Franchise Canada November/December 2020

MEET THE 2020 CFA AWARD WINNERS

NEW CFA MEMBERS ACROSS CANADA

DISCOVER MOBILE AND HOME-BASED FRANCHISES

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NOVEMBER | DECEMBER 2020

MaidPro and Restoration 1 earn CFA's Awards of Excellence Grand Prize

David Buckler, MaidPro franchisee

Josh Perelman, Restoration 1 franchisee

Choose the franchise that moves you.

We believe there is a better way to solve transportation challenges. In fact, we believe there is a better way to lead a company. Driverseat is an innovative transportation franchise with two unique service offerings. Chauffeur services (in the clients car) and Shuttle services (in fleet vehicles). Consumers use our services for airport trips and weddings, and businesses use our services for corporate travel, and employee shuttles.

Our strategic focus is on building a global transportation brand made up of entrepreneurial leaders who want something more in their life. We are laser focused on franchisee success and have built training and support systems that are second to none. Our brand promise is to out-care the competition. We expect our franchisees to keep this promise with their clients, and we keep this promise with our franchisees.

Contact us for more information! www.driverseatinc.com/franchise 855-374-8390

CFA Franchisees Choice Designation 4 Consecutive years

Winner of CFA Awards of Excellence

Extensive training and support programs

State of the art business technology solutions

Chamber of Commerce Innovation Award

RAISE THE BAR THIS HOLIDAY SEASON

WE’VE CHANGED. FOR THE BETTER. BE PART OF THE CHANGE!

Franchise opportunities available nationally.

Visit us at mmfoodmarket.com

CONTENTS

NOVEMBER/DECEMBER 2020

RESERVE YOUR 1/3 PAGE VERTICAL AD HERE

17 COVER STORY

17

Inspiring Success MaidPro and Restoration 1 share the triumphant formulas that earned them the CFA's Awards of Excellence Grand Prize

FEATURES

To book your ad space, contact Nav Matharu at nmatharu@cfa.ca.

22

Celebrating Franchising Excellence A complete roundup of the 2020 CFA award winners

49

The Process of Opening a Franchise What to expect after you sign the franchise agreement

51

New to the Crew Exploring franchise brands that have recently joined the Canadian Franchise Association (CFA)

SPECIAL FRANCHISE FOCUS

33

Congratulating Outstanding Franchisees Meet the inspiring winners of the CFA’s 2020 Franchisee of the Year Award

43

Keeping it Close to Home Five franchises that showcase the strength of mobile and home-based businesses

4 Canadian Franchise Association

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40

Quick Service Restaurants (QSR) Why you should consider a franchise in this sector!

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

DEPARTMENTS

66

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

69

MILLENNIALS IN FRANCHISING Inspiring All-Around Success Inspiration Learning Center provides the perfect worklife balance for millennial franchisee Cecilia Chen

73

LEADERSHIP PROFILE Finding the Story Behind the Numbers Pursuing a passion for finance has paid off for KFC chief financial officer Reza Kouhang

76

A DAY IN THE LIFE Repairing Homes and Hearts Paul Davis Restoration franchisee combines strong business savvy with empathy for industry success

81

THE FIRST YEAR Making a Difference Right at Home Canada franchisee Ash Walani’s career is off to a successful (and memorable) start

84

Join the Future of Real Estate ®

ICONIC BRAND Soaring to the Top How FASTSIGNS adapted to a changing market to build a successful print shop empire

88

SHOW ME THE MONEY 4 Franchises for Under $50K

90

FRANCHISE FUN The Joy of Franchising Quesada founder and CEO Steve Gill dishes about his adventures in franchising

94

FRANCHISE TUTORIAL Tutorials 17 & 18 This issue: • Territories and Protected Areas • Franchise Growth Formats

COLUMNS

9 CFA CODE OF ETHICS 10 INDUSTRY NEWS 92 ASK THE EXPERTS 97 MARKETP­LACE 103 ADVERTISERS’ INDEX 104 GIVING BACK Limited exclusive franchise territories are available.

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

1-844-333-7017

INFO.PROPERTYGUYS.COM/CFA

Franchise Canada

November | December 2020 5

PUBLISHER’S MESSAGE

A

CELEBRATING THE BEST OF GROWING TOGETHER™

t its core, franchising is about people helping others achieve their goals through collaboration and mutual support, and during COVID19, we have seen franchising’s strength shine brightly through Canadian Franchise Association (CFA) members. As business continues to resume throughout the country, Canadian franchise businesses have opened their doors and are finding new and safe ways to connect with their communities.

The CFA Awards of Excellence in Franchising celebrates the best of Growing Together™ and how our community of franchisors and franchisees is Stronger Together. We highlight these winners in this Franchise Excellence Issue. What makes this awards program so unique is the basis on which the awards are determined: feedback provided by the systems’ franchisees. Regardless of the size or concept, a strong relationship between the franchisor and their franchisees is vital to franchise success. This relationship has been pivotal in not only propelling Canadian franchising through the current crisis, but also in helping franchises continue to adapt to reach their consumers as we forge forward.

On page 17, we highlight the two CFA Awards of Excellence Grand Prize winners: MaidPro (Traditional Franchises) and Restoration 1 (Non-Traditional Franchises).

In this cover story, we shine the spotlight on these topnotch brands, taking a closer look at how they found success and what’s coming next on their franchising journeys. We also hear firsthand from their franchisees for an inside look at how the strength of the franchisorfranchisee relationship drives their success.

Franchisees are small business owners who strengthen the Canadian franchise community by building connections and making positive contributions to their own communities. It’s important to celebrate the franchisees who, despite the obstacles they face, continue to make Canadian franchising stronger. The Franchisee of the Year award recognizes top-performing franchisees for their unique accomplishments and excellence in business performance, community service, and brand involvement. On page 33, you will meet the six

6 Canadian Franchise Association

Franchisee of the Year winners, including Gold winners Seema Ahluwalia of Oxford Learning Centres and Simon and Stephanie Jones of PropertyGuys.com, who share how a community focus has helped them achieve their accolades.

You can learn more about all 2020 CFA Awards of Excellence Gold, Silver, and Bronze winners on page 22, along with the recipients of the CFA Recognition Awards and Membership Milestones, and the Franchisees’ Choice Designees.

These successful franchise brands and franchisees highlight the strength of Canadian franchising, which continues to thrive as we move forward on the path to economic recovery. The built-in support from both franchisors and fellow franchisees, along with the established system and access to resources and expertise make franchising an attractive model in times of economic uncertainty.

Beyond this issue, Franchise Canada has the resources to help you on your own path to franchise excellence. You can find educational articles, Franchise Canada Chats podcast episodes, and Franchise Canada TV videos on www.FranchiseCanada.Online. You can also connect with CFA member brands through the www.LookforaFranchise.ca online directory, Franchisor Spotlight webinars available on www.cfa.ca, and free Virtual Franchise Canada tradeshows.

While those featured in this issue are all demonstrating franchise excellence, they all started out in the same place: as eager and entrepreneurial Canadians looking to make their business dreams become reality. We hope this issue inspires you to take the first steps toward achieving your own franchising goals. Stay safe!

Sherry McNeil President & CEO Canadian Franchise Association

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LOOKING FOR WAYS TO MAXIMIZE YOUR CASH FLOW? With an American Express® charge card you may be able to: • • • •

change your accounts payables optimize working capital minimize the need to borrow improve long term profitability

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CFA BOARD OF DIRECTORS BOARD CHAIR Gerry Docherty*, Good Earth Coffeehouse PRESIDENT & CEO Sherry McNeil*, Canadian Franchise Association 1ST VICE CHAIR David Druker*, The UPS Store 2ND VICE CHAIR Lawrence Eade, Caffé Artigiano

PUBLISHER

TREASURER Lyn Little, BDO Canada LLP

Canadian Franchise Association (CFA)

SECRETARY & GENERAL COUNSEL

VP, CONTENT & MARKETING Kenny Chan

Larry Weinberg*, Cassels Brock & Blackwell LLP

EDITOR Lauren Huneault

PAST CHAIR John DeHart*, Hartify Franchise Consulting

GRAPHIC DESIGNER Andrea Lee

CHAIR, LEGAL & LEGISLATIVE COMMITTEE

EDITORIAL ASSISTANT Stefanie Ucci

Darrell Jarvis*, Fasken

CHAIR, FRANCHISE SUPPORT SERVICES

Kirk Allen, Reshift Media

ADVERTISING SALES Nav Matharu AD COORDINATOR Andrea Lee CONTRIBUTING WRITERS

DIRECTORS

Steve Collette, 3rd Degree Training/Actual Nutrition Sebastian Fuschini, Pizza Pizza John Gilson, COBS Bread Terry Hould, ServiceMaster of Canada Limited Andrew Hrywnak, Print Three Franchising Corporation Rimma S. Jaciw, CFE, WSI Digital Ken Otto, Redberry Restaurants Ryan Picklyk, A&W Food Services of Canada Inc. Gary Prenevost, FranNet Stephen Schober, Metal Supermarkets Family of Companies Frank Stanschus, Little Kickers Laura Wittholz, THE TEN SPOT Beauty Bars *Executive Committee member

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

Nav Matharu nmatharu@cfa.ca

TO SUBSCRIBE TO Franchise Canada

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

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

NATIONAL SPONSORS

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

© 2020, Canadian Franchise Association.

All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher.

Publications Mail Agreement No. 41043018 Legal Disclaimer The opinions or viewpoints expressed herein do not necessarily reflect those of the Canadian Franchise Association (CFA). Where materials and content were prepared by persons and/or entities other than the CFA, the said other persons and/or entities are solely responsible for their content. The information provided herein is intended only as general information that may or may not reflect the most current developments. The mention of particular companies or individuals does not represent an endorsement by the CFA. Information on legal matters should not be construed as legal advice. Although professionals may prepare these materials or be quoted in them, this information should not be used as a substitute for professional services. If legal or other professional advice is required, the services of a professional should be sought.

8 Canadian Franchise Association

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CODE OF ETHICS

T

he Canadian Franchise Association (CFA) is dedicated to encouraging and promoting excellence in franchising in Canada. Each member of the Association agrees to abide by the CFA Code of Ethics and to further the Association’s goals of encouraging and promoting ethical franchising in Canada. Each member of the Association agrees to comply with the spirit of this Code of Ethics in its general course of conduct and in carrying out its general policies, standards and practices. The following are considered by the Association to be important elements of ethical franchising practices: 1.

Franchise system and franchise support services members should fully comply with Federal and Provincial laws, and with the policies of the Canadian Franchise Association.

2. A franchisor should provide prospective franchisees with full and accurate written disclosure of all material facts and information pertaining to the matters required to be disclosed in advance to prospective franchisees about the franchise system a reasonable time [at least fourteen (14) days] prior to the franchisee executing any binding agreement relating to the award of the franchise.

3.

A ll matters material to the franchise relationship should be contained in one or more written agreements, which should clearly set forth the terms of the relationship and the respective rights and obligations of the parties.

4. A franchisor should select and accept only those franchisees who, upon reasonable investigation, appear to possess the basic skills, education, personal qualities and financial resources adequate to perform and fulfil the needs and requirements of the franchise. Franchise systems and franchise support services members of the Association should not discriminate based on race, colour, religion, national origin, disability, age, gender or any other factors prohibited by law.

5. ­­­ A franchisor should provide reasonable guidance, training, support and supervision over the business activities of franchisees for the purposes of safeguarding the public interest and the ethical image of franchising, and of maintaining the integrity of the franchise system for the benefit of all parties having an interest in it.

6. Fairness should characterize all dealings between a franchisor and its franchisees. Where reasonably appropriate under the circumstances, a franchisor should give notice to its franchisees of any contrac-

tual default and grant the franchisee reasonable opportunity to remedy the default.

7. A franchisor and its franchisees should make reasonable efforts to resolve complaints, grievances and disputes with each other through fair and reasonable direct communication, and where reasonably appropriate under the circumstances, mediation or other alternative dispute resolution mechanisms.

8. A franchisor and a franchise support services member should encourage prospective franchisees to seek legal, financial and business advice prior to signing the franchise agreement.

9. A franchisor should encourage prospective franchisees to contact existing franchisees to gain a better understanding of the requirements and benefits of the franchise.

10. A franchisor should encourage open dialogue with franchisees through franchise advisory councils and other communication mechanisms. A franchisor should not prohibit a franchisee from forming, joining or participating in any franchisee association, or penalize a franchisee who does so.

11. A franchise support services member in providing products or services to a franchisor or franchisee should encourage the franchises to comply with the spirit of this Code of Ethics. A franchise support services member should not offer or provide products or services if legislative or professional qualification is required to do so unless the franchise support services member has such qualification.

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

Visit FranchiseCanada.Online today.

Franchise Canada November | December 2020 9

INDUSTRY NEWS

Your source for what’s happening in Canadian franchising Top Franchise Owners Honoured During First-Ever Virtual PuroClean Awards In lieu of the annual PuroClean convention awards ceremony, which was cancelled due to the COVID-19 pandemic, the restoration and remediation franchise showcased its admiration and gratitude for its franchise owners in an innovative virtual celebration. The awards were presented live via Crowdcast during the virtual ceremony and included Franchise of the Year, Rookie of the Year, and Hot Shot of the Year, among others.

“COVID-19 has brought unique challenges to businesses in nearly every industry, and while our particular segment continues to thrive, the pandemic has forced us to evaluate the way we traditionally do business – including looking at the format of our annual convention and awards ceremony,” said Mark W. Davis, chairman and CEO. “While we wish we were able to celebrate in New Orleans together, we made the difficult decision to cancel our annual convention. However, we did not want for our award winners from this past year to go unnoticed, and I am proud of the effort by the home office team, creating a truly remarkable, innovative way to honour our 2019 top performers and reward our network for their hard work. I’m thrilled to have been able to participate in an extraordinary evening of celebration.”

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PuroClean franchise owners who received awards for their efforts in 2019 include: Craig and Jenny Hawkins from Woodinville, Washington, who were awarded the most prestigious PuroClean award, Franchise of the Year.

Phil Dhargyal and Tenzin Jigme of Alexandria, Virginia, who were awarded Rookie of the Year U.S. for highest sales percentage growth in the first 12 months of business.

Warren and Kristie Haist of Collingwood, Ontario, who were awarded Rookie of the Year Canada for highest sales percentage growth in the first 12 months of business.

Sam Abushenaf from Brookfield, Nova Scotia, who was presented the Hotshot Award. This is given to the franchise owner who has the highest sales percentage growth from 2018 to 2019.

During the virtual awards ceremony, PuroClean’s executive leadership team acknowledged significant company updates on record-breaking growth year in and year out, from $89 million dollars in 2014 to a record $195 million in 2019 – a total of a 220 per cent growth over a five-year period. The company’s leadership team previewed this year’s annual Fall Regional Meetings, which will take place in Boston, MA; Nashville, TN; and Las Vegas, NV, and will offer the franchise network hope for what lies ahead and provide new opportunities to grow and connect.

FASTSIGNS® Continues Nationwide Growth as an Essential Business Amid COVID-19 Crisis FASTSIGNS International, Inc., franchisor of FASTSIGNS®, the sign, graphics, and visual communications franchise, announced in August that a

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strong growth year-to-date occurred in 2020. That included the signing of 16 new franchise agreements, 12 of which the brand signed since March 1, to develop locations in new markets like Aurora, Illinois, Panama City, Florida, and the Toronto area. FASTSIGNS also celebrated the opening of 20 new centres this year.

Much of FASTSIGNS’ recent growth is due to its centres nationwide being deemed essential as COVID-19 forced thousands of businesses across the country to temporarily close earlier this year, allowing franchisees to pivot their services to best serve their customers and local communities.

“We’re incredibly proud of how our franchisees adapted to the changing climate by tapping into the diverse product range we offer so they could fulfill the unique needs of their customers,” says Mark Jameson, EVP of franchise support and development, FASTSIGNS International, Inc. “Throughout the pandemic, our franchisees have continued to manufacture critical signage, plexiglass shields, and more to help hospitals, local governments, and businesses communicate important health and safety information and to protect communities. Their role of being the go-to resource for visual communications in their communities continues to grow stronger every day.

The growth and momentum we’ve experienced is a true testament to the strong FASTSIGNS network, our brand’s ability to adapt systemwide, and the rising demand for signage.”

FASTSIGNS is known in the industry for equipping its franchisees with tools vital to securing the ongoing success of each individual location. In addition to the brand’s online FASTSIGNS University, FASTSIGNS

INDUSTRY NEWS partners with 1HUDDLE, a workforce-training platform that converts unique training content into sciencebacked, quick-burst training games that are proven to accelerate workforce productivity.

Dogtopia Announces Western Canada Opportunities Dog daycare, boarding, and dog spa franchise Dogtopia has set sights on Western Canada for its upcoming expansion plans.

With units in Canada and the United States, the award-winning company has announced plans to open several new locations through franchise partnerships and strategic development by the end of 2021. This comes after experiencing steady growth within Ontario, including the recent openings of locations in Mississauga, Kitchener, and Barrie. The newest locations opened in Don Val-

ley in September and Regina shortly thereafter. Dogtopia will be focusing its next phase of expansion in the provinces of Saskatchewan, Alberta, and British Columbia. The company plans to open approximately 43 locations across Canada resulting in the creation of approximately 1,000 jobs, contributing to the Canadian economy.

Dogtopia’s Canadian development is led by president and CEO Kim Hamm, a Canadian native who has worked within different leadership roles at the company since

2015. With a reputation for providing outstanding care in state-of-the-art facilities, Dogtopia’s franchise model has proven successful even in the current market.

“Throughout Canada, we have seen extreme growth in people welcoming puppies or rescue dogs into their homes and it’s no surprise.

During these challenging times, when many of us are spending time at home, dogs offer unconditional joy, love, and support,” says Hamm.

“We’ve also seen an increased interest by entrepreneurial Canadians looking for new opportunities, with franchising and our business model providing a solution that is stable despite a volatile COVID-19 reality. Deemed an essential service in many provinces, we feel extremely fortunate to see so many of our locations across the country grow during this time.”

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INDUSTRY NEWS Fatburger Brings Their Fresh Premium Burgers to Courtney Fatburger, the Canadian owned custom-made burger restaurant, opened in Courtney, British Columbia on September 3. British Columbia restaurateur Frank Di Benedetto confirmed that fans of Fatburger’s award-winning burgers are now able to indulge their taste buds at the Ryan Road location, the third Fatburger to open on Vancouver Island.

“We are passionate about quality food and service” says Di Benedetto.

“We are excited to be serving great tasting Fatburger favourites, made fresh with top quality ingredients, to the Courtney community.”

Di Benedetto is a B.C. Restaurant Hall of Fame Alumni and owner of both Fatburger and Ricky’s All Day Grill. He started Fatburger in Canada 15 years ago, with the vision of bringing home-style cooked burgers made with traditional cooking methods to local communities.

Fatburger Courtney is adjacent to Ricky’s All Day Grill, which has been serving family favourites to the Courtney community for over 26 years. Local Ricky’s franchisees Darrel Crawford & Gary Marnewick own and operate the Fatburger, as well.

Fatburger offers a wide selection of items on its menu for diverse tastes. It is acclaimed for serving up award-winning burgers, hand breaded, fresh-cooked chicken tenders, and hand-scooped, real ice cream “best anywhere” milkshakes.

12 Canadian Franchise Association

Osmow’s Celebrates Canada’s First National Shawarma Day on October 15 Canada’s Middle Eastern and Mediterranean fast, fresh eatery Osmow’s™ officially declared October 15, 2020 as the country’s first annual National Shawarma Day. Shawarma is a tender, fragrant, boldly spiced and marinated meat with crispy caramelized edges that form as it rotates on a vertical skewer.

At Osmow’s™, shawarma is prepared differently. Once the marinated meat is delicately carved, cooks finish it on the grill and serve it up on rice, fries, or classically wrapped in a thin warm grilled pita bread.

This special, national day of shawarma called for a promotional incentive for everyone to try, enjoy, and celebrate healthy and historic street food in a bright, modern local Osmow’s. Guests could make their way to one of almost 100 Osmow’s™ locations Canada-wide.

Osmow’s offered its legendary chicken shawarma wrap or ROCKS™ at its circa-2001 original Osmow’s price of just $5 each. Vegetarians could take part in the day too with a falafel wrap or ROCKS™ for the same price.

“It’s about time to celebrate healthy, delicious, and increasingly popular shawarma,” says principal and founder Sam Osmow of the fastgrowing Canadian company. He further thanks pro basketball player Norman Powell for his public patronage, shared loyalty to the brand, and for putting shawarma in the spotlight.

“When my wife and I first hung the Osmow’s sign in 2001 and started serving a dish I have enjoyed since growing up in Egypt to our first customers in Mississauga, we could not have imagined that 19 years later we would be announcing the official Canadian national shawarma day,” he adds.

Osmow says the popularity of shawarma is on the rise, signalled by Osmow’s growth plans and national expansion.

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Osmow’s invited all other Mediterranean brands to celebrate October 15 as National Shawarma Day in Canada as they continue to grow this exciting food niche, in the spirit of diversity and cultural exploration.

Christine Sinclair, A&W Canada, and the MS Society of Canada Announce Gold Medal Results for First-Ever Take Out Burgers to Beat MS Day The 12th annual A&W Canada Burgers to Beat MS campaign, in partnership with the Multiple Sclerosis Society of Canada, raised $1.3 million in support of those living with multiple sclerosis (MS).

In 12 years, the annual Burgers to Beat MS campaign has raised more than $16 million, making A&W the single largest annual corporate fundraiser for the MS Society of Canada. This annual fundraising initiative is very close to the hearts of A&W’s franchisees across the country, with many going above and beyond to raise much-needed funds and awareness in support of those living with MS. Some of this year’s most creative local activities included: a golf tournament hosted by an A&W franchisee from Ste-Julienne, Quebec and a dedicated fundraising website organized by the A&W franchisee and his team from Kenora, Ontario.

On August 20, A&W hosted its firstever Take Out Burgers to Beat MS Day at restaurants across Canada – nearly 1,000 locations – by donating $2 from every Teen Burger® sold on the day to the MS Society of Canada.

With the safety of Canadians being a top priority, the annual Burgers to Beat MS campaign launched a special Take Out edition this year to ensure burger lovers from coastto-coast could continue to make an impactful difference for Canadians living with and affected by MS. Christine Sinclair, two-time Olympic medalist and Canadian women’s national soccer team captain, led

INDUSTRY NEWS this special edition of A&W’s Burgers to Beat MS Day for the fourth consecutive year in honour of her mother, Sandi, who was diagnosed with MS more than 30 years ago.

“My fourth year as Burgers to Beat MS Team Captain has been an honour,” says Sinclair. “As a country, we are facing new challenges and it was inspiring to see Canadians embrace this year’s Take Out Burgers to Beat MS Day by celebrating safely with close friends and family while coming together as a nation to raise awareness and important funds for the MS Society.”

This year, Canadians were encouraged to participate in the Burgers to Beat MS campaign by ordering take out. Christine Sinclair, Susan Senecal, and Pamela Valentine, president and CEO, MS Society of Canada, came together virtually to celebrate the 12th annual campaign by

ordering a Teen Burger ® with their friends and family via drive-thru, take out, and third-party delivery, as well as participating in virtual interviews to raise awareness about the disease and share how Canadians can show their support and make a difference in the lives of those living with and affected by MS. Driverseat Helps Students Return to School Driverseat announced in August that they are expanding their fleet in London, Ontario to include larger 24 passenger vehicles. This step comes after discussions with existing commercial clients for transportation of students from their residences to Western University in the fall.

Mid-sized commercial vehicles have previously been used for these daily runs, however protocols for physical distancing created the need for

larger vehicles, allowing for passengers to sit apart. In addition, some students will be moved to single occupancy rooms, requiring Driverseat to add vehicles to service additional locations.

Driverseat London franchisee Glenn Clark states, “I am happy to continue providing services to residents of London, and to be able to help so many organizations deal with the new reality. Our customized service options meet the needs of the organizations, businesses, and other institutions. In addition to offering optimal social distancing, each vehicle is equipped with commercial grade disinfecting wipes and sanitizer and is completely wiped down before each ride. Additionally, our chauffeurs wear personal protective equipment; we take every precaution to ensure the safety of our passengers and team.”

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Franchise Canada November | December 2020 13

INDUSTRY NEWS Driverseat London launched designated driving and airport chauffeur services in 2016. They have since expanded into the shuttle and micro-transit business allowing for private transportation for up to 24 passengers. The service options are vast but include transportation to all airports, employee shuttles, medical assistance, weddings, and tours.

Driverseat CEO Brian Bazely adds, “We are very pleased with how our business model plays a role in this next normal. Our franchisees across North America focus on the customer, finding solutions for their organization. As a result, we have seen growth in many locations and are in the process of opening up new markets. Glenn and his team at Driverseat London are incredible people who have accomplished so much in their first four years.”

Cushman & Wakefield Partners with GetintheLoop Retail App to Enhance Customer Experience Cushman & Wakefield Asset Services announced a new partnership with Canadian retail platform, GetintheLoop, to support its retailers and customers. The app service launched in the summer 2020 at 21 retail centres across Canada.

Through this partnership, more than 1,500 retailers in Cushman & Wakefield properties received access to GetintheLoop’s mobile marketing platform to better reach local residents via their smartphones, email, and web. GetintheLoop acts as a single source for accurate and relevant local retail information, while integrating data from the app onto each centre’s website. App users have the added benefit of receiving push notifications including dynamic offers such as gift card programs, delivery or curbside pickup options, and incentives and offers to support retail businesses now, when they need it most.

“When our guests install the GetintheLoop app on their devices, they essentially have their local

14 Canadian Franchise Association

mall in their pockets,” said Molly Westbrook, Cushman & Wakefield’s executive managing director for Canada. “Retail operations and consumer habits are rapidly evolving, and we want to support our retailer partners in this evolution, extending beyond the physical space of our centres. Partnering with GetintheLoop allows us to enhance the guest experience, giving them a direct line on new arrivals, local promotions and sales, and much more.”

