jackson, “inspiring their communities by example, being leaders, and finally, trusting the system, trusting the brand, and being trustworthy for customers. If those three things come together, it always works out.”

Learn more at LookforaFranchise.ca

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

SPREADING WELLNESS

Great Clips As a convenient walk-in salon brand, Great Clips was founded in Minneapolis, Minnesota, in 1982, and began franchising the next year. Today, there are more than 4,400 locations across Canada and the U.S. “This is a business that nearly everyone needs: haircuts!” says Beth Nilssen, director of franchise development for Great Clips, Inc. The salons help everyone look and feel their best, offering haircut services for kids, adults, and seniors. “It doesn’t matter what the economy looks like or a customer’s age—this is a neighbourhood business that can’t be outsourced or replaced with an online service. It’s a simple business model that’s incredibly effective.” The brand has set itself apart as an early adopter of technology. While the pandemic has been challenging for all businesses, Great Clips was poised for success with many of the necessary technology solutions mechanisms already in place. “Thankfully, we were already focused on using technology to create convenience for our customers,” shares Nilssen. “As a result, when salons reopened [after pandemic shutdowns], we were able to manage the backlog of demands for haircuts.” In addition to the Great Clips app that was already in use, the brand launched ReadyNext text alerts in June 2020. “The opt-in text messages alert customers when their estimated wait time reaches 15 minutes. This allowed salons to meet the demand without overcrowding in lobbies and with more convenience for customers,” says Nilssen. Great Clips franchisees receive the same care as customers, she adds. “The support available to franchisees is top-notch. From the first day as a franchisee to decades with the system, franchisees will find cuttingedge support and resources that have made Great Clips

the world’s largest salon brand.” Ideal franchise candidates are those who are business-minded and have excellent people-management skills, says Nilssen. “For new franchisees, as cliché as it sounds, follow the system. Great Clips has been around for 40 years. We’ve survived and thrived through recessions, inflation, a global pandemic, and more, because we’ve built a solid system using a simple, repeatable model.”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2022

SPREADING WELLNESS Simply For Life Simply For Life, a chain of natural food markets that offers nutrition counselling, is one of Canada’s fastestgrowing health franchises. Co-founded by Claudine and Bruce Sweeney in 2001 as a home-based business, Simply For Life is now a growing national brand with 38 locations in six provinces, including the flagship location in Saint John, New Brunswick. “Simply For Life is anchored in a radically simple philosophy: “to help our clients achieve their optimal level of health and live longer and happier lives,” Claudine shares. To reach these goals, clients can choose from a variety of retail products and custom nutrition counselling. “To date, we’ve created more than one million customized plans for our clients,” Claudine says, “and at the heart of our system’s success is our proprietary meal-planning software that creates a customized meal plan for each client based on their unique demographic, medical, and lifestyle needs, as well as their budget.” In addition to these services and products, Simply For Life strives to deliver individualized care to their clients. “The emotional experience we offer is what truly sets us apart. We provide a personalized expe-

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dairyqueenfranchising.com

SPREADING WELLNESS rience at every touchpoint,” she says. “When a client walks out our doors, they feel happy, inspired, and full of hope in their ability to change their health with our support.” Simply For Life locations are designed to be hubs for healthy living, and operate through a membershipbased program. “Clients are supported through weekly visits with an expert nutrition advisor who provides support, encouragement, and information. Regardless of age, health, dietary restrictions, and goals, we have a plan for everyone.” The ideal Simply For Life franchisee is someone who is passionate about food and health, but also about helping others. The benefits of running this type of business are “simple,” Claudine says. “We’re not only able to help clients and customers through their health journey, but we also help franchisees live life on their own terms by running their franchise in a field they love.”

Learn more at LookforaFranchise.ca

Reach OG Learning Centre was the ﬁrst Orton-Gillingham intervention centre in Canada to support children and adults with learning difﬁculties such as dyslexia. Reach is also Canada's leading training provider for accredited Orton-Gillingham/Structured Literacy coursework for teachers and interventionists.

If you have a passion for helping kids reach their full potential, and support teachers in their professional growth, contact us to learn about opportunities available in your area. Franchise Inquiries: info@reachlearningcentre.com 1.833.REACHOG

Four locations across Canada!

North Vancouver - Langley - Richmond - Winnipeg ...and growing!

Franchise Canada May | June 2022

SPREADING WELLNESS

WAXON Laser + Waxbar On the surface, WAXON Laser + Waxbar is a brand specializing in hair removal services using laser and wax. But, notes Lexi Miles Corrin, WAXON founder and CEO, it’s much more than that. “We specialize in making people feel confident in their skin. We specialize in empowerment, body confidence, and female growth—and we do it all with the best training in the industry, the lowest turnover in staff, the highest quality products, the best guest experience, and the most passionate team.” Miles Corrin’s passion for and dedication to the company she founded, including WAXON’s franchisees and customers, is clear. She founded the company envisioning an “on trend, clean, and modern” space dedicated to hair removal. WAXON’s customers have access to a range of natural, allergy-friendly wax options and the latest laser technology. But Miles Corrin’s vision goes beyond the services offered, as she explains: “My mission became much more than providing the best hair removal services in the industry. I wanted WAXON to provide a safe space for everyone—clients and staff.” The goal of the franchise system is to employ and empower women to grow and excel, she says. “As a founder, my pride and joy stems from watching my other female franchise partners succeed.” Ideal WAXON franchisees are driven, passionate, and understand the benefits of being part of a proven process and system. Since its inception in 2012, the brand has grown to 14 locations throughout Ontario and Hali-

fax, with three locations in development, and is looking to expand further. “We’re ready for full-steam ahead now,” says Miles Corrin, adding, “Now that the system is perfected and the model has been proven, we can confidently say that WAXON is the number one hair removal franchise in the country.”

Learn more at LookforaFranchise.ca

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

FOR FOUR FRANCHISES THAT PROVIDE CHILDREN’S PRODUCTS AND SERVICES WHICH SUPPORT FAMILIES— INCLUDING THEIR SMALLEST MEMBERS BY KYM WOLFE

Parents know that raising a child involves a lot of hard work, and requires a lot of support. So when families find themselves in need—whether for a healthy lunch or a new back-to-school outfit—where should they turn? The answer lies in successful franchise businesses that use their proven systems to deliver quality products and services to families, so parents can focus more on bringing up their little ones.

Franchise Canada May | June 2022

CARING FOR KIDS

Chiquicuts Kids Hair Salon Catering to children ages six months to 12 years, Chiquicuts is a unique hair salon and entertainment destination that’s been recognized by the Ontario Hair and Beauty Awards 2019 and Ottawa’s Top Choice Award in 2021 and 2022. Nedelka Marin-Martinez opened Chiquicuts in Ottawa in 2009, building a salon that features mechanical rides, movies, and treats for its young clients who come for haircuts, and a party venue for princesses, superheroes, and young divas (typically seven to 12-year-olds) who enjoy having their hair styled, nails painted, and simple make-up applied. There’s a music and giant screen video system, disco lights, and food catering offered with party packages. While the pandemic had a significant impact on sales, with no parties, reduced capacity for individual services, and the implementation of safety protocols and sanitation practices which restricted activities that children could engage in during their visits, Marin-Martinez is confident that business will rebound to pre-COVID levels quickly. “We have customers who will drive for an hour, particularly with children with special needs. There’s a local

therapy clinic for children on the autism spectrum that recommends us because our staff are trained to accommodate their needs,” says Marin-Martinez. For example, a child who’s sensitive to light or noise will be scheduled when the party room isn’t in use, and a mobile station will be moved there to provide a haircut in a quiet space. Franchise owners need not be trained in hair cutting/styling or esthetics. They can receive basic training through the online Chiquicuts University, but most will hire staff to provide those services and will focus their energy on managing operations and marketing/promotion. “There are no chair rentals, all of the staff are employees,” says Marin-Martinez. “That ensures franchisees have control over all of the services and products that are sold on site.” Chiquicuts provides ongoing coaching and support, including advertising videos and materials that can be localized to each franchise market.

Learn more at LookforaFranchise.ca

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

CARING FOR KIDS

Lice Squad.com Head lice prevention, education, and removal is a niche business, but one that’s always in high demand, says Dawn Mucci, CEO of Lice Squad.com. While head lice are considered a health nuisance and not a health problem by Health Canada, they’re a huge issue that many parents don’t have the time, experience, or desire to deal with themselves, says Martha Lawrence, director of franchise and business development. They turn to Lice Squad.com because its methodology has proven to be effective. Mucci launched Lice Squad.com just over two decades ago, with the desire to offer not only nit and louse removal services, but also specialty combs and all-natural hair care and cleaning products. The work is often done in clients’ homes, but there are also Lice Squad. com storefront clinics in some communities. During the service, whether mobile or in clinic, consultants also offer head lice education, tips on environmental care, and prevention strategies. “Stigma around head lice has changed over the years, and we believe Lice Squad.com has contributed to that,” says Mucci. Typically, franchisees are women, aged 30 to 55, who know about Lice Squad.com because they or their friends or family have been clients. They’re usually communityoriented people who have a flair for public relations and customer service. While all franchise owners receive training in both operational and technical skills, they don’t usually provide the hands-on services, focusing instead on managing and promoting the business. They recruit and train consultants to do that work while they focus on managing operations and on marketing and promotion. Local

PR might include delivering educational talks in the community and building relationships with community partners such as children and family service providers, community centres, hair salons, tutoring services, and more. “Social media is important, and word of mouth is huge,” says Mucci. “This is an on-demand business that revolves around clients’ immediate needs and requires a quick response—same day or next day service.” There are opportunities for new franchise locations in almost every province, says Lawrence. “This is a business that resonates with people who are community-oriented and value purpose and meaning. Taking lice out of people’s hair is an intimate act, and people are so grateful.”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2022

CARING FOR KIDS

Once Upon A Child For 30 years, Once Upon A Child has been the go-to place for families that want to buy and sell gently used children’s clothing, shoes, toys, books, equipment, and accessories. The founders were “strong believers in sustainability, resale retail, and the value it brought to communities,” says Renae Gaudette, COO of Winmark, which operates five resale brands (Once Upon A Child, Play It Again Sports, Plato’s Closet, Style Encore, and Music Go Round). Once Upon A Child entered the Canadian market in 1994. Because they source all items locally, the stores weren’t impacted by supply chain issues during the pandemic. “Our franchisees were extremely resilient and creative during mandated restrictions and lockdowns,” says Gaudette. “We adapted quickly to serve our communities through online/social selling, and curbside or pickup in store opportunities.” Currently, there are 56 stores in Canada, and more than 20 territories available, primarily in Ontario and British Columbia. “Finding qualified franchise partners can be challenging,” says Gaudette. “We’re selective in awarding a franchise to candidates because we want to ensure they’re set up for success and understand what it takes to own a resale store like Once Upon A Child. They not only need to meet financial qualifications but also understand operationally what it takes to run a small business in their community as an active owner. If they’re awarded a franchise and follow the model, their chance of success is high.” Following an initial one- to two-week training program that focuses on site selection, business planning, finan-

cial training, vendor review, operations and marketing, Once Upon A Child provides ongoing support through virtual and on-site visits, monthly business consultations, newsletters, webinars, and regional and annual meetings that include training workshops and peer networking opportunities. “Our most successful franchisees have a passion for what they do,” says Gaudette. “They also understand that being part of a franchise means that their peers’ success is the brand’s success is their success.”

Learn more at LookforaFranchise.ca

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

CARING FOR KIDS

The Lunch Lady Ruthie Burd, the original Lunch Lady, has been cooking wholesome hot lunches for school-aged children since 1993, and began franchising in 2001. While the meals and client base have evolved, the guiding goal remains the same: offer wholesome hot meals that contribute to the overall health and wellbeing of children. The food also must taste good and look appealing, says Burd. The Lunch Lady initially provided elementary schools an alternative to the traditional ‘pizza day’. The model expanded to include delivery of hot meals to childcare centres and summer camps. An online ordering system was launched in 2006. When COVID-19 shut down schools and camps, Burd reached out to community organizations serving the homeless. “While our focus is still primarily on children, it’s no longer exclusively so,” says Burd. “A good, hot, and wholesome meal can make all the difference to everyone in the community.” A more diverse client base opens up more geographic options for The Lunch Lady franchisees. “One of [our] challenges was that you needed a certain school population, and that limited us to larger centres. Now, we’re

looking at medium-sized cities that wouldn’t have been viable in the past,” says Burd. While there are independent competitors, Burd believes that hers is the only Canadian franchise for this concept. She sees franchising as a practical approach to business ownership, with the benefit of a short-track start up and a built in mentor. The Lunch Lady has a nutrition manager on staff, provides a seven-day training school, ongoing support, and encourages sharing of best practices among franchisees. Successful franchisees will need to have a commercial kitchen to prepare food, complete a Vulnerable Sector Check as required to work with children, and have a commitment to “follow the playbook,” says Burd. “A franchise is a partnership. This isn’t a simple business; it requires a full time commitment. But for the right person, it’s very rewarding.”

