Franchise Canada September/October 2018

FRANCHISES SERVING INTERNATIONAL FARE

COFFEE & BAKED GOODS FRANCHISE OPPORTUNITIES

THE INS AND OUTS OF FOOD FRANCHISING

INSIDE! FREE PASS TO

located on the subscription card

A Canadian Franchise Association Publication / FranchiseCanada.Online

AWARD-WINNING FRANCHISES LITTLE KICKERS AND SYMPOSIUM CAFE CONTINUE TO WIN CANADA’S TOP PRIZE FOR FRANCHISING

PM 41043018 $4.99

SEPTEMBER | OCTOBER 2018

Display in business until Oct. 31, 2018

Your franchise doesn’t come with financial advice.

We do.

You need the right support, right from the beginning. Whether it’s helping you make sound business decisions around your first franchise purchase or helping you expand into multiple franchises, you’ll get the full benefit of a one-on-one relationship with a franchise specialist. They will take the time to get to know you, so they can provide relevant, industry-specific advice. And, they will make sure you always have the right products and services in place to assist you throughout the growth of your franchise.

Get started today by calling 1-855-418-5307 or visiting www.rbc.com/franchise

®

/ ™ Trademark(s) of Royal Bank of Canada.

VPS101713

108516 (06/2018)

Store may not be exactly as shown.

NEW NAME. NEW FOOD. NEW LOOK. Exciting franchise opportunities now available coast to coast M&M Food Market is looking for entrepreneurial-spirited food enthusiasts to partner with a growing market leader celebrating over 35 years of proven success, with close to 350 locations coast to coast!

Store may not be exactly as shown.

NEW NAME. NEW FOOD. NEW LOOK.

Exciting franchise opportunities now available coast to coast

We offer our Franchise Partners:

M&M Food Market is looking for entrepreneurial-spirited food enthusiasts to partner

• The exciting opportunity to be part a recently reinvented with a growing market leader celebrating over 35of years of proven success, with close to 350 locations coast to coast! brand which reaches a broad base of consumers.

We offer our Franchise Partners:

• The exciting opportunity part of with a recently reinvented brand which reaches a • A diverse product lineto be made the finest ingredients broad base of consumers. so you can feel good about selling to your loyal customers.

• A diverse product line made with the finest ingredients so you can feel good about

selling to your loyal customers.

• A comprehensive training program and ongoing operational support.

• A comprehensive training program and ongoing operational support.

• Innovative and creative creative marketing programs. programs.

• Innovative and marketing For further information on how to become our newest partner,

For on how to1-800-461-0171. become our newest partner, visit our website visitfurther our websiteinformation www.mmfoodmarket.com or call www.mmfoodmarket.com or call 1-800-461-0171.

now rebranded Over 100 stores 100 stores now rebranded

AN OPPORTUNITY SO GOOD THAT YOU CAN TASTE IT!

CONTENTS

SEPTEMBER/OCTOBER 2018

23 COVER STORY

68

Excellence in Franchising Little Kickers and Symposium Cafe franchise systems add to their CFA award collection

20

23

FEATURES

30

Morning Brew Coffee and baked goods franchises across Canada

• 40-45 NEW Canadian locations in 2018 •Over 350 stores in four countries • Premium locations available • Industry-leading sales growth • Own one or multiple stores • Full turn-key buildout • Comprehensive training

Be a part of the Booster Juice Team!

E-mail for franchise information: franchise@boosterjuice.com Or visit us online at:

boosterjuice.com

4 Canadian Franchise Association

40

The CFA Guide to Food Service Franchise Models We break down the subtle, but important differences between quick service, fast casual, casual, and full-service restaurants

Everybody’s Gotta Eat What prospective franchisees need to consider before investing in a food service franchise PROMOTED STORY A Positively “Twisted” Opportunity: Joining the Twisted Indian Wraps Family Twisted Indian Wraps is serving authentic Indian fare prepared for the fast-paced world

SPECIAL FRANCHISE FOCUS

47

Global Franchise Flavours

52

Intro to the Ultimate Guide to Buying a Franchise Franchising 101: An Introduction to Franchising

www.cfa.ca | www.FranchiseCanada.Online

55

Kids & Education Franchises

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

DEPARTMENTS

73

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

77

MILLENNIALS IN FRANCHISING Fresh Obsessed Young business owner Stephanie Tieu embraces dynamic freshness with her Pumpernickel’s franchise in Toronto

80

THE FIRST YEAR Success On The St. Lawrence For Alain Simard, weathering the first-year storm was all about confidence in himself and being close to the natural beauty of Gaspé Peninsula in Matane, Quebec

83

A DAY IN THE LIFE Side Order of Poutine Franchisee strikes a personal and professional win with Smoke’s Poutinerie

86

LEADERSHIP PROFILE Industry Disruptors A simple ‘For Sale’ sign on a lawn of a Moncton, New Brunswick home in 1998 put PropertyGuys.com CEO, Ken Leblanc, on the road towards franchising success.

89

ICONIC BRAND Refreshing the Brand M&M Food Market creates a fresh take on frozen food

FRANCHISE OPPORTUNITIES AVAILABLE NATIONWIDE!

92

SHOW ME THE MONEY 4 Franchises for $150K - $250K

94

FRANCHISE FUN Plumbing the Depths Bobbi Sullivan’s passion and “sauciness” has helped her achieve success as a Franchise Consultant with Mr. Rooter.

99

FRANCHISE TUTORIAL Tutorials 15 & 16 This issue: • Term of Agreement and Renewals • Renewal Fees and Redesign Costs

COLUMNS

10

CFA CODE OF ETHICS

12

INDUSTRY NEWS

96

ASK THE EXPERTS

103

MARKETP­L ACE

117

ADVERTISERS’ INDEX

118

GIVING BACK Visit www.FranchiseCanada.Online/LearnMore to find further information about the franchises featured in this September/October issue.

Franchise Canada

“Booster Juice is a company that screams Canadian pride and we are proud to be a part of the vision.”

Jason Tsang Booster Juice Franchise Partner 1 Location

September | October 2018 5

PUBLISHER’S MESSAGE

E

FRANCHISES FEED HUNGRY CANADIANS

very lunch hour throughout the country, thousands of hungry Canadians wrack their brains over what to eat. Chances are, they will make their way to one of Canada’s more than 75,000 food service franchise units. It’s a fact: Canadians love to dine with the franchise model, which accounts for 38 per cent of the Canadian Franchise Association’s (CFA) membership base. More CFA members are involved in the food service industry than any other sector, and with good reason. The food services sector makes up a significant portion of the franchise industry’s total growth, and continues to thrive.

Take a bite out of the Franchise Canada Food Issue, as we dive deep into everything you need to know about franchising in the food industry. Our cover story on page 23 features Symposium Cafe, the Ontario-based restaurant brand that took home the CFA Award of Excellence Grand Prize for Traditional Franchises. Also featured is Little Kickers, which has become a regular at the CFA’s annual awards gala. Winning their fourth grand prize as a Non-Traditional Franchise (2014, 2015, 2016, and 2018), Little Kickers is keeping kids active with their system of soccer programs for pre-schoolers.