Consumers can download GetintheLoop for free in the App Store and Google Play store and opt-in to receive curated, local offers. Push notifications can be enabled or modified so consumers can receive timely updates from their local Cushman & Wakefield-managed shopping centre.

“We’re thrilled to partner with an innovative, community-minded organization like Cushman & Wakefield,” said GetintheLoop’s founder and CEO, Matt Crowell. “We want our technology to help communities stay connected and support local retail during this critical time.”

TWO MEN AND A TRUCK Now Open in Windsor, ON Nicolas and Rhoda Udumukwu acquired the last available Ontariobased TWO MEN AND A TRUCK franchise in Windsor, Ontario, and officially opened in early September.

With 16 years of banking experience, Nicolas immigrated to Canada from Nigeria in 2019 and had been searching for a meaningful business venture. Having completed his due diligence, and with friends who are TWO MEN AND A TRUCK franchisees in Western Canada, he and his wife Rhoda decided that the business model they reviewed met their criteria.

TWO MEN AND A TRUCK Canada president John Prittie says, “After being unable to open their franchise earlier this year because of the COVID-19 pandemic, Nicolas and Rhoda Udumukwu are now

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open to serve consumer and business customers requiring moving and packing services in Windsor and Essex County.”

Baskin-Robbins Invites Canadians to Support Boys and Girls Club of Canada with New Fundraiser For the second time in three years, Baskin-Robbins Canada harnessed the heroism of Canadian school children to inspire its September fundraising and marketing efforts.

With millions of children and youth expected to return to elementary and high schools or home studies, the ice cream brand launched the two-month campaign on September 1. Their hopes were to encourage customers to embrace their new school routines with Creature Creations, its newest line of ice cream treats that was launched this past July. Thirty-one cents from the purchase of any Creature Creations item at Baskin-Robbins purchased in September and October supported the work of Boys and Girls Clubs in communities across Canada.

“Children are going through a lot these days,” says Natalie Joseph, representative for Baskin-Robbins Canada. “We are truly honoured to be there for them and their families and are ready to cheer them up with something everyone can get behind. Baskin-Robbins Creature Creations are the perfect way for families to enjoy an ice cream treat that will spark the imagination and provide a sense of wonder. We’re incredibly excited to be partnering with Boys and Girls Club of Canada to extend that feeling to kids across the country.”

To date, Baskin-Robbins Canada has donated more than $50,000 to Boys and Girls Clubs of Canada and is hoping to raise the bar on its contribution this year with a goal to raise an additional $15,000.

“For the past three years, we’ve aligned our summer or fall marketing

INDUSTRY NEWS efforts with the work of Boys and Girls Clubs of Canada, and it’s been truly amazing,” says Joseph. “With the help of our fellow Canadian customers, we’re able to bring a smile to our children, through ice cream, while supporting other children throughout our communities. We’re elated to be able to do this and encourage our customers to continue to be as generous as they can as we strive to increase our funds in this more challenging year.”

“From successful fundraising campaigns to generous in-kind donations, Baskin Robbins Canada continues to show its commitment to Boys and Girls Clubs and the families and communities we serve across the country,” says Owen Charters, president & CEO, Boys and Girls Clubs of Canada. “We are thrilled to be their charity of choice and look forward to growing this partnership—the future is bright!”

Global Pet Foods and Champion Petfoods Team Up to Support Frontline Medical Professionals Across Canada Two proudly Canadian companies, Global Pet Foods and Champion Petfoods, teamed up to give away 2,000 bags of ACANA® or ORIJEN® pet food across the country to frontline medical professionals.

Over the last year, the staff at hospitals have been putting their own health, safety, and needs on the backburner to support their communities and the people within. Now, it’s more important than ever to show appreciation for their commitment to local Canadian communities.

In July, the Global Pet Foods team reached out to hospitals in the hardest

hit areas across the country to offer frontline medical professionals a free bag of ACANA® or ORIJEN® pet food.

“We are so thankful to have these medical professionals committed to helping those in need within our communities across the country,” says Dino Fragaglia, president of Global Pet Foods. “And this is our way of saying ‘thank you’ directly to those who need to hear it most.”

RESERVE YOUR 1/2 PAGE ISLAND AD HERE To book your ad space, contact Nav Matharu at nmatharu@cfa.ca.

Franchise Canada November | December 2020 15

JOIN THE RECOGNIZED LEADERS IN SUPPLEMENTAL EDUCATION! MAKE A DIFFERENCE IN YOUR CAREER!

Helping Canadian Children & Families Since 1984 Unparalleled Training & Support System

MAKE A DIFFERENCE IN YOUR COMMUNITY!

Award-winning Oxford Learning is proud to be Canada’s top-ranked education-based franchise system!

Founded in 1984, Oxford Learning offers learning programs for students from preschool to university; students improve their academic skills, strengthen their cognition, and ultimately develop higher self-confidence and self-esteem.

An education background is not a prerequisite—our unique cognitive learning program, proprietary curriculum, and comprehensive training combined with your drive to succeed are the only requirements!

Join a team of recognized leaders making an impact in the supplemental education industry.

2020 Franchisee of the Year Award winner Seema Ahluwalia 3 franchise locations in British Columbia: Kitsilano, Richmond & Steveston

Award-Winning Marketing Team International Brand Recognition Proven Success Record Personal Fulfillment & Financial Security Providing sessions in-centres & online through Virtual Table™

CALL NOW TO BECOME PART OF CANADA’S LEADING SUPPLEMENTAL EDUCATION FRANCHISE. 1.888.559.2212 ext. 115 franchise@oxfordlearning.com Proudly Canadian

FRANCHISE SYSTEMS WITH 100+ LOCATIONS

franchise.oxfordlearning.com

COVER STORY

INSPIRING SUCCESS

MaidPro and Restoration 1 share the triumphant formulas that earned them the CFA's Awards of Excellence Grand Prize

BY JORDAN WHITEHOUSE

The pandemic may have forced the cancellation of the CFA’s Awards of Excellence gala event this year, but it didn’t stop the awards presentation, which took place through a video format featuring the award winners. For Grand Prize winners MaidPro and Restoration 1, it’s been an especially memorable year.

Determined by the results of franchisee surveys, the annual awards are given to franchise systems that demonstrate superior franchise relations, leadership, training, and communication. Multiple gold, silver, and bronze awards are handed out in the traditional category (i.e., franchises with bricks-and-mortar locations) and non-traditional category (i.e., mobile or home-based franchises).

The Grand Prize is the top award, and it’s presented to the two winners with the highest rankings. Residential cleaning franchise MaidPro won it in the traditional category this year, while mobile restoration service franchise Restoration 1 took it home in the non-traditional category.

The awards were handed out back in May, and as CFA President and CEO Sherry McNeil put it, MaidPro and Restoration 1 have clearly “demonstrated they deserve top honours” this year. Read on to find out why.

Franchise Canada November | December 2020 17

COVER STORY

David Buckler, MaidPro franchisee

MaidPro Some business ideas come out of years of experience in a particular field. Others, from months of researching and brainstorming. But for Boston natives Mark Kushinsky and Richard Sparacio, theirs came from a much hairier source: a cat in a locked bathroom.

In 1990, Kushinsky hired a maid service to clean his house, but when he returned home after the first clean, he found that not only did the company do a poor cleaning job, they also left his cat, Foof, locked in a bathroom without a litter box. He soon shared the experience with good friend Sparacio, and the two vowed to come up with a solution.

Fast forward a year and MaidPro was born out of a 200-square-foot office in Boston’s historic Beacon Hill.

By 1996, Kushinsky and Sparacio began franchising.

Today, there are 300 locations all over North America, including nine in Alberta, Ontario, and Nova Scotia.

Sparacio says the company’s recent success really comes down to a couple of factors. One is its investments in technologies that allow cleaning agents and franchisees to do their jobs much more efficiently. The other is its commitment to personalized service. “We’re

18 Canadian Franchise Association

taking on a huge responsibility when we come into people’s homes, so we really try to make the whole experience about trust and professionalism and something that’s customized to exactly what the client needs.

People don’t care what you know unless they know you care first, and that’s how we run our company.”

And that begins, in part, by selecting franchisees who care, adds Sparacio. Which is why the company spends a lot of time looking for franchisees who are intelligent and kind, but also have a sense of accountability and self-awareness, as well as a commitment to their community and to building a business that can last for generations.

David Buckler ticks all of those boxes. A franchisee since 2009, he now has three MaidPro locations — one each in Calgary and Airdrie in Alberta and a third in Burlington, Ontario. “At first, I said there was no chance I wanted a cleaning company, but then I visited the Boston headquarters and was so impressed that I changed my mind in a day,” he remembers. “I liked that they were very picky with their franchisees, and their support network was incredible. I still call them the most Canadian Americans I know.”

www.cfa.ca | www.FranchiseCanada.Online

COVER STORY

That community support, in fact, is what Buckler says is most beneficial about being with MaidPro. It comes from the company itself through things like personal coaching and educational conventions every 18 months, but also from other franchisees. MaidPro franchisees have, for instance, regular community-wide calls with the entire company to voice concerns, get advice, and learn from each other. They also break into Peer Performance Groups (PPG), which are smaller and regional to zero in on issues specific to certain areas.

Those community calls and PPGs have been happening a lot more regularly during the pandemic, says Buckler. They have been a huge help for everything from finding new mask vendors, to making sure staff are safe, to dealing with Canadian-specific government supports.

Overall, Sparacio says the company has weathered the pandemic quite well, and even says that they are seeing a level of demand that they haven’t witnessed in decades.

As for MaidPro’s future in Canada, Sparacio says the company is focusing on ensuring existing locations have everything they need to continue being successful, while also aiming to have more MaidPro locations across

the country. Over the next months and years, the company will also focus on expanding its family of brands throughout Canada. Those include FlyFoe, its mosquito and tick control brand, and Men In Kilts, which provides exterior house cleaning services.

MaidPro’s future success will depend in large part on the company’s franchisees, says Sparacio. But he doesn’t sound worried. “In franchising, I wish there was some secret sauce, but it really is the quality of your people, and we have the highest quality of people.”

MAIDPRO STATS Franchise units in Canada: 9, US: 220 Franchise fee: $17K Start-up capital required: $75K Investment required: $75K Training: 1 week at home office; continued support Available territories: AB, BC, MB, NB, NL, NS, NT, NU, ON, PE, SK, YT, US In business since: 1991 Franchising since: 1997 CFA member since: 2016 To learn more, visit www.LookforaFranchise.ca

Franchise Canada November | December 2020 19

Restoration 1 Six years ago, Josh Perelman and his wife Danielle were ready for new careers. Josh had a background in finance and Danielle in health care, but they wanted something completely different. “We both realized that we were working incredibly hard and long hours for somebody else’s bottom line,” says Danielle. They didn’t want to do that anymore.

So, the couple started looking at different franchise systems, and they eventually landed on Restoration 1, which offers complete home and commercial disaster restoration services from floods, sewage, mould, and fire damage. It was a curious choice, since neither had construction or restoration backgrounds. But they weren’t necessarily looking for a specific type of business, says Danielle. They were looking for something that had solid systems in place and was scalable. And they believed Restoration 1 had both. Turns out, they were right.

Restoration 1 began franchising in 2010, and within three years opened its current 14 franchise locations in Ontario, Alberta, and British Columbia. Then-owner and Toronto franchisee Eric Simtob played a big part in that growth. In October of 2019, Simtob appointed Steven Chin as the new president of Canadian operations before selling the network this past August. Chin,

20 Canadian Franchise Association

a respected executive in the industry, says, “I think our newly planned business development and onboarding training plan for our franchisees is second to none, and coupling that with our new parent company’s experience and financial backing makes us an even greater force in this wonderful industry.”

The Perelmans would agree. They point to Restoration 1’s operations manager, Bruce Copoc, for instance, who Danielle says keeps them up to date on things like new drying and cleaning techniques. “That means a lot of our time can be spent on actually working on the business. And the same goes for any IT or software issues — we can quickly call somebody at corporate and get the help we need. It’s a huge time saver.”

Josh also says Restoration 1’s franchisee training program was huge. Part of it took place over a few days in Toronto, where he learned the company’s basic systems and processes, but he also earned a few job-specific certifications, such as his water remediation technician certification. From there, he did a two-month internship with the company, where he went to job sites and helped in various restoration projects. Though unpaid, that internship can be as long as the new franchisee needs it to be.

Although Josh is now a fully capable restoration technician himself, Steven Chin says it’s not necessary

www.cfa.ca | www.FranchiseCanada.Online

COVER STORY

Josh Perelman, Restoration 1 franchisee

for new franchisees to have that background when they come to Restoration 1, because franchisees can hire capable technicians. What Chin does look for in new franchisees, however, are excellent leadership, organizational, and project management skills, and an especially good knack for customer service. “You have to have good bedside manner because a lot of people’s largest investments are their homes, and when disaster strikes, it’s a very scary time for them. So you have to make them feel at ease, reassure them.”

That work hasn’t slowed down during the pandemic, says Chin. And since those in the restoration world deal with things like sewage backups and mould on a regular basis, Restoration 1’s people were already fully trained in handling health risks and properly using personal protective equipment (PPE).

However, one of the biggest concerns for the Perelmans, particularly near the beginning of the pandemic, was their supply chain and how they would secure enough PPE. But corporate stepped up, says Danielle, and worked on a national strategy for buying PPE in bulk.

Luckily, the Perelmans didn’t have to rely on that strategy, but they say it was great to know the company was willing to lend a hand, as they have with other concerns during the pandemic.

Steven Chin, president, Restoration 1 Canada

Although ownership of Restoration 1 recently changed hands, it sounds like the support and systems that initially drew the Perelmans to the company will continue to be there. Chin expects “massive amounts of growth” in the near future, perhaps to the tune of 40 or 50 total locations within the next four-to-five years.

“One thing they didn’t have which made us an attractive purchase was boots on the ground here in Canada,” says Chin. “So when you combine our sales team with the proven resources and operational programs they already had — the operational support, the training, the IT support — I think this will be a very attractive opportunity for people looking to become franchise owners.”

RESTORATION 1 STATS Franchise units in Canada: 14 Franchise fee: $35K Start-up capital required: $80K Investment required: $150K Training: 4 Weeks Available territories: All of Canada In business since: 2009 Franchising since: 2009 CFA member since: 2014 To learn more, visit www.LookforaFranchise.ca

Franchise Canada November | December 2020 21

Celebrating Franchising Excellence Established in 1992, the Canadian Franchise Association (CFA) Awards of Excellence celebrate the best of Growing Together™ and the symbiotic partnership between franchisors and franchisees to become Stronger Together. Regardless of the size or concept, a strong relationship between the franchisor and franchisee is vital to a franchise system’s success. The 2020 CFA Awards of Excellence in Franchising, Franchisee of the Year, Franchisees’ Choice Designation, CFA Recognition Awards, and Membership Milestones awards recognize the brands that have earned top marks from the franchising community.

They recognize their success in not only exceeding the expectations of their franchisees, but also for finding innovative ways to reach their customers.

Featuring the winners of the 2020 CFA Awards, this article highlights the extraordinary franchises that have excelled in the delivery of service to their customers and support for their franchisees, as voted by their peers.

Read on to learn more about these exceptional, award-winning brands and their franchising accolades!

MILESTONE

22 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

CELEBRATING FRANCHISING EXCELLENCE

2020 Franchisees’ Choice

W

hat do the franchise systems featured on the following pages have in common? While they are all unique concepts and operate in a variety of business sectors and industries, these franchises have the distinction of being named as Franchisees’ Choice designees, receiving high rankings from their franchisees.

The Franchisees’ Choice designees are Canadian Franchise Association (CFA) member franchise systems who voluntarily took part in an independently-administered survey. Their franchisees were asked to rate the franchisor in key areas of the franchise business model, including leadership, business planning and marketing, training and support, ongoing operations, and the relationship between the franchisor and franchisee.

“The true strength of a franchise system lies in the mutually-rewarding relationship between a franchisor and its franchisees,” says Sherry McNeil, president and CEO of the CFA. “Being a Franchisees’ Choice designee is a high honour because the high rankings in franchisee satisfaction come directly from the franchisees themselves.”

In the due diligence process of investigating a franchise opportunity, speaking with existing franchisees about the opportunity being explored is essential. For prospective franchisees, the Franchisees’ Choice designation identifies that a franchise brand has received solid endorsement and ratings from its franchisees in areas such as: • Franchisee selection process • Franchise information package • Leadership • Training and support • Operations and improvements • Franchisor-franchisee relations

THE FRANCHISEES’ CHOICE LOGO Franchisees’ Choice winners receive a special logo to identify them as having achieved high rankings in franchisee satisfaction. As you explore franchise opportunities as part of your due diligence process, be on the lookout for this logo to discover the franchise systems that have been recognized for placing an emphasis on building first-class relationships with their franchisees.

Regardless of any awards or recognitions a franchise system may receive, the CFA and Franchise Canada strongly recommend that prospective franchisees conduct thorough due diligence to help ensure that a franchise is the right fit for them.

Learn more about the due diligence process at www.FranchiseCanada.

Online!

Find out more about the Franchisees’ Choice designation and this year’s recipients at www.cfa.ca/cfa-awards.

Franchise Canada November | December 2020 23

CELEBRATING FRANCHISING EXCELLENCE

The 2020 Franchisees’ Choice Designees Are: (in alphabetical order)

24 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

CELEBRATING FRANCHISING EXCELLENCE

Celebrating an Ongoing Commitment to Franchise Excellence A number of franchises have earned the Franchisees’ Choice Designation multiple years in a row, demonstrating an ongoing commitment to franchise excellence and strong franchisor-franchisee relations. In recognition of their achievement, the CFA has created special logos that these franchise systems can use to display their consistently high scores from their franchisees.

The 2020 Franchisees’ Choice 10-Year Designees Are:

The 2020 Franchisees’ Choice Nine-Year Designees Are:

The 2020 Franchisees’ Choice Eight-Year Designees Are:

2013 - 2020

8 CONSECUTIVE YEARS

The 2020 Franchisees’ Choice Seven-Year Designees Are:

The 2020 Franchisees’ Choice Six-Year Designees Are:

The 2020 Franchisees’ Choice Five-Year Designees Are:

Franchise Canada November | December 2020 25

CELEBRATING FRANCHISING EXCELLENCE

Awards of Excellence The highest standard of franchising excellence in Canada, the CFA Awards of Excellence recognize franchise brands that have demonstrated superior franchise relations, leadership, business planning, marketing, training and support, ongoing operations, and communications in the Traditional Franchises and NonTraditional Franchises categories.

GRAND PRIZE WINNER TRADITIONAL FRANCHISE MaidPro Franchise Corporation

GRAND PRIZE WINNER NON-TRADITIONAL FRANCHISE Restoration 1

NON-TRADITIONAL FRANCHISES 6-15 FRANCHISEES

NON-TRADITIONAL FRANCHISES 16-29 FRANCHISEES

NON-TRADITIONAL FRANCHISES 30+ FRANCHISEES

GOLD Restoration 1

GOLD Right at Home Canada

GOLD Paul Davis Restoration Inc.

SILVER Stagecoach Theatre Arts

SILVER TWO MEN AND A TRUCK

SILVER Home Instead Senior Care

BRONZE Metropolitan Movers

BRONZE Driverseat Inc.

CANADA Ltd

26 Canadian Franchise Association

Canada

www.cfa.ca | www.FranchiseCanada.Online

BRONZE WP Creations

CELEBRATING FRANCHISING EXCELLENCE

Hear From the 2020 CFA Award Winners!

This year, the CFA presented the 2020 CFA Awards program through videos, which featured acceptance speeches and photos from the award winners.

To watch the full award videos, visit www.cfa.ca/ cfa-awards TRADITIONAL FRANCHISES 6-15 FRANCHISEES

TRADITIONAL FRANCHISES 16-29 FRANCHISEES

GOLD MaidPro Franchise

GOLD Symposium Cafe Restaurant

SILVER Inspiration Learning Center

SILVER MaxWell Realty Inc.

Corporation

- Tutoring And Private School BRONZE Megamind Abacus

& Lounge

BRONZE White Spot Restaurants

Academy

TRADITIONAL FRANCHISES 30-99 FRANCHISEES

TRADITIONAL FRANCHISES 100+ FRANCHISEES

GOLD FASTSIGNS International

GOLD Quesada Burritos & Tacos

SILVER Triple O’s

SILVER A&W Food Services of

BRONZE Scholars Education Centre

Canada

BRONZE Pizza Nova Take Out Ltd.

Franchise Canada November | December 2020 27

CELEBRATING FRANCHISING EXCELLENCE

Membership Milestones Every time a franchise joins and renews their CFA membership, they amplify the voice of the collective. They commit to excellence in franchising. And they help the CFA represent more than 700 brands from coast to coast as the authoritative voice of franchising.

Membership milestone achievements honour members for their ongoing commitment to the CFA’s pursuit of strengthening franchising in Canada. Congratulations and thank you to the following members, who are celebrating membership milestones in 2020.

45 YEAR MILESTONES • Giant Tiger Stores Limited

40 YEAR MILESTONES • BMO Bank of Montreal • MR MIKES RESTAURANT CORPORATION • Royal Bank of Canada • Scotiabank

35 YEAR MILESTONES • CIBC

25 YEAR MILESTONES • David Kornhauser c/o Macdonald Sager Manis LLP • Edo Japan • Humpty’s Family Restaurants • Master Care Janitorial and Facility Services Inc. • Pizza Nova Take Out Ltd. • Wendy’s Restaurants of Canada Inc.

20 YEAR MILESTONES • BDO Canada LLP • Dairy Queen Canada Inc. • FDH LAWYERS LLP • Franchise Specialists • Master Mechanic • Network Franchising International • Royal LePage Real Estate Services • The Gardener Inc.

15 YEAR MILESTONES • Bark Busters • Brokerlink Inc. • Express Employment Professionals • Good Earth Coffeehouse • Hickory Dickory Decks • Hoffer Adler LLP • Keyser Mason Ball, LLP • Liberty Tax • Moneris • PostNet International • T WO MEN AND A TRUCK Canada

28 Canadian Franchise Association

10 YEAR MILESTONES • BeaverTails Canada Inc • Bimbo Canada • Choice Hotels Canada Inc. • Driving Miss Daisy Seniors’ Services • Forest of Flowers • Goldman Hine LLP • iFranchise Group, Inc. • Jupiter • Massage Addict Inc. • Mathnasium Learning Centres • McCarthy Tétrault LLP • Nethris • OPA! of Greece • Padgett Business Services • PayTrak Payroll Services • Pet Valu Canada Inc. • Pita Pit • Quesada Burritos & Tacos • Symposium Cafe Restaurant & Lounge • Teplitsky, Colson LLP • The Interface Financial Group • WingsUp • Wise Cracks Concrete Technologies Inc

www.cfa.ca | www.FranchiseCanada.Online

5 YEAR MILESTONES • 1-888-JunkBin • Adventure Facility Franchising Inc. (Funtopia) • Betterthan50 Information Services Limited • Chiquicuts Kids Hair Salon • ClickTecs • Coyote Ugly Saloon • Eye Level Learning Centres • Fibrenew • Inspiration Learning Center • Kekuli Cafe Properties Inc • Little Caesars of Canada ULC • Masters Insurance Limited • Megamind Abacus Academy • Perkopolis • PlA-FIT Canada Franchise, INC • Senior Helpers • Serious Coffee • SilverChef • Simply For Life • Smartek Limited • The Driving Alternative • The Lease Coach • TruShield Insurance • Wild Wing Hospitality Inc • Xtreme Post/Pieux Xtreme

CELEBRATING FRANCHISING EXCELLENCE

Franchisee of the Year The CFA Franchisee of the Year Award is presented to franchisees who have demonstrated an overall star quality within their franchise. Awards are presented to Gold, Silver, and Bronze franchisees in the Traditional category (brick and mortar locations) and in the Non-Traditional category (mobile or homebased franchises), all of whom have been franchising with their brand for at least two years. Learn more about the Franchisee of the Year winners on page 34!

TRADITIONAL FRANCHISES

NON-TRADITIONAL FRANCHISES

GOLD Seema Ahluwalia, Oxford Learning Centres

GOLD Simon and Stephanie Jones, PropertyGuys.com

SILVER S usan Allison, Wendy’s Restaurants of Canada

SILVER Michael Murphy Brown, LeakPro

BRONZE Tahir Siddique, Pizza Pizza

BRONZE Chetan & Roshni Bahl, Heart to Home Meals

Recognition Awards The CFA’s Recognition Awards celebrate individuals and franchise systems for their outstanding achievements, contributions, and philanthropic endeavours within the franchise community.

CFA DISTINGUISHED FRANCHISE SUPPORT SERVICES/ SUPPLIER AWARD This award recognizes a person or a company for their efforts and contributions in supporting the franchise industry and the Canadian Franchise Association at large.

Elements taken into consideration include: • Participation in and support of the CFA, its Purpose and Mission • Demonstrated benefit to the community • Involvement throughout the franchise community CFA OUTSTANDING CORPORATE CITIZEN AWARD Given to a franchise system that has demonstrated genuine and ongoing concern and support for a community or social service group(s). Award recipients are selected based on their philanthropic innovation, support, and impact to the community whether on a local, regional, national, or global scale.

DIVERSITY AND INCLUSION CHAMPION AWARD This award recognizes a company or individual for extraordinary leadership and contribution towards improving and promoting diversity and inclusion within their workplace and the franchise community in Canada.

LIFETIME ACHIEVEMENT AWARD This award recognizes exceptional achievement and contribution to Canadian franchising and the community at large through demonstrated excellence throughout one’s lifetime and career in franchising.