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Franchise Canada May | June 2022

Franchises for Active Kids Explore five franchises offering activities for children to exercise and play BY GEORGIE BINKS

Parents know the importance of giving kids outlets for creative play and exercise. For an entrepreneur, a franchise that offers this outlet can be a rewarding way to build a successful and purpose-driven business. From swimming lessons to dramatic arts to sports, we take a look at franchise brands across the country that have made it their mission to get kids moving.

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

FRANCHISES FOR ACTIVE KIDS British Swim School Whether you’re three months or 60 years old, British Swim School is a learn-to-swim provider that wants everyone to get their feet wet. Ashley Gundlach, president of British Swim School, explains that under the brand’s unique program, students learn first how to survive a water accident, then move on to more advanced stroke development skills. Under the brand’s model, rather than owning costly pool facilities, franchisees “partner with pool facilities in their neighborhood, typically hotels, fitness centers, and retirement communities,” Gundlach says. The franchise began in Manchester, England in the early 1980s and began franchising in 2011 in North America. Gundlach says, “One of our key differentiators is our ability to launch new franchisees quickly, given the unique nature of our model—typically in less than 120 days. Our key areas of focus this year include supporting our franchisees' hiring efforts, adjusting our training flow to account for virtual learning, and ensuring our technology is top-notch to meet the expectations of our consumers.” The franchise shut down temporarily in 2020 but was able to quickly re-open in most parts of North America. “We knew that, pandemic or not, kids and adults need to learn how to swim.” Gundlach says that since reopening, the majority of franchisees have met or exceeded their pre-pandemic performance. The ideal franchisee is determined and focused. An aquatics background is not required, and new owners are assigned a business coach to support them as they open and ensure the health of their business going forward.

“We often talk about the quality of having grit and a willingness to solve problems, even when they require creative solutions,” says Gundlach. Potential franchisees are encouraged to use the team’s support and “maintain an entrepreneurial spirit when they encounter challenges.” Most importantly, she says, “Our franchise gives owners the opportunity to make a living and drive financial independence, while also making a meaningful difference in their communities.”

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Franchise Canada May | June 2022

FRANCHISES FOR ACTIVE KIDS Little Kickers Little Kickers—what a descriptive and fitting name for a franchise that teaches kids soccer skills along with other life skills! The franchise began in the U.K. in 2002, and arrived in Canada in 2009. There are now 54 franchise units in Ontario, B.C., Alberta, and Manitoba, with a total of 300 worldwide. Frank Stanschus, managing director in Canada, says, “The brand was built around a ‘fun first’ attitude.” The Little Kickers philosophy is to educate kids not only in how to play soccer but in other vital early learning areas. That’s why, Stanschus says, experts in child development as well as qualified soccer coaches helped develop the brand’s programmes, creating methods “that would deliver high quality soccer skills, combined with important pre-school learning concepts such as colour and number recognition, sharing, and following instructions, all while using their imagination.” During the pandemic, like many other service industry businesses, he says, “we were hit very hard, being shut down for many months. Overall, the key lesson for all of us has been resilience, resolve, and a focus on resurgence. We’re starting to feel more positive about a post-pandemic future. I think our main lesson has been the old cliché: ‘we are stronger together’.”

An ideal franchisee loves the idea of giving kids an opportunity to participate in high quality, fun programs that are tailor-made to their age group. Franchisees typically have skills in one or more aspects required in running a business, and love the idea of being part of their local community. There’s a four-day initial start-up training period as well as ongoing training for franchisees. Stanschus says, “Our customers—parents and children—can tell when our franchisees are really engaged and love our business. So, all the qualifications in the world can’t help if the franchisee's heart isn’t in it.”

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FRANCHISES FOR ACTIVE KIDS Little Yogis Academy What could be cuter than a child holding a yoga pose? Hundreds of little kids in yoga poses. And that’s what Michelle Faber, the founder of Little Yogis Academy, introduced to Canada when she launched her business in 2019. She began franchising in 2022. “Our tagline is ‘Positivity & Movement for Busy Minds’ as we aim to improve physical, mental, and emotional health through our curriculum,” says Faber. “We partner with schools, childcare centers, non-profit, and for-profit organizations to improve the health and wellness of communities. We’ve taken all the benefits that yoga provides and crafted a fun and memorable experience that children love.” She adds, “With children’s mental health and wellbeing at the forefront post-COVID, now’s the time to launch a children’s program that focuses on the tools to help children thrive.” The pandemic has been a challenge for Little Yogis franchisees. “Most of our business depended on access to schools, childcares, and community centres for inperson instruction,” explains Faber. “We quickly adapted and transformed our curriculum for virtual instruction. We were still able to teach our students via a screen or smartboard in the classroom. COVID also allowed us to expand our reach into global markets.” The ideal franchisee is passionate about yoga and mindfulness practices for children, organized and business-savvy, and positive and driven to succeed.

Little Yogis Academy provides four days of training for franchisees and their business partners. Franchisees always have access to their Little Yogis Academy Business Coach. Faber concludes, “If you’re passionate, driven, and want to succeed, then your business will grow. All you need is a love for yoga and children. With the right mentors and time dedicated to growing your business, success will be inevitable.”

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Franchise Canada May | June 2022

FRANCHISES FOR ACTIVE KIDS Stagecoach Theatre Arts If you’ve ever wanted to be that person who says, “Kid: I’m going to make you a star,” being a franchisee with U.K.-based Stagecoach Performing Arts may just be for you. Lauren Goddard, marketing manager for the franchise, explains that Stagecoach franchisees manage performing arts schools alongside teams of experts who teach children and teenagers how to sing, dance, and act. The franchise inspires students with its program called Creative Courage For Life ®. The franchise began in 1988 in the U.K. and now has more than 300 franchisees worldwide, 11 of which are in Canada. One of the key areas that sets Stagecoach apart from others in the market is the support offered to franchisees, says Goddard, adding, “To help franchisees overcome the impacts of the pandemic, we launched stagecoachathome to offer parents an online streaming service to keep their children entertained and engaged with singing, acting, and dancing. We also created a digital toolkit for franchisees to share across their online

channels, including emails and social media templates they could personalise.” Goddard says franchisees can run their businesses alongside other commitments, making for a great parttime franchise opportunity. She says, “We look for franchisees who are passionate about performing arts, children’s education, and building their own business. Not everyone has experience in each of these areas, so we fill in any gaps in their knowledge with our comprehensive training program.” Goddard explains, “If you’re looking for the freedom to fit a business around your life, while gaining financial independence, have a passion for helping children grow and develop into well-rounded individuals with the skills to tackle life’s ups and downs, and you have a passion for all things performance—then Stagecoach is for you.”

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FRANCHISES FOR ACTIVE KIDS Water Babies There’s no better sound than the pitter-patter of little feet—unless it’s the splish-splashing of little feet. Just ask Shawn Goldmintz, the president and part-owner of Water Babies in Canada. Goldmintz, who was previously a commercial lawyer, was so impressed with Water Babies’ teacher training, he brought the British-based business to Canada in 2016. Two years later, he started franchising it. He says the brand’s biggest benefit is that you’re helping people every day. “You feel really good about what you do.” Water Babies teaches swimming and water safety skills to children right from birth to age five. “Our classes are taught with a carer in the water with each child, which provides an incredible opportunity for families to bond,” Goldmintz says. “We’re different because we’ve developed a program that allows children to learn swimming skills at earlier ages, and we invest a lot of time training our teachers.” He adds, “Our franchises aren’t small businesses the way people think. If you run your franchise properly, you’re going to have 500 to 600 students, and four to six pools, with $1 million in revenue.”

Classes are delivered in pool facilities with flexible hourly contracts, keeping overhead costs down. Goldmintz says this helped quite a bit during the pandemic. “We weren’t carrying these huge leases which made it easier for us to weather the storm.” The biggest challenge during the past two years was pandemic closures. “Any time we were open, we experienced massive growth, which made the following shutdowns and restrictions all the more frustrating.” Water Babies has four franchises in the Toronto area and is looking to move into urban and suburban areas across Canada, with an eye on Calgary or Ottawa next. An ideal franchisee needs a good work ethic, is able to pitch in at any time, and willing to follow the Water Babies system. Goldmintz says, “Work hard and take care of the people around you and everything else will fall into place.”

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Franchise Canada May | June 2022

FRANCHISING SHAPING FUTURE MINDS

Examine education franchises across Canada that equip students of all ages with the skills and knowledge to flourish For those looking for a franchise opportunity that makes a real difference in their communities, education franchises are an excellent option to consider. These brands provide specialized training in subjects including math, science, English, reading, and much more to students of all ages and abilities. Join Franchise Canada as we take a trip across Canada to examine education franchises that help sharpen the minds of young children all the way up to post-secondary aged adults. These businesses offer the necessary skills and knowledge to achieve grade level improvement in students within small and large communities.

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FRANCHISING SHAPING FUTURE MINDS

ACADEMY FOR MATHEMATICS & ENGLISH

Widely recognized as “The Math Tutoring Specialist,” the Academy for Mathematics & English has perfected its teaching system over more than 30 years. As thousands of students can attest, the Academy’s custom-tailored programs in English, math, reading, chemistry, and physics reliably improve students’ grades in just six months. Franchisees with Academy for Mathematics & English join 40 tutoring centres spread across Canada. They can reap rewards including a turnkey teaching program; marketing, advertising, and sales support; a successful operating system; and easily accessible online and in-person support to help drive the success of their students and business.

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ANGUS VALLEY MONTESSORI SCHOOLS

At Angus Valley Montessori Schools (AVMS), children aged six months to six years receive superior childcare, and inspiring learning opportunities in customized building environments. Its nutritional lunch menus, created by an Executive Chef, are prepared daily in the onsite kitchen. Educators use a balanced approach of social, emotional, language, and cognitive development training to nurture and prepare students for life. Franchising with Angus Valley Montessori Schools offers rewarding and supportive business assistance from day one. The growing network of thriving franchisees implements AVMS’ custom curriculum, and receives operational and marketing support, strategic supply arrangement with Longo’s/Grocery Gateway, Ecolab, extracurricular and camp programs. All AVM Schools are fully licensed, and are now expanding with new locations.

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BEYOND THE CLASSROOM

BLUEKEY EDUCATION

Franchisees can blend their teaching experience and strong passion for at-home learning by joining the Beyond the Classroom tutoring business. They’re offered customized training, support, and tools to grow the business, and the opportunity to join a team of successful business owners who thrive in their ability to provide exceptional customer service to students and parents.

Bluekey Education looks for three key qualities in new franchise owners: a commitment to uphold brand values, previous experience or business acumen, and the financial ability to open and own a franchise business.

Highly trained tutors are at the core of Beyond the Classroom, a tutoring organization that aims to boost the confidence of students in grades JK to 12. Teaching is administered using three core values: being child-centered while forming a strong relationship, respecting family life through flexible scheduling, and creating a connection between tutors and students.

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As the first higher education tutoring franchise aimed to help post-secondary students achieve academic excellence, Bluekey Education offers private subject tutoring, exam test preparation, career planning, and other education services. Founded in 2013, the brand has helped thousands of college and university level students across North America obtain higher grades, gain confidence in their academic skills, and ultimately graduate with success.

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Franchise Canada May | June 2022

FRANCHISING SHAPING FUTURE MINDS

CODE WIZ

In business since 2017, Code Wiz is much more than a children’s education franchise. It was developed with a commitment to transform the way that kids engage with coding and technology. The kid-friendly features that set Code Wiz apart in the education franchise industry include a Montessori style approach to learning, an innovative curriculum, a hybrid business model approach, bright tech-themed learning centres, an achievement and rewards system, and small staff-to-student ratios. Code Wiz is backed by Tutor Doctor—a global franchise brand with more than 700 locations across 16 countries. Code Wiz operates with core values such as putting families first, creating wow moments, mastery in STEM skills and consequently self-esteem and confidence, transparency and trust, continuous improvement, and prioritizing success.

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CRAYOLA® IMAGINE ARTS ACADEMY™

Crayola® Imagine Arts Academy™ was created in partnership with Crayola® and is under the 2inspire umbrella brand that also includes Mad Science Group. Franchising began in 2019 and has grown to more than 20 locations across North America, with a recent launch in the U.K. It’s is on a mission to inspire children through art by developing their creativity and critical thinking through programs that focus on real-world topics, like animal conservation and cultural diversity, all while teaching them foundational art techniques. Crayola® Imagine Arts Academy™ is a franchise model with a history of success, where franchisees benefit from an adaptable business model, and get to enjoy the freedom of being their own boss. Ideal franchisees have sales/marketing or operations experience, are proven managers, and have access to a capital investment needed to help their small business succeed.

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INSPIRATION LEARNING CENTER

KUMON MATH AND READING CENTRES

Franchisees with Inspiration Learning Center are offered four pillars of income potential: professional tutoring services by educated and experienced teachers, educational consultations covering educational and extracurricular planning, the opportunity to open a private high school, and retail programs selling books and work sheets to students.

Kumon is the fourth-largest franchise worldwide and offers franchisees continuous training and support that begins from day one. With low start-up costs, a $2,000 initial franchise fee, and various incentives, Kumon provides the tools and resources to help franchisees’ businesses grow and succeed.