Are you interested in a food franchise, but are having trouble distinguishing between quick service, fast casual, and full service restaurant franchise models?

No problem. We break down what makes each model unique, profitable, and attractive to prospective franchisees on page 40.

We also provide valuable insight into what prospective franchisees need to know before investing in a food service franchise. From hiring qualified staff to procuring the right equipment, we speak to industry experts in staffing, location, training, and other vital areas in our in-depth Food Franchise Guide over on page 68. On page 30, we go coast to coast to explore franchises that serve a Canadian favourite – coffee and baked goods - in our

6 Canadian Franchise Association

Across Canada feature before taking a look at franchises that are cooking up dishes from all over the world on page 47.

When it comes to franchises that have been feeding Canadians for generations, M&M Food Market continues to find their products on kitchen tables across the country. We catch up with this iconic franchise, which recently underwent an extensive rebrand, over on page 89. We’ll also meet an A&W franchisee who is happily adjusting to life in rural Quebec in our First Year feature.

As always, the Millennials in Franchise article tells the story of a franchisee who got her start with Pumpernickel’s as a General Manager, and now has a Pumpernickel’s franchise of her very own.

We hope that this issue whets your appetite for food franchising! When it comes to franchising in the food industry, there is a multitude of options out there.

Navigating the waters of one of the most popular franchise sectors can be a little overwhelming, but we hope this issue of Franchise Canada can equip you with the information you need to make your franchising dreams become reality.

John DeHart Chair Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

CHAUFFEUR SERVICES

wi t h a fr a nc h is e f o r u n d e r $ 40 k J o i n o ne o f C an ad a’ s f as t e s t gro w in g f r anc h is es D ri v e r s e at is a b u s in e s s w it h p u rp o se H o me b as e d - s c ale w it h o u t t h e c ap it al req u ire m e n t s o f b r ic k s an d mo r t ar W in n e r o f C FA Aw ard o f Ex c e lle n c e W i nne r o f Ch am b e r o f C o mm e rc e I n n o v at io n Award Talk t o u s ab o u t y o u r m ar k e t t o d ay . driverseatinc.com/franchise

855-374-8390

CFA BOARD OF DIRECTORS BOARD CHAIR John DeHart*, Nurse Next Door Home Care Services & LIVE

WELL Exercise Clinic

1ST VICE CHAIR Gerry Docherty*, Good Earth Cafes 2ND VICE CHAIR David Druker*, The UPS Store TREASURER Rick Chittley-Young*, Assurance & Accounting SECRETARY & GENERAL COUNSEL Peter Snell*, Gowling WLG LLP

PUBLISHER

Canadian Franchise Association (CFA) VP, MARKETING & COMMUNICATIONS

PAST CHAIR John Wissent*

Kenny Chan

CHAIR, LEGAL & LEGISLATIVE COMMITTEE

ASSOCIATE PUBLISHER Christine Rosal

Larry Weinberg*, Cassels Brock & Blackwell LLP

EDITOR Andrew Schopp

CHAIR, FRANCHISE SUPPORT SERVICES Tony O'Brien*, TruShield Insurance

GRAPHIC DESIGNER Andrea Lee

DIRECTORS

ADVERTISING SALES Gwen Dunant

Hadi Chahin, Mary Brown’s Chicken & Taters Steve Collette, 3rd Degree Training/Actual Nutrition Felix DeCata, Boston Pizza International Inc. Lawrence Eade, Box Concepts Food Group Lafleche Francoeur, Pacini Sebastian Fuschini, Pizza Pizza Clark Harrop, McDonald’s Restaurants of Canada Limited Terry Hould, ServiceMaster of Canada Limited Andrew Hrywnak, Print Three Franchising Corporation Rimma S. Jaciw, CFE, WSI Digital Don Leslie, A&W Food Services of Canada Jon-Anthony Lui, Tutor Doctor Sherry McNeil, Shoeless Joe’s Limited Gary Prenevost, FRANNET Stephen Schober, Metal Supermarkets Family of Companies Frank Stanschus, Little Kickers Bob Tipple, Expedia CruiseShipCenters *Executive Committee member

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

AD COORDINATOR Andrea Lee CONTRIBUTING WRITERS

Georgie Binks, Suzanne Bowness, Jessica Burgess, Kristin Di Tommaso, Roma Ihnatowycz, Gina Makkar, David Chilton Saggers, Karen Stevens, Jordan Whitehouse FRANCHISE FUN ILLUSTRATION Sam Gorrie PRINTING Premier Printing FOR ADVERTISING INFORMATION:

Tel: 877-254-0097 | gwen@cfa.ca TO SUBSCRIBE TO Franchise Canada

visit www.FranchiseCanada.Online or call 1-800-665-4232 ext. 224.

Return Undeliverable Canadian Addresses to: Canadian Franchise Association 5399 Eglinton Ave. West, Suite 116 Toronto, ON M9C 5K6

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

© 2018, 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.

Franchise Canada is a member of Magazines Canada.

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.

FSC® certification is a commitment to good forestry practices, carried from forest to consumer

8 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

Edo Japan has quickly become one of the leading quick service restaurants in Canada and has grown more than 120 locations. Customers love our hot teppan meals topped with our legendary teriyaki sauce.

Our new “Fresh Take� stores feature a new store design, branding, new menu items and a grab and go market wall with a variety of freshly made sushi and Japanese-inspired snacks and treats. Be part of an outstanding company and start your application today!

P: 1-888-336-9888

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-

10 Canadian Franchise Association

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.

www.cfa.ca | www.FranchiseCanada.Online

INVEST IN LOCAL

CANADA’S MOST RECOGNIZED PIZZA COMPANY NOW FRANCHISING COAST-TO-COAST

Pizza Pizza gives you the opportunity to succeed with the security of an established brand behind you.

FRANCHISES AVAILABLE WWW. PIZZAPIZZA.CA/FRANCHISING

1-800-263-5556 FRANCHISINGINFO@PIZZAPIZZA.CA

INDUSTRY NEWS

Your source for what’s happening in Canadian franchising means of payment, but also to be works of art that tell the stories of Canada. This new $10 fits that bill,” said Bank of Canada Governor Stephen S. Poloz at the unveiling event.

Wanda Robson holds up the new $10 note featuring a portrait of her sister, Viola Desmond, during the unveiling ceremony at the Halifax Public Library on March 8th 2018.

Bank of Canada Unveils New $10 Bank Note On March 8, 2018, International Women’s Day, bank note history was made as the design of Canada’s upcoming $10 bill, featuring human rights icon Viola Desmond, was unveiled to Canadians. The new $10 bill will enter circulation late this year. The first vertically-oriented note to be issued by the Bank of Canada, it will be rolled out gradually and will circulate alongside the other $10 bills.