VOLUNTEER LEADERSHIP EXCELLENCE AWARD The Volunteer Leadership Excellence Award is presented to an individual who embodies the spirit of this award through their passion and leadership in their volunteer activities with the CFA. CFA HALL OF FAME AWARD CFA Hall of Fame Award is presented to a CFA member franchise company in recognition for outstanding performance. Winners typically have strong brand recognition and solid business performance. They exhibit leadership in the franchise community, including helping to encourage excellence in franchising through the sharing of best practices, speaking engagements, mentoring other members of the community, and raising the profile of franchising.

Franchise Canada November | December 2020 29

CELEBRATING FRANCHISING EXCELLENCE

CFA Distinguished Franchise Support Services/ Supplier Award: AXIS Integrated

Diversity and Inclusion Champion Award: Yum! Brands (KFC, Pizza Hut, Taco Bell)

AXIS Integrated is a group of experts in data-driven franchise sales & marketing solutions. They focus on the development of custom database solutions, webenabled marketing applications, and the execution of lead and customer nurturing programs for franchise organizations.

AXIS Integrated is a strong supporter of the CFA: they are a national sponsor, launched the LookforaFranchise.ca lead nurturing program, contributed articles to The Franchise Voice, hosted webinars, and created a tradeshow lead nurturing package for CFA tradeshow exhibitors to efficiently capture and nurture their leads. AXIS Integrated created Intelligent Lead Nurturing, a modern and powerful lead management solution to help franchisors grow their network of franchisees. They recently launched intelligentleadnurturing. com to educate brands on the power of modernized lead nurturing. AXIS Integrated is committed to advancing the franchise business model and to collaborating with other CFA members to help build the franchise community and further Canadian franchising.

In 2015, Yum! Brands’ former CEO Greg Creed established a U.S. diversity and inclusion council called Leading Inclusion for Today and Tomorrow (LIFTT), which includes leaders and franchisees across Yum!, including KFC, Pizza Hut, and Taco Bell. Under current CEO David Gibb’s leadership, the global franchisor is doubling down on its efforts to create an inclusive culture that unlocks potential in all types of people and fully leverages the diversity of thought that comes from our differences in gender, ethnicity, race, religion, age, sexual orientation, professional background, and even style of communication and leadership.

Yum! Brands aims to create an inclusive and ethical workforce in order to be a workplace of choice and to drive business results by connecting meaningfully with diverse employees, customers, franchisees, and suppliers worldwide.

30 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

All CFA Members This year's special Hall of Fame Award was presented to all CFA brand members for demonstrating extraordinary: • Leadership within their systems, whether through innovations with their business model and/ or through leading their teams through difficult times; • Generosity of spirit and time in sharing knowledge and their experiences through participation in CFA webinars, articles, virtual events, and organic peer-to-peer mentoring to help other members of the CFA community; and • Participating and engagement in CFA government advocacy and media activities to raise the profile of franchising in the country.

CELEBRATING FRANCHISING EXCELLENCE

Lifetime Achievement Award: Dr. Nick Whitehead

CFA Outstanding Corporate Citizen Award: Pet Valu

CFA Volunteer Leadership Excellence Award: John DeHart

Dr. Nick Whitehead is the cofounder of Oxford Learning Centres, Inc., and acted as its CEO and president from its opening in 1984 until he officially retired from his long-standing position in 2019. He opened the first Oxford Learning Centre in London, Ontario in 1984 and began helping children develop stronger thinking and learning skills through the application of his unique instruction methods and his cognitive learning model. Dr. Whitehead has taken on a role of mentorship, playing a pivotal role in developing 100 Oxford Learning Centres that are helping students, families, and communities across Canada.

Together, the Pet Valu family of stores and their customers have raised more than 24,148,368 in dollars and donations since 2010.

Pet Valu participates in a number of charitable efforts, including giving back month in October. In October 2019, they raised $797,000 and found 2,280 pets a forever home. Throughout October, they also collect food and supplies for pets in need. Pet Valu helps fund community mobile animal hospitals and rescue vehicles, and works with their national charity partner, Lions Foundation of Canada Dog Guides, whose mission is to help Canadians with medical or physical disabilities. One hundred per cent of the donations received through Pet Valu’s annual calendar and bandana programs help place life-changing Dog Guides with Canadians who have disabilities.

Over the years, Pet Valu has found forever homes for 37,713 pets.

John DeHart has been a pillar of the Canadian Franchise Association (CFA) community.

John recently served as Chair of the CFA Board of Directors, and as a volunteer on the CFA Executive Committee. He has played a key role in the success of CFA National Convention, serving as a Power Session Moderator and Closed-Door CEO Session Moderator in 2019 and a Keynote Speaker in 2018.

John also led the development of the CFA’s Core Values and Strategic Plan. As an enthusiastic ambassador of the CFA, John was a member of the Growth Hack Committee, a member of the Branding Committee, and has provided strong leadership throughout his years working with the CFA. His deep involvement and continuous support of the franchise community has helped shape the CFA and Canadian franchising overall.

Franchise Canada November | December 2020 31

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To find out more about how your franchise can benefit from Amex Offers, visit www.amex.ca/amexoffers or contact us at amexofferscanada@aexp.com *

Eligible cards will vary by offer and are subject to change. Select Canadian American Express Cards issued by Amex Bank of Canada and Cards issued by a licensed third-party issuer (as applicable) are eligible cards for the offer. The following Cards are not eligible: American Express Corporate Cards, American Express® Gift Cards and Prepaid Cards. Subject to offer terms and conditions and full Program Terms.

™,®: Used by Amex Bank of Canada under license from American Express.

CONGRATULATING OUTSTANDING FRANCHISEES Meet the inspiring winners of the CFA’s 2020 Franchisee of the Year Award

BY STEFANIE UCCI

Every year, the Canadian Franchise Association (CFA) acknowledges the achievements and hard work of franchises through the CFA Awards of Excellence program. This year, more than 70 CFA members participated, and six franchisees were presented with the Franchisee of the Year award. They are recognized for their unique accomplishments and excellence in business performance, community service, and brand involvement.

Here, you’ll meet the two Gold winners in the Traditional and Non-Traditional categories, and the four Silver and Bronze Franchisee of the Year award winners.

Franchise Canada November | December 2020 33

CONGRATULATING OUTSTANDING FRANCHISEES

GOLD, TRADITIONAL: Seema Ahluwalia, Oxford Learning Centres (Richmond, Kitsilano, and Steveston, British Columbia) For Seema Ahluwalia, the opportunity to become an Oxford Learning Centre franchisee came months after migrating to Canada with her husband and daughter. At the time, education was at the forefront of her family’s mind, with her eight-year-old daughter attending a new school in British Columbia. Faced with the task of learning the culture and systems of their new home, Ahluwalia adopted a “do or die” and “always ready to learn” attitude to overcome their many challenges.

With her husband Indar by her side, the dynamic duo owns three Oxford Learning franchises and she credits their “flawless” coordination for keeping business afloat.

A team of extremely dedicated and sincere staff who always go the extra mile for their students, parents, and team members also helps the business succeed.

“It is a great honour to be the Franchisee of the Year Gold winner. There is an immense feeling of delight and pride when your hard work and dedication is acknowledged and appreciated,” Ahluwalia shares.

She adds that Oxford Learning was “the only educational franchise that taught kids HOW to learn. Owning this franchise with the best supplemental education in Canada meant that I could help my own daughter, along

34 Canadian Franchise Association

with all the children in the community, to reach their highest potential.”

Ahluwalia is an engineer by profession and worked for nearly a decade with multinational companies. She applied the knowledge and management skills gained there to start her own business, which she says greatly complements her education.

“Owning a franchise provides the best combination of running my own business in my management style while having the base work done, training for the business provided, as well as guidance and help readily available when needed,” says Ahluwalia. She recommends joining an already booming business, as franchisees are equipped with knowledge, experience, and industry insights that they would otherwise have to learn through their own trial and error.

Working with Oxford Learning has allowed Ahluwalia and her family to create their own “Canadian Dream” while getting firm footing in their new home. It even helped pave a path for their now grown-up daughter to become a doctor.

But that came with a lot of hard work and commitment. “One should pick the franchise with great care as this is a lifetime commitment. It is just like a marriage,” Ahluwalia says. “You need to identify and follow your passion and pick the right partner whose values and principles are in line with yours.”

www.cfa.ca | www.FranchiseCanada.Online

CONGRATULATING OUTSTANDING FRANCHISEES

GOLD, NON-TRADITIONAL: Simon & Stephanie Jones, PropertyGuys.com (Central and West Kootenays, British Columbia) Simon and Stephanie Jones turned their extensive backgrounds in sales and education into an opportunity to educate and empower homeowners. The couple, who immigrated to Canada 15 years ago, were initially drawn to buying a franchise with PropertyGuys.com since they’ve always had a passion for real estate. That paired well with a drive for being part of a system that challenges the traditional beliefs of selling homes.

PropertyGuys.com helps homeowners privately sell their homes to save on paying big commissions they normally would in traditional real estate transactions. The Canadian-owned company is operated by franchisees who directly interact and provide support to customers while also teaming up with third-party providers.

The Joneses faced various challenges early on in their business, and Stephanie says that the biggest one was “being the David to the Goliath of the real estate business.”

She adds, “At first it was difficult for other businesses to accept that we were offering a new way to sell real estate. We were able to grow our market share of trail blazers who saw the advantages of selling privately

and saving money whilst still getting the support they needed. I think staying power and tenacity was our superpower.”

Those same skills are what helped the couple become a Franchisee of the Year Gold winner.

“To be recognized for all the effort and determination and long hours is fabulous,” shares Stephanie. “We have worked so hard in our location and faced many challenges. We feel our success has been down to being a husband-and-wife team who both bring defined skills to grow our business.”

They also note that to stay current, they must keep ahead of the game in their marketing strategies while connecting with their communities.

As for advice the Joneses offer to new franchisees, their biggest is to invest in a business that you have a deep passion for.

“Look at what the vision is for the company you are investing in and ensure that you are aligned with it. Support goes both ways in franchising: you need the solid support of your head office, but they also need your support, ideas, and passion,” adds Stephanie. “Being part of a franchise really is like being part of a huge family.

Finally, you really have to go 'all-in' when you do invest into a business and truly believe that you can make a difference.”

Franchise Canada November | December 2020 35

CONGRATULATING OUTSTANDING FRANCHISEES Why did you want to own your own business?

I actually owned a successful business in new home construction prior to getting into Wendy’s. At the time, some 28 years ago, the phases of the real estate market challenged us to diversify our business interests in order to maintain financial security for continued future growth.

SILVER, TRADITIONAL: Susan Allison, Wendy’s Restaurants of Canada (Western Ontario)

Why did you decide to franchise with Wendy’s Restaurants of Canada?

When the decision came to diversify our business interests, Wendy’s was on the top of the list because it was a strong brand with a solid reputation for good quality food and had great market potential. In 1995, we acquired our first Wendy’s restaurant which now is one of the top volume Wendy’s restaurants in Canada.

What are the benefits of being a franchisee?

When you invest in a franchise, the structure

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is in place, so you are not starting the business from scratch. The food industry, and business in general, becomes more complicated with each passing year, and it is important to be associated with a strong brand that has a bright future.

Why have you found success with your franchise business?

I value and respect everyone that makes this business work. I also have a solid relationship with Wendy’s Company Leadership and our field level consultants which is so important.

What advice do you have for others considering franchising?

Ensure that your due diligence and business projections are solid. Food cost and labour are the two biggest costs, and if you understand the dynamics behind controlling them both, and have negotiated a reasonable rent, then you are well on your way to experiencing success.

YO U C A N C H A N G E T H E WO R L D.

…That’s why Hallmark is dedicated to creating a more emotionally connected world and making a difference in the lives of others.

We have been helping people laugh, love, heal, say thanks, reach out and make meaningful connections with others for more than a century. Become a part of our caring connector network – come grow with us!

Just a few of the benefits afforded our Franchisees: #1 Greeting Card Brand*; globally recognized and respected

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Access to unparalleled breadth of exclusive and innovative products; extensive licensed partnerships Generous installation and terms package Dedicated Business Development partner and Best-in-Class supports such as real estate and store design services, owner and associate training, retail window sets and broad portfolio of social assets National Marketing; Hallmark Rewards Loyalty program, Social Media and Hallmark Channel *2020 Harris Poll Annual Equitrend Study

36 Canadian Franchise Association

© 2020 Hallmark Licensing, LLC

www.cfa.ca | www.FranchiseCanada.Online

CONGRATULATING OUTSTANDING FRANCHISEES Why did you want to own your own franchise business?

LeakPro was already established and there was room to grow with the support of the other franchisees. Having that support is crucial to building a bigger, better franchise.

SILVER, NONTRADITIONAL: Michael Murphy Brown, LeakPro (Vancouver, British Columbia)

Why did you decide to franchise with LeakPro? I knew there was more potential for growth in such a rainforest-filled province so I took my already established skills, combined with my drive and determination in order to come closer to my expectation of what the franchise could achieve What are the benefits of being a franchisee?

Teamwork, knowledge, and the ability to share expertise with anyone on the team.

We all have the same tools and mind to work, but sometimes there is a trick to using them.

Why have you found success with your franchise business?

First, I’d say drive, mental toughness, caring for my business and my team, and impeccable coaching and leadership skills that I’ve gained over the years from my peers.

Second is giving respect to my customers and their vehicles while being fair and giving back to the community.

What advice do you have for others considering franchising?

Follow the three Fs: family, finance, and friends. Does this business give you those three Fs equally and balanced? Of course, there is hard work to be done, but you need an equal balance. Consider the time you will need to prepare yourself for the road ahead and don’t lose momentum.

Franchise Canada November | December 2020 37

CONGRATULATING OUTSTANDING FRANCHISEES Why did you want to own your own franchise business?

It is simply less risky than starting your own business as there’s already a pre-established brand image to go along with the franchise.

BRONZE, TRADITIONAL: Tahir Siddique, Pizza Pizza (Brampton, Ontario)

Why did you decide to franchise with Pizza Pizza?

I had been working for Pizza Pizza as a driver, cashier, cook, and manager for several years prior to becoming a franchisee.

The time that I spent in various roles made my decision to franchise with Pizza Pizza an easy one. It’s a reputable company with over 50 years in business.

What are the benefits of being a franchisee?

A franchisee is provided with structure and support that is especially important for someone who is new to running a business.

Being a part of a larger organization also creates a sense of community among fellow franchisees and supervisors.

38 Canadian Franchise Association

Why have you found success with your franchise business?

Early on, I got heavily involved in the local community through various social programs such as soccer teams, schools, the library, senior care homes, and local charities. The community is what a business is ultimately meant to provide to.

What advice do you have for others considering franchising?

You need to be able to enjoy what you do and have a genuine passion that lets you get to know your community instead of just focusing on profits and money. The backbone of any successful business is the combination of having community support and being a team builder.

www.cfa.ca | www.FranchiseCanada.Online

BRONZE, NON-TRADITIONAL: Chetan & Roshni Bahl, Heart to Home Meals (Edmonton, Alberta) Why did you want to own your own franchise business?

It is a tried and tested model with brand awareness, and you get the privilege of a dedicated team who always backs you up. Your success is their success too.

Why did you decide to franchise with Heart to Home Meals?

Having studied Hotel Management in Ireland and being in the hospitality industry for almost 19 years, operating in the food business was always on my mind. When the Heart to Home Meals opportunity came up, we quickly grabbed it. Chetan had experience in both the seniors and food aspect.

Since food will always be a necessity for living, then healthy, nutritious, and wholesome meals are always going to be in demand.

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What are the benefits of being a franchisee?

You are part of a brand that has a low risk of failure with proven methods and a motivating team. There is credibility and customers put their trust in you, which offers continuous growth.

Why have you found success with your franchise business?

We have seen tremendous growth with Heart to Home, going from eight deliveries to 250 deliveries each week, and our team is continuously growing. During these unprecedented times, we have been grateful to keep our doors open and serve our senior communities by ensuring that they get healthy and nutritious meals.

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What advice do you have for others considering franchising?

If you are new to running a business and want to be quickly set up for success and get the business up and operating, then we would strongly recommend purchasing a franchise business.

Franchise Canada November | December 2020 39

Special Focus: Quick Service Restaurants (QSR)

Canadians Continue to Eat on the Go The COVID-19 pandemic has had a major impact on the foodservice industry, but it seems that Canadians are still indulging in their favourite quick service food items to keep their spirits lifted and stomachs fed.

In Canada, 22 million restaurant visits are made every day across the country, and many of these visits are made to Canada’s more than 75,000 food service franchise units. It’s a fact: Canadians love to dine with the franchise model. More Canadian Franchise Association (CFA) members are involved in the food service industry than any other sector, and with good reason. The food service sector makes up a significant portion of the franchise industry’s total growth, and most fast-food restaurants stayed open for take-out and delivery during the pandemic as they were classified as an essential service.

The quick service restaurant (QSR) segment is attracting an increasing number of Canadians who are looking to grab a quick meal on the go – according to a 2020 IBISWorld report, QSRs are a $27 billion industry in Canada, with annual growth of 2.5 per cent between 2015 and 2020. Restaurants Canada reports that the restaurant industry generates $85 billion in sales, contributing to four per cent of the country’s GDP. This special section takes a closer look at the quick service restaurant sector, highlighting the factors that have made these convenience-focused restaurants a popular choice for guests. It will also introduce some of the QSR franchise systems that are serving up appetizing opportunities for franchisees from coast to coast.

The Foodservice Industry in Canada – An Overview Annual Sales:

Share of GDP:

Number of indirect jobs:

Number of direct jobs:

Share of Canadian workforce:

$30 billion

1.2 million

7%

Number of establishments (restaurants, bars, and caterers) Almost

4.0%

97,000

22%

of Canadians had their first job in the restaurant industry (highest of any industry)

22 million

restaurant visits per day in Canada

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www.cfa.ca | www.FranchiseCanada.Online

283,700 in food and beverage products purchased in Canada every year

1 in 5 young people between the ages of 15 and 24 are employed in the restaurant industry

(Restaurants Canada)

$85 billion

Changes to the Foodservice Industry in Canada During COVID-19 While dine-in restaurants had the option to stay open for take-out or delivery through Stage 1 of the pandemic, some QSR restaurants benefited from offering quick and easy take-out options or already having a drive-thru service.

This uncertain time was an excellent opportunity for restaurants, both QSR and dine-in, to implement technology into their everyday services. Through introducing online ordering or partnering with third-party food delivery apps, customers could order ahead from home for a quick pick-up to reduce time spent in store, receive contact-free delivery to their door, or for curbside pickup from their car.

Technology helped customers get their hands on their favourite QSR restaurant meals, while enjoying them in the comfort and safety of their homes.

In store, food service restaurants provided a clean, safe, and welcoming environment for their hungry guests to visit. According to Restaurants Canada, restaurants invested more than $750 million in training, sanitizer stations, PPE, air purification systems, and other protective equipment. Restaurants Canada also reports that 87 per cent of Canadians agree that restaurants are putting forth good measures to keep customers safe.

YOUR BUSINESS. YOUR SUCCESS.

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

Franchise Canada November | December 2020 41

OWN IT!

Looking to own a franchise, but not sure where to start?

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Keeping it Close to Home

Five franchises that showcase the strength of mobile and home-based businesses

BY GEORGIE BINKS

T

he past year has seen a boom in work from home jobs as the health and safety of Canadians is at the forefront of everyone’s mind. Prospective franchisees looking for self-employment opportunities are offered a unique twist on franchising through the mobile and home-based segment.

Gary Prenevost, president of FranNet of Southern Ontario and Eastern Canada, says that after the initial COVID-19 pause, the home-based category of the franchise industry has been performing quite well during the pandemic this year, as it focuses largely on needs-based services.

“I believe that it will continue to remain among the strongest segments as we emerge into our new post-pandemic reality.”

Prenevost points to a number of reasons why mobile and home-based franchises are finding success in today’s challenging economy. “The demand for needs-based businesses and essential services continues, regardless of what the economy is doing,” he says, adding that COVID-19 sparked a very short-lived interruption to these businesses that was followed by a quick adaptation and recovery.

“Not having a high fixed cost base (like rent and large staffing costs) enabled franchise owners to closely manage their expenses and preserve their cash liquidity,” he adds.

There are multiple perks to owning a mobile or home-based franchise, says Prenevost, who lists the lower initial invest-

ment, lower cost of entry, and lower ongoing monthly costs, as well as a greater profitability percentage per revenue dollar. In addition to all of these, the franchise owner typically enjoys greater convenience and lifestyle flexibility that comes from working from home and setting your own schedule.

Prenevost notes that prospective franchisees should consider a few important points before investing in the business.

“With many mobile businesses, the franchise owner focuses on marketing, customer acquisition, financial and operational management, but they hire specialized technicians to deliver the specific service,” he says. “They should therefore understand and be capable of performing these critical roles that drive success of the business, and ensure that the franchisor provides strong enough systems and support to do so.”

The franchisee should also “be willing to implement a strong community engagement strategy” to build a network of loyal clients.

“These businesses do not have a visible retail storefront, therefore the target customer cannot find them, unless the franchisee executes a blend of ongoing and strong networking, community involvement, and digital marketing – this really should be part of the regular monthly budget, often for the entire life of the business,” advises Prenevost.

Read on to learn more about how five mobile and home-based franchises across a variety of industries are continuing to provide services and connect with their communities.

Gary Prenevost, president of FranNet of Southern Ontario and Eastern Canada

Franchise Canada November | December 2020 43

KEEPING IT CLOSE TO HOME

GoliathTech Inc. Most Canadians likely aren’t thinking about screw piles. In fact, they may never have heard of them. Well, they anchor down decks and buildings.

And they’re also responsible for turning GoliathTech Inc. into a successful franchising operation that designs and installs them.

President Julian Reusing discovered the product when looking for an industry where there was no global leader. He purchased the company in 2013 in Sherbrooke, Quebec and started franchising the same year.

“In two hours, we can set up all the piles for a terrace to a house. Our franchisees install and drill the piles, and we, the franchisor, manufacture the piles,” explains Reusing.

The products are designed tightly around building codes, with good patented solutions that protect the company.

The franchise is almost sold out in Canada with 80 locations, although there’s still room in Edmonton, Alberta. In the United States, the company has 65 franchised units in 33 states.

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Reusing says for franchisees, the biggest challenge is realizing what a great opportunity they are involved with and then it is up to the franchisee to work hard to achieve success. “The ones that do, they explode!”

COVID-19 hasn’t affected the company – rather, Reusing says sales have increased.

Reusing says franchisees don’t need any particular background, just to work hard within the franchise model. As far as training goes, franchisees are taught how to install screw piles and receive installation equipment as part of the franchise package.

GOLIATHTECH INC. STATS Franchise units in Canada: 58, US: 65 Franchise fee: $38K Start-up capital required: $50K Investment required: $50K-$150K Training: 2 full days Available territories: All of Canada, US, International In business since: 2004 CFA member since: 2016 To learn more, visit www.LookforaFranchise.ca

www.cfa.ca | www.FranchiseCanada.Online

KEEPING IT CLOSE TO HOME

Gorilla Property Services Can you imagine running your business with drones and a smartphone? Talk about social distancing! Well, that’s exactly what Gorilla Property Services offers its franchisees and their customers, and it couldn’t have come at a better time. Gorilla Property Services provides seven exterior essential property maintenance services for residential, commercial, and property managers.

Founder Mark Amery, who started the company five years ago, explains, “Leveraging technology – drone videos, 3D cameras, and our internal CRM system – franchise owners can run the entire business from their smartphone or tablet.”

“Additionally, where small businesses get bogged down is on the administration and marketing side. We understand that and have developed systems to provide the help our franchise partners need so they can focus on their core customers,” he adds.

Amery says the brand offers clients, “peace of mind – it’s the total package for the client and our franchise partners.”

The advantages for a franchisee, Amery says are, “Our profit margins, low start-up, low overhead, internal CRM systems, bilingual call centre, no extras, and no hidden percentages – we make money only if our franchise partners do!”

The challenge for franchisees is that Gorilla Property Services franchises grow so quickly. “It's not uncommon to go from running the operation by themselves to running multiple crews and vehicles within the first six months to a year,” says Amery.

During the COVID-19 pandemic, the company’s services were deemed essential; however, the challenge was how to continue safely for clients and staff. Amery says as a group, they adapted and implemented safety protocols along with the required social distancing guidelines to ensure safety for their clients, staff, and community.

Amery says there’s no ideal franchisee, but the company attracts people who like to work and play hard.

“Our culture is awesome! We have multiple opportunities for our partners to get together and network throughout the year (this year excluded) and they are constantly assisting each other with quotes, best practices, and sometimes sharing big jobs between them.”

Partners can be trained from home using virtual reality glasses and programs. “When you put those glasses on, it feels like you’re washing the side of a building or walking around a site. It’s wild!”

GORILLA PROPERTY SERVICES STATS Franchise units in Canada: 43, US: 1 Corporate units in Canada: 1 Franchise fee: $24.5K Start-up capital required: $49.5K Investment required: $49.5K Training: 1 week (5 business days) at Gorilla Headquarters in Coquitlam, BC Available territories: All of Canada In business since: 2012 Franchising since: 2016 CFA member since: 2016 To learn more, visit www.LookforaFranchise.ca

Franchise Canada November | December 2020 45

KEEPING IT CLOSE TO HOME

H2GO Mobile Wash With clean the way to go these days, what better time to consider an H2GO mobile wash franchise! Company president Richard Caetano explains that H2GO is Canada’s first and leading mobile wash franchise specializing in residential, commercial, and industrial power washing services.

The company was founded by CEO Blake Cameron and Caetano in 2011 and started with a unique idea, hard work, and dedication. The company franchised in 2016 and is now on track to have 50 franchises by 2021.

“Our residential service increases the home’s curb appeal and value while our commercial and industrial services save our clients maintenance costs, increasing productivity and brand awareness,” says Caetano.