Inspiration Learning Center was founded in 2003 and has expanded to 13 learning centers across Canada. It’s more than just a tutoring company, as a licensed private school that offers high school students the chance to earn credits towards their diploma. The center uses a combination of Eastern and Western teaching methods to enrich the minds of young students.

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Over the last 60 years, Kumon Math and Reading Centres has become one of the largest and best-established franchisors in the supplemental education industry. With locations in more than 50 countries, educators have utilized the Kumon method of learning to help more than 16 million students improve their self-learning abilities regardless of age or ability.

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FRANCHISING SHAPING FUTURE MINDS

MEGAMIND LEARNING CENTRE

OXFORD LEARNING CENTRES

Franchisees with Megamind Learning Centre invest in a multi-billion-dollar industry that continues to boom. Franchise owners build their business on a solid educational foundation with abundant training and support, and benefit from a variety of programs available for students. Megamind is looking for forward-thinking entrepreneurs who are excited about having an impact on their community and the education of children by running a business which inspires kids and develops their selfesteem as learners.

Proudly Canadian, Oxford Learning® has been helping students for more than 38 years and is looking for franchisees who want to make a living that makes a difference with a recognized leader in supplemental education. The brand also celebrates winning multiple awards from the Canadian Franchise Association, including Franchisees’ Choice Designation for more than 100 locations, Top Franchisee Award, and the Lifetime Achievement Award for Oxford Learning’s founder.

Megamind Learning Centre is a unique after-school education franchise that offers the Abacus Mental Math Program, individualized tutoring programs for students of all grades, and private high school credit courses under one roof.

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REACH OG LEARNING CENTRES

Founded in 2004, REACH Orton-Gillingham Learning Centres are academic remediation centres that assist individuals who are struggling to learn how to read or write, and provide high level professional development to teachers. The REACH OG team are specialists in structured literacy, learning difficulties, and dyslexia, and teach literacy skills to students with learning difficulties and to those who need a specialized approach. The REACH OG Learning Centres team supports its franchisees to provide high level OG tutoring and intervention services to students in their communities as well as certified OG training to teachers in their designated region.

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Whether in an Oxford Learning® Centre or through its online program, Virtual Table™, Oxford Learning’s programs work toward changing the way students process, interpret, and organize information. It’s called cognitive learning.

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SCHOLARS EDUCATION CENTRE

At Scholars Education Centre, students are offered tutoring and supplemental education from individualized tutoring programs that maximize their academic success and build confidence in their skills. Tutoring and mentoring is offered to students of all ages and grades, and in all subject areas to help them achieve ‘Results That Matter.’ Franchisees with Scholars Education Centre are offered support from head office every step of the way. This begins with a preopening training package, followed by exercises and workshops, and more on-site, follow-up, and ongoing training as business gets underway. Becoming a franchisee means joining a multi-billion-dollar industry, and no background experience in teaching is required.

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Franchise Canada May | June 2022

FRANCHISING SHAPING FUTURE MINDS

SPIRIT OF MATH SCHOOLS

In business since 1992, Spirit of Math Schools offers a unique after-school classroom program for high performing students. With a focus on developing a skill-based understanding of math that focuses on problem solving, co-operation, and numeracy skills, the brand produces some of top performing math students in the country. Spirit of Math Schools is an excellent business opportunity for those who are passionate about helping young people achieve their highest potential. Franchisees are provided an exceptional comprehensive training and support program to help them succeed.

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TUTOR DOCTOR

Tutor Doctor makes learning a fun and rewarding experience for students by providing educational building blocks needed to succeed. Specializing in science, English, languages, math, and test prep, tutoring services are available to students of all ages, levels, and subjects. There’s also a variety of tutoring programs for high school students, adults, university and college students, and homeschooling opportunities. Franchisees with Tutor Doctor earn a great income while making a difference in their community. Owners operate a white-collar, home-based business through managing a network of tutors and benefit greatly from a one-to-one tutoring model that eliminates the need for high overhead costs that come from traditional brick and mortar businesses.

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UCMAS MENTAL MATH

With more than 3 million children trained worldwide, UCMAS Learning Centres serve a real need—to boost child development and brainpower in kids aged 5 to 13 by offering Mental Math and Abacus training. UCMAS was established in 2004 and has quickly expanded to nearly 100 locations across Canada. UCMAS is one of the most awarded and top education franchises in Canada. Along with the prestigious Hall of Fame distinction from the CFA, it’s received distinctive awards and recognitions for 11 consecutive years. Franchisees with UCMAS can benefit from perks including a low initial investment and operating expenses, the ability to work full or part-time, an easy-to-operate system, a proven business model to maximize revenue, and an established and exclusive educational methodology. Previous educational industry experience isn’t required, and franchisees will join a recessionresistant sector.

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Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

HOME-GROWN & LOCALLY-OWNED

100% CANADIAN FRANCHISE SYSTEMS

Good food and good value are ideas that have raised the profile and driven the success of many domestic food service franchise systems. Three new Canadian-born systems have taken the same approach, and although their menus and specialties differ, their unique offerings are certainly paying off. BY DAVID CHILTON SAGGERS Fast Fired by Carbone

Doug Warren isn’t shy about the impact of the Fast Fired brand. “I think we altered the [pizza] landscape,” he says. He attributes that game changing success to the outstanding taste of his system’s pizza with its five different types of dough, 50 topping options, plus the speed of its preparation. Fast Fired cooks its pies in three minutes flat in custom-made ovens that heat up to 900 degrees Fahrenheit (482 degrees Celsius). Fast Fired began with one location in Winnipeg, where it still has its headquarters, although Warren, vice-president of franchise development for Carbone Restaurant Group, which owns the brand, is based in Toronto. Fast Fired began franchising two years ago and now has six franchises in Winnipeg and Regina. Warren wants to open 10 to 12 locations this year in Western Canada and in Ontario between Ottawa and London. As for the qualities the brand looks for in a potential franchisee, Warren says it’s owner-operators who, preferably, have owned a business before. Food experience isn’t necessary although it would be helpful, as would some financial acumen and a willingness to follow the brand’s successful formula. Training takes two weeks in Winnipeg or in the province where the franchise is located. The total investment required for a Fast Fired store is $400,000. Between 900 and 1,200 square feet for a restaurant is considered ideal, with street front and power centre strips being key locations, although Warren is considering non-traditional spots as well. Fast Fired customers skew somewhat younger, but the demographics really cover anyone who likes pizza. Fast Fired offers a value-priced menu, and “very good bang for your buck.” The pandemic made Fast Fired think hard about the future, adds Warren, and the system easily held its own during the worse of the outbreak since its dine-in busi-

ness isn’t extensive; it also took advantage of the marketing power of third party delivery services and its own digital app. The benefits of a Fast Fired franchise are typical of a newcomer, says Warren. The system is young and entrepreneurial, investors can get in on the ground floor, it has a unique proposition, and there’s plenty of opportunity for area development.

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Franchise Canada May | June 2022

Naveen Seth, CEO of Seth Commercial Corporation, which owns La Prep

La Prep

People get passionate about food. Naveen Seth did so— he left behind a successful career in IT and moved into the restaurant industry. He’s now the CEO of Seth Commercial Corporation, which owns bistro-style La Prep and other brands. Speaking from head office in Mississauga, Ontario, Seth says that joined La Prep in 1999 as a master franchisee for Southern Ontario, the same year it began franchising. He eventually bought the brand in 2017. There are now 35 La Prep franchises nationally, along with three corporate-owned locations in the Greater Toronto Area. Seth’s expansion plans call for more than 100 locations nationwide in the next four or five years, and he also intends to expand his location strategy. At the moment, most La Prep franchises are in office towers, hospitals, and universities, but more street front stores are under consideration. A La Prep location is ideally sized from 1,500 to 1,700 square feet, and the cost of a turnkey restaurant runs from $400,000 to $600,000. Training takes four weeks at a corporate location and there’s a further two weeks of on-site instruction. The majority of Seth’s franchisees are couples, aged from their twenties to about 50. The qualities he looks for among potential investors is that they share his passion for food, and a commitment to the brand. La Prep

competes in the quick service market, targets all demographics, and does “extremely well” with its downtown locations at breakfast and lunch, says Seth. La Prep doesn’t serve dinner and locations are typically open Monday to Friday. One of the key lessons Seth learned from the pandemic is that however successful La Prep has been, it’s not recession proof. The closure of downtown offices was a major challenge, of course, he says. Still, ever imaginative, he decided to combine a La Prep store with the delivery-only brand Kaia’s Bowls+Breads, and it increased revenue for that store by 16 per cent. Other hurdles the brand has faced were product shortages— coffee cup lids were scarce, for example—and temporarily, staffing challenges. As for the benefits of a La Prep investment, Seth says, “It’s a concept that appeals to the majority. It’s upscale, its ROI is good, and since most stores are in office towers, it’s Monday to Friday 7 [a.m.] to 5 [p.m.].”

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Les Rotisseries Piri Piri

Chicken is one of the most popular proteins, and there are many ways to serve the versatile bird. At Les Rotisseries Piri Piri, the specialty is Portuguese-style rotisserie chicken, served with signature piri piri pepper sauce, that’s becoming ever more in demand with diners. Mahmoud Chahrour, partner and director of franchising for the Montreal-based system, says it began with one location in 2012 and now has six in the city. After franchising began in 2021, Chahrour says four franchises have been sold and one lease secured, and he projects three franchised locations will be open within the year. Although Piri Piri is part of the bustling quick-service restaurant (QSR) segment, it faces very little competition, says Chahrour, and offers excellent value. A whole chicken meal for two adults and two children is priced around $28, just right for Piri Piri’s target customers. Along with the signature chicken, the restaurant offers choices like vegetarian and, soon, vegan meals. Piri Piri’s expansion plans are ambitious. Chahrour explains that he wants franchises across the country, but for the time being his primary focus is on the Greater Montreal Area. “We want 25 stores by 2025,” he says. “We have everything to grow our system.” Potential franchisees who want to grow with the brand must have adequate financing, but there’s something else:

“The most important thing is a restaurant background,” says Chahrour. “Investors must understand the restaurant business.” He estimates about 50 per cent of his potential investors are men, with the others being women and couples. The “sweet spot” for a store in a mall is 500 to 700 square feet, and at street level it’s 1,500 to 2,200 square feet. A built from scratch location costs $550,000. Training takes two to three weeks at a corporate store. The pandemic hit Piri Piri hard, but the system coped. “We were able to adjust really fast,” says Chahrour, noting that with dining-in prohibited in 2020, deliveries using Uber Eats, Skip the Dishes, Door Dash, and others were crucial. Piri Piri also lets customers order online, and has a call centre and its own delivery drivers. As for the benefits of investing, Chahrour says Piri Piri represents a good business opportunity, a midrange investment, and a unique product. “We’re very much unique. There’s no concept like ours.”

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Franchise Canada May | June 2022

NEXT GENERATION IN FRANCHISING

Futuristic Franchising

Ctrl V franchisee Joseph Balfour shares his journey into business ownership—and the world of virtual reality gaming BY JOELLE KIDD

ranchising is a diverse industry, and everyone’s path looks a little different. Some feel the drive to be a business owner and begin searching for the franchise that suits them. But for others, the brand comes first. That was the experience for Joseph Balfour, who runs the Guelph, Ontario location of Ctrl V, a virtual reality (VR) video game arcade. Balfour didn’t grow up dreaming of being an arcade owner, or plan to run his own business—but when he and his brother discovered Ctrl V, it was kismet. While Balfour did well in school, he didn’t feel particularly drawn to any post-secondary programs. “I was working at a grocery store, looking for full-time work for a little while—and then the Ctrl V opened in my hometown in Waterloo, [Ontario],” he recalls. “My brother

went to the grand opening and saw how awesome it was. He was looking for something to invest in, and knew I was looking for full-time work.” Balfour’s brother brought the idea to the family, and the two brothers and their parents all decided to go in on the investment. Now, Ctrl V Guelph is a family-owned franchise, and Balfour manages the daily operations of the business. The young business owner says it’s been a great learning experience for both him and his family, who are all first-time business owners. Since opening Ctrl V Guelph in January 2017, he says that his job doesn’t feel like a job—it’s just fun. “It wasn’t like I was looking for a franchise specifically—but I’m really glad we found this, because it’s been a great experience,” Balfour says.