Business owners of bank note handling equipment (such as ABMs, vending machines, self-serve checkouts or cash counters) are encouraged to contact their equipment suppliers with questions about machine compatibility.

The vertical orientation allows for a larger portrait of Viola Desmond, a successful Black Nova Scotia businesswoman who defiantly refused to leave a whites-only area of a movie

12 Canadian Franchise Association

theatre in 1946. The subsequent court case was one of the first known legal challenges against racial segregation brought forward by a Black woman in Canada.

The next note to be issued will be the $5, to be released a few years after this new $10, while the subsequent note will follow a few years later. This allows the Bank to integrate the latest security features each time a new bank note is issued, so Canadians can continue to use their bank notes with confidence.

Meanwhile, the upcoming $10 note has some enhanced security features compared with the notes in the current series, and is supported by a suite of accessibility features to help blind and partially-sighted Canadians determine the denomination. As Canada’s new regularly circulating $10 bank note, it will be produced for years to come.

“Our bank notes are designed not only to be a secure and durable

www.cfa.ca | www.FranchiseCanada.Online

Quesada Burritos & Tacos Announces Opening of 100th Location Canadian owned and operated Quesada Burritos & Tacos recently announced the opening of its 100th location, with plans to double units by 2020. The restaurant chain is part of a rapidly expanding category in Canada known as ‘fast-casual,’ with the brand’s national growth fueled by increasing consumer demand for its homemade Mexican-inspired menu and award-winning franchisee-first approach.

“Opening our 99th and 100th locations on the same day made this milestone that much more exciting,” said Steve Gill, Founder and Chief Recipe Officer, Quesada Burritos & Tacos. “Franchisees recognize Quesada’s made from scratch approach stands out in the clutter of quick service restaurants in Canada. At the same time, they can buy a location for a fraction of the cost compared to others in the Mexican food category.”

“When I was searching for a franchise, it was at a time when I was making a change to live better and eat better. I ate a lot of burritos and Quesada’s food had a kick that others in the category just lacked,” said Moe Surani, franchisee owner of the 100th Quesada location in Surrey, B.C. Surani joins the growing ranks of happy, successful franchisees that own more than one Quesada restaurant. To date, almost half of all Quesada locations are run by multi-unit owners.

INDUSTRY NEWS bership Milestone award at the CFA National Convention this past spring. The Membership Milestone achievements honour long-standing members for their commitment to franchise excellence and the CFA’s pursuit to strengthen franchising in Canada.

From left to right: Andrae Marrocco, Brad Hanna, Adriana Rudensky, Benjamin Bathgate, John Clifford, Mitch Koczerginski, Lauren Ray, Bob Glass.

Missing from the picture but very much part of the group are: Mervyn Allen, Sid Elbaz, Michael Reid, Katherine Reilly and Michael Whitcombe.

Andrae’s joining the McMillan team comes on the heels of the firm receiving the Canadian Franchise Association’s 30-year Mem-

CEFA Early Learning Expands to Ontario This past May, CEFA Early Learning Schools (Core Education & Fine Arts) opened their first location outside of British Columbia, serving the community of Richmond Hill, Ontario.

The expansion of the full-day, early learning program marks an important milestone for Canada’s first junior kindergarten school. The addition of the 5,500 square-foot facility, will provide much needed child care spots for infants and children ages six months to five years old.

©2015 Firehouse Subs.

Andrae Marrocco Joins McMillan LLP and McMillan LLP Celebrates 30 Year Milestone Andrae Marrocco has joined the Toronto office of McMillan LLP as a partner in the Business Law Group and the Franchise and Distribution Law Group. Andrae’s expertise in cross-border franchise and distribution arrangements, mergers and acquisitions, and general franchise commercial and regulatory matters is a welcome addition to the McMillan team.

“We are very pleased that Andrae has joined the firm. His franchise M&A expertise, and franchise and distribution law experience deepens the bench strength of our national Franchise and Distribution Law Group, and will be valuable to our growing list of clients in this practice area, ” says John Clifford, Chair of McMillan’s Business Law Group.

Ignite Your Future Join forces with Firehouse Subs as we expand into Canada. Multi-unit franchise opportunities available throughout Ontario.

For franchise info, contact Brent Greenwood at Franchising@FirehouseSubs.com or call 877.887.8330

Join us on Facebook and LinkedIn

14 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

INDUSTRY NEWS “We’re thrilled that CEFA’s enriched curriculum is now available to children in Ontario,” said Natacha V. Beim, Founder and CEO of CEFA. “We are dedicated to providing an environment to foster children’s imaginations and intelligence during their most formative years – to not only encourage them to explore and learn, but to discover how they can contribute to the world.”

“During the search for child care for my own son, our family was pleased to find a school-like setting for his care, and that experience inspired me to bring such a resource to more children. Opening a CEFA location was the perfect way to do just that,” said Lili Xu, franchise owner of CEFA Richmond Hill. “I am proud to be providing a much-needed child care solution for the families of Richmond Hill, especially since it will also help their children thrive.”

The Entrepreneur’s Source® Creating Careers and Facilitating Small Business Ownership at a Record Pace in 2018 North American’s leading alternative coaching franchise, The Entrepreneur’s Source ® (TES), is on track for their third record-breaking year in a row.

“In 2016, after 32 years in business, we had our highest revenue year,” says Terry Powell, founder of The Entrepreneur’s Source ®. “Then, 2017 rolled around, and we broke the record set in 2016 – adding new TES coaches and helping hundreds find the right franchise for them. And now, four months in to 2018, we’re projecting another record setting year this year.”

The Entrepreneur’s Source ® saw a 20 per cent increase in total revenue earned in 2017, and as April 2018 drew to a close, early indicators

suggest TES is already ahead of that record-breaking pace for 2018.

“This is great news for the company, the economy in general and for all of those workers suffering from the Battered Career Syndrome,” said Powell. “Our continued growth shows the demand that more people are realizing that self-employment is not just a dream, but is actually a reality that can be achieved with a little help and guidance from an alternative career coach.”

The Entrepreneur’s Source ® says that the demand for Career Transition coaching is so high they are looking for an additional 40–50 new coaches this year just to keep up.

TES alternative career coaches help bring franchisors and potential franchisees together and to this day is still the only coaching group in this sector.

A GOLDEN OPPORTUNITY.

When opportunity knocks, you have to answer. Especially when it’s a golden opportunity. Like owning and operating a McDonald’s® franchise in your community – which has proven to be a rewarding way to achieve success. Be a part of the world’s most recognized brand and join the thousands of business entrepreneurs who are already part of the winning team.

To learn more about franchising opportunities with McDonald’s Canada, please visit www.mcdonalds.ca 2018 McDonald’s

Franchise Canada September | October 2018 15

INDUSTRY NEWS Dogtopia Debuts Expansion Plans Starting in Seattle, Washington Dogtopia recently announced the signing of two multi-unit franchisee agreements that will open 14 locations in Seattle, Washington. The new centers are part of Dogtopia’s robust growth plans to reach more than 400 units in North America by 2021.