“H2GO offers franchisees the systems, training, and knowledge required to succeed,” he adds. “Our franchise system has low start-up fees and minimal overhead. It’s also a completely mobile business so you don’t have to worry about a storefront. Franchisees create their own schedules.”

46 Canadian Franchise Association

During the COVID-19 pandemic, H2GO was listed as an essential business and franchisees have worked throughout it. Crews usually consist of one to two people for the residential franchise and two to four people for the commercial franchise. Franchisees follow social distancing guidelines.

The ideal H2GO franchisee is hardworking, determined, and focused. “We have franchisees from all different industry backgrounds including trades, technology, financial, and sales,” says Caetano.

His advice to franchisees for success is to work hard and stay focused on your goals.

H2GO MOBILE WASH STATS Franchise fee: $40K-$50K Start-up capital required: $60K-$120K Available territories: All of Canada, US In business since: 2011 Franchising since: 2016 CFA member since: 2019 To learn more, visit www.LookforaFranchise.ca

www.cfa.ca | www.FranchiseCanada.Online

KEEPING IT CLOSE TO HOME

Healthy Car International There’s nothing like that new car smell, right? Not to a lot of people who are sensitive to it, says Michael Wright, vice president of operations for Healthy Car International. The franchise, based in Kingston, Ontario, can make even the newest, smokiest, or mustiest car smell disappear.

Healthy Car International is the only company in the world offering fully mobile odour removal, disinfection, sanitization, and protection services, offering up to a five-year warranty.

The company started 12 years ago as part of LeakPro and went out on its own two years ago. The rest is history.

“The benefits of the brand’s offering from a client’s perspective is complete and proven sanitization, disinfection, and protection services for not only vehicles such as cars, boats, and recreational vehicles but also offices, houses, and buildings,” explains Wright. “The company is mobile, with proven high demand and is one of four companies in Canada licensed to apply the Aegis AEM 5700 antimicrobial protection.”

Wright says a franchisee’s biggest initial challenge is educating the customer base. Training includes one week of hands-on instruction as well as ongoing online training.

Healthy Car International has three franchises in the Greater Toronto area and one in British Columbia and is looking for franchisees across the country. Ideal qualities for a franchisee include an ability to multi-task with a customer-driven focus and attention to detail.

During the COVID-19 pandemic, the franchise has made its products available to customers in addition to performing the service. Wright says sales are up 224 per cent since the pandemic hit.

HEALTHY CAR INTERNATIONAL STATS Franchise units in Canada: 4 Training: 1 week + ongoing online training In business since: 2018 CFA member since: 2019 To learn more, visit www.LookforaFranchise.ca

Franchise Canada November | December 2020 47

KEEPING IT CLOSE TO HOME

Hickory Dickory Decks With a cool mascot called Dexter and the zippy name Hickory Dickory Decks, it’s easy to see how the high energy of this company has translated into a successful brand.

Founder and CEO Tom Jacques started the company in 1987 in Hamilton, Ontario, started franchising in 1999, and today is in 65 cities, with 59 franchise locations. Jumping onto the internet when it was still in its infancy, Jacques photographed customer’s decks and posted them, along with referrals, online to build exposure.

The company’s selling point is low maintenance decking. Franchisees meet with potential customers who have likely searched the online gallery to help them create a custom deck design, then have carpenters build them.

For customers of the franchise, Jacques says, “The bottom line is nobody likes to stain a deck. It really only looks good for the first few months.”

“From a franchisee’s perspective, because of our website and our leadership in low maintenance decking, we can take a person who has never been in the deck business and make him the number one deck person in his city instantaneously,” notes Jacques.

48 Canadian Franchise Association

The company had to close for a month during the COVID-19 pandemic, when residential construction halted, but business has been booming since they reopened. “Everyone has stayed home, so the deck business and every other home improvement business has gone through the roof.”

Hickory Dickory Decks is looking to open more franchises in northern Ontario, Windsor, and Kingston. The key to success, says Jacques, is to follow the proven system.

HICKORY DICKORY DECKS STATS Franchise units in Canada: 55, US: 1 Corporate units in Canada: 10 Franchise fee: $50K Investment required: $70K-$93K Training: 4 weeks/ongoing Available territories: All of Canada, US In business since: 1987 Franchising since: 1999 CFA member since: 2005 To learn more, visit www.LookforaFranchise.ca

www.cfa.ca | www.FranchiseCanada.Online

THE PROCESS OF OPENING A FRANCHISE

What to expect after you sign the franchise agreement Franchising is a great way to make your dreams of owning a business come true, but there are several essential items to consider before putting pen to paper. Carrying out proper due diligence ensures the success of a business and signing the franchise agreement is only the beginning of the work needed to get a franchise started.

Here, you’ll find the list of steps that franchisees normally take before opening their own business to the public. These steps begin after signing the franchise agreement, and take business owners on the path to the grand opening day, when they can begin serving their customers and community.

Site selection: Finding the perfect location in their community ensures that franchisees can reach a steady and loyal clientele.

The site selection process can work differently across different brands. For example, if the site has been secured prior to signing the franchise agreement, the site details will be included in the franchise disclosure document. These details include demographics, traffic counts, information from the landlord, and any other relevant information pertaining to the location.

If the site has yet to be selected, the franchisee may sign a commitment agreement instead of a franchise agreement, and then the site selection process will take place. When the site is found, they will then sign the franchise agreement, which will include the site details. Alternatively, some franchisees will sign the franchisee agree-

ment before the site is selected, and when the site is found, will sign an addendum outlining the location details.

In both cases, the franchisee will receive a new disclosure document including the site details, and will sign the acknowledgement of receipt for the site. After that comes signing the lease, or a sub-lease if the location will be rented by the brand’s head office.

If the franchisee is responsible for building out their new location, they will look to hire a local engineer or architect who ideally has experience with building a similar type of business in their community. This ensures that the builder has knowledge of the building requirements according to their municipality.

As the site is under construction, the franchisee will be working with the architect, the engineer, the general contractor, and the various tradespeople to get the site

Franchise Canada November | December 2020 49

THE PROCESS OF OPENING A FRANCHISE built to the specifications outlined by the franchisor. The next step is to start to work with the franchisor to hire staff and ensure the key staff are trained.

Hiring: As small business owners, franchisees are responsible for staffing, and get the final say in who they hire to join their new team. However, the hiring process can vary depending on the company involved. A franchisor may provide general advice and hiring criteria for who to look for, such as the type of experience in prospective employees. In other situations, a job fair can be used for the hiring process, which will consist of the franchisee and a team member from head office interviewing candidates together.

The hiring process is vital for franchisees because they should onboard staff who will represent their brand respectfully while helping to grow the business through providing excellent customer service and building repeat clientele.

As franchisees make the staffing decisions, they are also responsible for keeping the ship afloat and ensuring that their staff numbers are maintained, and team members are satisfied. This includes making important decisions regarding training, disciplining, firing, and wages while ensuring that they are not under or overstaffed.

Additionally, since they are a small business owner, franchisees should be educated in the provincial employment standards and labour laws that outline how much their employees are legally entitled to earn. Wages are more than just the pay cheque that employees receive, and include taxes, benefits, and workers compensation.

Training: The training process kicks off when the franchisee attends and graduates from training school with the franchise brand, which can last for a few days to a number of weeks or months, depending on the industry and size of the brand. The next step is to train the franchisee’s employee team up to the standards and guidelines of the brand. This is usually done by the franchisor, who has a training team that will go on site to educate the new staff about day-to-day operations and policies. This can take one week up to one month.

Most often, brands use a “train the trainer” technique, which consists of selecting key staff members to train, who then use their learning to educate the rest of the team.

Training is all done before the business’ grand opening, during which supplies will continuously arrive to the site. The staff and training team work together to organize the location and get it ready for its big day.

Once the employees start working, it’s up to the franchisee and their key staff, often the manager and/or

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assistant manager, to provide guidance and support to their team about how to operate, rather than the franchisor being on site to oversee operations.

The goal of training is to ensure that customers receive the same experience and high-quality product that they know and love at every franchised location.

Thorough training equips franchisees and their team with the knowledge of the brand that they can replicate to provide successful results for their business.

Marketing: To ensure continued success, franchisees will need to work with the franchisor to develop a strong marketing plan for their location.

Larger brands normally have a national advertising and marketing plan created by the head office team in collaboration with the Franchise Advisory Council (FAC) that outlines the overall brand marketing plan. The franchisee is typically responsible for their own local store marketing, as they will have a connection to their community. An established franchisor will often provide franchisees with a local store marketing tool kit, which can typically be accessed through the franchisee intranet. This tool kit can include checklist items to complete such as approaching a local school to set up a new program or joining a Business Improvement Association on behalf of the brand.

When it comes to smaller brands, there will generally be more collaboration between the franchisor and franchisee to come up with a marketing plan that will work for the franchisee’s location.

While it is ultimately up to the franchisee to create their local store marketing plan, head office can also provide assistance. For example, they can send someone trained in operations or local store marketing for a day to help with community outreach programs and other marketing techniques.

Additionally, a marketing manager can work with business owners to create a grand opening plan, including organizing a “Friends and Family” event before opening to increase customer outreach.

It is important to remember that every franchise is unique and may have different steps, people to meet along the way, and rules and regulations to follow during the opening process and while the business is up and running.

The steps to opening a franchise may seem long and daunting, but franchisees are provided with abundant support from head office during the process to ensure they have the tools they need to succeed. Once a solid location is picked, staff are hired and trained, and marketing promotions get underway, then franchisees are set up to find success with their new business endeavour!

www.cfa.ca | www.FranchiseCanada.Online

NEW TO THE CREW Exploring franchise brands that have recently joined the Canadian Franchise Association (CFA)

Investing in a business is a big step for any inspiring entrepreneur to take, and franchising can offer opportunities of established support and guidance throughout the daunting process. With hundreds of successful and well-known franchises to choose from in Canada, one might not know where to start on their journey.

That’s why it’s important to look out for Canadian Franchise Association (CFA) member brands. As members of the Association, CFA member franchises voluntarily pledge to uphold the CFA’s core values of excellence in franchising through the CFA’s Code of Ethics, which ensures that members are dedicated to helping everyday Canadians realize the dream of building their own business through leadership, opportunity, trust, and credibility.

In this resource article, Franchise Canada introduces you to new CFA member franchises that are making a mark across a variety of categories from cafes, bakeries, and juice bars to hotels and motels, cannabis shops, senior support centres, skincare clinics, and more!

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NEW TO THE CREW

AMI TEA CANADA The Ami Tea concept provides familyoriented casual dining and takeaway outlets to customers in an atmosphere and manner that has been carefully developed by the franchisor using the Ami Tea system. Ami is a symbol of friendship. Drink Ami bubble milk tea, have fun, enhance collaboration, and enjoy the delicious taste. Explore a variety of beverages using Ami teas, fruit drinks, smoothies and pearl toppings, crystal boba and be well on the way to making customized awesome desserts. Ami Tea provides a diversified bubble milk tea combination and authentic Vietnamese cuisine.

AMITEA: Accessible, Mutual benefits, Inspiring, Trustworthy, Excellent, Amicable culture.

Franchise units in Canada: 4 Corporate units in Canada: 4 Franchise fee: $25K Start-up capital required: $150K-$200K Investment required: $150K-$300K Training: Yes Available territories: All of Canada In business since: 2018 Franchising since: 2020 CFA member since: 2020

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BIG FROG CUSTOM T-SHIRTS & MORE! 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-togarment 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 to Canadian franchisees.

Benefits of investing with Big Frog include high margins, low capital investment, new technology, green process, no receivables, low overhead and operating costs, and B-to-B as well as B-to-C markets.

Franchise units in US: 88 Franchise fee: $49.5K Start-up capital required: $60K Investment required: $190K-$290K (excluding start-up capital) Training: $1.5K-$3K (Training is provided at no cost, these costs would occur if travel is permitted to attend Big Frog University in Dunedin, FL) Available territories: AB, BC, MB, NB, NL, NS, NT, NU, ON, SK, YT, US In business since: 2006 Franchising since: 2008 CFA member since: 2020

www.cfa.ca | www.FranchiseCanada.Online

CAFFE ARTIGIANO Caffe Artigiano was founded in Vancouver in 1999 and is one of the most well-known brands to ever come out of the west coast.

Through its focus on experience, art, and community, the business has developed a very loyal customer following for its coffee. In 2017, Caffe Artigiano was acquired by Knightsbridge Capital Group with a focus to modernize Artigiano’s product offering and café spaces, as well as to prioritize the importance of sustainable business practices and ongoing collaborations/support with the community.

Caffe Artigiano literally translates from Italian to “artisan coffee” which it has been known for since inception. Caffe Artigiano has expanded to 19 locations in Western Canada, and is supported by its own roastery in Burnaby, British Columbia.

Franchise units in Canada: 4 Corporate units in Canada: 15 Franchise fee: $30K Investment required: $200K-$600K Training: Yes! Artigiano Academy prepares all management and franchise partners to operate a Caffe Artigiano Available territories: AB, BC In business since: 1999 Franchising since: 2020 CFA member since: 2020

NEW TO THE CREW

seniors support

CERAGRES An importer and distributor of ceramic tiles, natural stones, high-end bathware, and high-performance technical products, Ceragres has been an indispensable reference in the field of design and architecture for the last 30 years. Ceragres has expert advisors located in eight boutique workspaces and over 100 stores distributing products throughout Quebec, Ontario, and the Atlantic Provinces.

Ceragres now offers design enthusiasts with an entrepreneurial spirit the opportunity to become the owner of a Ceragres Boutique. Through a franchise concept, they can benefit from the expertise and reputation of Ceragres while relying on the brand’s know-how for their business start-up.

Franchise units in Canada: 1 In business since: 1990 Franchising since: 2019 CFA member since: 2020

CHATIME CANADA

CUSTODIA

Chatime is one of the largest and fastest-growing bubble tea brands in the world. The brand was introduced in Canada in 2011 and was the first to bring authentic Taiwanese tea beverages to the market. Since then, Chatime has reached over 60 locations in Ontario and British Columbia.

The Chatime concept is flexible and can be adapted for locations from 250 sq. ft. to over 2,500 sq. ft., with proven success in traditional and nontraditional locations. The large head office team provides full training and operational and marketing support.

With its sister brands, Bake Code and Atealier, Chatime is uniquely positioned to offer Asian-European pastries and innovative offerings tailored to Canadian customers.

Franchise units in Canada: 59 Corporate units in Canada: 13 Franchise fee: $50K Start-up capital required: $200K-$350K Investment required: $405K-$685K (800 sq. ft. – 1,500 sq. ft.)

Training: 4 weeks, plus ongoing training and support Available territories: BC, ON In business since: 2011 Franchising since: 2012 CFA member since: 2020

Custodia Seniors Support is changing the seniors support industry forever and is looking for franchise partners who dream of owning a business, but don’t want to do it alone, and who want to build a great business to help seniors in the community.

Custodia is Canada's premier agingin-place franchise network. No special skills or licences are required, and Custodia provides: a winning combination of local professional expertise and the latest technology; world-class support and training; and a business system that grew revenues by 10 times in 2019.

Custodia has more than 100 markets approved for development across Canada and is also seeking Master or Area Developer expansion in markets worldwide.

Franchise units in Canada: 10 Corporate units in Canada: 4 Franchise fee: $25K-$50K Start-up capital required: $70K-$150K Investment required: $70K-$150K Training: 2 Weeks - 1 week (5 business days) in class + 3 days infield in Mississauga + 2 days in your territory Available territories: AB, BC, MB, NB, NL, NS, NT, NU, ON, SK, YT In business since: 2018 Franchising since: 2019 CFA member since: 2019

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NEW TO THE CREW

DERMAENVY SKINCARE

DRNK COFFEE + TEA

DermaEnvy Skincare is a medical aesthetics, laser, and skincare clinic specializing in non-invasive cosmetic treatments. Its unique micro-clinic concept offers a private, clinical environment setting, creating a more inviting and comfortable setting for men and women. Quality results and affordable laser and skincare is the core of the DermaEnvy business.

DRNK coffee + tea offers a diverse selection of hot and cold organic coffees and teas, along with worldclass, handcrafted organic espresso beverages and freshly made breakfast items, paninis, wraps, and salads.

The top eight reasons to join DermaEnvy include: 100 per cent Canadian-owned brand, flat fee franchise fee, booming laser and aesthetics industry, low initial investment, refined business model, market-leading partnerships, ongoing support and training, and a high return/ high margin on investment.

Conversion, multi-unit, and master franchise opportunities are available.

Franchise units in Canada: 4 Corporate units in Canada: 3 Franchise fee: $29.9K Investment required: $99K-$200K Training: Included + Ongoing Support Available territories: AB, BC, MB, NB, NL, NS, ON, SK In business since: 2016 Franchising since: 2018 CFA member since: 2019

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DRNK coffee + tea is a growing franchise built for long-term growth.

It invests great efforts into research and development: the DRNK Coffee + Tea team is consistently in the lab testing new products, forecasting the next big hit! This culture carries to the marketing strategies and operations support. The latest technologies are always tested at a corporate level, ensuring added value to be implemented across the system.

Franchise units in US: 14 Franchise fee: $40K (Qwench, Drnk, or combo store) Start-up capital required: $150K Investment required: $450K Training: 2 Weeks at corporate store, 2 weeks on site Available territories: All of Canada In business since: 2016 Franchising since: 2018 CFA member since: 202

www.cfa.ca | www.FranchiseCanada.Online

FAST LEAF Fast Leaf Inc. is the first and only craft cannabis micro-cultivation franchise in the world. Fast Leaf understands the cannabis industry, and with that understanding, has created a cannabis-growing franchise model that is extremely lucrative.

Fast Leaf has developed a proprietary and repeatable system of creating high-yield, high-quality cannabis within 200m2 of canopy space. Its proprietary growing system and turnkey solution allow anyone (no experience needed) entry into the lucrative Canadian craft cannabis industry.

Fast Leaf also offers a complete absentee owner program that allows you to be a passive investor in the franchise while Fast Leaf’s professional staff manages your franchise for you.

Franchise units in Canada: 20 Franchise fee: $30K Investment required: $1M Training: Yes Available territories: All of Canada In business since: 2018 Franchising since: 2019 CFA member since: 2019

NEW TO THE CREW

FIVE STAR HOLIDAY DÉCOR

INDOOR AIR QUALITY

KEEPING THE BOOKS INC.

Five Star Holiday Décor is a seasonal franchise system that provides premier holiday season lighting and decorating services. It offers customers a professional full-service package which includes a comprehensive design consultation, state-of-the artcustomized LED lighting, professional installation, on-site in-season maintenance, scheduled efficient take down, and secure year-round storage services.

Indoor Air Quality Canada has been conducting indoor air quality assessments since 2003. It is qualified to test for asbestos, lead, silica, mercury, smoke, mould, and to perform infrared thermal imaging.

Keeping the Books Inc. provides bookkeeping, payroll, and tax services, specializing in small business and start-up entrepreneurs. Its 100 per cent cloud-based technology, combined with one-stop-shop services, makes Keeping the Books a leading choice for business accounting needs.

Five Star Holiday Décor is looking for standalone franchisees and seasonal business owners who are actively looking for an opportunity to generate significant revenues during a time that is traditionally slow for many seasonal businesses. Five Star Holiday Décor is a turnkey franchise system that provides all the products, training, tools, and support needed to establish a thriving home-based holiday lighting business.

Corporate units in Canada: 1 Franchise fee: $10K Investment required: $23,210$53,850 Training: 3 days HQ and ongoing Available territories: All of Canada, US In business since: 2010 Franchising since: 2019 CFA member since: 2019

With a franchise purchase, learn how to conduct residential and light commercial air quality inspections.

In-house training includes sampling methods, equipment usage, pump calibrations, data logging, and sample storage. Franchisees have shared use of a successful corporate website, advertising, Google word ads, flyers, logos, clothing, and promotional materials, including 25 years of experience, peer review of reports, and on-site help with investigations.

There is a low franchise territory fee, low monthly royalties, and a very short return on investment. Can be full or part-time and can include multi-person shared territories.

Franchise units in Canada: 2 Franchise fee: $10K Investment required: $25K Available territories: All of Canada In business since: 2018 Franchising since: 2019 CFA member since: 2020

Keeping the Books is looking for franchisees to join its growing, energetic, and innovative team of entrepreneurs. Becoming a franchisee makes you not only an integral team member, but part of a growing family who is fully invested in your success.

The benefits of investing with Keeping the Books include low overhead, higher profit margins, recession-proof, exceptional client retention, recurring monthly revenue, able to work from anywhere, and prime territories available now.

Corporate units in Canada: 2 Franchise fee: $25K Start-up capital required: $50K Investment required: $50K+ Training: 2 weeks Available territories: ON In business since: 2015 Franchising since: 2020 CFA member since: 2020

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NEW TO THE CREW

KONZ PIZZA…IN A CONE®

MODERN PURAIR®

Konz Pizza in a Cone® proudly stands as one of the most diverse and interesting QSR franchise opportunities in Canada. The company is uniquely positioned as a fresh new concept that is taking advantage of the busy ‘on the go’ lifestyle of today’s Canadian families.

As a Modern PURAIR franchise partner, you would be hired by schools, builders, property managers, restoration contractors, and commercial and residential clients for indoor air quality services.

Konz is the future of pizza and its products offer comfort, convenience, no mess, no spills, and they are kid approved.

Konz Pizza…in a Cone® provides a proven system that combines flexibility, ease of operation, full training, a turnkey business, and great profit margins. The brand is working to become the top of the express sector by dominating three key trends: innovation, fresh/healthy options, and convenience.

Franchise units in Canada: 11 Corporate units in Canada: 1 Franchise fee: $25K Start-up capital required: $60K-$70K Investment required: $240K-$280K Training: Full training provided Available territories: AB, BC, MB, ON, SK In business since: 2013 Franchising since: 2015 CFA member since: 2020

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Demand for Modern PURAIR services continues to grow through 2020.

People are more concerned about indoor air quality now than ever before. There is limited competition from professional companies and consumers love and trust the Modern PURAIR brand. Modern PURAIR provides a recession-resistant model serving many markets, with recurring revenue streams. Modern PURAIR is looking for great people who want to build their own business following a proven system and help the brand continue its reputation of quality and trust.

Franchise units in Canada: 16 Franchise fee: $30K Start-up capital required: $40K Investment required: $57K+ Training: No prior technical experience required. Complete training provided on all aspects of the business. New Franchise Partner Orientation is two weeks of hands-on training at Head Office.

Training is also provided through an online video training platform which is available to franchise partners and their employees on an ongoing basis.

Available territories: All of Canada In business since: 2001 Franchising since: 2007 CFA member since: 2019

www.cfa.ca | www.FranchiseCanada.Online

ONESOURCE MOVING SOLUTIONS FOR SENIORS, PROFESSIONALS AND FAMILIES ONESource Moving Solutions for Seniors, Professionals and Families are professional move managers who can plan, coordinate, and organize every detail of the moving process.

ONESource move managers have experiences and resources that save you time and reduce stress.

ONESource offers a menu of services customized to meet your needs and budget. It is a one-stop solution that ensures everything is done to ensure a positive experience.

ONESource is looking for progressive entrepreneurs with business experience and strong people skills to join the franchise system. Franchisees receive one week of intensive training, access to the ONESource marketing program, and ongoing support.

Franchise units in Canada: 2 Corporate units in Canada: 1 Franchise fee: $15K Start-up capital required: $30K-$50K Investment required: Financing available Training: 1 week at corporate location Available territories: All of Canada In business since: 2008 Franchising since: 2014 CFA member since: 2019

NEW TO THE CREW

PARIS BAGUETTE

QUALICLEAN

Born from a love of bread and a passion for quality, Paris Baguette is an international fast casual bakery franchise founded in 1988, specializing in French-inspired goods. In addition to chef-inspired cakes, pastries, sandwiches, salads, and signature coffee and tea, Paris Baguette offers a unique experience to thousands of guests daily. Today, Paris Baguette has over 4,000 locations worldwide.

Disasters happen, and they require expertise and know-how to clean up and restore. By acquiring a Qualiclean franchise, you become an active partner in Qualiclean’s successful cleanup and restoration network.

Paris Baguette offers franchise owners a compelling and rewarding business opportunity. With proprietary recipes, an impressive product line, and a proven track record, Paris Baguette is seeking individuals with the passion and motivation to partner with the brand to bring it to the Canadian market, starting with the Toronto area.

Franchise units in US: 30, International: 4000 Corporate units in US: 50, International: 160 Franchise fee: $65K In business since: 1988 Franchising since: 1989 CFA member since: 2020

Since 1994, one client at a time, Qualinet has become the benchmark in Québec for disaster cleanup operations. With a network of 40-plus franchises built over the years, the Qualiclean brand now shines in every region. When flooding, fire and smoke damage, or oil spills happen; for hazardous material recovery, blocked drains and pipes; for eco-friendly disaster renovation, clothing and fabric dry cleaning; or for residential and commercial cleaning, there is a Qualiclean team ready to answer your call.

Franchise units in Canada: 40 Corporate units in Canada: 4 Franchise fee: $50K In business since: 1994 Franchising since: 2009 CFA member since: 2020

QUALITY CARE CLEANERS Quality Care Cleaners provides quality dry cleaning services in the Greater Toronto Area. Voted Mississauga & Oakville top dry cleaner and alterations service provider, Quality Care Cleaners has developed an enviable reputation for incomparable reliability and outstanding quality of dry cleaning services.

The dry cleaning process is very complex and includes many different stages that require professional training and expertise. Quality Care Cleaners’ staff are trained and educated in all these areas and will provide garments with the high-quality dry cleaning treatment they deserve.

Services offered include dry cleaning, alterations and repairs, wash and fold, suede and leather cleaning, shoe shine and repairs, carpet and rug cleaning, uniform dry cleaning, and more.