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NEXT GENERATION IN FRANCHISING

Going virtual Ctrl V is an entertainment facility specializing in VR gaming and experiences. “What makes us unique is that we want to make emerging technologies—the most cuttingedge technology—available to anybody and everybody,” Balfour says. By purchasing a timed block of play at a Ctrl V location, anyone can try virtual reality technology for an accessible price. The brand uses a proprietary booking software so customers can book timed sessions and pay by the hour. They arrive early to watch an introductory video explaining how to use the VR equipment, which includes a virtual reality headset and controllers. Balfour’s location has 16 stations, where players have a 10 by 10-foot area in which to move. Each player can select their own game, or play the same one together from their respective stations. Balfour says most of his customers are young people, and the location also offers the opportunity to host children’s birthday parties. Kids who come to play games with their friends often come back with their whole family, he notes, and adds that they also see groups of adults and even corporate groups eager to take team building into virtual space. “Anybody and everybody can come in here and have a great time,” he says, even those who’ve never played before. “The games are so simple, and our staff are so good at explaining things that we can get you playing and having a great time in no time.” New games are added regularly, and Ctrl V keeps a curated list of around 50 VR games and experiences for customers to select from. In total, Balfour estimates that

there are more than 200 games in the company’s library, which have been licensed from third-party developers—and yes, Balfour has tried them all. Testing out new games is part of ongoing training for franchisees, and it’s fun, too. “Being the owner of a virtual reality arcade is a pretty awesome thing. You can come in any time you want in the off hours and play,” he says. Among the most popular picks for customers right now are a zombie-battling game called Arizona Sunshine—which can be played as a three-hour story-like “campaign” with two players, or with up to four players in multiplayer mode—and a game called Job Simulator which Balfour says is popular with kids. Plug and play Despite the perks of being able to join a zombie hunting mission whenever you want, this might sound intimidating for a new franchisee without much background in tech. But Balfour says Ctrl V’s comprehensive training and support makes running the games virtually frictionless. “[You’d think] the technical side of things would take a lot of knowledge, but a lot of it is pretty straightforward. Ctrl V has it set up pretty well for us. As long as you know your way around a computer, for the most part, you’re good,” he says. Initial training for a Ctrl V franchisee includes two weeks at the corporate location as well as specific training in day-to-day operations, accounting, marketing, and other topics. Once a franchisee has their location up and running, Balfour says the head office provides ongoing

Franchise Canada May | June 2022

NEXT GENERATION IN FRANCHISING

training and support through a database of resources and online forum for troubleshooting tech issues. The system has also set up a Franchise Advisory Council, through which franchisees meet regularly to discuss challenges, share information, and help guide the direction of the brand. One of the biggest challenges recently has been the pandemic. As an entertainment business, Ctrl V locations were deemed non-essential, and had to shutter temporarily during lockdowns. Luckily, Balfour’s location already had a following of regular customers. “[We had] a good number of loyal customers that kept us going … every time we reopened, it was our loyal customers coming back to us, having spent the whole lockdown period waiting to play VR again.” Now that restrictions have eased, Balfour notes that the station set up makes VR gaming a great COVID-safe activity; with each player in their own area, social distancing is no problem, and the staff simply disinfects the equipment between each use. Youthful energy Along with the high level of support the brand provides, Balfour says he likes being a part of Ctrl V because of the company culture. “Because it’s such a fun and entertaining place, everyone’s having fun … with each other. There’s lots of great banter between the franchisees and head office, and they have fun with us too.” Overall, Balfour says his favourite part of being a franchisee is the level of autonomy. “You’re fully in control of your own day to day, you’re your own boss, you can write your own schedule. But also, the results you get from your business are completely dependent on what

you put into your business. You have complete control over how [it] does by how much effort you’re putting in.” In this way, being a young business owner has been a great advantage. “I definitely have a lot of energy to take to the business,” he notes. Because Ctrl V draws so many young customers, he says he’s able to relate well to them, helping to build customer loyalty. On the flip side, being young means you have less of an established business network. “You don’t know as many people, you’re still sort of creating those connections,” Balfour says, adding that he’s combatted this challenge by intentionally building relationships with other business owners in his local area. “[Even] when you get your oil changed, or go to your favourite restaurants, [you can] just try to get to know other business owners in the area and try to promote each other.” Balfour’s advice for any prospective franchisee is to find a franchisor who fits well with your lifestyle and goals. “There are a lot of choices out there for franchising, so try and find someone that fits really well with you.” Then, once you sign that agreement, he says, “Give it your all.” “Don’t hold anything back. Because I really believe that you get out of it what you put into it—you’re going to find success.”

Learn more at LookforaFranchise.ca

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

LEADERSHIP PROFILE

WORLD-CLASS FRANCHISING KFC’s Catherine Tan-Gillespie on her impressive, continent-hopping journey to leading the brand’s Canadian operation BY ROMA IHNATOWYCZ

Franchise Canada May | June 2022

LEADERSHIP PROFILE

im high, they say, and Catherine Tan-Gillespie listened. While still a young student growing up in Evesham, U.K., she aspired to one day be just like Richard Branson, the legendary visionary behind the Virgin Group. In the world of business, you can’t aim much higher than that. “Yes, it’s true,” chuckles Tan-Gillespie, now the president and general manager of KFC Canada. She explains that she admired Branson’s innovative, ambitious, yet very human approach to business. “Branson understands the idea of capturing people’s imagination and being very single-minded about what a brand stands for. He’s a visionary, but he also seems to really care about people. I wanted to be the female version of him—and I still do, actually.” Tan-Gillespie has yet to acquire the perks of Branson’s uber-wealthy lifestyle—“I don’t have an island, I have an RV!” she laughs. But she’s certainly been a visionary throughout her career, primarily in the QSR and food and beverage industries. It’s a career that has extended across three continents and four countries, and has included positions at leading brands like PepsiCo, Dairy Farmers (a well-known Australian brand), and Sony Pictures Entertainment. Career climb Tan-Gillespie began her successful professional life more than 20 years ago, starting small with an internship at Hewlett-Packard followed by a succession of jobs with PepsiCo. It was during her time with the global beverage giant that she embarked on her first move abroad. She asked Pepsi if they would transfer her to Australia, and they agreed. “I was in my mid-20s and told my parents I’d be gone for 18 months. I stayed around 18 years,” she says. “I loved the culture, I loved the people, the weather.

I met my husband there and had my two daughters there—they’re all Australian.” Not long after arriving to the island country, TanGillespie joined Dairy Farmers, an Australian leader in milk and other dairy products. She started as a national account manager in sales but eventually switched to marketing—a move she actively pursued. It involved hiring a marketing mentor for a year, with costs covered by the company. “I didn’t just want to sell what someone else had strategically built,” she explains. “Marketing felt closer to the customer and closer to the strategy.” Following a lengthy tenure with Dairy Farmers, Tan-Gillespie moved on to new marketing positions with Sony Pictures Entertainment, Goodman Fielder (a regional food company with 120 brands) and finally, in 2015, with KFC South Pacific. KFC’s extraordinary history, legacy, and workplace culture cinched the deal for her. “I fell in love with the legacy of the KFC brand,” says Tan-Gillespie simply. It was a fortuitous move. Just two years after joining the fast-food brand, Tan-Gillespie became KFC’s global chief marketing officer and moved to Dallas, Texas to oversee the marketing component of its worldwide operation. In her work as the brand’s chief marketing guru, she rolled out some of the best and riskiest campaigns the company had ever developed. This included a stellar ad created in response to a supply chain breakdown that saw KFC’s U.K.-based restaurants run out of chicken. The reaction to something so catastrophic had to be swift and effective, and it was. The ad showed the famous KFC bucket with its name misspelled as ‘FCK,’ accompanied by a heartfelt apology below. It was a gamechanger for a company that had historically played it safe with its messaging, but Tan-Gillespie pushed for it and the ad worked, winning three golds and a silver at the 2018 Cannes Lions. “It was something I was

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

LEADERSHIP PROFILE

passionate about doing, so we made it happen in 24 hours,” she says. “I’m not taking credit for [creating] the ad—that belongs to our U.K. CMO—but we made it happen.” Tan-Gillespie also oversaw the rollout of another cheeky ad, this time released when the COVID pandemic turned KFC’s legendary ‘Finger Lickin’ Good’ slogan into a health hazard overnight. Instead of changing or dropping the tagline, however, the company opted to blur the ‘Finger Lickin’ part out of their ads. The campaign was a smashing success, receiving more than two billion impressions online and boosting brand word of mouth by more than 3,000 per cent. “We turned it around quickly and ran it in 97 countries,” notes Tan-Gillespie. New opportunity This type of out-of-the-box thinking cemented Tan-Gillespie’s reputation as a skilled marketing strategist, but her career-climb was far from over. Earlier this year she made another dramatic move, this time relocating her family to Canada to take the reins of KFC’s Canadian operation, overseeing 607 franchised restaurants across the country. The move presented a longed-for career opportunity for Tan-Gillespie, who was eager to plunge her hands into yet another new challenge, and country. “I was given this incredible opportunity to run a business in its entirety for the first time in my career,” she says, “And my family loves Canada—we’re outdoorsy people and Toronto is a great international city. So for all those reasons, it made a ton of sense.” KFC Canada had just completed one of its best sales years ever, with same-store sales growing by seven per cent in 2021. Tan-Gillespie is keen to build on this momentum. Her focus is to keep growing the business and to make the KFC brand even more relevant and sustainable with what she dubs its “red and green” approach. “The red [part] is about making our brand more relevant, easy

and distinctive, and the green is about sustainability,” she explains. KFC was also the first chicken chain in Canada to introduce a plant-based fried chicken substitute, and has made strides in eco-friendly packaging. “Already, the team has done some incredible work in terms of bamboo buckets and paper straws and bags, but I feel there is a lot more that we can do on the green side.” From an operational perspective, the company is committed to expanding its chain of restaurants, especially in the B.C. and Quebec markets where penetration is lower. What it looks for in its franchisees is, first and foremost, people who enjoy working with people. “Putting people before profits is number one because we are in the hospitality industry and it’s about creating strong, diverse teams,” explains Tan-Gillespie. “Number two is being good at operations and having the mindset to invest in the short-term and long-term. That’s really important— we call it ‘sales overnight and brand over time.’” In many ways, Tan-Gillespie encompasses everything she looks for in KFC franchisees. She’s invested in the brand for the long-term, and her dynamic, energetic personality thrives on “the people side” of her work and collaborating with others to grow the brand. “We’ve got a great team that takes an original approach to business and wants to make a difference and to have fun, and that’s something I’m really passionate about,” she says. That, and the Colonel’s inimitable fried chicken, which is delicious regardless of what words can be used to describe it. “In the end,” says Tan-Gillespie, “it’s always about the food.”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2022

A DAY IN THE LIFE

EASY FIX

Mike Williams takes us along on his daily routine managing three NOVUS Glass franchise locations BY JOELLE KIDD

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

A DAY IN THE LIFE

xperience often breeds invention, and that was true for the founder of the NOVUS Glass brand. The company started in 1972, after Frank Werner had to get three windshield replacements in a short period of time. He set out to find a better way to deal with windshield repair, and ended up developing a resin that has a better structural integrity and is clearer than any other competition. Today, NOVUS Glass still holds the patent for this special resin, which gives the brand a huge edge in the glass repair industry. Unlike most competitors, which can only fix windshield cracks and chips about the size of a toonie, NOVUS’ technicians can fix a 12-inch crack on a vehicle’s windshield. “The philosophy, back then as now, is really ‘Repair First, Replace When Necessary,’” says Mike Williams, regional manager for the Skidmore Group, which owns three NOVUS Glass locations. “It saves the customers money, helps the environment [as it prevents windshields from ending up in landfills]—there are a lot of different advantages to doing it that way.” Williams manages three franchise locations in B.C., in Vancouver, Aldergrove, and South Surrey. Williams has found that working in glass is a community-minded, people-first profession, one that has turned out to be— clearly—the right fit. The road to NOVUS Williams’ journey to his current position was a winding one that began in a different industry: the world of quick-service restaurants. Williams spent 11 years at McDonald’s, working his way up from a crew member to management. From there, he moved through operations positions in a variety of industries, from telecommunications to retail. It was this experience managing complex operations that prepared him for joining NOVUS last year. Williams says he likes that NOVUS operates using the franchise model. “Here at NOVUS, every location is independentlyowned and -operated. So, we’re very much a part of the community.” Williams’ management background has proven to be a great asset for his position. When first stepping into the industry, “I knew nothing about glass,” he admits, adding with a laugh, “I’m not even that handy of a person—if my wife asks me to hang a picture on the wall, it’s an all-day event.” But he had honed sharp operational and coaching skills to bring to the position. “It’s similar to [the role] of a coach of a hockey team. They’re not out there with their skates on.” While Williams knows the basics of windshield repair and is happy to roll up his sleeves and help as needed, his main role is “supporting the technicians in being able to get their job done easier and more efficiently.”

It’s certainly a hands-on job, from helping out technicians to dealing with customers to building connections in the community. “Very little of my time is actually sitting behind a desk staring at a computer … It’s having fun with the team, looking for better efficiencies, taking care of our customers, and taking care of our people.” Drive a mile in his shoes For Williams, every day looks a little bit different, but he does follow a routine to efficiently manage the three different locations. A typical day “really starts the day before,” he notes. “That’s when [I] and my three store managers [look at] the schedules for the following day.” Around two to four o’clock in the afternoon, Williams and his managers assess the staffing plan for the next day, how many jobs each location has, the complexity of each job, and which technicians will be in each store, while matching which staff will be the most suitable for each job.