Offering personalized care for pups in a fun, safe and comfortable environment, Dogtopia sets the industry standard with its daycare’s three key benefits: safe socialization, exercise and education. To foster complete transparency, pet parents are walked through a detailed facility tour while their furry children are evaluated for Dogtopia’s open-play environment.

Setting out to transform Seattle’s pet segment by offering a sophisti-

cated experience focused on trust, safety and transparency, a 12-unit deal was signed by entrepreneur and international investment banker, Yarden Silber. With a background in global business development, Silber has built his portfolio to include prominent positions in hi-tech startup companies. As a graduate from Harvard University, Tel-Aviv University and the first Israeli to graduate with an Executive MBA from China Europe International Business School in Shanghai, Silber joins Dogtopia with a proven track record of growing businesses, and plans to further develop Dogtopia’s presence throughout the region.

“We expect the 12-unit deal to act as a catalyst for larger multi-unit franchise deals across the US and Canada, inspiring savvy entrepreneurs and experienced franchisees to join the nation’s leading dog care

brand,” said Alex Samios, Vice President of Franchise Development at Dogtopia. “With our proven business model and extensive franchise experience, we have been able to build an exceptional support team that provides our franchisees the training and systems to deliver high operational standards that cultivates our brand loyalty and growth strategy.”

Minuteman Press International Climbs to Franchise Direct 2018 Top 100 Franchises List Minuteman Press International, the leading design, printing, and marketing franchise, has earned their ranking on the Franchise Direct 2018 Top 100 Global Franchises list. The Franchise Direct rankings were generated using objective and measurable criteria including (but not limited to) system size, system revenue, stability and growth, franchise longevity,

OPENING SOON dq.ca

Franchising Information:

Tammie Verna (905) 637 4741

tammie.verna@idq.com

16 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

INDUSTRY NEWS and best practices in the areas of franchise support and training.

“We are thrilled to once again be recognized by Franchise Direct as one of the top global franchises for 2018,” says Bob Titus, Minuteman Press International President & CEO. He adds, “This is especially rewarding because these franchise rankings take into account the longevity of our business model that has been tried, proven, and refined for over 40 years as well as the high level of ongoing franchise training and support we have provided to our owners since we started franchising in 1975.

We wouldn’t be able to receive such high rankings without our owners and their dedication to our system.”

As a top global franchise, Minuteman Press International offers key benefits of franchising to owners in addition to providing full training and ongoing local support. Because

target customers are other businesses, Minuteman Press B2B franchises typically operate on a schedule during normal business hours.

This enables Minuteman Press franchisees the opportunity to spend more quality time with their families.

Canadian Brands Set to Eliminate Plastic Straws A&W Canada and Recipe Unlimited (formerly Cara Operations) have both committed to removing plastic straws across their restaurants.

A&W along with the 19-brand network of restaurants at Recipe Unlimited, including Swiss Chalet, East Side Mario’s and Harvey’s, will phase out plastic straws with the goal of replacing them with papers ones.

A&W was the first quick service restaurant in North America to make this commitment, with plans to eliminate the plastic straws by the end of

2018. The new paper straws are 100% biodegradable, compostable and are sustainably sourced. They last 2-3 hours in a drink without breaking down, but naturally biodegrade in 3-6 months in the environment. This switch to paper will keep 82 million plastic straws out of landfills every year.

“Reducing waste from landfills is a top priority for A&W and this is one big way that we can make a difference,” says Susan Senecal, A&W Canada’s President and Chief Executive Officer. “We are proud to make this change, which has been driven by the wishes of our guests, franchisees, and staff.”

Recipe Unlimited began their plastic straw phase out in August, with plans to introduce only paper straws by March 2019.

104 LOCATIONS & COUNTING!

NOW IS THE TIME TO

GET ON BOARD!

WE’VE GROWN FROM 9 TO 104 LOCATIONS IN LESS THAN 6 YEARS! 92

Why Quesada? It’s easy!

• Canada’s fastest growing Mexican QSR. • Low initial investment.

• Hands-on support.

• Steady same store sales growth.

• Multi-Unit contracts available.

104

78 55

Contact us today.

37 9 2012

Tom O’Neill, President 1-866-854-2400 Ext. 101 tomoneill@quesada.ca

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Franchise Canada September | October 2018 17

POSITIVE

CALIFORNIA ASIAN CUISINE THE CHIN CHIN WINNING FORMULA • An iconic, successful 35-year-old brand that has been featured on TV, magazines, newspapers, bestselling books and blogs aross the world.

• Fast, fresh, healthy and customizable menu that is popular with a wide audience,regardless of dietary restrictions. 100% Halal, Gluten-free, Dairy-free and Vegan options made-to-order in-front of guests.

• 0% royalties for first 6 months. 3.5% for next 6 months. 6.0% royalties for the remainder.

• 2.5% co-op marketing fund • Full, ongoing support.

• Location scouting support.

Prime locations in densely populated, high traffic areas with both business and residential. Growing development for years to come.

• Chef-crafted cuisine at competitive QSR price points. No tip required.

• Typical location size 1,500 - 2,500 sq ft. / food court 485 - 685 sq. ft

• Plenty of unique offerings including Chinese Food Burritos, Nitrogen Teas, The Chin Chin Chinese Chicken Salad, Fortune Cookie Cannolis and Gluten- free versions of Chinese favourites.

• Est. Development Costs: $650,000 - $850,000

• Comprehensive training by a franchisor with a strong culinary and operations team.

• Estimated Soft Costs: $45,000.

• Minimum Equity Investment: $195,000 - $300,000.

• Franchise Fee: $25,000

Visit www.chinchin.com Email: calvin@chinchin.com

ADVERTORIAL

A POSITIVELY “TWISTED” OPPORTUNITY: Joining the Twisted Indian Wraps Family

Twisted Indian Wraps is serving authentic Indian fare prepared for the fast-paced world

I

n the go-go nine-to-five grind, striking the right balance between eating healthily and conveniently can be quite the challenge. Twisted Indian Wraps is finding that meaty middle with a simple, yet robust menu of Indian cuisine made with the frantic pace of Canadian life in mind. Twisted Indian Wraps was founded in 2015 by Priya Gogia and Andy Gogia; former franchisees with more than 50 years of combined experience in the foodservice industry.

With two locations currently open in Ontario, Priya and Andy are eyeing aggressive expansion as they hope to open Twisted Indian Wraps® locations throughout Canada and the United States.

Franchise Canada had the opportunity to sit down with Twisted Indian wraps to gain valuable insight into what their exciting franchise system is all about.

What is the Twisted Indian Wraps concept?