Corporate units in Canada: 2 In business since: 2017 CFA member since: 2020

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NEW TO THE CREW

QWENCH JUICE BAR

REALSTAR HOSPITALITY

Do you want to help QWENCH Juice Bar on its mission to make the world a healthier place? QWENCH Juice Bar is an innovative and evolutionary response to an emergent food trend focused on fresh ingredients, natural flavours, and elevated nutrition.

Offering a wide selection of raw squeezed juices, smoothie blends, and handmade acai bowls, QWENCH Juice Bar units are where genuine health and incredible taste live in perfect balance.

Realstar Hospitality is a privately owned, Toronto-based company with an ever-increasing portfolio of awardwinning brands. As a full-service franchisor of the Days Inn, Motel 6, and Studio 6 brands in Canada, the company’s main focus is fully aligned with its franchise community: building top line revenues, maximizing efficiencies, and minimizing operating expenses.

QWENCH Juice Bar provides a forward-thinking mindset with a major focus on future trends; is committed to serving the perfect balance between health and taste; provides handson training and support, along with actionable and impactful marketing support; and is obsessed with customer experience and store design.

Franchise units in Canada: 1, US: 23, International: 2 Corporate units in Canada: 1, US: 8 Franchise fee: $40K (QWENCH, Drnk, or combo store) Start-up capital required: $125K Investment required: $350K-$400K Training: 2 Weeks at corporate store, 2 weeks on site Available territories: All of Canada In business since: 2016 Franchising since: 2018 CFA member since: 2020

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Realstar Hospitality delivers an extensive range of efficient support services to its more than 140 franchised hotels across the country.

Franchisees benefit from having full access to a dynamic team of hospitality professionals that provide guidance and assistance with training, quality assurance, procurement expertise, global and national sales, marketing and advertising, operations support, and more.

www.cfa.ca | www.FranchiseCanada.Online

DAYS INN CANADA One of Canada’s leading hotel brands, Days Inn is perfectly suited for urban, suburban, and rural markets. With an established footprint of more than 115 hotels in Canada, Days Inn boasts a Canadian-based team of servicefocused hospitality professionals and is an integral member of Wyndham Hotels and Resorts, able to take full advantage of Wyndham’s global reach.

As the world’s largest hotel company based on number of hotels, Wyndham Hotels & Resorts unites its brands with the loyalty program, Wyndham Rewards®. Franchisees have access to a new construction designedin-Canada prototype and interior design packages along with a range of support services including procurement, sales, marketing, revenue management, and conversion assistance.

Franchise units in Canada: 115 Franchise fee: $45K Training: Yes Available territories: All of Canada In business since: 1992 Franchising since: 1992 CFA member since: 2020

NEW TO THE CREW

REALTY ONE GROUP MOTEL 6

STUDIO 6

An iconic brand, Motel 6 is known for providing quality and comfortable lodging, at an affordable rate. Growth in Canada has been compelling, with both new build and conversion locations. Reinventing economy lodging, the award-winning Motel 6 prototype features modern styling and functionality. Named the “Best BudgetFriendly Hotel Brand” by USA Today’s 10Best Readers’ Choice Awards, the brand’s “no frills attitude” means lower operating costs and greater flowthrough to owners.

Focused on the extended-stay segment in the market, Studio 6 is uniquely positioned in the upper economy segment, offering guests all the comforts of home while enjoying an inclusive rate, competitive to the economy long-term tier. The Studio 6 prototype features a contemporary, simple, and functional design – studios include living areas and fully furnished kitchens, along with linens and cookware.

Franchisees have full access to a dynamic team of hospitality professionals that provide guidance and assistance in all areas including national sales and marketing, operations support and purchasing, revenue management, and construction and renovation.

Franchise units in Canada: 30 Corporate units in Canada: 4 (G6 Hospitality LLC) Franchise fee: $40K Training: Yes Available territories: All of Canada In business since: 2003 Franchising since: 2003 CFA member since: 2020

Franchisees have full access to a dynamic team of hospitality professionals that provide guidance and assistance in all areas including national sales and marketing, operations support and purchasing, revenue management, and construction and renovation.

Franchise units in Canada: 1 Corporate units in Canada: 1 (G6 Hospitality LLC) Franchise fee: Minimum $40K Training: Yes Available territories: All of Canada In business since: 2003 Franchising since: 2003 CFA member since: 2020

Realty ONE Group is an “Unbrokerage” real estate franchise that combines a dynamic brand with technology and innovative marketing to help professionals achieve greater success, faster. The business model was shaped with a YOU-first focus that allows you to create your own success while helping real estate professionals do the same.

Realty ONE Group lets franchisees leverage its tools, industry-leading systems, and dynamic brand while allowing them the freedom to run their own business. The comprehensive platform and offerings include the proprietary zONE back-end system, ONE University and learning management system, agent recruiting program, brand marketing and dynamic Coolture, extensive support, and much more.

Franchise units in Canada: 5, US: 261, International: 5 Franchise fee: $25K In business since: 2005 Franchising since: 2012 CFA member since: 2020

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NEW TO THE CREW

RED LION HOTELS CANADA FRANCHISING INC. Red Lion Hotels Canada Franchising Inc. is a subsidiary of Red Lion Hotels Corporation dba RLH Corporation.

RLH Corporation is an innovative hotel company focused on the franchising, marketing, and integrated back office systems for upscale, midscale, and economy hotels. The company focuses on maximizing return on invested capital for hotel owners across North America through relevant brands, industry-leading technology, and forward-thinking services.

Franchise units in Canada: 57, US: 1267, International: 6 Franchise fee: Varies by brand Investment required: Varies by brand Training: Provided by RLHCO Available territories: All of Canada In business since: 1959 Franchising since: 1992 (earliest brand) CFA member since: 2019

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CANADA’S BEST VALUE INN Canada’s Best Value Inn delivers great value with Canadian ideals. This is a place where honesty, kindness, and value are embraced and honoured, where guests are proud to stay and they always get the best bang for their buck.

Canada’s Best Value Inn is hotel owners’ choice for sensible brand standards designed to drive return guests and improve margins. RLH Corporation provides its franchisees with affordable fees, reasonable agreements, flexible services and amenities, and strong revenue contribution. See listing for Red Lion Hotels Canada Franchising, Inc. Franchise units in Canada: 27 Franchise fee: Application fee, initial fee, flat fee per room per month Investment required: Yes Training: On-boarding provided by RLHCO Available territories: All of Canada In business since: 1959 Franchising since: 1992 (earliest brand) CFA member since: 2019

www.cfa.ca | www.FranchiseCanada.Online

GUESTHOUSE GuestHouse is an upper economy/ lower mid-scale brand ideal for conversions and new builds in secondary and tertiary markets near business or revitalization districts, points of interest, and mass transit hubs. Focus on comfort essentials; crisp, clean stay and warm, welcoming atmosphere. Flat franchise fees and sensible PIPs. See listing for Red Lion Hotels Canada Franchising, Inc. Franchise units in US: 28 Franchise fee: Application, Initial, Royalty, Marketing Fees Training: On-boarding provided by RLHCO Available territories: All of Canada In business since: 1959 Franchising since: 1992 (earliest brand) CFA member since: 2019

NEW TO THE CREW

KNIGHTS INN CANADA FRANCHISE SYSTEMS LTD. Knights Inn Canada Franchise Systems Ltd. is an economy brand ideal for conversions and new builds in primary, secondary, and tertiary markets. It focuses on convenience and simplicity, and includes flat franchise fees and sensible PIPs (percentage in point).

See listing for Red Lion Hotels Canada Franchising, Inc. Franchise units in Canada: 28, US: 303 Franchise fee: Application fee, initial fee, flat fee per room per month Training: On-boarding provided by RLHCO Available territories: All of Canada In business since: 1959 Franchising since: 1992 (earliest brand) CFA member since: 2019

HOTEL RL (CANADA)

RED LION HOTEL (CANADA)

Hotel RL is an upscale brand ideal for conversions and new builds in primary and secondary markets. Hotel RL avoids the unnecessary brand requirements and PIPs that encroach on your return on invested capital (ROIC). At the heart of Hotel RL is The Living Stage, its platform for sparking conversation, spreading ideas, and gaining a deeper understanding of the world around us. Hotel RL offers flat franchise fees and sensible PIPs. See listing for Red Lion Hotels Canada Franchising, Inc.

Red Lion Hotel is an upper midscale brand ideal for conversions and new builds in all markets, especially in the top 300 MSAs (metropolitan statistical areas) and surrounding tertiary markets. Red Lion Hotels offer a chance to be different – no limiting rate ceilings, no competing hotels within the same system, and no PIPs without upside potential. Encourages local adventure; focus on comfort essentials; family oriented; and business driven. See listing for Red Lion Hotels Canada Franchising, Inc.

Franchise units in US: 10 Franchise fee: Application, Initial, Royalty, Marketing Fees Training: On-boarding provided by RLHCO Available territories: All of Canada In business since: 1959 Franchising since: 1992 (earliest brand) CFA member since: 2019

Franchise units in Canada: 1, US: 44 Franchise fee: Application, Initial, Royalty, Marketing Fees Training: On-boarding provided by RLHCO Available territories: All of Canada In business since: 1959 Franchising since: 1992 (earliest brand) CFA member since: 2019

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NEW TO THE CREW

SILVER CROSS RED LION INN & SUITES (CANADA) Red Lion Inn & Suites is a midscale brand ideal for conversions and new builds in all markets, especially in the top 300 MSAs (metropolitan statistical areas) and surrounding tertiary markets. Red Lion Inn & Suites offer a chance to be different – no limiting rate ceilings, no competing hotels within the same system, and no PIPs without upside potential. Encourages local adventure; focus on comfort essentials; family oriented; and business driven. See listing for Red Lion Hotels Canada Franchising, Inc. Franchise units in Canada: 1, US: 48 Franchise fee: Application, Initial, Royalty, Marketing Fees Training: On-boarding provided by RLHCO Available territories: All of Canada In business since: 1959 Franchising since: 1992 (earliest brand) CFA member since: 2019

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SIGNATURE INN Signature Inn is a cheap-chic and eyecatching brand ideal for conversions and new builds in primary and secondary markets. Signature Inn brings to life the golden age of travel and gives a retro-modern twist for an experience that is just as unique as it is comfortable. It offers flat franchise fees and sensible PIPs. A midscale brand extension is available. See listing for Red Lion Hotels Canada Franchising, Inc. Franchise units in US: 3 Franchise fee: Application Fee, Initial Fee, Flat Fee Per Room Per Month Available territories: All of Canada In business since: 1959 Franchising since: 1992 (earliest brand) CFA member since: 2019

www.cfa.ca | www.FranchiseCanada.Online

Silver Cross stores sell, install, and service mobility and accessibility equipment. The target customer is the senior population - a growing market across the country. This is a hands-on business for franchise owners who will engage in business development activities in their local market to build relationships with referral sources such as occupational therapists and nursing homes.

The franchisor's parent company, Savaria Corporation, is the largest accessibility manufacturer and there is a strong portfolio of products available to franchisees, along with marketing support for the Silver Cross brand.

Stores also supply products such as wheelchairs, walkers, scooters, home care beds, and various other mobility aids.

Franchise units in Canada: 7 Corporate units in Canada: 4 Franchise fee: $45K Start-up capital required: $150K Investment required: $200K Training: Provided by franchisor and suppliers Available territories: BC, MB, NB, NS, ON, SK In business since: 1993 Franchising since: 2004 CFA member since: 2020

NEW TO THE CREW

SMITH & SONS REMODELING EXPERTS Smith & Sons Remodeling Experts are local, quality general contractors specializing in home renovations, additions, and custom homes, from concept to completion.

Smith & Sons turns good general contractors into great businesspeople.

If you’re a general contractor who’s working 60+ hours a week, quoting using spreadsheets, facing cash flow challenges, lacks systems to track and control costs, has difficulty recruiting and managing a team, is confused about branding and marketing, and feel like you’re not making progress, Smith & Sons could be just what you’re looking for. Smith & Sons general contractors are driven, exciting people, passionate about quality and about the Smith & Sons brand.

Franchise units in Canada: 4, International: 88 Franchise fee: 6% Start-up capital required: $15K Investment required: $30K + 5% GST Training: Initial and Ongoing Available territories: AB, BC, MB, ON, SK In business since: 2007 Franchising since: 2007 CFA member since: 2019

STARKS BARBER COMPANY

TERIYAKI MADNESS

Starks Barber Company was founded in 2013 with the goal of setting a new standard in men’s grooming.

With an innovative approach that included things like memberships, a lounge with free coffee and wi-fi, and online booking, Starks quickly rose to prominence. Today, Starks has locations across the Greater Toronto Area and is expanding in other cities such as Peterborough, Ontario and Vancouver, British Columbia.

Teriyaki Madness is a fast casual restaurant concept serving up quality, fresh, healthy, and flavourful Asian food in a high-vibe atmosphere.

Through years of mastering marinating, grilling, and wok-ing, Teriyaki Madness was able to make bowls that are as hearty and delicious as they are healthy. Food is made when customers order and the marinated and grilled meats and customizable bowls are meant for delicious and healthier eating.

Starks Barber Company provides franchisees with marketing and advertising support, as well as a detailed operations and training manual. They also provide ongoing, on-site store evaluations and training for the franchisee and their staff.

Franchise units in Canada: 4 Corporate units in Canada: 2 Franchise fee: $25K Investment required: $300K-$350K Training: 2 days classroom, 2 days in-store + on-site/ongoing training Available territories: ON Franchising since: 2019 CFA member since: 2019

The top five reasons to invest with Teriyaki Madness are: low risk, high reward; Teriyaki is leading the category; comprehensive training and support is provided; simple and scalable concept; and consecutive years of growth.

Franchise units in US: 67, International: 1 Franchise fee: $45K-$99K Investment required: $200K Training: YES – nearly a month!

Available territories: All of Canada, US, International In business since: 2003 Franchising since: 2005 CFA member since: 2020

Franchise Canada November | December 2020 63

NEW TO THE CREW

THE SHUTTER PROFESSIONALS

THE WARRIOR FACTORY

WIKANE INTERNATIONAL

The Shutter Professionals is the Durham, Ontario region’s number one choice for blinds, shades, and shutters.

It provides sales and installation on shutters, blinds, shades, garages, windows, and doors, as well as fullservice business interiors.

The Warrior Factory™ is a 6,000+ sq. ft. obstacle park where fun meets fitness. As a Ninja Warrior training facility, it offers a safe and challenging environment for kids and adults alike to let loose and play on the most popular obstacles seen on the hit TV show, American Ninja Warrior. All ages, fitness levels, and skill sets are welcome! The Warrior Factory offers birthday parties, open play, ninja nights, camp, ninja competitions, and curriculum-based ninja classes.

Wikane is the first holistic approach to drive a B2B SME (small to medium enterprise) business to its growth potential. Its strategic approach has enabled a large number of family enterprises to become leaders in their markets. Wikane has significantly increased their value, often involving an excellent exit strategy for their owners. Wikane intervenes at four stages in the life of a company: creation, growth, expansion, and sale.

Corporate units in Canada: 1 Franchise fee: $50K Investment required: $50K-$100K Training: Included, 3 weeks Available territories: All of Canada, US, International In business since: 2014 Franchising since: 2019 CFA member since: 2019

64 Canadian Franchise Association

Franchise units in Canada: 1, US: 1 Franchise fee: $50K Start-up capital required: $100K+ Investment required: $556K-$727K Training: 64 hours - combination of classroom and on-the-job training Available territories: ON In business since: 2017 Franchising since: 2018 CFA member since: 2020

www.cfa.ca | www.FranchiseCanada.Online

From the start, Wikane consultants benefit from a programme of updating their knowledge base, boosted by experts at the highest level, and from one-to-one coaching aimed at bringing them to take-off point.

Franchise fee: $88K Start-up capital required: None Investment required: None Training: Included in franchise fee Available territories: AB, BC, ON, QC In business since: 2005 Franchising since: 2006 CFA member since: 2019

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To book your ad space, contact Nav Matharu at nmatharu@cfa.ca.

HOME-GROWN & LOCALLY-OWNED

100% CANADIAN FRANCHISE SYSTEMS

Perhaps they start off with just one location, but with a great concept and real entrepreneurship behind it, there’s no telling how far a Canadian system can go and grow. Even a worldwide pandemic can’t knock these players off their game.

BY DAVID CHILTON SAGGERS

DermaEnvy Skincare

Franchise units in Canada: 4 Corporate units in Canada: 3 Franchise fee: $29.9K Investment required: $99K-$200K Training: Included + ongoing support Available territories: AB, BC, MB, NB, NL, NS, ON, SK In business since: 2016 Franchising since: 2018 CFA member since: 2019 To learn more, visit www.LookforaFranchise.ca

DermaEnvy Skincare clinics are smaller than the more traditional locations, says Cohen MacInnis, president, but smaller can mean better. For one thing, it creates more of a connection between Medical Aestheticians/ Skin Experts and client and clinic, he explains.

DermaEnvy Skincare clinics, which run from 400 square feet to 1,200 square feet, offer laser treatments, medical esthetics, and skin care, as well as skincare products. MacInnis says DermaEnvy Skincare began franchising in 2016 with its first location being a corporate store in Dieppe, New Brunswick. Now the system has seven locations, three of them corporate, in Nova Scotia, New Brunswick, Prince Edward Island, and Newfoundland & Labrador. There is also a DermaEnvy franchise in Waterloo, Ontario. The cost of a turnkey franchise begins at $129,900, which includes equipment. Training takes two weeks in-house at the new location.

From his recently opened clinic in Charlottetown, Prince Edward Island, MacInnis says that although there are one or two more opportunities in Atlantic Canada, DermaEnvy’s current expansion plans are geared towards the Ontario market. He says he’s considering communities large and small that are underserved in his category but is careful to point out that he wants to remain mid-market.

DermaEnvy Skincare franchisees are mostly women, as is the clientele that’s primarily aged 24-54. However, MacInnis notes that DermaEnvy is also enjoying success with the male population. “It’s a little more even than you would think,” he says. “Our fastest growing (client) category is men coming in for skin care.”

66 Canadian Franchise Association

As for the qualities he looks for in a franchisee, MacInnis says he considers each potential investor case by case, explaining “it’s important to get the full story” behind a desire to invest in his system. He also looks for a willingness to learn, some exposure to business, and what he calls “the usual traits” of work ethic, commitment, and more.

MacInnis admits the pandemic has been difficult, but says DermaEnvy Skincare, thanks to its base in Atlantic Canada, was in a good position relative to other locations. He says DermaEnvy Skincare closed all stores March 18 and had to lay off all staff. However, the system immediately began building an online presence for its skincare and other products and gave 100 per cent of the revenue earned to that client’s usual clinic. DermaEnvy Skincare also created a program to offer frontline health workers in the various communities the system serves an opportunity for esthetic treatments.

The benefits of investing with DermaEnvy Skincare are numerous, says MacInnis. Among them are the clinic’s size, the ease of a turnkey location, an opportunity for owners of independent clinics to rebrand their store under the DermaEnvy Skincare banner, and the low cost of entry.

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Everything you need to create your franchise future!

Buying a franchise can be an overwhelming process.

The good news is you don’t have to do it alone. Franchise Canada is here to guide you through the franchise process, with everything you need in one spot: www.FranchiseCanada.Online

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Franchise Canada Chats: Listen to inspiring franchisees and franchisors who are building their businesses and connecting with their communities Franchise Canada TV: Find interviews, tutorials and guides, information about key franchising topics, and more!

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Scholars-Mihai Teaching

Matt Baxter, owner and CEO of Scholars

Scholars Education Centre

Franchise units in Canada: 55 Franchise fee: $40K (plus applicable taxes) Investment required: $85K-$150K (plus applicable taxes) Training: 1 week in-person training with additional online pre-training materials, webinars, manuals, and on-site observation and training Available territories: AB, BC, MB, NS, ON, SK In business since: 1999 Franchising since: 2001 CFA member since: 2011 To learn more, visit www.LookforaFranchise.ca

There are 50 Scholars Education Centre franchises that stretch from British Columbia east to Ontario, where the majority of them operate, and in the United States, Scholars opened its first franchise in August in Fort Lauderdale, Florida.

Matt Baxter, owner and CEO of Scholars, says he hopes in time to expand to more than 50 franchises in the Greater Toronto Area, and anywhere else opportunities for growth occur. “Word of mouth is number one for us for attracting new franchisees, as our franchisees are successful,” says Baxter from his office in London, Ontario.

Scholars began in 1999 providing academic support and small group tutoring for children from Kindergarten to Grade 12. Later, in 2001, Scholars began to franchise in medium and large markets that supplied

68 Canadian Franchise Association

its target demographic. Typically, that’s a two-parent household with a minimum income of $50,000. Scholars franchisees, men and women, come from a range of backgrounds, says Baxter, and include those with franchise experience, others pursuing a second career, and even pro athletes who have retired. Experience of, and success in life are among the qualities he looks for with potential franchisees. And, says Baxter, “Business experience is definitely an asset.”

The cost of a franchise is $85,000 and pre-COVID-19, in-person training at head office was 80 hours. However, since the start of the pandemic, training for franchisees has moved online. Tutoring and other instruction for Scholars students has also moved online. “We transitioned students to online starting in March,” says Baxter. “We have had a record-breaking August and attracted a whole new cohort of parents.” These parents, of course, have children who were out of school for a long time this year.

Baxter says Scholars requires prospective franchisees to speak with several existing franchisees and complete multiple standardized tests, which allows them to gain insight into life as a Scholars franchisee. It also helps Baxter learn more about those interested in joining the system, through impressions provided by the existing franchisees. Baxter says this process is a benefit of the Scholars system, as is the relatively low cost of entry.

www.cfa.ca | www.FranchiseCanada.Online

MILLENNIALS IN FRANCHISING

Inspiring All-Around Success

Inspiration Learning Center provides the perfect work-life balance for millennial franchisee Cecilia Chen

BY GINA MAKKAR

Franchise Canada November | December 2020 69

MILLENNIALS IN FRANCHISING

M

illennials are often misunderstood, but their fresh, innovative approach is setting new standards in the business world. Curious and ambitious, millennials work with a purpose and passion that’s having a positive impact as they become the next generation of business owners.

For franchisee Cecilia Chen, Inspiration Learning Center offered an opportunity that ignited her passion for education and allowed her to be her own boss while fostering a better work-life balance.

An educated approach Angel Kuang founded Inspiration Learning Center in Toronto, Ontario in 2003. Today, they boast 15 locations across the Greater Toronto Area, with recent openings in Mississauga and Burlington. The company offers tutoring, private school, educational consulting, and more.

With an extensive background in management and education in Canada and China, Kuang developed proprietary tutoring methods that blend eastern and western teaching styles. The method marries the eastern concepts of memory, practice, and repetition to build strong foundational skills with the western focus on creativity, critical thinking, and advanced numeracy and literacy skills. The east-meets-west style of learning was a big draw for Chen.

An ‘A’ for effort Prior to purchasing her own franchise, Chen, who holds a degree in accounting, worked as an administrative assistant at the Markham franchise location. The job allowed her to become familiar with the Inspiration Learning concept and the Canadian education system, and to hone her customer service and communication skills. “I improved my skills a lot, and then I went on maternity leave,” says Chen.

As a young mother, the prospect of starting a career with long hours and overtime after maternity leave wasn’t appealing. Chen wanted to strike the right work-life balance by committing to her family and fulfilling her career

70 Canadian Franchise Association

goals at the same time. When she heard that Kuang was looking for a franchisee to take over the Thornhill location, the idea of business ownership took flight.

“I was pregnant again, and I didn’t know if I could do it at that moment, but I finally made my decision and took over the location,” she says.

Though Chen’s previous exposure to the business helped bridge the gap from employee to franchisee, taking over an existing location came with its own challenges. To build a strong customer base, Chen worked six to seven days a week, tackling marketing initiatives and spending the time to talk to tutors, parents, and students to build relationships. “I didn’t feel tired because I enjoy it and it’s what I like to do,” she explains.

Staying ahead of the curve The company offers franchisees the opportunity to expand and grow their business with five income pillars: tutoring, private school, online learning, educational consulting, and retail. “Angel is always aware of what is new and exciting out there, and she’s always open to hearing from her franchisees about programs that will help keep us current,” says Chen. “We have the five pillars, something no other tutoring concept has.”

After purchasing a location, franchisees embark on two weeks of corporate education followed by a week of on-site training after a centre opening. Quarterly meetings help franchisees remain connected and volley challenges and new ideas. When COVID-19 hit, the company immediately moved their tutoring to an online platform and didn’t miss a beat.

Mission possible Chen says that starting a business as a young woman is a challenge, but it’s also rewarding. “To me, it’s not a job or just a position anymore. It’s a sense of mission.”

Prior to starting the program, students are assessed and placed at the appropriate level. Tutoring sessions combine schoolwork with workbooks to reinforce concepts

www.cfa.ca | www.FranchiseCanada.Online

MILLENNIALS IN FRANCHISING

EXCELLENCE

3 Years In A Row!

and provide additional practice, for a balance in the east-meets-west approach. As a franchisee, Chen feels that owning the business provides her a platform to promote the benefits of the tutoring service to the community.

“I’m so happy and feel rewarded when my students tell me they improved their English mark from a 73 per cent to an 89 per cent. One of my student’s math mark went from a 78 per cent to an 85, which is very impressive.”

Boasting the benefits Chen says investing in Inspiration Learning Center offers plenty of benefits. For one, the flexible working hours are key for a young entrepreneur looking to balance a career with a personal life.

When it comes to education, Chen says that working with students and gaining a better understanding of the Canadian education system also allows her to better educate her own children.

The corporate office also provides plenty of support when facing issues. “I like that when running the business, there’s always a team behind me supporting me,” notes Chen.