“THE TWO BIG THINGS THAT REALLY MOTIVATE ME ARE DEVELOPING MY TEAM … [AND] LEARNING NEW THINGS MYSELF. I WANT TO FEEL CHALLENGED EVERY DAY, AND WORKING AT NOVUS LETS ME DO THOSE TWO THINGS, EVERY SINGLE DAY.” - Mike Williams Each morning, Williams has a 15-minute virtual “morning huddle” with the managers of the three locations. “We’ll talk about the previous day’s performance, the sales, if we hit our goals, what today’s goals are going to be, any other successes that we’ve achieved.” Typically, Williams will have an admin day each week and split the other days between locations, “basically coming out to the stores, interacting with customers, getting feedback ... Having one-on-ones with the staff, the technicians, and the customer service representatives to really understand what their challenges are and what their frustrations are, and listening to them about different things we can improve on, efficiency-wise.” He also sits down weekly for one-on-one meetings with each of his managers, during which they review individual development plans and strategize ways to overcome challenges. Beyond this loose structure, Williams says every day really is different. Among the tasks that he might find himself pursuing on a given day are resolving difficult customer situations, getting out in the community to look for business opportunities, or connecting with current fleet customers or local insurance brokers.

Franchise Canada May | June 2022

A DAY IN THE LIFE

“A lot of times, if a customer needs their vehicle’s glass fixed, they don’t know where to go, so they’ll call their insurance broker … we want them to refer us because we have a good relationship with them,” Williams points out. He’ll also reach out to service businesses that rely on their vehicles. “Electrical companies, plumbers, that sort of thing—maybe they were broken into the day before, maybe they have a cracked windshield in their van … they’re an essential business and they can’t be out of service. So what can we do to make sure we’re coming to them and helping them get back up and running ASAP?” People-powered Williams characterizes NOVUS Glass as a “really peopledriven” company. “We want to make sure that our teams are being challenged, motivated, and inspired to learn,” he says. The brand’s franchisees are a tight-knit community, Williams says, and often reach out to each other for advice. The brand also emphasizes ongoing training, with both a technical trainer and franchise business partner visiting the locations several times throughout the year to refresh and update knowledge and keep the business on track with its goals. This culture is for the benefit of the customer as well. “Nobody wants to come to a glass repair or replacement centre,” Williams points out. Customers’ vehicles have usually been unexpectedly damaged or broken into, which means an unforeseen cost and even the loss of valuables. That’s why “it’s really about being able to create a culture of the best hospitality and comfort that we can for our customers,” Williams says.

“It’s all about empathy,” he adds. The key is listening, hearing the customer out, identifying their needs, and clearly communicating how the process works— “reassuring them that we’re going to get them back on their feet.” On the positive side, they get to be a part of the solution for someone in a difficult situation. And they must be doing something right. “Amongst the three stores, we have more than 500 five-star Google reviews,” Williams notes. NOVUS Glass offers customers the option to bring in their vehicles, or a mobile service where they can do repairs on site, as long as there’s an area where the technicians can work. The brand’s emphasis on repairing rather than replacing has made an impact, not only for customers’ wallets, but the environment—Williams says the brand has saved more than 44 million windshields from the landfill. When asked his advice for prospective entrepreneurs looking to invest in a franchise, Williams touts the importance of doing your research and picking the right brand. “It should be … a brand that you believe in and you feel passionate about, and that you’re going to want to work and grow [with].” It’s clear he feels this way about NOVUS Glass. “The two big things that really motivate me are developing my team … [and] learning new things myself. I want to feel challenged every day, and working at NOVUS lets me do those two things, every single day.”

Learn more at LookforaFranchise.ca

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

THE FIRST YEAR

The Breakfast Club Eggsmart franchisee Naazir Zariwala explains how adaptability and dedication made the perfect recipe for multi-unit ownership success BY STEFANIE UCCI

ome people like their eggs scrambled, others with a side of hashbrowns—and for Eggsmart franchisee Naazir Zariwala, his are best served with a dash of entrepreneurialism! Not only is Naazir a new franchisee, having opened his first location in Scarborough, Ontario in June 2016; he’s a multi-unit owner who recently hatched his second location nearby in Leaside in November 2021. “At Eggsmart, we look to provide an innovative twist to breakfast, brunch, and lunch options,” explains Naazir. “We provide a dining experience that has a great ambiance, a fun environment to dine in, and a very vibrant atmosphere. The whole idea is to have innovative menu options that cover all the bases for everyone in your brunch party and appeal to everyone’s tastes.” Eggsmart has more than 45 restaurants across Canada and Naazir’s Leaside location is one of the newest spots. The wide menu offering includes classic breakfast dishes such as signature egg breakfasts, eggs Benedict, egg skillets and omelets, pancakes and French toast. And for lunch: salads, burgers, sandwiches, burritos, and more.

Franchise Canada May | June 2022

THE FIRST YEAR

With 11 years of sales experience in consumer-packaged goods and industrial equipment, Naazir explains that he had “no prior experience working in a restaurant environment, not even while in school,” but has still managed to flourish as a business owner. An egg-ceptional adventure So how does one go from a sales-based career to being a restaurant business owner? With a lot of grit, perseverance, and the ability to adapt and think quickly on your feet in a fast-paced environment. It also helps to have the backing of a successful and well-known franchise brand behind you. “What drew me to the franchising model was the fact that, because I didn’t have that restaurant experience, I wanted some sort of structure to start off with,” says Naazir. “I didn’t want to get into a situation where I’m learning how to operate a restaurant but at the same time I’m building a brand and marketing from scratch, since that requires a tremendous amount of capital and time.” He adds that the Eggsmart team helped take care of location tracking and other vital elements which allowed him to focus more on opening and building his business. Naazir decided to start from scratch to fully understand the ins and outs of the Eggsmart restaurant including the menu offerings, running the back-of-house kitchen, serving customers on the floor, and even getting his hands wet with dishwashing duties. “That gave me a well-rounded idea of what to do when I owned my restaurant,” he notes. When it comes to initial training, Eggsmart provides an intensive four-week program that spends two weeks on back-of-house operations in the kitchen, and the next

two weeks on diving into the front-of-house, serving tables and connecting with guests. As for ongoing support, the brand offers consistent assistance from the operations team to keep franchise owners up to date on all menu and recipe offerings. “Whenever we launch something, they come by and support us. [Like when there’s] a new recipe, just to show how it would roll out to the restaurants once it’s launched,” explains Naazir. “[I can] also get some advice from them on how to grow my business.” Butter days ahead Since he’s in the early years of entrepreneurship, Naazir’s challenges and learnings are fresh in his mind. “The biggest challenge for me was [that I’d been] an employee for 11 years [which required] this mental shift. When you’re an employee, your role is generally defined within a certain scope and context,” he explains. “Being a business owner, you’re literally involved in everything, from payroll to understanding your financial statements. So, you look at your business from [the standpoint of] being holistically responsible for everything. You have to be a good leader and offer great customer service.” Naazir adds, “When you’re learning, you have growing pains. So, suddenly from having a pretty defined scope of what I was supposed to be doing, I’m a new business owner involved in everything because I’m trying to learn everything.” Another challenge he notes was finding a location for his second franchise in Leaside, Ontario. “Scoping out my second location took almost three years,” he says. It was due to the pandemic that a great location became available and was an ideal spot for a new Eggsmart franchise.

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

THE FIRST YEAR

“When I was a rep for the packaged goods company, my territory was Leaside, so I knew the potential there.” From the start, Naazir went into business ownership with bright eyes and big dreams of operating multiple units and scaling up. “Entrepreneurs are people who want to be in control of their own destiny. So, working for different companies over the years … I felt very limited in my growth opportunities being an employee. When you’re a business owner, if you succeed at [your first] location, you can control becoming bigger and scaling up. Those are the things that shifted my mindset.” Egg-citing changes “I would say my experience has been very fulfilling,” explains Naazir of his first few years as a franchisee. “It was very challenging in the beginning, and a steep learning curve in the case of someone like me who was never in the restaurant industry. That really enriched me and gave me that feeling of fulfillment. I feel very grateful that I’m able to be my own boss.” As a breakfast restaurant with shorter operating times, Naazir says what appealed to him most was the flexible hours that help support a healthy work-life balance. His hours are “pretty defined, 7 a.m. to 3 p.m.,” allowing him to enjoy the rest of his days with family and friends. And his customers get to sleep in and still arrive on time to enjoy an eggs Benny dish, too! Establishing his decision to invest in a breakfast franchise was step one, but then came narrowing down the one brand that would be the perfect fit for his personal lifestyle and business goals. It’s not a decision that’s made overnight and requires a lot of effort and research for prospective franchisees. Naazir explains that once he was in the breakfast franchise mindset, he began looking at other brands in

the space but was drawn to Eggsmart for its innovative menu that caters to everyone of all ages and taste preferences. And with a background and mindset in sales, he realized that the diverse menu would open opportunities to cater offices or business parties. “My advice is to definitely do your research, be open, and have a great time. Enjoy the ride,” says Naazir. “Getting into any kind of business, you want to really research every aspect of it. If someone’s trying to join Eggsmart or any other network, you’d want to meet a whole bunch of franchisees and people from head office to get a pulse on what makes them unique, what their challenges are, and where they see their brand in the next 10 years.” He adds, “The biggest key would be to get mentors within the franchising network. I’ve truly benefitted from some great franchisees passing on their wisdom, thoughts, and best practices that really enabled me to streamline my operations. At the end of the day, the dream is to not even be in the building, and everything runs like clockwork. That would be the true goal.” As many have heard before, entering a franchise agreement is a lot like a marriage, and requires both a commitment and an open mind to changes and fluctuations on the fly. “If you’re someone who’s very structured, and you have to have that willingness to being open to the evolving environment where everything is changing constantly,” Naazir says. “You should understand that if you become a business owner, your life is definitely about to change.”

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2022

ICONIC BRAND

DRIVE FOR SUCCESS Mr. Lube’s iconic journey began back in 1976 and has expanded to serve Canadians and their cars from coast to coast BY JORDAN WHITEHOUSE

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

ICONIC BRAND

“IT’S A FAMILY-ORIENTED CULTURE HERE. THERE ARE FRANCHISEES IN THE SYSTEM THAT HAVE BEEN HERE FOR 35 OR 40 YEARS, AND NOW THEY’RE HANDING OVER THEIR BUSINESSES TO THE SECOND GENERATION.” – Franchisee Karim Kara

ne day in the mid-1970s, a young entrepreneur from Edmonton named Cliff Giese took his dad out for lunch. That morning, Cliff had dropped his car off for an oil change, but by lunchtime it still wasn’t ready. Oil changes should be quick, he thought. You should be able to get one done while you wait. His dad, Arnold, agreed, and soon the two came up with a simple plan for a new business: fast, hassle-free oil changes without having to make an appointment. By 1976, they opened their first Mr. Lube in Edmonton. Clearly, Cliff wasn’t the only one who wanted a quicker oil change. By 1981, the Gieses were franchising, and by 1986 there were 47 Mr. Lube stores across Canada. Today, there are more than 172 locations from coast to coast, making it Canada’s largest quick lube brand. The Gieses’ original idea is a big reason for that success. Mr. Lube has been a pioneer in perfecting the quickservice oil change business over the past 45 years. But innovation has also been huge, especially in recent years, says CEO Stuart Suls. “When we had a change in shareholders in 2006 and Jim Treliving, George Melville, and Mike Cordoba from Boston Pizza came in, it was a big shift. The family feel is still very much in our culture— more than a third of our system is operated by secondgeneration franchisees—and over time, we’ve enhanced the professionalism and efficiency of the organization.” The pace of franchising picked up around that time too, says Suls, as did Mr. Lube’s service offerings. Now, it’s not just about oil changes. Technicians offer a full range of fast maintenance services, from batteries to belts to sparkplugs to tires. The company also has an electronic version of the owner’s manual for every vehicle on file. That makes it much easier for customers to trust that technicians are keeping their vehicle’s maintenance on schedule, says Suls. These types of forward-thinking evolutions are one of the main benefits of being a Mr. Lube franchisee, says Toronto area franchisee Karim Kara. “You’re never in a position where you’re thinking, ‘Is this going to be a deadend business?’ You’re always thinking, ‘What’s next? How are we going to adapt?’ They’re always looking at new equipment, new technology, introducing new services. It’s an intense, fast-paced business, which I love.”