Twisted Indian Wraps is a Canadian company based out of Barrie, Ontario. We are a fast casual concept serving authentic Indian cuisine. Our mission is to fill the void between formal sit-down Indian restaurants (where a meal experience can take upwards of an hour) and Indian fast food restaurants serving strictly street food. As Canada becomes more and more diverse, the Canadian palate has become increasingly sophisticated. As a result, a multitude of ethnic food restaurants are opening up in various communities across Canada. In today’s fast-paced world, we tend to compromise on

quality and price to accommodate our busy lifestyles, and hence, we make unhealthy meal choices. At Twisted Indian Wraps, we believe it doesn’t have to be that way!

We are a company that is obsessed with serving fresh, flavourful Indian food that is prepared right before your eyes. We’re serving authentic India fare, but with a “TWIST.” Our wraps are served with a choice of Basmati rice, a meat or vegetarian option, freshly cut vegetables, and are topped with freshly prepared chutneys (Indian sauces).

All of our recipes are prepared in the kitchen using time-consuming processes and are made ready-to-serve, so, when you come in for a meal, you

can be served in under five minutes.

Our staff is well-trained to educate guests about our different offerings so they can make an informed decision regarding their order.

Indian food is known to involve a lot of different ingredients, mainly flavourful (not necessarily hot) spices. We use the freshest ingredients in our restaurant, using the same recipes that the founders use in their home.

The cornerstone of the Twisted Indian Wraps concept is “exceptional Indian flavour prepared slowly, served fast.” We push beyond the norm when it comes to Indian restaurants and other typical wrap restaurants to deliver unexpected

ADVERTORIAL

and exceptional flavors with high levels of speed and service.

Why does the Twisted Indian Wraps concept appeal to prospective franchisees?

Indian fast-casual dining is the hottest trend of 2018-2019, and we believe that now is the right time to invest in a Twisted Indian Wraps franchise. Our Twisted Franchisees receive unparalleled support and training to ensure that they are successful in all aspects of the restaurant’s day-to-day operations. It is our philosophy that franchisees are key partners in our company. We believe that happy franchisees and happy employees result in happy guests.

And happy guests are repeat guests.

To accomplish our goals, we must ensure that every franchisee has an entrepreneurial spirit, management skills, financial resources, and a commitment to face today’s competitive market head-on. Our recipes and processes are designed in such a way that a franchisee can successfully run all aspects of the business with ease and confidence, irrespective of their background.

We support our franchisees in site selection, lease negotiation, construction, training, marketing, design, and ongoing operations. It all starts with the application. Fill out the franchisee application, submit it to us, and we’ll be in touch to help you learn more about why you should invest in a Twisted Indian Wraps franchise!

What kind of skills and experience does a franchisee need to succeed with the Twisted Indian Wraps brand?

Restaurant experience is always helpful. If you have experience running another type of business that involved working directly with employees and customers, while

managing the basic paperwork associated with running a business, that’s a huge asset. However, we do have a comprehensive training program and support manuals that can help you learn our business. As a Twisted Franchisee, you will also receive ongoing support.

What is the process to becoming a Twisted Indian Wraps franchisee?

We want the process to become a Twisted Indian Wraps franchisee to be a fun experience. Here are the steps in a nutshell: 1. Complete our web form and a Franchise Development Representative will contact you based on your request. Alternatively, you may contact us directly at info@twistedindianwraps.com or by phone at 705-725-3472.

2. You will meet with our Franchise Development Representative to provide you with the opportunity to ask any questions you may have about the brand, qualifications, and application details as part of the mutual selection process.

3. You will be required to fill out a Franchise Application Form, which will be supplied to you in confidence via email.

4. If you decide to become a Twisted Franchisee, and we approve you as a franchisee partner, you will be provided a Franchise Disclosure Document (FDD) containing details on the terms and conditions of the franchise. This FDD will be specific to your location.

5. We then start searching for a suitable location for your franchise, in a territory of your choice.

6. You will choose a store location (with our assistance) that meets your goals.

7. Finally, you will enter into a Franchise Agreement (FA) and submit

the franchise fee together with other fees required to start the project.

We have worked extremely hard over the years to create recipes and systems that once put into place, can be easily scaled and replicated. We have addressed all areas of the business model, including site selection, supply chain management, cost control, build-out timing, and marketing to ensure that each market location can be easily opened and profitably operated.

How has Twisted Indian Wraps achieved its successes to date?

Twisted Indian Wraps opened its first location with great success in May of 2015, in the north end of Barrie, Ontario. Due to popular demand from the local community and our guests, we opened a second location on May 25, 2018, in Barrie’s south end. Our third location is set to open in the spring of 2019 in Orillia, Ontario. Twisted Indian Wraps has served guests from several cities across Canada and many of them have requested for us to open stores in their cities. Our amazingly fresh, delicious, and unique menu offerings coupled with our consistently unparalleled guest experience has created a demand for our brand all across Canada. There is no better time than the present to join the Twisted Family and become a Franchisee Partner!

For more information about Twisted Indian Wraps franchise opportunities, contact: Priya Gogia • 705-725-3472 • priya@twistedindianwraps.com

Your customers have options, so should you.

The more ways you accept payments, the easier you make it for customers to do business with you. Moneris offers a wide range of industry-leading payment solutions. From in-store to online to mobile, our solutions are designed to keep the payment experience as seamless as possible. Together, we will help your franchise realize its full potential.

Sign up with Moneris and receive preferred pricing through the CFA Member Discount Program. moneris.com/cfa | 1-888-552-0341 MONERIS, MONERIS & Design and MONERIS BE PAYMENT READY & Design are registered trade-marks of Moneris Solutions Corporation.

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Excellence in Franchising Little Kickers and Symposium Cafe franchise systems add to their CFA award collection

BY ANDREW SCHOPP

The winners are ...

Franchise Canada September | October 2018 23

EXCELLENCE IN FRANCHISING

L

ittle Kickers is going to have to start thinking about renovating the franchise’s head office to include a trophy room. Since 1992, the Canadian Franchise Association (CFA) has been recognizing its members with strong franchisor-franchisee relationships at its annual Awards of Excellence gala. The apex of the Awards of Excellence is the Grand Prize, which is awarded to one traditional, and one non-traditional franchise system.

Little Kickers – a non-traditional franchise that provides pre-school aged kids with introductory soccer lessons – has become a regular at the event. Accomplishing a feat no other CFA member has achieved, Little Kickers took home a fourth Grand Prize at the 27th annual CFA National Convention in Ottawa, Ontario on April 22-24.

“It really is the pinnacle of our achievements,” Little Kickers Canada’s Chief Operating Officer Frank Stanschus says of winning yet another CFA Grand Prize. While Stanschus is quite proud of his franchise’s accumulation of hardware, he’s even more proud of the reason why Little Kickers has become a fixture at the awards gala: they are a franchise system that puts franchisees first.

“When we get up every day and look at our workload for the day, it’s about making sure that our franchisees this month have a good experience.”

A Franchising Dynasty: Four-Time Grand Prize Winners The Grand Prize recognizes franchise systems with rock-solid franchisor-franchisee relationships, as demonstrated by the results of an independent survey of participating franchisees. According to Stanschus, Little Kickers does everything it can to develop sterling relationships with its franchise system members.