The unique combination of eastern and western teaching philosophies is a springboard to student success. “In Canada, we encourage students to do critical thinking. We don’t just ask students to read and copy, but they also need more practice, and the eastern way is to keep practicing. We do this with extra workbooks and extra exercises like the Waterloo math contests.”

It’s hard to put your money where your mouth is when you’re a young entrepreneur just starting out. The reasonable start-up cost is a big benefit, as it eliminates the barrier to business ownership.

Finally, the company’s membership with the Canadian Franchise Association brings credibility and resources to the table.

During these uncertain times of combating COVID-19 our franchisees are experiencing growth. Due to high demand for our services we are currently looking for dynamic franchisees to service:

• Regina, Saskatchewan • Kelowna, BC • Three Rivers, Quebec Contact us to find out how you can be a part of our success in these featured markets.

www.pauldavisbusiness.ca For Franchise information contact Dan Hopkins

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

Franchise Canada November | December 2020 71

MILLENNIALS IN FRANCHISING

Angel Kuang (second from left in front) celebrates Inspiration Learning Center’s 2019 CFA Award of Excellence win with her family and team, along with members of Driverseat, who also won the Grand Prize in 2019.

Youthful enthusiasm As a young mother of two, Chen says she can’t deny starting a business at this phase of her life was a challenge. “It was hard to balance the business and family at the same time, especially when just starting up. The good thing is that I had my husband and parents’ support, and they offered a lot of encouragement.”

Chen says in the end, the benefits far outweigh the challenges. “First, you will always be challenged. Everything that goes into the business is your responsibility,

from initial concept and branding to growth and goal setting.”

Second, she says the ability to call a business her own is a wonderful feeling. “The feeling of sitting back and saying, ‘this is my company,’ and to proudly hold your head up. Being an entrepreneur takes an incredible amount of work, and those words feel so good coming out of my mouth.”

Third, as a business owner, she never feels undervalued. “If I have ideas that will make the business better, I can implement them right away. I don’t have to hope that someone will give me permission and listen to my suggestions, which is empowering.”

Finally, as an entrepreneur, Chen says you get out of a business what you put into it. “I used to work six to seven days a week, and if I am ready to work harder than anyone else, I will be rewarded accordingly. If I want to experience more growth and opportunities, I simply work harder.”

For prospective franchisees interested in an educational franchise, Chen says they should be dedicated to improving education and building a student’s confidence. “If you are ready for a full-time rewarding career and want to join a growing industry, and if you are looking for a relatively low start-up cost and looking to make a positive contribution to your community, Inspiration Learning Center is a good place to start.”

For Chen, the ability to contribute to the community and make a positive impact by introducing a successful tutoring service is the greatest reward.

You’ve dreamed it.

Now do it.

At BMO, our national team of franchising finance experts is standing by to help make your future successful. Our in-depth knowledge of the franchise landscape allows us to advise you at every step along your business journey.

INSPIRATION LEARNING CENTER STATS Franchise units in Canada: 11 Corporate units in Canada: 4 Franchise fee: $25K franchise fee / $13K private school fee Start-up capital required: $50K-$75K Investment required: $100K-$150K Training: 3 weeks Available territories: All of Canada, US, International In business since: 2003 Franchising since: 2008 CFA member since: 2015

To learn more, visit bmo.com/franchise Trademarks of Bank of Montreal

™/®

72 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

To learn more, visit www.LookforaFranchise.ca

LEADERSHIP PROFILE

Finding the Story Behind the Numbers

Pursuing a passion for finance has paid off for KFC chief financial officer Reza Kouhang

BY ROMA IHNATOWYCZ

I

n many ways, the career climb of Reza Kouhang represents the classic immigrant success story. Born in Iran, he was just a young child when his parents fled the country, escaping the political turbulence raging there in the late ‘70s. They settled in Canada in the hopes of a better future for their family.

It paid off: today their son is the chief financial officer of KFC Canada, one of the country’s best-known quick service franchise brands. Mention KFC, and you’d be hard put to find a Canadian who doesn’t wax nostalgic over the Colonel’s pipinghot fried chicken.

Yet interestingly enough, Kouhang’s top-tier success in the world of business finance was a near-miss. “Like many immigrants, my parents wanted me to be a doctor, lawyer, or engineer,” says Kouhang today with a chuckle. “Those were the three careers they felt would define success. And in the Persian culture, parents have a great influence, so I studied biology to become a doctor.”

Franchise Canada November | December 2020 73

LEADERSHIP PROFILE

“It’s all about the story that’s behind the numbers – that’s what makes it exciting. It’s about what the numbers tell you, about extracting knowledge out of the data and providing recommendations that impact – or change – the trajectory of the company’s strategy.”

While one could argue that Kouhang would have made a brilliant physician, he realized shortly after graduating with a biology degree from Western University that medicine just didn’t sit well with him. Uncertain of his future, he decamped to Japan to teach English for a year.

It was a fateful move.

“It’s a cliché, but I had to go half-way across the world to determine what I wanted to do with my life. It helped me realize that my true passion was finance and gave me the courage to pursue it,” says Kouhang, who returned to Canada to complete a second undergraduate degree at Western, this time in finance and administration.

“It was challenging because I was older than all the other students. But because I was more mature and didn’t know a lot of people, the social aspect of university life wasn’t there for me and I was really able to focus on my studies and pursue my real calling.”

While it took him a while to figure out his career goals, Kouhang hopes his uncertain start may serve as an example for other young people unsure of their future. “My early path to CFO was probably not the same path as many others who went in a straight line. I took some curves; I took some turns. I’m hoping others can be inspired by this,” he says.

Renewed energy Following his graduation, Kouhang obtained his Chartered Management Accounting (CMA) designation and then jumped into the working world with the renewed energy of someone who knows exactly what he wants.

74 Canadian Franchise Association

His first job was as an accounts payable coordinator with TransFreight, a transport service company. He ended his three-year tenure there as a business analyst for commercial and financial strategy and then progressed to increasingly senior analyst positions with his subsequent employers: Indigo Books and Music; Aimia, a loyalty solutions company; and finally, Yum! Brands, the parent company of KFC. It was with Yum! Brands that Kouhang was first exposed to the franchise model, and this presented a bit of a learning curve for him. In particular, he had to absorb a more collaborative approach to decision-making that involved the franchisees. “At KFC, it’s a partnership when it comes to decision-making and it took me some time to adjust to that,” says Kouhang. “I initially thought ‘This is the decision, and this is what we’re going to do.’ But I quickly learned that while it may be our decision, there may be some aspects of our strategy that the franchisees don’t agree with and we need to flex.

It took me a while to understand that, but I’m so happy I did because building those relationships with our franchisees is really important. Without that trust and credibility, our brand wouldn’t grow.”

It also makes for a stimulating work culture that Kouhang thrives in. Similarly, he emphasizes that his role as the company’s top finance executive is about a lot more than just spreadsheets and number crunching. It’s about assessing the data and using that insight to influence the business overall, he says. “It’s all about the story that’s behind the numbers – that’s what makes it exciting.

www.cfa.ca | www.FranchiseCanada.Online

LEADERSHIP PROFILE It’s about what the numbers tell you, about extracting knowledge out of the data and providing recommendations that impact – or change – the trajectory of the company’s strategy.”

Case in point is the decision the business made years ago to shift the company’s focus to digital, i.e., exploring more e-commerce opportunities like click-and-collect and partnering with delivery platforms like UberEats and Skip the Dishes. While the business may have traditionally been eat-in, the data was revealing rapidly changing buying habits and it became clear to them that digital provided an unrivalled opportunity for exponential growth.

“Our digital business at the time was very small, but the growth trajectory was much greater,” says Kouhang.

“By putting the data together, we adjusted our strategy and doubled down on digital channels.” This included, just this past spring, entering into a strategic partnership with Manthan, an artificial intelligence and analytics provider, to strengthen the company’s analytics capacity.

As an early digital adopter, KFC Canada has continued to lean on consumer insights and evolved their strategies to manage through the COVID-19 pandemic – an unprecedented event that prompted huge public interest in meal delivery and pick-up options. “We were one of the early digital adopters and this has really helped us shape our business during COVID,” says Kouhang.

“We’ve been quite resilient and have been able to navigate through this complex crisis, being more flexible and agile with our decisions to drive sales and profitability growth for our franchisees.”

Growth mindset For regular consumers of the Colonel’s tasty chicken, it may be hard to imagine such a celebrated brand finding

any new boundaries to push, or new stores to open (there are currently more than 600 across the country). Yet the company continues to grow and is always on the lookout for new franchisees. In particular they look for people who share their growth mindset and can forge the partnerships needed to succeed. As well, they look for the three Cs: capital, capability, and commitment.

Once they sign on the dotted line, Kouhang’s advice to fledgling KFC franchisees is straightforward: “If I were to sum it up in one sentence it’s ‘Keep it simple, invest in your people and success will follow.’ You should never undervalue your people; that’s what drives the business.

Focus on them, invest in them, believe in them, and then you’ll be successful.”

On the topic of his own success, Kouhang credits his ability to challenge the status quo as a key contributor. It’s a skillset he has honed across the different companies he’s worked for over the years, and one he put to good use in his own life as a young man switching gears in his area of study. While it may not always be easy, thinking outside the box is integral to pushing business growth, says Kouhang. “It’s about challenging myself and the business; this has helped shape me as a leader,” he says. “Within our team, we’re always challenging each other, and I enjoy that. Sometimes we don’t agree, but it always pushes us to find a better solution.”

While his steady climb up the corporate ladder is impressive, one can’t help but wonder if Kouhang’s parents ever got over the fact that their son didn’t become a doctor, lawyer or engineer. When asked, Kouhang responds with a laugh: “I actually don’t know – I’ll have to ask them the next time I see them.”

It’s a safe bet that they did.

Franchise Opportunities Available! www.secondcup.com

franchising@secondcup.com

1.800.569.6318

Franchise Canada November | December 2020 75

A DAY IN THE LIFE

REPAIRING HOMES AND HEARTS

PAUL DAVIS RESTORATION FRANCHISEE COMBINES STRONG BUSINESS SAVVY WITH EMPATHY FOR INDUSTRY SUCCESS

BY JESSICA BURGESS

P

aul Davis Restoration franchise owner Sylvie Levesque knows firsthand what it’s like to have your home damaged by circumstances beyond your control. In April 2008, Levesque experienced water damage in her family’s home.

“I was a new mom, with my second child, and the room in the basement that was affected was my kids’ playroom,” shares Levesque. “We were having a difficult time financially, so it couldn’t have happened at a worse time.” But looking back 12 years later, she says she wouldn’t change a thing.

When her basement flooded back in 2008, she says, “I knew this gentleman who could do a really good job because of the work that I had seen him do. So, I gave them a call. What I didn’t know was that he had just finished his owner’s training with Paul Davis. When he pulled up in my yard with a Paul Davis trailer, I went online and searched out the company.” Levesque found out that the contractor had started this new company, Paul Davis Restoration,

76 Canadian Franchise Association

which is indeed how she first came to know of the exact franchise location she now owns.

With a degree in bookkeeping, Levesque was looking for a job at the time of her basement flood. The contractor mentioned that he was looking for someone in accounting, and Levesque was hired in May 2008 as the Job Cost Accountant (JCA). “I like to call the JCA the office manager/receptionist/bookkeeper. Pretty much anything regarding paperwork comes across the JCA’s desk,” she notes.

Fast forward to franchise ownership “Ten years after I was hired as JCA, I was given the opportunity to become an owner,” says Levesque. “My employer had decided he was ready to sell, so I sent my application to corporate, went through all of the steps, was vetted as an owner, was approved, went through all of the financial steps, and then in August 2019, finally became the official owner of Paul Davis Northwest New Brunswick.”

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A DAY IN THE LIFE

Levesque’s pride in the business is clear, and her dedication to her clients is inspiring. “I have been the official owner now for not quite a year,” Levesque adds, “and it’s been quite the roller coaster!” No doubt, no franchisee could have known what was ahead in terms of the COVID-19 crisis, but Paul Davis acted quickly to put protocols and guidelines in place across North America to ensure the safety and well-being of their customers and employees.

Of COVID-19, Levesque generously shares her experiences: “Being in New Brunswick, we haven’t had many cases, and none in our area that I know about. We weren’t in a situation where a lot of people were directly affected. It did make us busier, though, because we are considered an essential business.”

Given this designation, the franchise immediately stepped up to put the appropriate safety measures in place for both customers and employees. Levesque herself has been key in implementing safety measures for her franchise. “We have a program (TouchLess Service)

that we have access to through the franchisor, which includes guiding the insured through a smartphone link in order to have them take the pictures that we need for the insurance company. We had to figure out ways to do our inspections that would keep our staff safe but also keep the homeowners safe. We started doing virtual inspections,” Levesque says of the company’s investment in technology aimed at navigating the reality of the pandemic.

Weathering the storm “The fact that I’ve gone through it myself, I am empathetic to what clients are going through,” Levesque says of the devastating experience of property damage. When asked about the importance of empathy, Levesque shares that she believes it is the most important trait a franchisee can have in the restoration business. “Most of the time when people call us, they are in distress or are panicked. This really links into who I am as a person — somebody who is always looking for how I can help someone.”

RESERVE YOUR 1/4 PAGE BANNER AD HERE To book your ad space, contact Nav Matharu at nmatharu@cfa.ca.

Franchise Canada November | December 2020 77

A DAY IN THE LIFE

In line with this mission of service and understanding, Levesque also emphasizes the importance of being a part of the community. “Organizations like the Santa Claus breakfast, the food banks — whenever they come to me for financial support, I always say, ‘Absolutely!’” she continues. And this positive outlook also serves Levesque well in her day-to-day operations. “You have to be compassionate and passionate about what you’re doing,” Levesque says of her operating philosophy.

No average day A personal connection to and fulfillment from your work is crucial when you’re a franchise owner, Levesque knows, as she doesn’t have a time that her day ends, per se. “I know I’m in the office for eight, but I don’t know what time I leave,” she shares, speaking especially of those first few weeks during the pandemic.

“I saw myself a lot of nights being there till nine, 10, 11. Making sure we were able to switch over with the new protocols, getting things set up with virtual inspections, making sure we had enough supplies, putting in orders,

following up with other franchise owners and seeing how they were handling things,” she says, providing a sneak peek into her recent to-do list. “Things now are getting more normal, though, and my days mostly end anywhere between five and seven. I always have my phone on me.

Once you’re in the industry, you’re on call 24 hours a day, seven days a week.”

Levesque knows that this was where she was meant to be, though, and that is what drives her to continue to strive for further success each day. When asked what advice she has for future franchisees, aside from the integral place of empathy in the business, she says, “You know what? Just go for it. Don’t let anything stop you.”

In terms of getting started, Levesque shares, “If you’re somebody who’s just starting out, who is going to build the franchise location from scratch, I would say you need a general business knowledge but also construction knowledge. If you’re buying an already existing franchise, like I did, then you’ve already got key people like project managers and carpenters in place. In that case, I’d say business is what you’d need — business, financial, marketing.”

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A DAY IN THE LIFE

doing scheduling, following up with project managers, looking at what’s coming up,” she continues, adding: “It’s basically whatever the day throws at me.”

Her final advice? “Just tackle it all.”

PAUL DAVIS RESTORATION STATS Franchise units in Canada: 58, US: 310 Corporate units in Canada: 2, US:6 Franchise fee: $50K Start-up capital required: $150K-$275K Investment required: $237K-$383K Training: 5 weeks Available territories: All of Canada In business since: 1985 Franchising since: 1986 CFA member since: 2013 To learn more, visit www.LookforaFranchise.ca

Not only has Levesque been at the helm of a successful franchise for the past year, but when she bought the franchise, she was the first sole female owner of a Paul Davis franchise in the Maritimes, as well as only the second sole female owner in all of Canada. Levesque remains humble, though, and uses the pride in such achievements to fuel her positive relationships with the franchisor, other franchisees, employees, clients, and family.

“For me, I’m mostly in the office. I do a lot of analysis, and we have a lot of protocols that are changing regarding our PROUD agreements with the insurBUSINESS ance companies. I make OWNER sure we stay on top of that, Franchise with a business that provides a product that’s give information to my essential to every day life – with a trusted franchisor. project managers. Then Inquire today! COBSBread.com/franchising it’s answering emails, questions, taking care of the contents department,

PEACE

OF MIND WITH A COBS BREAD BAKERY

Franchise Canada November | December 2020 79

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.

THE FIRST YEAR

Making a Difference Right at Home Canada franchisee Ash Walani’s career is off to a successful (and memorable) start

BY KYM WOLFE

W

hen you’re starting a business, you know there are going to be ups and downs in the first few years, and that there will be some unexpected challenges thrown your way. That’s what makes the start-up process interesting and memorable.

Ash Walani’s first years in business certainly were both interesting and memorable: he signed on to operate three Right at Home Canada franchise territories in mid-2018 (Caledon, Newmarket, and Richmond Hill, Ontario), had a busy 2019 as he ramped up staffing and sales, then suddenly it was 2020 – the year COVID-19 arrived in Canada.

Right at Home Canada provides home health care services focused on seniors and others who need assistance with daily living activities. When COVID-19 hit, the immediate concern was ensuring staff and client safety. “Being a health care business, COVID hit us hard in every way.

We had to be fluid to adapt to the new realities. We had to ensure they had proper PPE and training. The fran-

chise head office team was on top of it all – they kicked in around-the-clock meetings, new policies and practices, and provided daily updates,” says Walani.

Right at Home Canada offers shared services to franchisees, including a team of schedulers that Walani chose to use short-term. “On my own it would have been impossible to keep up – it was stressful, but I never felt that I was alone.”

Franchising with a purpose Walani had searched for more than a year before choosing to invest in a Right at Home Canada franchise. “I’ve always been entrepreneurial, and I was searching for a business that had the potential to be profitable, but also one that had a social and personal purpose, something that involved community engagement,” he says.

He followed the advice he now gives others who are weighing their options: “Study it, ask many questions, and know what you are stepping into.” He chose a franchise

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THE FIRST YEAR

system because he believed it would be difficult to compete in the home health care market as a small independent. He chose Right at Home Canada because it’s a fully Canadian company that offered a ‘family’ feeling, and a level of autonomy that allows him to put his own stamp on his business, but benefit from the framework and systems that the franchisor has in place.

“I did the two-week initial in-class boot camp training, and it’s been non-stop ever since. With Right at Home, you get very good training to develop business strategies, but you need to do the work to apply what you have learned. This is a fast-paced business, and the franchise offers continual support – online, by phone, and hitting the pavement alongside you – I feel like they’re always there when I need it.”

While some franchisees have health care or senior care experience, Walani doesn’t, so he hired staff with that expertise. “It would be beneficial, but honestly, the way this franchise is built and with the training provided, it is not required. The head office team knows the Canadian health care system, and their combined knowledge and support system is absolutely priceless, especially when something like a pandemic hits,” he says. “If I was an independent business, I doubt I would have had the fortitude to survive.”

Walani’s priorities in his first year were focused on staffing and sales. “To be successful, you have to go past the low-hanging fruit. The first three or four months, I spent most of my time pounding the pavement, going to hospitals and doctors’ offices, getting out to places in the community where I could meet seniors and their family members. My vehicle is wrapped, so I spent time driving every day. I could tell it was arousing curiosity, I could see people snapping the contact information with their phones. I also hired a business developer and a care plan manager, who was the first point of contact for clients.”

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“We get to help some of the most vulnerable people in our society, and we do it in a personalized way. We offer a boutique service, with our care planner as our concierge. It is absolutely humbling to see the gratitude we get from families whose loved ones are in our care.”

About 90 per cent of Walani’s clients are families, the balance are a mix of insurance companies, retirement homes that need short-term assistance, or other third parties. They can connect with his locations directly, through the Right at Home Canada website, or through the central 1-800 phone number. “We have a very systematic and cohesive relationship that works well,” says Walani.

Ready to grow One of the challenges in year one was managing cash flow. “Funnily enough, fast growth can be quite challenging because when clients kick in, they kick in quickly,” he says. “There was an immediate need for payroll, and I would advise any new franchisee to have a contingency for that. But it was a good problem to have!”

The majority of Walani’s workers are personal support workers (PSWs), but there are also registered practical nurses (RPNs) and registered nurses (RNs) on the team. Initially, he did all of the hiring himself, but as the business has grown, he’s started to delegate some of that work. “In the beginning, you need to work in all the areas

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THE FIRST YEAR stay in their home, but they or their families realize that they need some help to do that. Whether it’s light housekeeping or companionship, or assistance with bathing or getting dressed, we really do want to make a difference and give families peace of mind,” he says. “We get to help some of the most vulnerable people in our society, and we do it in a personalized way. We offer a boutique service, with our care planner as our concierge. It is absolutely humbling to see the gratitude we get from families whose loved ones are in our care.”

and know the whole business. But you need to delegate or you will limit your growth. You can’t grow the business if you are always in the day-to-day grind. The nice thing about being the owner is you can choose what you like to do. I still do a lot of hiring because I like to know the staff.”

By year two, Walani had recruited close to 80 staff, many of them working part-time. “Prior to COVID, there was a lot of mobility and some staff worked for other employers. We are stricter about that now, and moving to have dedicated staff that work only for us. We need to screen them [by phone] each time they go into a different home, and we’ve been using the franchise’s shared services to assist with that. Now we’re looking at how we can take some of that work back and start doing it ourselves – but in the meantime, it’s a good thing that option was there.”

As with any human services business, the most rewarding part for Walani and his staff is the impact that they’re having on people and their quality of life. “Most seniors want to

RIGHT AT HOME CANADA STATS Franchise units in Canada: 40, US: 500, International: 80 Franchise fee: $50K-$60K Start-up capital required: $100K Investment required: $70K-$150K Training: 2 Weeks In-Class/Virtual and Ongoing Field Training x 18 months Available territories: AB, BC, MB, NB, NL, NS, ON, SK, US, International In business since: 1995 Franchising since: 2000 CFA member since: 2011 To learn more, visit www.LookforaFranchise.ca

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Franchise Canada November | December 2020 83

ICONIC BRAND

SOARING TO THE TOP How FASTSIGNS adapted to a changing market to build a successful print shop empire

BY KAREN STEVENS

I

n 1985, the world was an exciting place: personal computers were new, hair was big, and Gary Salomon came up with the concept for FASTSIGNS, a print shop chain in Austin, Texas. Since then, the awardwinning franchise has grown to include more than 725 locations in nine countries around the world and has greatly expanded its products and services.

In 2012, under CEO Catherine Monson, the company rebranded to keep pace with a changing market. “I use the tagline ‘More than fast and more than signs,’” describes Mark Jameson, executive vice president of franchise support & development. “We rebranded to separate ourselves from others in the industry that were still selling basic commodity signs and we evolved to become a solution provider.”

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Traditional signage is just the tip of the iceberg for today’s FASTSIGNS: now the brand deals in what Jameson calls “visual communications,” offering everything from fleet vehicle graphics to floor decals to fine art murals, and more. “It’s really about customizing for the customer, and the role we play in being a solution,” he says.

Building on a strong brand presence Husband-and-wife team Evan Cambray and Chris Rolls joined the FASTSIGNS team six years ago. Their location services Markham as well as Richmond Hill and the surrounding area in Ontario. Originally, Cambray got the franchise up and running and then Rolls came on board as the business grew.

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ICONIC BRAND

The couple wanted an opportunity that would allow them to ramp up business as quickly as possible without investing years in building a market presence. Cambray says the strong brand was probably the number one reason they chose FASTSIGNS. “I was changing gears in midlife, and I knew that branding and reputation are more important than they have ever been,” he recalls.

The business is a perfect fit for the couple’s experience. Cambray had spent more than 30 years in the commercial printing sector in various sales and marketing roles. Rolls brought 15 years of human resources/office management experience in the accounting industry to the franchise, and, while she didn’t have a background in printing, she found her expertise tremendously helpful. “Every minute of my experience has been used in this business,” she says.

Before making the final decision about what franchise they wanted to go with, Cambray and Rolls did a number of things. They met FASTSIGNS franchisees, examined the business model, and assessed the support that they could expect from head office. “Everybody was really happy with the franchise and the level of support,” says Rolls. “Everybody was really incredibly nice and supportive, and it’s continued to this day.”

Fostering successful franchisees While knowledge of the printing business is certainly an asset, “We’re not looking for great sign makers — we’re looking for people who can build a business, be engaged in the community, and hire an outside sales team,” says Jameson.

Potential franchisees don’t need design or creative experience, so to build up their knowledge, franchisees have access to technical training and resources, as well as a help desk to answer their questions. Often franchisees will have a sales background or have executive-level corporate experience. However, there’s another path to becoming a FASTSIGNS franchisee: If someone already owns an independent print shop, they can rebrand as a FASTSIGNS location. This way they get access to the brand’s advertising, web presence, and reduced costs of materials.

When a new franchisee comes on board, a number of things happen to get them on their feet. To kick off the intensive four-week initial training process, they’re assigned a mentor who is an experienced franchisee. Typically, the new franchisee would shadow that mentor at their established FASTSIGNS location and then fly to Dallas for two weeks of training at headquarters, but now due to COVID-19, more of that training is done virtually.

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November | December 2020 85

ICONIC BRAND

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After that, the franchisor still provides lots of guidance. “We have a high level of support, from helping them hire and train to cash flow and budgeting to the products and technical systems,” explains Jameson.

Cambray and Rolls appreciated the support of their regional business consultant. “Thankfully, we had a business consultant assigned to our business who was involved with us on a very regular basis for the first year of operation,” says Cambray. The consultant would be available to brainstorm and answer questions on regular calls and come into the shop to provide inperson support.

According to Jameson, having a successful franchise starts even before you open your business: “Everybody should study the disclosure documents, understand the profitability of those units and how long it takes to get there.” He also advises that potential franchisees think carefully about what kind of role they want to take on.