The foundation for success Kara began working for Mr. Lube as a technician in 1995, but left to join a family business. Seven years later, he returned, and soon after, jumped into franchising with two business partners. Today, they own a total of 12 Ontario-based Mr. Lube locations in Markham, Scarborough, Stouffville, Pickering, Ajax, Whitby, and Oshawa. Looking back, Kara says he wanted to become a Mr. Lube franchisee because he saw the potential in the brand. “It’s a very sustainable business in the sense that it’s recession proof; you need a car to get from place to place in Canada. But looking at the business model, I also found that it was very professionally managed. The brand name is strong. There was great marketing support. And operations are very strong.” The franchisee training system was another big benefit, says Kara. The initial training program takes around three months to complete and includes both online and in-store instruction. It covers everything from operations to accounting to marketing to human resources. While some training is led by the corporate team leads, existing franchisees also take on new franchisees in a mentorshipstyle role. As for ongoing support, every franchisee has access to Mr. Lube University, an online training portal. The company also has a Manager’s Centre of Excellence, where managers and franchisees can go to work on both their technical and customer service skills. Plus, the company has several committees that franchisees can participate in and reach out to, such as the Operations Advisory Council, which strategizes on new services, processes, and protocols. All of that support speaks to the culture at Mr. Lube, says Kara. “It’s a family-oriented culture here. There are franchisees in the system that have been here for 35 or 40 years, and now they’re handing over their businesses to the second generation. But when there’s a new member within the brand, they’re welcomed as part of the family, and every franchisee works towards making that individual successful together with Mr. Lube Canada.” Usually, new franchisees come with some sort of business background and/or mechanical expertise, says Suls. But not in every case. “Sometimes you run into people who just have that desire and drive to want to be an entre-

Franchise Canada May | June 2022

ICONIC BRAND

preneur and have neither background—so then we’ll give them the background they need.” Words of wisdom Although Mr. Lube does provide business and operational training, franchisees do need to come with strong interpersonal skills to deliver the exceptional customer experiences the company aims for, says Suls. “You can only standardize so much when you’re interacting with customers, so one of the main challenges with this business is being able to treat every one of our customers in the way that they want to be treated.” Kara agrees and says that franchisees also need to be adaptable. “I call this a hybrid business. We’re not retail, we’re service. But we’re also very technical. So, we need people with good interpersonal skills, but we also need people that can adapt to working with their hands and tools, and are mechanically sound.” That ability to be flexible has been key for franchisees during the pandemic, say both Kara and Suls. Although automotive businesses have been considered essential across the country, Mr. Lube franchisees and their teams have to be mindful of a variety of shifting health and safety protocols as well as each customer’s comfort level. It hasn’t been easy dealing with such uncertainty, says Kara, but Mr. Lube’s own adaptability during the pandemic has been huge. Early on, for instance, the company created a COVID Crisis Team that included the CEO and all the company’s vice presidents. Every day, they

got together to figure out how they could help franchisees. This included consulting with suppliers to get better terms, contacting individual franchisees to help them apply for government supports, and ensuring each location was aware of new health and safety protocols. This supportive, adaptable, and forward-thinking ethos is a cornerstone of the company, says Suls. But prospective franchisees interested in Mr. Lube shouldn’t take his word for it, he says. Instead, he offers the same advice he gives to anyone looking to get into franchising. “Go out there and look at lots of other systems, compare and contrast, see what you’re comfortable with and what you’re passionate about,” he says. “Talk to as many franchisees in that business as possible. And then look at the returns of the business to see if it meets your expectations.” Kara agrees, adding that prospective franchisees should pay particular attention to franchises that are sustainable through difficult economic times, such as a pandemic, and that are evolving as the world evolves. “I think Mr. Lube ticks all these boxes. You always want to invest your money where it’s secure long-term, and I believe that’s right here.”

Learn more at LookforaFranchise.ca

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

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. Corporate Rent-A-Car

Merry Maids of Canada

With a reputation for high quality luxury vehicles and service at competitive prices, Corporate Rent-A-Car has been providing car rental and luxury car rental services since 2008. The company specializes in rentals for leisure and business travellers, dealer replacements, and insurance replacements. Franchisees with Corporate Rent-A-Car work with a franchise system that tailors its program to each franchisee to help achieve success. Locations have access to a diverse fleet of cars designed to meet the needs of each customer, and a competitive insurance program. Franchisees also receive extensive training, marketing support, key supplier relationships, and handson mentoring.

The Merry Maids brand boasts more than 35 years of experience, with more than 900 locations in Canada and the U.S. This residential cleaning service specializes in home cleaning and offers additional services such as move in/move out, specialized cleaning, and enhanced disinfection services. Franchisees with Merry Maids benefit from a nationally recognized brand and decades of industry knowledge and experiences. An ideal opportunity for business owners who are passionate about customer service, this peoplefocused franchise provides training, management systems, hiring support, scheduling, and much more.

Learn more at LookforaFranchise.ca Learn more at LookforaFranchise.ca

Crock A Doodle Crock a Doodle is a retail pottery painting franchise that offers the opportunity to create a successful business and have some fun. Customers at Crock a Doodle locations come together to express their creativity and paint their own pottery pieces. Franchisees who invest in Crock a Doodle join a proven business concept with powerful branding, strong systems, and a network of ongoing support. This colourful and creative business is ideal for business-savvy franchisees with strong customer service skills. Along with operations training and ongoing support, the franchise system offers onsite opening support, digital marketing and lead generation, and guidance in studio programming and event management.

TaxAssist Accountants Established in 1995, TaxAssist has grown to become the largest network of small business accountants in the UK, and successfully operates in Ireland, Australia, and now Canada and the U.S. TaxAssist offers the opportunity to grow your own successful accounting practice and an asset for your future. The brand’s innovative business model allows franchisees to focus on a lucrative market of small businesses that have typically been underserved. The business model creates opportunity for year-round income and isn’t reliant on seasonal peaks. It’s ideal for CPA-qualified accountants, tax preparers, or individuals with a financial services or banking background.

Learn more at LookforaFranchise.ca Learn more at LookforaFranchise.ca

Franchise Canada May | June 2022

FRANCHISE FUN

NO SIGNS OF SLOWING DOWN

FASTSIGNS president and CEO Catherine Monson dives into how she’s helped propel the brand forward, her top advice for franchise leaders, and the importance of building a fulfilling career

ASTSIGNS International Inc. is North America’s leading sign and visual communications franchisor. Its impact is clear, with more than 762 franchise locations in eight countries worldwide including Canada, the U.S., Australia, the U.K., Grand Cayman, and more.

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

FRANCHISE FUN President and CEO Catherine Monson is one of the many friendly faces that leads the brand, operating from her cozy home in Texas. As a self-described driven, fun, and visionary leader, Monson has helped propel the FASTSIGNS brand to new heights at a rapid pace (speed seems to be an ongoing theme for this brand). “Propelled Brands is the franchisor platform company that includes FASTSIGNS, NerdsToGo, My SALON Suite, and Salon Plaza,” says Monson, noting that FASTSIGNS created Propelled Brands, which then acquired the latter three brands. “We’re a world class franchisor focused on franchisee profitability and franchisee satisfaction and look forward to adding more quality brands to our portfolio.” Here, Monson shares one of her most enjoyable things to do as a franchise leader, her two favourite drinks to sip on, based on the time of day, her dreams and goals for the brand, and her inspiring motto to live by. The most interesting thing I’ve done recently is… Cooked dinner for 13 franchise friends who flew in from around the country … I needed extra recycling space for the empty wine bottles!

One of the most enjoyable things to do is… Make a difference in our franchisees’ lives: helping them create jobs, produce economic output, and build wealth for their families.

In its best form, work is… Inspiring, fun, and fulfilling.

The hardest thing for me to do is… Slow down.

A good franchisee… Loves the brand and is driven to increase their sales and profits.

My favourite drink is… Milky tea (in the a.m.) and an excellent pinot noir or cabernet (in the evening when with others).

A good franchisor… Focuses on franchisee profitability, excellent franchisee/franchisor relationships, and franchisee engagement. My top advice for prospective franchisees is… Conduct thorough diligence; speak with at least 30 existing franchisees; ask about unit-level economics, support, and their satisfaction; and also ask, if they were up for renewal now, would they renew? My top advice for new franchisors is… Focus on increasing franchisee profitability: measure it and report on it. Also, be willing to walk away from franchise sales that don’t make sense. The most important thing in life is… Our relationships with the people we love.

If I could change one thing… I’d have more than 24 hours in a day. If I could meet anyone, it would be… Condoleezza Rice. The person who has had the most positive influence on me as a businessperson is… Don Lowe, CEO of Franchise Services, Inc. He was my prior boss and the best mentor a franchise executive could have. Canadian franchising… Vibrant! Canada is a great market to do business in. My franchise system began because… The founder Gary Salomon had an excellent business based on new technology and saw franchising as an outstanding method of expansion.

The most positive influence on my life as a person is… My dad. The key to success is… Learning to develop and refine the life skills of a positive mental attitude, goal directed behavior, self motivation, a sense of urgency, to never stop learning, and of course, working hard! I’d like my friends to describe me as… Loving, caring, and fun. The accomplishment I look forward to the most is… Expanding Propelled Brands to 10 great franchise brands! My personal motto is… Make a difference in other people’s lives, everyday! One necessary item on my life’s “to do” list is… On the business side, continue to build an outstanding, respected company that people—franchisors, franchisees, and great team members—want to become and remain a part of.

Learn more at LookforaFranchise.ca

Franchise Canada May | June 2022

Q A

ASK A LEGAL EXPERT What do I need to know if I lease my franchise property directly from a landlord? WHEN A FRANCHISE IS OPERATED from a retail space (for example, a restaurant or a store), franchisees are generally faced with two options related to the leasing arrangements: a franchisee might lease the space directly from the landlord, or the franchisor might hold the headlease—the direct contractual relationship with the landlord—and then sublease the premises to the franchisee. A sublease means that you as a franchisee would be leasing from the franchisor, and is popular with franchisors who want to have control over a location. However, if you’re leasing from a landlord, there are some legal elements that are important to know. Here are some key considerations that franchisees who are leasing directly from the landlord should keep in mind. No rescission right against the landlord New Brunswick, PEI, Ontario, Manitoba, Alberta, and B.C. have instituted franchise laws that regulate the franchise relationship, including the obligation on franchisors to provide prospective franchisees with a disclosure document. If a franchisor fails to provide a disclosure document in accordance with the relevant law, the franchisee will have the right to rescind (essentially, revoke), effectively cancelling the franchise agreement. The “franchise agreement,” in this instance, would include any agreement entered into between the franchisor and franchisee that relates to the franchise. If the franchisee has entered into a sublease for the premises with the franchisor or its affiliate, and the franchisee decides to rescind, then the sublease will be rescinded along with all other “franchise agreements.” If that happens, the franchisee will have no further obligations regarding the property. However, since the rescission remedy does not extend to any contract between the franchisee and any true third party, such as a landlord, if the franchisee is leasing the space directly from the landlord and rescinds the franchise agreement, the lease will continue in full force and effect. A recission of the franchise agreement doesn’t permit the franchisee to terminate a lease agreement that it’s signed directly with a landlord. Any damages the

franchisee might suffer from holding that lease may be passed to the franchisor. Non-compete provisions affecting a terminated lease Most franchise agreements include post-term non-compete provisions. These typically state that if the franchise agreement expires or is terminated, the franchisee may not operate or participate in any business that’s competitive or similar to the franchise that he or she operated within a certain distance from the franchise premises, for a certain amount of time (for example, two years from the termination or expiration of the franchise agreement). These types of provisions continue to be enforceable after the termination or expiration of the franchise agreement. A potential issue can arise if the franchisee is leasing the premises directly from the landlord, as opposed to subleasing from the franchisor. If the franchisor leases the space directly from the landlord, the franchisor may take over the premises if the franchise agreement expires or is terminated. If, however, the franchisee is leasing the premises directly from the landlord, subject to any options the franchisor may have to take over the lease, the franchisor will have no rights or obligations with regards to the premises. The franchisee may be stuck with the lease and have limited options as to what to do with the location. This is because most leases contain clauses that will restrict the tenant’s use of the property and only permit the tenant to operate a certain type business at the premises—for example, the lease might state that the tenant can only operate a hair salon or a fast food restaurant. In some cases, these restrictions may even be brand-specific. Therefore, if the franchise agreement is terminated or expires and the franchisee holds the lease directly with the landlord, the franchisee may be left in a situation where the lease states it can only operate a certain type of business, but the non-compete provision in the franchise agreement stipulates that it may not operate a business (continued on page 95)

John Yiokaris Co-managing Partner Sotos LLP 416-977-3998 jyiokaris@sotos.ca

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Anna Thompson-Amadei Associate Sotos LLP 416-572-7322 athompson-amadei@sotos.ca

Q A

ASK A FINANCE EXPERT

How important is your personal credit report when you look to finance your franchise? MOST LENDERS WILL REQUIRE A CREDIT CHECK before making a decision on whether to extend credit for your franchise. How you’ve managed your personal credit is a good indication of how you’ll handle your franchise credit. It’s important to understand how the choices you’ve made towards handling your personal credit may impact your future access to credit. Your credit report is a review of your financial history. It lists your credit history with banks, retailers, finance companies, and even cell phone companies. The report will show up to an 18-month history of your payments on the outstanding debt you have. If you missed a payment or if you were late on a payment, it’s reflected in your credit report. The report will also show closed credit you’ve had. The credit report will provide your full legal name, any alias you may have, your address, birthdate, social insurance number, and your current and previous employer. If you’ve had a bankruptcy or a judgement placed against you, those will also be reflected on your credit report. Judgements may include speeding tickets, taxes that are past due, or family support payments. Lenders who’ve pulled your credit report will also show on your credit report. What’s not included in your credit report is how much income you claim on your personal tax return or balances in your bank’s accounts (chequing, savings, or investments). Your ethnicity, medical history, or criminal reports (if applicable) aren’t included in a credit report. If you’re new to Canada or have never applied for any credit, there are some simple ways you can establish credit. First, if you’ve been living at the same address for a number of months and/or have a consistent pay cheque, you can look to a big box retailer to a store credit card. Those are usually the easiest to qualify for. Secondly, you can approach a bank or credit union and apply for a secured loan or credit card. A secured loan or credit card is where you provide the bank or credit union cash to hold as collateral. The third option is to have a co-signer or co-applicant on the credit request. Both you and the co-signer or co-applicant are responsible for the credit. After having the credit for a period of time, you can approach your lender to see if you’ve established enough history to qualify on your own. When you establish credit, a good rule of thumb is not to utilize 100 per cent of the limit. It’s best to try and keep your utilization at 35 per cent. For example, if you a $1,000 credit line, don’t use more than $350 at a given time. Doing this will help improve your credit report.