As far as Stanschus is concerned, his franchisees are

24 Canadian Franchise Association

his customers, and he believes he has a responsibility to those who have put their faith, trust, and “cold-hard cash” into the franchise to fulfill his promises.

Little Kickers franchisees are supported throughout all aspects of the business, with a head office team of specialists providing guidance in key operational areas including coaching, IT systems, finance, and marketing.

Franchisees also have access to an online platform that was custom-made for Little Kickers’ needs, and facilitates constant communication with the franchisor. When issues are brought forward on the platform, Stanschus reaches out to the franchisee personally.

“What it boils down to is that we deliver on the promise that we give to our franchisees from the onset,” says Stanschus when asked why he thinks Little Kickers has won four CFA Grand Prizes (2014, 2015, 2016, and 2018).

“We have different support people at our head office that support our brand new franchisees as well as our franchisees that have been with us for years. It’s that tailormade service and sticking to what we believe in that makes everyone really happy. Franchisees are always involved in our ongoing development of the business, and are never unhappy with what we deliver.”

The Beautiful Game for Budding Stars The Little Kickers concept is simple: introducing children ages one and a half to seven-years-old to the sport of soccer in a friendly, non-competitive, and pressurefree environment. On a beautiful Thursday evening in an east-end Toronto park, cheerful instructors lead a class of Little Kickers. There’s no coach screaming commands at the kids like a drill instructor, but rather a compassionate and energetic team of instructors leading a class with a “play, not push” mentality.

www.cfa.ca | www.FranchiseCanada.Online

EXCELLENCE IN FRANCHISING

Online Exclusive

Check out our video Q&A with Little Kickers COO Frank Stanschus at www.FranchiseCanada.Online

Little Kickers started in London, England when franchise founder and CEO Christine Kelly spotted a gap in the market when trying to find pre-school soccer classes for her son. Child obesity was becoming a hot topic and Kelly was dismayed by the fact that there weren’t preschool classes to get young children involved in and enjoy sport. The rest is history.

What makes Little Kickers unique, Stanschus says, is that they’re teaching more than just soccer skills.

“We blend the fundamentals of soccer skills with early learning goals,” explains Stanschus. “The kids learn colours, numbers, and life skills such as taking turns, and listening to instructors who aren’t their parents, which is a fundamental step for kids in this age group. By blending it all together, we are able to run classes that are professional and teach the kids a lot of stuff in a fun and imaginative way.”

Forward Momentum When it comes to expansion, Little Kickers has big aspirations. Since the franchise first touched down in Canada in 2009, the company has established a strong foothold in Ontario and British Columbia. Recently, they added franchises in Alberta and Manitoba to their roster, turning Little Kickers into what Stanschus believes is now a Canada-wide business.

Moving forward into 2019, Stanschus eyes continued Canadian expansion into Quebec and further east to the Maritimes. However, he doesn’t want Little Kickers to get too big for its britches. He’d like to see the company expand, but also maintain the standard of franchisee support that has seen them become a fixture at CFA award ceremonies.

“I feel really passionate that we want to be in every province and territory,” explains Stanschus. “But saying that, we also want to make sure we don’t grow too quickly and that we don’t grow at the expense of not doing our due diligence and getting the right franchisees on board.”

Before aggressively expanding, Stanschus adds, the Little Kickers head office team needs to ensure that all of their newer franchisees are being lifted up and receiving the support they need to achieve the same levels of suc-

cess as their more experienced counterparts. Stanschus wants to see consistency across the board.

A commitment to that consistency, Stanschus continues, is why Little Kickers is recognized for its tremendous franchisor-franchisee support system.

“If you look at it as sort of a bell curve, we don’t want the spread to be too far. We don’t want some franchisees with 1,000 kids coming to class, and others with only 100 because then the needs of our franchisees spread too far out,” he explains. “In a perfect world, we want to help new franchisees to bridge the gap and get closer so that curve is narrower.”

LITTLE KICKERS STATS Franchise units in Canada: 47, Other: 301 Corporate units in Canada: 2 Franchise fee: $16K Start-up capital required: $8K Training: Initial and ongoing training provided Available territories: All of Canada In business since: 2002 Franchising since: 2003 CFA member since: 2009

Franchise Canada September | October 2018 25

W

hen it comes to the fast-paced and always changing restaurant industry, Symposium Cafe Co-CEO and Co-Owner Bill Argo understands that his franchisees are in the trenches. Constantly wrestling with the evolving tastes of customers, increasing rates from suppliers, and high employee turnover, franchisees in the food service industry are a tenacious bunch, and listening to their feedback is critical.

Symposium has become a regular at the CFA’s annual Awards Gala. In the Traditional Franchise category, Symposium won a second-straight Grand Prize with their system of upscale-casual restaurants at the 2018 awards.

According to Argo, keeping a pulse on Symposium’s franchisees has been key to the brand’s success. In fact, it was through listening with an open ear to what franchisees have to say that helped Symposium overcome major operational hurdles and implement key initiatives.

Argo credits Symposium franchisees with the launch of several community initiatives, along with providing invaluable feedback to help the organization mitigate the costs associated with Ontario’s recent minimum wage increase legislation.

“A successful franchisor has to listen to their franchisees. They are engaged in the battle everyday with customers, suppliers, and employee turnover. We have to listen,” explains Argo, adding how some of the company’s brightest ideas have come from franchisees. “Our

26 Canadian Franchise Association

franchisee in Milton, Ontario came up with the idea of a local golf tournament 11 years ago, which started with 40 golfers. We recently had our 11th annual tournament with 270 golfers, and have raised $50,000 a year over the last three years for the Breast Cancer Society of Canada.

This all came from the idea of a local franchisee who was really passionate about it, and it grew into something very strong for the company.”

Two-Time Award-Winning Franchisee Support While listening to franchisees has been instrumental to Symposium’s success, being a franchisor that franchisees can lean on has been equally critical. As far as Argo’s concerned, Symposium provides one of the best franchisee support programs in the province. He boasts how over the last 14 years, Symposium has had to close down just one location, and this was because they could not negotiate a lease extension. Once a location is open, Argo says, all hands are on deck to ensure its success.

“We don’t have the franchisee sign their name to the lease, we’ll sign the lease and sublease it to them, which means that we are invested to make that location work,” says Argo “Whereas other franchise systems will let the franchisee sign the lease, and if they don’t make it they’ll just close the store down. We don’t operate that way.

We’re invested in the system.”

Symposium franchisees benefit from a three month training program, two weeks of support prior to Grand Opening, and a supportive head office team backed by a highly experienced board of advisors.

The food service industry, Argo notes, is all about profit margins. From ordering the right volume of napkins

www.cfa.ca | www.FranchiseCanada.Online

EXCELLENCE IN FRANCHISING

to portion control, what might seem like the smallest detail could cost a restaurant thousands of extra dollars a year. At Symposium, a regional manager visits franchise locations on a monthly basis, to guide franchisees in the right direction when it comes to the little things that can make a big impact on the bottom line.