Running a FASTSIGNS franchise is not without its challenges. “The big challenges in our business are not much different from any business, such as hiring and keeping employees engaged,” explains Jameson. To overcome this challenge, FASTSIGNS offers tools and resources such as an online university with more than 500 classes, two conferences a year that franchisees and employees can attend, and an app-based training program.

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ICONIC BRAND

“The thing that’s really incredible about FASTSIGNS is that even though it’s a big franchise, it’s like a family. And that comes from the leadership.”

Reaping the rewards of franchising Looking back on six years of growth, Cambray and Rolls are very happy with how things have progressed. “I don’t think that we would have followed that trajectory without having a strong brand presence from the beginning,” says Cambray.

The support they received over the years was also a big benefit for the pair, and they like that they can communicate with the system’s leaders. “The thing that’s really incredible about FASTSIGNS is that even though it’s a big franchise, it’s like a family. And that comes from the leadership,” says Rolls.

The couple also likes the B2B nature of the business.

“We like meeting and helping businesspeople,” says Cambray. “Over the years, we’ve actually made friends with quite a number of customers.” Other benefits include the wide network of franchisees and the diverse products and services they offer as franchisees, which allows them to always be learning and growing.

Jameson says one of the key benefits of the franchise is that since you’re dealing with other businesses, not consumers, you mostly work Monday-Friday during business hours. He also says that the low staffing model means that it’s easy to expand once you get started. “We start with three employees and we can add more as the business grows. It’s a very scalable model.”

Rising to the challenge Like every other business, FASTSIGNS had to deal with the uncertainty that came along with COVID-19. “The world has changed very, very fast,” says Jameson. To meet this new challenge, head office jumped into action and made sure that the lines of communication were open with franchisees. The CEO led weekly calls with the entire network, and they created a new franchisee website specifically for the COVID crisis. Franchisees have access to information on everything from lending opportunities to talking to landlords about rent relief to the introduction of new products.

Previously a large part of the brand’s businesses involved creating signage for large gatherings and sporting events. However, due to COVID-19, the brand had to pivot, and they wasted no time in changing gears. Jameson says that they quickly started producing safety and social distancing signage, as well as masks and face shields at some locations.

Luckily, most locations were able to stay open throughout the crisis because they were considered an essential service. “We had to help our franchisees pivot into new products and services, and we’ve been very, very happy with the results,” says Jameson.

FASTSIGNS STATS Franchise units in Canada: 36, US: 657, International: 50 Franchise fee: $49.75K Start-up capital required: $100K Investment required: $300K Training: 4 weeks Available territories: All of Canada, US, International In business since: 1985 Franchising since: 1986 CFA member since: 1994 To learn more, visit www.LookforaFranchise.ca

LOVE YOUR JOB AGAIN. • Be your own boss • Work outdoors • Enjoy great job satisfaction • Be supported by Canada’s largest deck franchise

Prime territories available! decks.ca/franchising 1.800.263.4774

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SHOW ME THE MONEY

4 FRANCHISES FOR UNDER $50K Franchising is about diversity. Franchise 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. Figuring out a budget that fits with your financial situation and goals will help you to zero in on the franchise opportunities that might be the best match.

With so many opportunities, there is a franchise for everyone at a variety of investment levels.

Here, Franchise Canada showcases franchise systems in which you can invest for under $50K.

Aloha Mind Math Canada

AmeriSpec Inspection Services

ALOHA MIND MATH is a Complete Brain Development program created in Malaysia in 1993 for children aged 5-13. ALOHA promotes clear thinking, improved memory, and focused listening – all through fun brain-exercising activities and games. It is currently offered in over 4400 centres in 33 countries and is expanding its operations in Canada. An ALOHA franchise offers you a business opportunity with a low-cost investment. Working with children brings its own rewards.

Franchise units in Canada: 9, US: 157, International: 4400 Corporate units in Canada: 3, US: 1, International: 4400 Franchise fee: $15K Start-up capital required: $30K-$40K Investment required: $30K-$40K Training: Abacus Training Methodology Provided Available territories: All of Canada In business since: 2011 Franchising since: 2013 CFA member since: 2014 To learn more, visit www.LookforaFranchise.ca

AmeriSpec Inspection Services is one of North America’s leading inspection companies, offering residential and commercial inspections for buyers and sellers, as well as energy audits, mould, radon, indoor air-quality testing, and many more services.

New franchisees do not require home inspection experience. AmeriSpec offers hands-on training, business start-up assistance, and marketing programs national and local. With over 30 years’ experience, AmeriSpec knows the business and buildings inside out. A Division of ServiceMaster of Canada Limited.

Franchise units in Canada: 74, US: 300 Franchise fee: $17.9K+ Start-up capital required: $30K Investment required: $40K-$50K Training: Yes Available territories: Throughout Canada In business since: 1988 Franchising since: 1988 CFA member since: 1982 To learn more, visit www.LookforaFranchise.ca

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SHOW ME THE MONEY

Driving Miss Daisy Seniors’ Transportation

Just Like Family Homecare

Driving Miss Daisy originated in 2002 out of a love for seniors. It’s an award-winning corporation that has proudly become a leader in the non-medical senior service industry, offering through-the-door services to seniors and the disabled. Driving Miss Daisy has a vision to preserve independence and prevent social isolation and a mission to be loyal and dedicated to clients. It has more than 50 franchises and more than 75 vehicles in British Columbia, Alberta, Ontario, and Nova Scotia. The expansion focus is on Eastern Canada, but new and resale areas are available from coast to coast.

Franchise units in Canada: 53 Franchise fee: $20K Start-up capital required: $20K plus vehicle Investment required: $45K approx., includes vehicle Training: Training Manual; other training optional Available territories: All of Canada In business since: 2002 Franchising since: 2002 CFA member since: 2010 To learn more, visit www.LookforaFranchise.ca

The Just like Family brand stands for caring and loving caregivers who work closely with clients and with the client’s family. Just Like Family provides in-home care for the elderly and others who need assistance with the activities of daily living (home and health care services, overnight, and live-in services). As a Just Like Family franchise partner, you will bring an exceptional level of care and assistance to ensure your clients stay safe, secure, and independent wherever they choose to live. They are looking for the right business-minded people who have a passion to give back to their community while being driven to succeed.

Franchise units in Canada: 15 Corporate units in Canada: 1 Franchise fee: $37K Start-up capital required: $20K Investment required: $57K Training: Yes Available territories: All of Canada In business since: 2010 Franchising since: 2010 CFA member since: 2016 To learn more, visit www.LookforaFranchise.ca

Find franchises by investment level on LookforaFranchise.ca

Want to find franchises at a particular price point? Searching by investment level is just one of the search options available on Franchise Canada’s online franchise directory at LookforaFranchise.ca.

This website is powered by the Canadian Franchise Association and part of Franchise Canada’s suite of products for aspiring franchise owners. Build your profile on LookforaFranchise.ca and browse available franchises, request more information directly from the companies you’re interested in, and access exclusive Franchise Canada content online.

Franchise Canada November | December 2020 89

FRANCHISE FUN

The Joy of Franchising Quesada founder and CEO Steve Gill dishes about his adventures in franchising

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FRANCHISE FUN Quesada operates with the vision and mission to share The Joy of Mex with hungry customers across Canada. Founder and CEO, Steve Gill, explains that the Mexican food franchise delivers the “delicious flavours of Mexico to every corner of our country,” by serving customers an endless combination of toppings that can be added to burritos, tacos, and quesadillas.

With over 140 locations, Gill notes that Quesada recently won gold in the traditional category of the CFA Awards of Excellence program. He says it’s “especially meaningful” given that the milestone was achieved based on an anonymous survey of franchisees and their satisfaction with how the business is run.

Here, Gill shares about his personal life as an active and adventurous family man who enjoys kitesurfing, sipping a cold Guinness beer, and hanging out mountainside. He also dishes on the most important things in life, the one person he hopes to meet, and his dream of nailing a perfect handstand, among much more!

The most interesting thing I’ve done recently is…

Booked myself in an Intro to Mountaineering course in Canmore, AB. In its best form, work is…

A journey that allows you to explore creative ideas and bring them to fruition. If along the way you get to visit parts of Canada you otherwise wouldn’t have, that’s even better! It should be something that you can look back at and be proud of what you’ve done.

A good franchisee… Delivers on their promise to Share the Joy of Mex with the local community, both in the restaurant and around town. They follow the systems but aren’t shy to express opinions and share their best ideas for the benefit of everyone in the Quesada community.

A good franchisor… Listens and responds to the needs and feedback of franchisees.

On a day-to-day basis, a good franchisor is more concerned about franchisee success than their own.

My top advice for prospective franchisees is… To choose a business that they are passionate about. Don’t just do something that you think will make you

money. There are lots of ways to make money. Choose wisely.

My top advice for new franchisors is…

To understand that being a franchisor means taking on responsibility for the success of others. As a franchisor, you must lead and make tough decisions.

Those choices won’t necessarily be the best for every individual, so you have to trust that you are making decisions that serve the greater good. Also, design your systems for growth. As we have expanded, information management has become a huge aspect of business. You don’t want this to overwhelm and distract from your true task, which in our case is serving delicious burritos.

The most important thing in life is… Family, friends, and creating great memories.

One of the most enjoyable things to do is… Kitesurfing.

The hardest thing for me to do is… A handstand.

If I could meet anyone…

Tough question. It would be cool to spend some time with adventurer and filmmaker, Jimmy Chin. He and his wife recently shot a film called Free Solo.

Canadian franchising is…

An eye opener. Franchising continues to expand my vision of Canada and how much is happening in the smallest of communities. It is also not for the faint of heart. It can be challenging trying to meet the needs of such a diverse population.

My franchise system began because… I wanted to build a business that was part of the larger community.

The most positive influence on my life as a person is… My dad.

The key to success is…

To keep at it. Achieving success is not a sprint, but a marathon.

I’d like my friends to describe me as… Caring, fun, and adventurous.

My favourite drink is… Guinness, but I’d love a mojito right now.

The accomplishment I look forward to the most is… That handstand I mentioned earlier.

If I could change one thing…

I’d spend more time in the mountains and at the beach. In fact, I think I’ll start now!

One necessary item on my life’s “to do” list is…

To climb a mountain.

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Q A

ASK A FRANCHISE EXPERT What are the 10 must-have traits of a successful franchisee?

HOW DO YOU KNOW if you will be a successful franchisee? Investing in a franchise is a big step both financially and emotionally, and before you take that leap, it would be nice to know if you are cut from the successfulfranchisee cloth.

I have been in the business for more than 25 years as a franchisor, a franchisee, and now a business coach for franchisors. Throughout the years, I have spent time with countless franchisees and there are 10 specific traits that have stood out as key indicators of whether a person will thrive as a franchisee.

If you are considering becoming a franchisee, I recommend you do some serious introspection on each of the following 10 traits, and consider asking a family member or friend to assess you as well. This will ensure that you are stepping into a career that will serve your goals and your specific superpowers.

However, keep in mind that this is not about being right or wrong. It’s all about ensuring you are committing to an opportunity where you will thrive.

Financially prepared Even though a franchise may be a proven concept, it still takes time to build a loyal following of customers in a new market. Ensure you budget for not only the upfront investment but also the working capital that you will need to get the business to break-even and then move into profitability.

Systems oriented People who gravitate towards following systems and processes are naturally going to thrive more in a franchise than those who prefer to frequently try something new.

Touch of entrepreneurialism A franchisor will offer guidance and support on what typically works best, but you know your community and you may need to be creative about how to grow your business.

Brand loyalty/passion If you don’t absolutely love the brand or the people behind it, that will make it hard for you to build and grow the franchise. You need to be excited about waking up every day and putting your primary attention on the business.

of being a business owner.

Leadership skills Often missed is the importance of franchisees having the ability to inspire and lead their frontline team. Examples of leadership skills in small businesses include the ability to delegate and trust their team, knowing how to create buy-in rather than being authoritative to get results, and being tactfully assertive when necessary.

Collaborative/team oriented Just like on a sports team, franchisees often need to have patience and accept decisions that are for the greater good of the whole company. There is so much value in the collaborative opportunities in franchising because you have a whole bunch of business owners operating together. If anyone doesn’t play by the team rules or leverage the network of franchisees, then they might as well start their own business.

Sales oriented This is a key trait! Contrary to popular belief, franchising is not turnkey. The problem with calling a franchise “turnkey” is that it can set up a false expectation that the business is going to run, and sales will come pouring in without much effort. In most franchises, the franchisee plays a key part in generating sales for his or her business.

Community oriented Franchisees who are comfortable getting out into their community typically do a better job of maximizing their opportunity. This can be anything from calling in favours with media connections you have, to getting more well known as a local franchise operator through attending networking events.

Grit!

At the end of the day, a business owner will typically need to work long hours to get their business up and running. Having to work hard is commonly overlooked because people think that the proven systems mean everything just flows. Whether it’s a franchise or an independent small business, there will always be challenging times that require a ‘dig-in’ approach.

Family support Starting a new business is a big deal, and brings with it a lot of weight on the franchisee’s shoulders. The long days, financial burden, and pressure to perform all contribute to the stresses that franchisees undergo. The most successful franchisees are those who have family members supporting them through the ups and downs

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Angela Coté Founder and CEO Angela Coté Inc. angela@angelacote.com

Q A

ASK A LEGAL EXPERT

What do I need to know about the updates to Ontario’s franchise legislation?

FRANCHISING IS A POPULAR BUSINESS MODEL for budding entrepreneurs who wish to be in business for themselves, but not necessarily by themselves. Never has the security and support offered by franchising been more attractive than in our current global pandemic, where economic uncertainty and business risks abound. Added security is provided to would-be franchisees through provincial franchise legislation. On September 1, 2020, the Ontario government enacted certain long awaited amendments to the Ontario franchise legislation, the Arthur Wishart Act (Franchise Disclosure), 2000 (the “AWA”) and O. Reg. 581/00 (the “Regulation”) (collectively the “Ontario Act”), which clarified several provisions and better aligned the Ontario Act with franchise legislation in the other five regulated provinces.

The following is a summary of some of the main amendments to the Ontario Act. Carve Out for Confidentiality, Site Selection, and Deposit Agreements Under section 5(1) of the AWA, franchisors are obligated to provide prospective franchisees with a franchise disclosure document not less than 14 days before the earlier of, (i) the of the franchise agreement or any other agreement relating to the franchise; and (ii) the payment of any consideration by or on behalf of the prospective franchisee to the franchisor. Under the new amendments a franchisor’s obligation to disclose will no longer be triggered by the following common, preliminary business interactions: (1) the signing a non-disclosure or confidentiality agreement that only requires that information or material provided to the prospective franchisee be kept confidential; (2) the signing an agreement that only designates a location, site, or territory for the prospective franchisee; and (3) the payment of a deposit that (i) does not exceed 20 per cent of the franchise fee, up to a maximum of $100,000; (ii) is refundable without any deductions; and (iii) is given under an agreement that in no way binds the prospective franchisee to enter into a franchise agreement.

prospective franchisee to the franchisor.

As with the disclosure document, amendments to section 5(5) now clarify that franchisors will not be required to provide a statement of material change if only the types of agreements detailed in bullets (1), (2) and (3) above have been executed.

Additionally, franchisors will now be required to include a franchisor’s certificate, similar to the one required for disclosure documents, when issuing a statement of material change.

Franchisor Disclosure Exemptions Section 5(7) of the AWA provides franchisors with certain exemptions to their obligation to provide a disclosure document to prospective franchisees, a number of which have now been amended to provide further clarity.

Director and Officer Exemption Section 5(7)(b), previously exempted franchisors from their disclosure obligation when granting a franchise to a person for that person’s own account if that person was an officer or director of the franchisor or of the franchisor’s associate for at least six months. Amendments now extend the exemption to a person or a corporation controlled by a person who (i) has been a director or officer of the franchisor or franchisor’s associate for at least six months and occupies such position at the time of the disclosure obligation; or (ii) was a director or officer for at least six months and not more than four months have passed since the person held such position.

“Store Within Store” – The “Fractional Franchise” Exemption Section 5(7)(e), the “store within a store” or “fractional franchise” exemption applies where a franchise is granted to a person who operates it within an existing business owned by that person, and the total sales generated by the franchise are not expected to exceed 20 per cent of the existing business’ total combined sales. It was not clear, however, if the 20 per cent sales cap applied over the life of the fractional franchise or just in the first year of operations. The amendment now clarifies that the applicable period is the first year of operation.

Small Investor / Large Investor Exemption (continued on page 103)

Statements of Material Change Section 5(5) of the AWA requires a franchisor to provide prospective franchisees with a written statement of any “material change” to its disclosure document as soon as practicable after the change has occurred and before the earlier of (i) the signing of the franchise agreement or any other agreement relating to the franchise; and (ii) the payment of any consideration by or on behalf of the

Helen Fotinos National Lead, Franchising and Distribution Dentons Canada LLP helen.fotinos@dentons.com

Franchise Canada November | December 2020 93

FRANCHISE TUTORIAL

TUTORIAL 17: THE FUNDAMENTALS OF FRANCHISING

TERRITORIES AND PROTECTED AREAS FRANCHISE AGREEMENTS will typically address the issue of territories and/or protected areas. Protected areas may be defined by distance radius, postal codes, municipalities, cities, or simply outlined as within the four walls of the franchised location. The territorial boundaries are defined in the franchise agreement and will often state that no other franchisee shall be licensed or a corporate store opened to operate under the same brand within the territory, provided that your franchise licence is in good standing and you are living up to all terms of the franchise agreement.

The intent of the exclusive territory is to protect your business sales from being cannibalized by other locations offering the same products and services in close proximity to your location. Such encroachment could detract from your business sales.

It should be understood that not all franchise agreements have exclusive territories and one should read the franchise agreement carefully to fully understand the implications. Some franchise agreements will clearly state the territory is non-exclusive or simply defined as the address of the physical franchised location. Franchisors are becoming more and more reluctant to grant exclusive territories or protected areas as it restricts the franchisor’s ability to grow the brand.

Over time, new retail projects are built that provide great opportunities to build market share. The population may have substantially increased and now supports the brand having two locations. If the franchisor does not take advantage of the opportunity to expand, their competition will often do so. This may cause harm to the existing franchise location.

The Right of First Refusal is often a way that the franchisor addresses this issue. In the event that the franchisor determines that the demographics have changed and a second location is justified within the territory, you’re provided the first opportunity to open the second location. If you choose not to do so, the franchisor is free to open the new location or franchise it to someone else and your original territory size is reduced accordingly.

Some franchises are sales- and marketing-driven, not location-driven. Examples of these are those specializing in home renovations, window washing, and other services. They may be home-based businesses or operating out of a vehicle. The franchisee goes to the customer rather than the customer coming to a location. In these

94 Canadian Franchise Association

circumstances, an exclusive territory would provide you with the benefit of not having to compete directly with other franchisees offering the same service and/ or product. However, your growth becomes restricted and limited to the size and potential of your territory. If you’re referred business outside of your territory, you’re required to turn the business over to another franchisee servicing that area. What if the sale is based on longterm relationships that you’ve developed? This has often been addressed by the franchise agreement stating that the territory is your primary market of responsibility and the only market that you can directly advertise in, but that you can service customers outside of your territory that have been referred to you or are generated through networking and advertising done within your defined territory.

From a franchisor’s perspective, it has been learned that some franchisees are more sales- and marketingoriented than others. This results in some territories being fully capitalized and generating strong sales and brand recognition, while other territories remain underdeveloped and not generating the revenues they should.

Franchisors are addressing this by setting policies and defining minimum sales quotas within the franchise agreement. If sales quotas are not met, then exclusivity may be lost, allowing the franchisor to enter the market or license other franchisees within the area. There is also a common practice when the franchisor is looking to establish a location in close proximity to an existing location. The franchisor will usually conduct a study to determine the potential impact on sales of the existing location. If encroachment is determined to be a significant possibility, the franchisor may abandon its plans for the new store opening or provide some kind of revenue sharing with the existing location.

The franchise agreement may have other restrictions, restraints, or permissions that further define and clarify your territory rights. Examples of these clarifications include: • Restriction of sales regarding national or institutional accounts. These may be handled by the franchisor.

• Prohibition on the solicitation of sales from other franchisees of the franchise system so as to prevent franchisees from cannibalizing each other, usually when there are no protected territories.

• Reservation of the franchisor’s right to franchise

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FRANCHISE TUTORIAL different brands within the territory, which may or may not be a direct competitor to you.

•R estriction and restraint of internet or mail sales, which have no definite boundaries. Sometimes franchisors will reserve these sales for themselves and share the revenue with franchisees or will have the orders filled by the nearest location.

Reputable franchisors are as concerned about encroaching upon and cannibalization of locations as the franchisee. The franchisor also has a legal respon-

sibility to act in good faith and conduct fair dealings.

The specific territory and protected area policies and terms should be outlined in the franchise agreement. As a complex issue, it requires careful reading of all terms and conditions so that you have a full understanding of exactly how protected your territory is. Have a lawyer who is familiar with franchising assist you in understanding your franchise agreement and talk to existing franchisees to learn how territory issues have been dealt with by the franchisor in the past.

TUTORIAL 18: THE FUNDAMENTALS OF FRANCHISING

FRANCHISE GROWTH FORMATS WITHIN FRANCHISING, there are a variety of different growth formats used by franchisors. These formats provide different opportunities for a prospective franchisee. Beyond the single-unit franchise agreement (in which a franchisee has a single location), there may be the following potential growth opportunities within a franchise brand. Check with the franchisor to determine if these opportunities exist with the particular brand you’re looking at.

•A multi-unit franchisee will have multiple single-unit franchise agreements. These may or may not be in the same geographical area. The multi-unit franchises may be tied to an area development agreement or master franchisee agreement.

• An area development agreement is an agreement to open a specific number of locations within a specific geographical area within a specific period of time. The area developer is provided exclusivity for an assigned geographical area, provided that they meet the development schedule or timelines. Note that, as each location opens, the area developer enters into a single-unit franchise agreement for each specific location.

•A Master Franchisee Agreement provides the master franchisee with the ability to sub-franchise and grant franchises to other franchisees within an assigned territory (as opposed to area developers who are opening all the locations themselves). The master franchisee will typically be responsible for opening at least one location themselves and providing some level of support to the franchisees within the assigned territory. For this support, the master franchisee will receive a portion of the royalties as compensation.

Although these definitions are generally consistent amongst franchisors, there are sometimes variations.

For example, some franchisors refer to the “area developer” as a “master franchisee.” Be sure to get clarity from the franchisor as to what their definition is so that you’re both speaking the same language.

Multi-unit, area development, or master franchisee agreements are all similar in that they provide the licensee with the ability to generate revenues from multiple locations. Rather than investing in one location, you invest in multiple locations so as to diversify and improve your odds of success. If one location is underperforming, it can be offset by the success of other locations. You can also have ongoing economies of scale where you share administrative costs between the locations. You can share training expenses, employees, and management.

The franchisee has greater earning potential without having to go through more training or a learning curve, because you’re familiar with the brand and the operating system and are simply duplicating what you know.

Multi-unit, area development, and master franchisees will usually come at a higher initial financial investment, which is offset by the potential for greater returns. You will want to ensure that you have the financial resources to open the multiple locations. Often lenders will want to see some proven performance from the first few locations before lending additional funds for continued growth, especially in today’s current economy. If you fail to meet the schedule outlined in the area development or master franchisee agreement, the franchisor may terminate the licence. You would lose any up-front fees that you had paid. You would be permitted to continue to operate the stores that you had opened but could possibly lose exclusivity for the development area.

There is the challenge that, as the brand evolves, you may be required to upgrade or remodel. This may include

Franchise Canada November | December 2020 95

changes to the branding elements, equipment, technology, and/or remodelling of the physical premises of your locations. With multiple locations, this can be expensive.

For a master franchisee, these costs will be shared with the other franchisees that you’re supporting. However, you may have the challenge of operating your own locations while, at the same time, working to find subfranchisees. You will need to hire support staff and have the infrastructure to provide the support. You will need to grow quickly in order to have the revenues to cover the costs of this infrastructure.

A person who has strong leadership and management skills would do well as a franchisee in any of these multiunit situations. They must be able to delegate the man-

agement tasks, as they cannot be at every location at the same time. The franchisee must have the ability to work on the business rather than in the business by overseeing multiple locations at the same time.

As with any franchise opportunity, do your due diligence and fully understand your rights and obligations.

With multi-unit opportunities, you will need to review the area development agreement or master franchisee agreement, as well as any single-unit franchise agreements.

You will need to review the single-unit agreements, as each one will be entered into as you open the location.

Talk to other franchisees who are operating under multiunit agreements to fully understand the opportunity from someone who has been there and done it.

STUDY QUESTIONS TUTORIAL 17

TUTORIAL 18

1. Territorial boundaries are defined in the franchise agreement and will often state that: a) u p to two other franchisees can open and operate under the same brand within the territory. b) only corporate locations can open and operate within the territory. c) no other franchisee shall be licensed or a corporate store opened to operate under the same brand within the territory.

1. An area developer is a franchisee who: a) h as multiple single-unit franchise agreements. b) has more than one protected area within a 100Â km radius. c) has agreed to open a specific number of locations within a specific geographical area within a specific period of time.

3. When exploring the possibility of opening a second location near a protected territory, the franchisor will usually conduct a study to determine the potential impact on sales of the existing location. True or False? a) True b) False 4. Specific territory and protected area policies and terms should be outlined in the franchise agreement. True or False? a) True b) False

3. Multi-unit, area development or master franchisee agreements are similar in that they provide the licensee with the ability to generate revenues from multiple locations. True or False? a) True b) False 4. A multi-unit franchisee must have the ability to work in the business rather than on the business by working in multiple locations at the same time. True or False? a) True b) False

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

2. The right of first refusal means: a) y ou are provided with the first opportunity to open a second location within the territory. b) you have the right to deny any opening of a second location within your territory. c) the franchisor has the right to refuse the opening of a second location if you wish to do so.