Another aspect to consider when applying for credit is if you have several credit cards, department store credit cards, or lines of credit with established limits with zero balances. Your lender will see that you have the potential to go into additional debt that they believe could impact your chances of being approved. A good rule of thumb is not to have more than two credit cards. Remember anyone that you’ve co-signed for or been a co-applicant for will also impact your credit. You can review your personal credit report by checking out either TransUnion or Equifax. These companies are the two primary credit reporting companies that lenders use in Canada. The report will show you your FICO (Fair, Isaac, and Company) score, which is a numerical score rating your credit. The score goes as high as 900, and the higher your score, the better your credit is and potentially the better rate you can quality for. It’s always good practice to review your credit report annually so you can see who’s pulled your credit reports as well as to potentially stop identity theft you may not be aware of if a credit card or loan has been established under your name. Some banks and credit unions have the ability through their online banking platforms to allow you to review your credit report monthly. Doing this doesn’t impact your credit history but is a good practice before you apply for additional lending. You’ve worked hard to either start or grow your franchise. Don’t let a poor personal credit report get in the way of your franchise growth.

Graeme Green Director of Franchising Western Canada RBC graeme.green@rbc.com

Franchise Canada May | June 2022

FRANCHISE TUTORIAL

TUTORIAL 11: THE FUNDAMENTALS OF FRANCHISING

INTRO TO INVENTORY WITHIN YOUR FRANCHISE BUSINESS, typically one of the major expenses is the inventory. Inventory is defined as all the goods and materials that are held in stock and used by a business for the day-to-day operations. It may be the products you sell, as in a retail store. It may be the raw food products that you use to create meals, such as in a restaurant. Or it may be parts or materials you use to provide a service, such as in an automotive repair business. The amount of inventory that franchisees are required to carry or stock will vary depending on the requirements set out by each franchise concept, and this is usually clearly defined within the operations manual. There are some valid reasons why the franchisor requires franchisees to stock inventory. Sometimes it can take significant lead time for certain suppliers to fill franchisee’s orders, so it’s imperative that the franchisee has inventory to keep the business going. There will be times when some products will be in demand more than others, such as during a promotion. By stocking inventory, the franchisee is creating a safeguard to meet the demands of the customer. By having significant inventory, a franchisee is allowing the customer to purchase what they need when they need it. If you don’t have the inventory to provide products and services, your customer may go to your competition. Costs of inventory will vary from a few thousand dollars to hundreds of thousands of dollars, depending on the business model. There’s often a tendency for franchisees to gravitate towards getting inventory as cheaply as possible. However, this needs to be weighed against product quality, reliability, and warranties. All of these variables will affect the overall brand. A franchisor will take all of these things into account when sourcing and pricing inventory. Inventory stocked and used by the business is an integral representation of the entire franchisor’s brand. The franchisor will usually have clearly defined policies regarding what products can be carried. They will also define an approval process if you wish to add or remove specific items from the approved inventory list. An inventory purchase agreement or supplier agreement will address issues like shipping terms, product warranties, pricing, procedure for placing orders, and return policies. The franchisor will provide a clearly defined supply

chain, or approved suppliers, from which the franchisee is required to buy all products. (The topic of approved suppliers is covered in more detail in the next tutorial.) When reviewing a franchise opportunity, ask the franchisor to review inventory policies so that you can better understand the operations of the business and what will typically be a substantial expense. Speak with franchisees and get their perspective. Are they happy with the product quality? What have been their challenges in inventory management, and how have they resolved these challenges? Have the inventory suppliers delivered product in a timely fashion and provided adequate return policies? As the cost of doing business is on the rise, it’s very simple but important to maintain inventory control. Shrinkage, a business term that refers to unplanned and unwanted loss of inventory, can be caused by theft, damage, spoilage, and accounting errors. Within the operations manual, the franchisor will typically provide details to assist franchisees on how to store the inventory, minimize loss from shrinkage, and get the most use out of the products. It’s good business practice to make sure that the entire inventory is insured. It’s possible that the inventory may be covered under a blanket policy for the whole operation. In some cases, depending upon the type of inventory, it may be special coverage that you have to purchase from your local insurance broker. The policies regarding insurance are typically defined by the franchisor within the franchise agreement or operations manual. Most businesses require inventory to run the business and service the customer, and it often represents one of the biggest expense items. Belonging to a franchise offers some distinct advantages when it comes to inventory, as a strong franchise will often allow franchisees to purchase inventory and products at a lower cost than if they were an independent business, due to volume purchasing. The franchisor will also ensure product quality, good return policies, and will be regularly researching for better inventory sources. While this is being done behind the scenes, it allows you, the franchisee, to focus on building your business and servicing the end customer.

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

FRANCHISE TUTORIAL

TUTORIAL 12: THE FUNDAMENTALS OF FRANCHISING

INTRO TO APPROVED SUPPLIERS SUPPLY CHAINS, OR APPROVED SUPPLIERS, are suppliers that a franchisor has identified, investigated, and approved to provide their product or service to the system’s franchisees. The franchisee is typically required, under the terms of the franchise agreement, to purchase only from approved suppliers. The franchisee can order with peace of mind and confidence knowing that the products, equipment, and services meet the franchisor’s specific qualifications, and that they’re getting a good price and level of service. A strong franchise system will use approved suppliers to maintain control over the quality of products and services that’s delivered to the end user consumer. The franchisor is able to create a duplicable business model and ensure the customer has a consistent experience. This in turn reinforces the brand. The franchisor often sets high standards and requirements for the suppliers and regularly monitors them through the franchisees. Strong franchisors will reject suppliers who let their quality control fall below the specified standards that were outlined at the time of approval. Continuing with a supplier that isn’t up to par affects brand integrity and inhibits optimal franchisee performance. There are certain considerations that a franchisor will take into account when reviewing a supplier beyond quality. Some considerations include: • Is the pricing competitive? •W hat is the timeline between ordering and receiving product? •D oes the supplier provide regular training on product and equipment to the franchisee? • Is there merchandising assistance for the franchisee? • What is the warranty policy? • I s there a time frame for taking back faulty products and equipment? •W hat is the delivery schedule, and what are the charges? • What are the payment terms? 30, 60, or 90 days? Franchise systems will often permit franchisees to introduce new suppliers for review, to ensure that franchisees are getting the best offerings available. If the franchisee finds a supplier they feel is superior to the current supplier, they can send the contact information to the franchisor for screening. If the supplier is found

suitable, they’ll be added to the approved suppliers list. Some franchisees may find a specific product at a lower price, but it’s important to look at the bigger picture. Although one or two of the products may be less expensive, one must look at the full “basket of goods” being provided by the supplier. All the considerations listed above need to be taken into account. Franchisors will regularly monitor approved suppliers. This is often done through a supplier’s evaluation questionnaire provided by the franchisor to franchisees. If the franchisor doesn’t provide a standard evaluation form, the franchisee can submit a short written evaluation of the service, quality of product, and pricing received from the suppliers. These reports allow the franchisor to ensure that the supplier is delivering on what was originally agreed to. Many franchisors will negotiate volume rebates from suppliers. These represent funds that are typically paid back to the franchisor based on buying performance. Rebates are typically disclosed in the franchise agreement, and how these rebates are used will vary. Some franchisors will keep the rebates to offset the costs of negotiating and monitoring the approved suppliers. Other franchisors will forward the rebates directly to the franchisees. Others will put the rebates, or a portion of the rebates, into the marketing fund for the benefit of the system as a whole. In general, most Canadian franchisors will use approved suppliers based in Canada. Buying inventory (Continued on page 89)

Franchise Canada May | June 2022

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 from American suppliers can sometimes end up being counterproductive. Although the price to purchase American products can initially be competitive, when you add in duties, tariffs, exchange rate fluctuations, and delivery charges, the cost of the product can often become prohibitive. There are numerous benefits to the franchisee for using approved suppliers. These benefits include: • Ensuring consistency in the brand. •P roviding the best possible prices for franchisees and further discounts based on volume buying. •F ranchisees not having to spend valuable time shop-

ping for products, and instead focused on servicing the customer and building the business. • Additional benefits negotiated such as warranties, purchasing terms, and after market support. When a franchisor approaches suppliers to negotiate terms for multiple locations, they’ll have more clout than if you, as an independent business, approached on your own. An approved supplier program is an integral part of a franchise model, and provides real benefits to both the individual franchisee and the franchise system as a whole.

STUDY QUESTIONS TUTORIAL 11

TUTORIAL 12

1. The amount of inventory that franchisees are required to carry will: a) vary depending on the requirements set out by each franchise system b) usually be clearly defined within the operations manual c) both A and B

1. A strong franchise system will use approved suppliers to: a) provide varying quality of products and services delivered to the end user consumer b) generate income from endorsements and sponsorships c) maintain control over the quality of products and services delivered to the end user consumer

2. T he franchisor will usually have clearly defined policies regarding what products can be carried and: a) will never allow any new items to be stocked at any time b) will also define an approval process if you wish to add or remove specific items from the list c) will provide these products free of charge on an annual basis 3. It is good practice to insure the entire inventory. True or False? a) True b) False

2. F ranchisors will regularly monitor approved suppliers through: a) customer surveys b) suppliers’ evaluation questionnaires given to franchisees c) teleconferences directly with the supplier 3. Franchise systems will often permit franchisees to introduce new suppliers for review. True or False?

a) True

b) False

4. A strong franchise will often allow franchisees to purchase inventory at a lower cost than if they were an independent business. True or False? a) True b) False

4. I n general, most Canadian franchisors use suppliers based in the U.S. True or False? a) True b) False

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

Answer Key: 1) c 2) b 3) a 4) b Franchise Canada May | June 2022

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: 80+ Franchise Units in Canada: 1 Business Since: 2006 Franchising Since: 2008 Franchise Fee: $29.5K 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

2inspire is a house of brands that strives to encourage children to embrace their curiosity through educational and enriching franchise concepts. For the past 35 years, we have grown a strong franchising model with over 150 locations worldwide and continue to support tremendous growth opportunities. As of today 2inspire offers two franchise concepts: Mad Science and Crayola® Imagine Arts Academy. Franchise Units in Canada: 14 Franchise Fee: $25K Available Territories: US, All of Canada In Business Since: 1985 CFA Member Since: 2021 Interested in joining our franchise network? Contact us Sales@2inspire.com

FRANCHISE WITH AN ESSENTIAL BUSINESS • 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 2011–2022 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

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

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

MARKETPLACE

Brilliant Breakfast!

Shuttle Services Driverseat is an award-winning system, that specializes in transportation solutions. Our franchise partners provide shuttle services through their team of Chau eurs, while they work on business development in their community. Driverseat franchise locations o er transportation to airports, for winery/brewery tours, non-emergent medical transport 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

Eggsmart’s promise it to serve a great breakfast at great value with high quality ingredients each and every time. We are continuously working with a team of chefs to maintain a menu featuring latest culinary trends utilizing the freshest ingredients. At Eggsmart, we are dedicated to building strong franchise relationships with people who have passion for fresh food industry and a drive to succeed. At over 45 locations country wide, Eggsmart continues to focus on growth. Tariq Noqrashy, Director, Franchising & Real Estate Development (416) 688-9509 • tariq@chairmansbrands.com www.eggsmart.ca

Contact

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

Fuzz Wax Bar is a rapidly-growing membership-based wax bar franchise that is focused on providing fast, high-quality waxing. With a client-centric model, Franchise Partners receive exceptional operations training, site selection assistance, turn-key build-out support, on-going marketing support and business coaching. At Fuzz, we are committed to your success and through our unique products, services and systems, we offer an exciting business opportunity. Multi-unit territories available. Franchise Fee: $45K Investment Required: $304K-$432K In Business Since: 2012 For more information on franchising with Fuzz Wax Bar, visit fuzzwaxbar.com/en/about/franchising/

“When you care enough to send the very best.” Hallmark is one of the world’s most recognized brand names and is known as an industry leader in its product development and merchandising innovation. Hallmark Canada’s Gold Crown network of stores represents its premiere retail destination of choice for greeting cards, personal expression products and gifts. Hallmark offers first-class marketing support, exclusive training, customer-awareness benefits and merchandising services to help build a business that our franchisees take pride in. Franchise units in Canada: 70 In business since: 1916 Franchising since: 2001 Franchise fee: None Start-up capital required: Varies Investment required: Varies Training: Yes Available territories: Opportunities nationwide CFA member since: 2008 Phone: (800) 268-3230 Email: franchisecanada@hallmark.com Web: www.hallmark.ca

Franchise Canada May | June 2022

MARKETPLACE

After over forty years of providing easy-to-prepare, top quality foods, M&M Food Market has become a trusted and iconic Canadian brand that customers have come to rely on for a uniquely convenient and welcoming shopping environment which has never been more relevant than during the recent COVID-19 pandemic. Canadians were looking for help to serve real food that fit with the reality of their busy lives when eating at home has never been more prevalent. As the only national food retailer in Canada with a full food portfolio of products that have absolutely no artificial colours, flavours or sweeteners, our Real Food Promise has remained a key differentiator that sets us apart from our competition. We offer innovative products for those looking for new and different meal solutions including more than 35 gluten free products spanning every category, our customers can trust they’ll find something that suits their dietary needs. The initiatives that we implemented during our recent brand transformation such as our new store design, food innovation, digital marketing and eCommerce (including in-store, curb-side pick up and delivery) along with our industry-leading loyalty program have put M&M Food Market in a position to be able to continue to serve our loyal customer base when they need us the most. Reach out today to find out about the opportunities we have nationally where you can be your community’s M&M Food Market brand ambassador! For more information, visit our website at www.mmfoodmarket.com/en/franchising or call us at 1-800-461-0171.