“It might sound mundane, but we go in there and spend an hour just making sure they are portioning things properly,” Argo says. “It’s very easy to lose money on the small things in this business. At the end of the year, it’s not something dramatic that causes a franchisee to lose market share or percentage profit, it’s a thousand different things.”

Renaissance Style in Modern Times Symposium was born in 1996, when brothers Bill and Terry Argo decided to leverage their skills developed in careers in the finance and operations sectors to enter the food service industry. It is after all, in their blood, as their father had owned a full-service restaurant in the 1950s.

They went on to open the first Symposium location in 1996 in London, Ontario as a dessert café. While Symposium’s menu has since expanded to include a vast array of breakfast, lunch, dinner, dessert, and drink options, one thing has remained a constant since the beginning: the restaurant’s trademark décor.

All 28 of Symposium’s franchise locations have the same distinct Renaissance-inspired décor centered around the artworks of Raphael. It is all designed to bring patrons back to the days when people converged on the town square for an exchange of ideas and deep conversation.

“When we started this concept, we wanted to do something very unique,” Argo says of Symposium’s décor and façade. “There’s nobody who can duplicate our look. Our look is so unique that when people talk about Symposium, they can’t compare it to our competitors.”

Big Aspirations, Small Town Spirit Since winning the 2017 Grand Prize, Symposium has undergone an aggressive expansion campaign. With

28 locations located across Ontario, the franchise eyes further expansion throughout Ontario, especially in smaller cities such as Coburg, Bowmanville, and Grimsby. Argo says he and Symposium’s head office team have identified up to 50 untapped opportunities in Ontario to fulfill the company’s strategy of opening up in tight-knit communities, with a community-minded franchisee at the helm.

“We could not be a 28 store, $44-million concept without the franchisees. They are hands-on. Our con­ cept appeals and caters to local communities and small towns," explains Argo. "You can’t get that small-town feel without a fran­chisee being involved in the community.

They are abso­lutely paramount to our success. From sponsoring local teams to learning the customers by name, that’s critical.”

Lower rental rates and less competition are just two reasons why Symposium prefers to set up shop in smaller communities. Argo explains how the franchise is tailored-made for tight-knit communities where one particular location can expect to see the same faces come in for breakfast, lunch, or dinner on a daily basis. In choosing a franchisee, Symposium looks for local entrepreneurs who are known in their community.

“We’re very proud to be Canadian-owned and operated,” he says. “We thrive in small markets where a franchisee can get involved in the community and be the community-based restaurant. It’s important that they have a feel for the community, that people know their name.”

SYMPOSIUM CAFE STATS Franchise units in Canada: 28 Franchise fee: $50K Investment required: $615K-$675K Start-up capital required: $300K Training: 3 months training included in franchise fee for up to 3 persons Available territories: ON In business since: 1996 Franchising since: 2004 CFA member since: 2010

Franchise Canada September | October 2018 27

EXCELLENCE IN FRANCHISING CFA Awards of Excellence: Gold Winners The CFA Awards of Excellence in Franchising are the pinnacle of franchise achievement in Canada.

To reflect the wide range of franchise opportunities in Canada and to enable franchise brands to be rated against their peers, entries are separated into Traditional Franchises, such as those with bricks and mortar locations, and Non-Traditional Franchises, such as those that are mobile or home-based. Within these categories, entrants are grouped based on the number of franchisees.

Each of the categories has a Gold, Silver and Bronze winner. From amongst the Gold winners in each category, two Grand Prize winners will be recognized, one for Traditional Franchise and one for Non-Traditional Franchise.

Traditional Franchise Gold Winners

6-15 Franchisees: Lice Squad.com

Like no other, Lice Squad. com’s lice screening and removal processes utilize proprietary products and exclusive tools and equipment to leave the client with an unexpected level of customer satisfaction and the franchisee with a rewarding sense of service.

16-29 Franchisees: Symposium Café

From specialty European coffees to decadent desserts, Symposium Cafe has been satisfying customers with full service breakfast, lunch, and gourmet dinners since 1996.

30-99 Franchisees: Triple O’s

Serving only high quality and locally grown ingredients, including 100% fresh Canadian beef, Triple O’s serves its famous burgers, fries, and milkshakes worldwide.

Non-Traditional Franchise Gold Winners

6-15 Franchisees: Wise Cracks

Known as Canada’s most trusted repair company, Wise Cracks has been in the business of sealing leaks and fixing foundation cracks using state of the art repair technology for over 25 years.

16-29 Franchisees: Little Kickers

Little Kickers soccer classes provide young children with a fun, positive introduction to the world of sports and create a foundation for a healthy and active lifestyle.

28 Canadian Franchise Association

30+ Franchisees: Paul Davis Restoration Inc.

Committed to quality care, value, and efficiency, Paul Davis is a pioneer in the emergency mitigation, restoration, and reconstruction industry in Canada, putting people and property first.

www.cfa.ca | www.FranchiseCanada.Online

100+ Franchisees: Pizza Nova

Pizza Nova is a familyowned company with over 140 locations in Canada.

They pride themselves on delivering quality and invite customers to “Taste the Difference.”

w

ng Br i n r e o M

Coffee and baked goods franchises across Canada It’s no secret that Canadians drink coffee like water. In fact, according to the Coffee Association of Canada, coffee is the most popular beverage amongst adult Canadians over the age of 16, beating out good old-fashioned H2O. With two thirds of adult Canadians consuming at least one cup of joe a day, there’s no shortage of places across the country to read the paper and enjoy a freshly roasted brew and a tasty treat to get your day started.

Here, we take a look at franchises where coffee and baked goods are the name of the game. We’ll get your franchising ideas percolating with a comprehensive guide to cafes, espresso bars, donut shops, and other coffee and baked goods franchises.

30 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

MORNING BREW

B Espresso Bar An authentic Italian experience, B Espresso Bar features a menu of espresso, cappuccino, and lattes, along with an extensive array of Panini’s, salads, soups, pizzas, and gelatos. B Espresso Bar’s unique modern Italian store design provides an authentic experience as guests enjoy coffee blends that are crafted from scratch. A local roaster oversees the coffee production process from the harvesting of the beans all the way to the packaging phase.

Franchisees of the B Espresso Bar brand receive comprehensive barista training along with ongoing marketing and operational support. The company is seeking franchisees who have a passion for coffee, delivering an authentic Italian experience to guests, and who possess an entrepreneurial spirit Franchise units in Canada: 2 In business since: 2003 Franchising since: 2014 CFA member since: 2014

Brumby’s Bakery Brumby's Bakery is one of Australia's most iconic bakeries. With a history of baking fresh bread every day since 1975, the franchise has fostered a loyal legion of customers who buy more than 10.5-million loaves of bread each year. Now expanding into Canada, the franchise features more than 200 stores across Australia, New Zealand and Papua New Guinea.