2. The Master Franchisee Agreement provides the master franchisee with: a) a controlling share in publicly-traded franchise companies. b) the ability to sub-franchise and grant franchises to other franchisees within an assigned territory. c) a minimum of five single-unit franchise locations within the province.

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

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Helping you do more business is our business. When you accept American Express® Cards, you gain access to higher spending customers and a greater number of business clients. We also help franchisees grow through business solutions that include cash flow management, providing working capital opportunities and lucrative rewards. Contact us to find out more about how we can help your Franchise grow.

CFA Member Since: 2017 Web: www.amex.ca/canadianfranchiseassociation Email: franchisesolutions@aexp.com

BMO Bank of Montreal Established 1817. CFA-MSS member since 1980. Major Canadian chartered bank, providing a full range of domestic and international financial services. The Bank’s National Franchising Services Group focuses exclusively on the franchise marketplace.

We provide assistance by way of Financial Services Programs and banking arrangements to both the established and emerging franchise systems operating in Canada.

We understand franchising. We have the expertise necessary to fully understand your business and to respond with a comprehensive package of loans, cash management and electronic banking services suited to your network’s distinctive circumstances. The Bank of Montreal recognizes that franchising is a significant contributor to the Canadian economy and we are committed to its continuing success.

For more information, contact us at BMO Bank of Montreal, National Franchising Services, 55 Bloor St. W., 17th Floor, Toronto, Ontario M4W 3N5 Contact: Joseph Pisani at 1-877-629-6262, E-mail: franchising@bmo.com Or visit bmo.com/franchise

Browns Socialhouse is more than a restaurant or a bar.

And it’s better than either – combined.

Browns Socialhouse is a fresh, hybrid concept that successfully bridges the gap between upscale casual dining and neighbourhood pub. Blending “local ingredients” such as Owner-Operators that live in the markets they serve with great sites that many of our competitors simply can’t fit into, Browns Socialhouse delivers: • Great experiences to its guests…in their own communities • Industry-leading innovations that create operational efficiencies for franchise owners Our Mission at Browns Restaurant Group is to grow world-class restaurant brands that create wealth and opportunity for our partners. We are looking to partner with top-notch restaurant industry veterans that have paid their dues in the Casual Dining arena but want more than just a paycheque to show for it… Our brands can fit into a number of market opportunities, but it starts with YOU….

Let’s chat, if you’re “Feeling Social” about the idea of owning your own Browns Socialhouse, Browns Crafthouse or Liberty Kitchen.

207A-3540 West 41st Ave. Vancouver, BC V6N 3E6, Canada Phone: (604) 630-0885 Fax: (604) 630-0887 Web: http://www.brownssocialhouse.com Email: franchising@brownsrestaurantgroup.com

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

Franchise Canada November | December 2020 97

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We are a world-class franchisor with a commitment to quality,

Grill & Chill® offers a variety of soft-serve treats along with a full Driverseat is the emerging trend in home basedand franchise linelatest of hamburgers, hotdogs, chicken salads. As an ongoing systems, blazing a new industry in personal transportation.

Our applications for expansion program, we are presently accepting franchise partners marketing, strategizing andmust growing DQ®specialize franchisesinacross Canada.

Candidates have business their business,acumen, while their Coachmen (drivers) on transporting superior people skills focus and desire to work with a proven ® customers andfranchise their vehicles, through unique services. system.

A DQ4Grill & Chill has aProtected total investment of terrritories available throughout Canada- and the U.S.or more. The candidate approximately $800,000 $1,200,000 must have a minimum of $400,000 cash available. A DQ® Treat location can be in major shopping malls or as a free-standing required $35kis between $300,000 unit. TheTotal totalcapital investment for a- $20k retailto store Innovative Technology Platform $500,000 and up to $800,000 for a free-standing unit. Applicants $21,000 franchise must have a minimum of 40% project costfee in cash to invest.

Home based www.dq.ca No need for inventory Contact: Tammie Verna at tammie.verna@idq.com or 905.637.4741 Significant industry size No capital real estate leases 4 tier extensive training program

Driverseat system, in franchise Driverseat isis an theaward latest winning emerging trend inspecializing home based transportation solutions.

Our franchise partners build theirOur systems, blazing a new industry in personal transportation. team of Chauffeurs and growinthe brand through marketing and franchise partners specialize marketing, strategizing and growing networking in their Franchises their business, whilecommunities. their Coachmen (drivers) offer focusconsumer on transporting transportation the vehicles, tourism and hospitality industries, and customers andintheir through 4 unique services. Protected develop business partnerships generate revenue territories available throughout that Canada and the U.S. as they transport clients in their own vehicle or in fleet shuttles.

Totalcapital capitalrequired required-- $20k • Total $43Ktoto$35k $48K InnovativeTechnology Technology Platform Platform • Innovative $21,000franchise franchisefee fee • $19,000 Homebased based • Home Noneed needfor forinventory inventory • No Significant industry size size • Signifi cant industry Nocapital capitalreal realestate estate leases leases • No tierextensive extensivetraining training program • 4 4tier

Designated Driver

Airport Chauffeur

• Airport

Assisted Transport

Vehicle Chauffeur

• Wedding Designated Driver

Assisted Transport

1-855-DRIVE-90 | info@driverseatinc.com www.driverseatinc.com

o ensure all ofed.

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Driverseat Driverseat Chauff eur Services Chauffeur Services

Driverseat having more Chauffeur than 7,100 stores Services in more than 29 countries. DQ

Contact Contact 1-855-DRIVE-90 1-855-DRIVE-90 info@driverseatinc.com info@driverseatinc.com www.driverseatinc.com www.driverseatinc.com

• Corporate Shuttles

Airport Chauffeur

• Tours

Vehicle Chauffeur

CUSTOMER PROOFING FORM AS CLIENT, YOU ARE FULLY RESPONSIBLE FOR ANY ERRORS OR OMISSIONS, SUPPLIED ®OR INCIDENTAL, FOUND IN YOUR FINISHED AD Grab the Day by the Eggs Local. Trusted. Franchise Experts.

AFTER PROOFS HAVE BEEN APPROVED AND SIGNED.

Eggspectation is an innovative upscale-casual dining restaurant FranNet connects franchise brands with quality candidates to concept. Founded in 1993, Eggspectation restaurants are known scale their franchise without the headache. With an independent forAPPROVAL their brunches. With an extensive choices, consulting force of 100+ local representatives, in all major markets Julymenu 5, 2019 DUE DATE: all-day Eggspectation a unique From breakfast across the US and Canada, FranNet has the history, experience, If we do notoffers hear from youexperience. by the above date, we willtoassume the ad is approved as it has been provided to youtime here wehour will proceed with placement. brunch, lunch to coffee & dessert toand happy and dinner, and manpower to accelerate your growth, all on a primarily postEggspectation is the place to kick back in style with friends, family pay basis. If you’re still trying to figure out the perfect strategy for Franchise Canada andISSUE: business associates and enjoy good timesSeptember/October in this unparalleled fi2019 nding qualified candidates, look no further; we’re here to help. environment.

1/4 Page Marketplace Listing AD SIZE: Franchise units in Canada: 6, US: 50

Franchise Units: Canada USA Due 7, International Proof13, Over - as of 4July 2, 2019 NOTES: Corporate Units: Canada 2, USA 1 In Business Since: 1993 date indicated above. If changes are required please indicate them below.

Franchise Since: 1998 Franchise Fee: $50K Investment Required: $500K-$1M ment adheres to the principles set forth in the Canadian Code of Advertising Standards (http://bit.ly/q1bNEI) Training: 10 weeks in whole and in part, in this advertisement.

Available Territories: All of Canada, USA, International

In business since: 1987 Franchise fee: $15K-$35K USD Investment required: $44,265-$81,415 USD Training: $5K USD Available territories: All of Canada CFA member since: 1997

Your local consultant: Gary Prenevost FranNet of Southern Ontario and Eastern Canada 647-261-1898 I gprenevost@frannet.com

CFA Member CATED CHANGES ARE MADE Since: 2011Client Name (PRINT PLEASE)

) 7960 rue Saint-Denis, 2nd. Flr., Montreal, QC, H2R 2G1 UESTED CHANGES Phone: (514) 282-0677 x 225 (833) 838-EGGS (3447) Client/ Signature

Date

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Fax: (514) 282-8115 Web:COMPLETED www.eggspectation.com ASE EMAIL THIS FORM TO ADS@CFA.CA or FAX to 416-695-1950 Email:orsr@eggspectation.ca have any questions require further assistance, please contact: Sanjeev Rohailla, Director ofTF. Operations ea Lee (ext. 229)Contact: E. alee@cfa.ca T. 416-695-2896 800-665-4232 F. 416-695-1950

98 Canadian Franchise Association

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“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: 75 In business since: 1916 Franchising since: 2001 Franchise fee: None Start-up capital required: Varies Investment required: Varies Training: Yes Available territories: All of Canada CFA member since: 2008 Phone: (800) 268-3230 Email: franchisecanada@hallmark.com Web: www.hallmark.ca

Jani-King is the world’s largest commercial cleaning franchise with over 6,500 franchisees in 10 countries and over 50 years of experience!

The unique Jani-King Franchisee Concept, available for as low as $11,900, provides our franchisees with an edge over the competition.

By offering unparalleled support and training, Jani-King works to ensure that every franchisee has an opportunity to be successful.

Initial and on-going training, 24-hour operational support and administration assistance are all provided by Jani-King.

Ready to be your own boss? Contact us today and join the more than 6,500 other Jani-King franchise owners worldwide.

1-800-565-1873 or visit our website at www.janiking.ca or e-mail info@janiking.ca Special Note: Master Franchisor opportunities available in Saskatchewan, Newfoundland and Thunder Bay.

Are You Looking For: • An opportunity to be your own boss?

• Financial & personal independence?

• A healthy and creative work environment?

A Hickory Dickory Decks Franchise Offers: • Entry into a multi-billion dollar home renovation and improvement market • A strong reputation and buying power • A proven training and support system Contact Hickory Dickory Decks for more information today.

www.decks.ca/franchising 115 Dundas St. West Dundas, Ontario. L9H 7L6 1-800-263-4774 or 905-689-4774

2020 will be a year to remember for us all! For M&M, it marks 40 years of helping Canadians put delicious meals on the table which has never been more relevant than during the recent crisis. We are extremely proud of our front line Franchise Partners, Managers and Meal Advisors who have stepped up to the table to support their customers and communities showing that while much has changed with M&M, our commitment to our customers has not! New name, new award winning design/concept offering our customers the confidence they can shop in a clean, convenient, welcoming environment. We’ve proudly met our food promise with all of our products free of artificial colours, artificial flavours, and artificial sweeteners. No other national grocery retailer can currently say that! We offer easy-to-prepare, top quality, innovative options for those looking for something different for dinner, be it our individual Premium Single Serves in their revolutionary packaging or quick to prepare skillets to feed the entire family.

Our new M&M APP makes shopping online and redeeming M&M Rewards convenient as well offering delivery in most regions and now in response to the COVID crisis we have curbside pick up available! Reach out today to find out about the opportunities we have nationally where you can be your community’s M&M brand ambassador!

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

Franchise Canada November | December 2020 99

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MAKE A LIVING THAT MAKES A DIFFERENCE Join Oxford Learning, a leader in tutoring excellence, helping students worldwide from preschool to university.

Oxford Learning celebrates multiple awards from the Canadian Franchise Association, including Franchisees’ Choice Designation in 2018, 2019, and 2020, Top Franchisee 2020 Award, and 2020 Lifetime Achievement Award for Oxford Learning’s founder.

Proudly Canadian with 36 years as a proven franchise system, we have more than 125 locations across Canada. Whether in an Oxford Learning centre or through our online program, Virtual TableTM, we are changing the way students process, interpret, and organize information for more reliable, long-term outcomes. It’s called cognitive learning!

Become an Oxford Learning franchisee. An education background is not a prerequisite - our unique cognitive learning program, proprietary curriculum, and comprehensive training combined with your drive to succeed is the only requirement! Looking for an opportunity to make a difference in your life and in your community? Discover the rewards of helping children succeed.

THIS IS NO TIME FOR SECOND BEST - YOUR SUCCESS BEGINS WITH OUR TEAM • The Restoration Industry is an annual 80-Billion-Dollar industry.

• With smaller independent regional restoration companies unable to deliver electronic reporting and keep up with the technological and performance requirements insurance companies are now demanding, more market share will be available for PAUL DAVIS franchisees as insurance companies move away from using smaller independent restoration companies.

• PAUL DAVIS is the only democratic franchise program where the franchisees have a vote in how operational changes are adapted to the system.

• A powerful, recognizable brand supported by a national television advertising campaign, well-developed franchise system and an experienced management team to lead the system.

• Consumer demand for high quality service and care when restoration services are needed.

• As the “Boomers” age, the demand for restoration services will increase.

1-888-559-2212 (ext. 115) or franchise@oxfordlearning.com.

For franchise information contact: Dan Hopkins, Director of Franchise Development 416 299-8890 ext 118 daniel.hopkins@pauldavis.com

Grab Your Slice of Life!

Pizza Pizza began in December 1967 in a 300 square foot store in Toronto at the corner of Wellesley and Parliament Street. Since then we became the biggest pizza chain in the country.

Our success stems from our customer focus. Our commitments to freshness, quality, and innovation have led us to the top of the pile in the pizza industry. Pizza Pizza delivers on its goals time and time again as we strive to make the best pizzas around at reasonable prices. Moving forward, we will continue to hold our leading position through community involvement and environmental stewardship.

Consider what Canada’s most successful pizza chain has to offer you: • A commitment to quality, • Comprehensive training freshness, customer • Site selection, lease satisfaction and innovation negotiation and professional • Superior marketing and architectural design promotional support • Knowledgeable support staff • State-of-the-art technology • Administrative systems • Ongoing professional • We supply the ingredients development • Be your own boss!

Franchising information: franchisinginfo@pizzapizza.ca www.pizzapizza.ca/franchising

Join The Future of Real Estate

100 Canadian Franchise Association

The Internet has transformed everything we do. It allows visionary companies to move faster and make things happen for less money. That’s why you don’t see many ads for video store or travel agent franchises in this magazine like you once did.

If you’ve often thought that the real estate industry is also ripe for major transformation, then it’s time to join the club.

At PropertyGuys.com we leverage people and technology in a way that makes real estate better. Our national network of over 100 franchise owners enjoy being on the cutting edge of innovation, have exclusive territories and represent a real estate platform that creates raving fans. While we’re already in over 600+ communities coast-to-coast, we’re not done growing. This could be your chance to be part of something amazing.

If you want to learn more about how you can own a piece of the Future of Real Estate please let us know by email to opportunities@propertyguys.com, phone 1-844-333-7017 or by visiting info.propertyguys.com/cfa.

www.cfa.ca | www.FranchiseCanada.Online

MARKETPLACE

Join the Quesada franchise team and discover the Joy of Mex! QUESADA FRANCHISEE BENEFITS: • Affordable entry cost • Proven business model • Canadian owned company with hands-on franchisee support including: ° Site selection, lease negotiation, and restaurant design expertise ° Operational and management training ° Advertising and promotional support ° Systems to build sales, reduce operating costs and increase profitability Three corporate locations and over 135 franchises from coast to coast – with more locations opening every month.

Steve Gill Founder & CEO

With approximately 250 cafés across Canada, Second Cup Coffee Co. is Canada’s largest specialty coffee franchisor, proudly serving premium coffee and amazing opportunities since 1975.

Our Mission is to deliver an unforgettable coffee experience that celebrates life’s moments and gives good vibes! Together with our franchisees we create the most joyful coffee experience.

Customers come to us for our friendly, knowledgeable, skilled and passionate baristas, and our warm and inviting environment.

If you have the ability to provide an inspiring in-café experience to your customers along with the know how to make a retail business succeed, we would like to talk to you. Second Cup Coffee Co. provides intensive management training and ongoing marketing and operational support. You can also look to us for product innovation and exciting developments in café design and customer service.

To learn more, please visit secondcup.com E-mail franchising@secondcup.com

franchising@quesada.ca www.quesada.ca/franchising/ Recipient of the 2011 CFA Hall of Fame Award

Join The UPS Store franchise network and count on the support from our experienced Home Office and in-field teams to get you to your grand opening and beyond. Many offer printing or shipping services, but our dedication to innovation and convenience are what keep The UPS Store at the top of our industry. With over 345 franchise locations across Canada (and continuing to grow), we have a proven track record of success!

As a franchisee you will enjoy an established system to get your business started off on the right track; in-depth training programs and ongoing support to make sure you continue to succeed; and an internationally recognized and award-winning brand to help you build instant credibility in your community. The UPS Store is there at every stage of your franchising journey.

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

Locations, North America: Over 5000 Locations in Canada: Over 345 Minimum cash investment: $100,000 Total cash investment: $174,000 to $198,500 plus working capital.

FRANCHISE CANADA 116-5399 Eglinton Ave W, Toronto, ON M9C 5K6 Phone: (800) 665-4232 ext. 238 / (416) 695-2896 ext. 238 Fax: (416) 695-1950 Web: FranchiseCanada.Online Email: editor@cfa.ca Contact: Lauren Huneault, 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, eblasts, and social media. Through all of these channels, Franchise Canada reaches an audience of over 750,000 per year.

For advertising information, contact Nav Matharu at nmatharu@cfa.ca.

In Business Since: 2000

For more information on The UPS Store opportunity, call 1-800-661-6232 or visit www.theupsstore.ca.

Franchise Canada November | December 2020 101

WHAT’S NEXT

DON’T MISS OUR JANUARY/FEBRUARY 2021 ISSUE! The 2021 Franchising Trends Issue As we put 2020 behind us, we look forward to what we anticipate will be a thrilling and progressive year for the franchise industry. Though we will likely still be living in unique, unprecedented, and rapidly evolving times, this issue will look to provide insight into what Canadian franchising can expect in the upcoming year when it comes to consumer habits, the economy, and franchising overall.

This issue highlights franchisee success stories, businesses who give back, a closer look at emerging and established brands, expert advice from franchise professionals, and so much more! Prospective franchisees can look forward to a fresh start in their business endeavours for 2021 with the upcoming issue of Franchise Canada!

WATCH FOR THESE INSPIRING FEATURES IN OURJANUARY/FEBRUARY 2021 ISSUE:* THE FUTURE OF FOOD FRANCHISING: Find out what’s next for food franchises that have adapted in response to COVID-19. We explore some of the biggest brands in the country and dig into their learnings and advice for future food franchisees!

ESSENTIAL SERVICES: Dive into the some of the franchises that were deemed essential services and remained open and thriving during COVID-19, including the ways they adapted and enhanced their operations to protect their employees and customers.

EDUCATION FRANCHISES ACROSS CANADA: Children are our tiny but mighty future and it’s never too early to start building their knowledge and life skills. We’ll introduce you to a variety of educational franchises in Canada that enhance the skills of students of all ages when it comes to reading, math, English, science, and more!

LEADERSHIP: Did the past year have a major impact on you and your business?

We’ll offer tips and tricks on how to lead your staff through difficult times while keeping your head up and team satisfied.

PLUS A SPECIAL FRANCHISE FOCUS ON THE HOME IMPROVEMENT INDUSTRY! 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 • Franchise Fun *Editorial subject to change

FRANCHISE SUBSCRIBE NOW Subscribe to Franchise Canada E-News, CANADA our FREE e-newsletter, to receive a free digital subscription to Franchise Canada Magazine!

MAGAZINE Published by the Canadian Franchise Association

102 Canadian Franchise Association

To subscribe, visit www.FranchiseCanada.Online.

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ADVERTISERS’ INDEX American Express.. ...................................... 7, 32 www.americanexpress.ca/ canadianfranchiseassociation BMO Bank of Montreal................................ 72 www.bmo.com/franchise COBS Bread............................................................. 79 www.COBSBread.com/ StartSomethingGood Dairy Queen Canada.. .................................. 38 www.dq.ca

Hallmark. . ................................................................... 36 www.hallmark.ca/en/

Paul Davis Restoration................................. 71 www.pauldavisbusiness.ca

Hickory Dickory Decks................................. 87 www.decks.ca/franchising

Pizza Pizza................................................................. 41 www.pizzapizza.ca/franchising

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

PropertyGuys.com.............................................. 5 www.propertyguysfranchise.com

Jani-King..................................................................... 13 www.janiking.ca

Driverseat..................... Inside Front Cover www.driverseatinc.com/franchise

M&M Food Market.. .............................................. 3 www.mmfoodmarket.com/en/ new-shopping-experience

FranNet........................................................................42 gprenevost@frannet.com

Oxford Learning................................................. 16 franchise.oxfordlearning.com

Second Cup.............................................................. 75 www.secondcup.com The UPS Store......................................................... 37 www.theupsstore.ca

ASK A LEGAL EXPERT (continued from page 93) The Small Investor Exemption available under section 5(7)(g)(i) of the AWA, applied if the prospective franchisee’s “total annual investment” did not exceed $5,000.

The amendments increased the investment threshold to $15,000 and changed the relevant investment period from “total annual investment” to “total initial investment.”

The Large Investor Exemption contained in section 5(7)(h), was available where the prospective franchisee was investing more than $5,000,000 to acquire and operate the franchise over a one-year period. The new amendments reduced the financial threshold to $3,000,000 and adopted the “total initial investment” as the relevant investment period.

Amendments to the Regulation provide further clarity by defining expenses included in calculating the “total initial investment.”

Financial Statements Finally, amendments to the Regulation have expanded the scope of permissible audit and review engagement accounting standards for preparation of a franchisor’s financial statements to include Canadian, American, or acceptable international standards.

The recent amendments to the Ontario Act represent positive, long awaited changes that clarified several ambiguities, addressed practical business realities and better harmonized the Ontario Act with existing franchise legislation in the other five regulated provinces.

To learn more about updates to Ontario’s franchise legislation and how they impact franchisees, read the extended article at www.FranchiseCanada.Online.

Franchise Canada November | December 2020 103

GIVING BACK

Stepping Up in Times of Crisis In the wake of COVID-19, Boston Pizza franchisees are stepping up to support their communities

BY ANDREW SCHOPP THE GLOBAL ECONOMY has been hit hard by the COVID-19 pandemic.

Perhaps hit harder than others, the foodservice industry has felt the brunt of the impact, with provincial governments enforcing the shutdown of dining rooms across Canada. Still, despite having to shut their doors to dine-in patrons as part of protective measures across Canada to flatten the curve of COVID-19, the foodservice franchise community has stepped up in a big way to lend a hand during the crisis.

For Boston Pizza – an iconic casual dining brand with more than 390 franchised locations across Canada – stepping up to give back to local communities during a time of great need is par for the course for franchisees across their system.

“Community is one of our four brand pillars and is probably a big reason for our success as a brand over the decades,” explains James Kawalecki, vice president of marketing at Boston Pizza. “We champion the fact that our franchisees are such critical members of their local community. You do not get into the restaurant business if you do not want to be an active member of the community.”

While the world practices social distancing to help flatten the curve of the COVID-19 pandemic, everyday heroes are on the front lines working tirelessly to keep us healthy and safe. Over the past few months, while navigating the new franchising landscape formed by the pandemic, Boston Pizza franchisees across the country did their part by donating meals to front line essential workers, healthcare professionals, and first responders to show just how much their hard work through these difficult times is appreciated.

104 Canadian Franchise Association

In Saskatchewan, for example, a group of Boston Pizza franchisees fed frontline workers heart-shaped pizzas, with a percentage of the product’s sales from the public going to support them. In Ontario, franchisees coordinated food donations to over 60 long-term health centres across the province, which Kawalecki notes, were hit particularly hard by the pandemic. And in Manitoba, Boston Pizzas partnered with local food banks to collect food for those in need and fed the food bank team.

Kawalecki also notes how with kids home 24 hours a day, Kids Help Phone has had an almost 350 per cent increase in calls during COVID19. Boston Pizza franchisees have stepped up here as well as part of a national campaign to donate $1 from the sale of every “smile pizza” to the organization.

What makes these initiatives so special, Kawlecki says, is that efforts by franchisees across the Boston Pizza system to give back to the community are entirely franchisee driven.

“Many of our franchisees had to close temporarily while they figured out the new landscape, or were severely impacted in sales,” he explains. “However, instead of focusing on the negative impacts of COVID19 on their business, they immediately turned to the community to support it. From the head office standpoint, we’re overwhelmingly proud of how our franchisees were self-starters to help out and become active members of their communities.”

Giving back has always been a priority for Boston Pizza. This year, the Boston Pizza Foundation is celebrating its 30th anniversary and has raised and donated $30 million over that period. In 2014, the Foun-

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dation took its charitable contributions one step forward by unveiling the Boston Pizza Foundation Future Prospects program. In partnership with four national organizations, including Big Brothers Big Sisters, Kids Help Phone, Live Different, and the Rick Hansen Foundation, the Future Prospects program was developed to provide mentoring programs and positive role models to youth, and has become a fundamental part of Boston Pizza for franchisees, employees, and Canadians from coast to coast.

“It’s part of our brand DNA. It’s something that our brand puts a ton of importance on,” says Kawalecki.

“This is something our franchisees feel passionate about. They take up the cause and we don’t have to push them there. It’s such a strength of our brand and the franchise network.”

With provincial governments across Canada beginning to loosen restrictions on restaurants, Boston Pizza locations are beginning to reopen. The franchise is now serving guests across Canada following all public health guidelines, including reduced capacity, while continuing to offer curbside pickup and other measures to protect the health and safety of its guests.

As Boston Pizza franchisees shift their operations to adapt to “the new normal,” they’ll continue to be the primary driver of the franchise’s dedication to giving back and being active members of their local communities, explains Kawalecki.

“At BP our philosophy is to fuel that fire and the passion our franchisees have where we can. We’ll continue to support them to support the right causes at the right time across the country.”