Benefit from over 40 years of our brands’ collective experience delivering training and systems for digitally savvy marketing, cutting edge technology and easy to follow operations. Gain the foundation to begin your journey toward successful business ownership and a more flexible lifestyle.

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

REACH OG Learning Centres Inc. are academic remediation centres and Orton-Gillingham training centres that were formed to assist individuals who are struggling to learn to read or write and provide high level professional development to teachers. Specializing in the Orton-Gillingham approach to remediating language-based learning difficulties, our team has been specifically trained to teach reading, writing and basic language skills to students who have difficulties acquiring these skills. As specialists in dyslexia and other learning difficulties, we provide unparalleled support to students and families navigating LDs and other struggles with literacy. Additionally, we are the leading provider of certified Orton-Gillingham training and professional development to teachers across Canada. We support our franchisees to provide high level OG tutoring and intervention services to students in their community through each learning centre, and certified OG training to teachers in their region.

Discover which of our franchise brands is right for you. Visit: go.nbly.com/CFA • Call today: 866-687-1106

Franchise Inquiries: info@reachlearningcentre.com 1.833.REACHOG

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

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Named the #1 Salon Studios Franchise and a Top Global Franchise in 2021 by Entrepreneur Magazine, Sola Salon Studios offers a proven real estate rental model that requires minimal staff, drives unparalleled occupancy and retention rates. With over 17+ years of salon studio expertise, our team offers industry-leading support in market analysis, site selection, integrated marketing expertise, training, and ongoing education. We’re poised and ready for growth throughout Canada, with desirable territories available. Ready to start your journey to owning a Sola? Visit https://www.solafranchising.ca/

At THE TEN SPOT®, we’ve created a niche concept that blends the best of the luxury spa world with the convenience of the salon world to cater to what busy women want most: impeccably executed, efficient services in an ultra-clean environment. We offer Manis, Pedis, Facials, Waxing and Laser In the fastest, cleanest and coolest anti-spa in the business. THE TEN SPOT® created the “anti-spa” beauty bar concept in 2006 and as the first on the scene to offer efficient yet impeccable services and also executing thousands of impeccable services every week. We’ve put an incredible amount of effort and investment into making sure that our nail, waxing and facial services are the best around, so it’s no accident that we’ve been racking up “best of” awards in every city we land in. Our goal has been simple: bridge the gap between upscale spas offering over-the-top services and at the other end of the spectrum, the cheap and oftentimes questionable chop shops. This niche has been the sweet spot for THE TEN SPOT® for the past decade. For more information on how to get started: thetenspot.com

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 360 franchise locations across Canada (and continuing to grow), we have a proven track record of success! As a franchisee you will enjoy an established system to get your business started off on the right track; in-depth training programs and ongoing support to make sure you continue to succeed; and an internationally recognized and award-winning brand to help you build instant credibility in your community. The UPS Store is there at every stage of your franchising journey. Proud to have been designated as an Essential Business at a time Canadians needed us most.

FRANCHISE CANADA 116-5399 Eglinton Ave W, Toronto, ON M9C 5K6 Web: FranchiseCanada.Online Email: editor@cfa.ca Contact: Joelle Kidd, Editor Franchise Canada is a complete multi-channel media outlet, committed to delivering the best content to help prospective franchisees achieve their dreams and create their franchise futures. Franchise Canada properties include the magazine, print directory, website, tradeshows, podcast, videos, e-newsletter, e-blasts, and social media. Through all of these channels, Franchise Canada reaches an audience of over 750,000 per year.

Visit us at theupsstore.ca. We Print, Ship & More!

In Business Since: 2000

For advertising information, contact Om Mehta at omehta@cfa.ca.

Locations, North America: Over 5000 Locations in Canada: Over 360 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 1‐888-875-0007 or visit www.theupsstore.ca.

Franchise Canada May | June 2022

WHAT’S NEXT

DON’T MISS OUR JULY/AUGUST 2022 ISSUE! The Franchise Guide If you’re looking to invest in a franchise but don’t know where to start, you won’t want to miss the July/August issue of Franchise Canada. Inside this special issue, you’ll find the ultimate guide to franchising. From finding the right opportunity for you to the basics of financing to a comprehensive checklist to help guide your journey, this issue will walk you through the process of investing in a franchise, from A to Z. As part of our guided tour of opening a franchise, we’ll explore all the franchise lawyers operating across Canada—a crucial support service any prospective franchisee will need to take advantage of. The July/August issue will also feature a special franchise focus on the winners of the 2022 CFA Awards. These prestigious awards denote excellence in franchising, across all kinds of industries, investments levels, and sizes of systems, and this special insert is sure to inspire as you look for opportunities with brands operating at the top of their game. Check out the July/August issue for this content and more, including success stories from franchisees and expert advice from franchising professionals!

WATCH OUT FOR THESE EXCITING FEATURES IN OUR JULY/AUGUST 2022 ISSUE:* ICONIC INSPIRATION: Our cover feature in this issue will spotlight Jim Treliving of Boston Pizza. The chairman and co-owner of one of Canada’s biggest restaurant chains and former Dragons’ Den investor dives into Boston Pizza’s franchise success story, his key learnings as a franchisor and investor, and more wisdom for the franchising community. THE FRANCHISE GUIDE: There’s a lot that goes into buying a franchise, and we’re breaking it down. Find out everything you need to know about finding the right franchise fit for you, the process of opening a franchise, financing basics, how to conduct proper due diligence, and more. Plus, we include a comprehensive checklist to take you through every step of your franchise journey.

FRANCHISE LAWYERS ACROSS CANADA: It’s important to find a lawyer who’s well-versed in franchise law to support and guide you as you invest in a franchise opportunity. In this issue, we’ll examine lawyers across this country who specialize in franchising. SIGN PRODUCTS AND SERVICES: Graphics, signs, and print services are a hot commodity needed by almost every business. We’ll take a look at franchise systems specializing in these services and spotlight some franchise opportunities that help Canadian businesses look good and communicate their message to the world.

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

PLUS, A SPECIAL FRANCHISE FOCUS ON CFA AWARD WINNERS! IN EVERY ISSUE: • 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 • Next Generation in Franchising • Franchise Fun *Editorial subject to change

ADVERTISERS’ INDEX Big Frog........................................................................ 23 www.bigfrog.ca

COBS Bread............................................................. 14 cobsbread.com/franchising

Crayola® Imagine Arts Academy. . ...25 www.ImagineArtsAcademy.com

Dairy Queen.. .......................................................... 44 www.dairyqueenfranchising.com

Diverseat.......................................................................9 www.driverseatinc.com/franchise

Eggsmart. . ..................................................................... 7 www.eggsmart.com

FUZZ WAX. . ....................................................... 34-35 www.fuzzwaxbar.com/en/about/ franchising/

Hallmark. . ..................................................................... 13 www.hallmark.ca

International Franchise Association .............................................................................................. 88 www.franchise.org

M&M Food Market.. .............................................. 3 www.mmfoodmarket.com

Mad Science. . ..........................................................25 www.MadScience.org

Pizza Pizza................................................................. 15 www.pizzapizza.ca/franchising

Reach Learning.................................................. 45 info@reachlearningcentre.com

Sola Salons.. .................................................... 38-39 www.solafranchising.ca

THE TEN SPOT®........................................... 36-37 www.thetenspot.com

The UPS Store.......................................................... 11 www.theupsstore.ca

Neighbourly..................................................... 16-17 go.nbly.com/CFA

ASK A LEGAL EXPERT (continued from page 84) the same as, substantially similar to, or competitive with that type of business. In other words, the post-term non-compete provisions under the franchise agreement are likely to be directly at odds with the obligations under the lease. Franchisees should note that a franchisor is likely to vigorously enforce whatever rights it believes that it has under these types of non-compete provisions. However, if the franchise agreement is rescinded, as mentioned above, no part of the agreement will apply, including any post-term non-competition provisions—but the franchisees will still be prohibited from using the franchisor’s intellectual property. Those thinking about investing in a franchise where they’re required to lease the premises directly should seek legal advice in the negotiation of their lease and fully understand its relationship to the franchise agreement.

Franchise Canada May | June 2022

GIVING BACK

More Than Just Movers

TWO MEN AND A TRUCK Canada operates with a core value of giving back to the community, from helping in Ukraine to here at home BY STEFANIE UCCI “IT’S A GOOD FEELING TO GIVE BACK,” says Chuck Resnick, vice president of marketing and operations at TWO MEN AND A TRUCK Canada. As one of the most recognizable moving companies across Canada and the U.S., TWO MEN AND A TRUCK operates with the slogan, “Movers Who Care,” and it shows in all the brand’s charitable donations and involvement in new and ongoing organizations. Most recently, it participated in supporting the country of Ukraine and the vast Ukrainian community throughout Canada. “We decided to donate $10 from each move in the month of March, up to a total of $10,000, to the Canadian Red Cross Ukraine humanitarian crisis appeal. We chose this because the Canadian government is matching up to $10 million in donations from Canadians,” explains Resnick. “The reality is, statistically, Canada is the home to the world’s second largest Ukrainian population, with a significant Ukrainian population in Winnipeg, and [TWO MEN IN A TRUCK is] represented there. A lot of our friends, neighbours, and employees have friends and family that are directly affected by [the crisis].” The brand was quick to announce this contribution to the timely cause. But some may be surprised to learn about how plentiful and diverse the brand’s community contributions are. “We actually budget it, it’s right in [each franchisee’s] budgets, both charitable and non-charitable causes,” says Resnick. That long list of causes includes 10 cents from every move going to the Mikey Network, as part of the Mikey On Board program, where every truck carries a Mikey defibril-

lator that all franchisees, drivers, and staff have been trained to use. “We’ve never had to use it, but it’s interesting for customers in particular who think it’s quite odd that there’s a defibrillator on a moving truck,” says Resnick. Also throughout the year, “A lot of our franchisees on the lead up to Easter, Thanksgiving, and Christmas will do food drives for their local food bank. They call it Stuff a Truck.” During this time, franchisees partner with local grocery chains and park their truck in a store’s lot, encouraging customers to purchase and drop off goods at the truck to be delivered to a local food bank or wherever the need is greatest for donations. Christmastime is another key period for giving back as Resnick points to a number of initiatives supported by franchisees across Ontario. A multi-unit franchisee in Toronto participated in The Shoebox Project this past winter. This initiative collects toiletries, health and beauty items, and other useful gifts, and distributes the shoeboxes full of goods to women’s shelters in the community. “In the U.S., the similar program is called Movers for Moms, which donates to women’s shelters on Mother’s Day,” adds Resnick. In the Niagara Falls and St. Catharines region, a franchisee “co-partnered with a local radio station on a program called Frontline Fridays,” he explains. “They donated and delivered lunch to frontline workers [during the pandemic] at a local hospital in St. Catharines, and because the request came in, they ended up donating six defibrillators to the local YMCA in the Niagara region.” Plus, Resnick notes that one honourable franchisee in Ottawa with a

Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

focus on community giving participated with CTV and Toy Mountain in recent years, and joins The Ride to Conquer Cancer at their local hospital in the summertime. They like to have fun with it, too—Resnick says the franchisee renamed their operations manager the “Chief Elf Officer” during the month of December because “it’s important to have fun” while doing good for the larger community. “The bonus you get is the fun for employees who get involved, too. They get a real sense of, ‘the person for whom I work is actually committed to giving back.’ That’s a good message to deliver to your staff.” For the brand’s franchisees, they receive the recognition and honour for all the ways they give back. Resnick notes that franchisees in the Niagara and Etobicoke regions recently “won what was called a Newsmaker Award. We put them on a pedestal and gave them an award. Another is called the Humanitarian Award which Ottawa received given the amount of charitable giving they did in years past.” TWO MEN AND A TRUCK Canada shows no sign of slowing down with new and emerging initiatives and donation programs. Charitable giving is part of the brand’s mission statement, with a core value focused on giving back to the community, says Resnick. “I don’t ask the question, ‘what do I get in return?’ it’s just the good thing to do. And that’s why charitable giving is so important.”

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Franchise Canada May/June 2022

Articles inside

ASK THE EXPERTS

CFA CODE OF ETHICS

GIVING BACK

MARKETPLACE