Brumby’s Bakery is owned by Retail Food Group, a global food and beverage company with over 2,400 outlets across over 80 territories worldwide and nine brand systems, including Brumby’s Bakery. Area Developers or Country Master Franchise Partners receive the benefits of being supported by an established franchisor with full training of the brand system, ongoing support via a Market Development Manager, Marketing and Communications support including brand assets, promotional campaigns, point of sale material, website, and public relations support, along with product innovation via a dedicated team of food experts, and supply chain and procurement support.

Cafe Depot / Coffee Depot Café Depot specializes in serving coffees from all over the world using only 100 per cent Arabica beans. When it comes to delicious food and treats, they serve sandwiches and desserts in a warm and friendly atmosphere.

Café Depot is looking for franchisees to help expand their operations. With over 50 locations in Quebec, including a new Café Dépôt Express concept, Café Depot plans to expand within Canada in the upcoming years.

Franchise units in Canada: 54 Corporate units in Canada: 3 Franchise fee: $25K Investment required: $285K – $325K Start-up capital required: $125K Training: $5K Available territories: All of Canada In business since: 1994 Franchising since: 1994 CFA member since: 2003

Franchise units: 209 (International) Corporate units: 15 (Australia) Franchise fee: $150K - $1.5-million Training: RFG has a comprehensive training program so you are confident to run your own stores and train your own Franchise Partners. They also support you with your first store opening.

In business since: 1975 Franchising since: 1982 CFA member since: 2018

Franchise Canada September | October 2018 31

MORNING BREW

Cafe2U

Café Van Houtte

The Cafe2U concept originated in 2004 with a vision to offer customers the highest quality espresso based beverages in non-traditional locations.

Cafe2U is proud to be the pioneer of the mobile cafe industry around the world. Cafe2U allows franchisees the advantage of going where the customers are, delivering coffee to their designated territory including workplaces, sporting events and special events.

A leader in its field since 1976, Café Van Houtte specializes in the retail sale of a broad range of breakfast products, soups, salads, sandwiches, wraps, croques, quiches, cakes, muffins, French pastries, croissants, brioches, bottled juices, soft drinks, filtered coffee, tea, and specialized coffee (such as espresso, cappuccino, latte, moka coffee). Café Van Houtte franchises typically operate in commercial environments in quick service restaurant bistros located throughout Canada.

The company is seeking franchisees with an aptitude for customer service and strong leadership skills who are excited by the idea of owning a franchise of a well-established and highly respected brand. Café Van Houtte franchisees benefit from the brand’s extensive marketing experience pertaining to fine and sought after products, along with support in site selection, lease negotiations, business planning, financing, training, management, advertising, promotional campaigns, research and development.

Franchise units in Canada: 51 Corporate units in Canada: Investment required: $250K-$400K Start-up capital required: $75K-$125K Training: 4 Weeks Available territories: British Columbia, Alberta, Ontario In business since: 1919 Franchising since: 1976 CFA member since: 2016

32 Canadian Franchise Association

The key to the Cafe2U business model is simplicity. With no landlords, rent, or staff, the franchise model has removed many of the stressful elements associated with participating in the hospitality industry. Cafe2U franchisees choose their own working hours and franchisees operate in their own exclusive territory. Area Developers or Country Master Franchise Partners receive the benefits of being supported by an established franchisor with full training of the brand system, ongoing support via a Market Development Manager, Marketing and Communications support including brand assets, promotional campaigns, point of sale material, website, and public relations support, along with product innovation via our dedicated team of food experts, and supply chain and procurement support.

Franchise units: 263 (International) Franchise fee: $75K - $150K Training: RFG has a comprehensive training program so you are confident to run your own stores and train your own Franchise Partners. They also support you with your first store opening.

In business since: 2000 Franchising since: 2004 CFA member since: 2018

www.cfa.ca | www.FranchiseCanada.Online

Canada Bread Canada Bread (recently carrying on business as Bimbo Canada), is the leading producer and distributor of packaged fresh bread and bakery products with brands such as Dempster’s®, Villaggio®, POM®, Bon Matin®, Ben’s®, Healthy Way® and McGavins®. Canada Bread has operated as a franchisor since the 1960s and joined Grupo Bimbo in 2014.

Grupo Bimbo is the global leader in the baking industry and an important player in snacks and one of the largest distribution networks in the world.

Canada Bread is seeking franchisees to share in the company’s business philosophy of mutual growth and success driven by a unique core values system. Canada Bread franchisees benefit from ownership by one of the world’s largest baking companies in terms of production and sales volume.

Canada Bread Company, Limited is a business organization of Grupo Bimbo and is currently embarking on the final stage of integration with Grupo Bimbo and evolving to the business name of “Bimbo Canada” Visit www.cbfranchise. ca to learn more about Canada Bread franchising opportunities.

Franchise units in Canada: 750 Corporate units in Canada: 35 Franchise fee: $5K-$10K Investment required: $15K-$400K Start-up capital required: 25% Available territories: British Columbia, Alberta, Saskatchewan, Manitoba, Ontario, Québec, New Brunswick, Nova Scotia, Prince Edward Island, Newfoundland and Labrador In business since: 1911 Franchising since: 1960 CFA member since: 2010

MORNING BREW

Cinnaholic

Clever Cupcakes

COBS Bread

Cinnaholic is a quick service restaurant concept offering 100 per cent vegan cinnamon rolls in a variety of different flavours. Made using only the highest quality ingredients, all of their products are free of dairy, lactose, egg, and cholesterol. Cinnaholic was listed in Entrepreneur Magazine’s Franchise 500 Top New Franchise list in 2018.

Founded in 2010, Clever Cupcakes was created in response to the new guidelines for food and beverage sales in British Columbia schools, in an effort to eliminate junk food and improve student health and achievement. With a unique line of handcrafted cupcakes made in a peanut and tree nut free facility, their products include only natural ingredients with options that are free of gluten, egg, sugar, and dairy.

COBS Bread is a trusted national brand with over 100 bakeries in Canada and is part of a global bakery network with over 700 locations. COBS Bread is proud to have been recognized as a Franchisees’ Choice Award winner for eight consecutive years in a row. COBS Bread is driven to ignite a passion for bread and the freshest baked treats through a business model focused on delivering exceptional products, friendly service and a welcoming environment for all customers.

Cinnaholic is now expanding across the U.S. and Canada. Their franchise startup package includes everything needed to launch a successful Cinnaholic store, including support with real estate and site selection, construction, training, marketing, grand opening, and more. Once franchisees are up and running, Cinnaholic provides ongoing operational and marketing support and a dedicated commitment to the franchise partnership.

Franchise units in Canada: 17 Franchise fee: $35K Investment required: $195K-$329K Start-up capital required: $100K Training: 2 weeks Available territories: All of Canada, U.S. In business since: 2010 Franchising since: 2015 CFA member since: 2017

CFA member since: 2018

COBS Bread franchisees benefit from the strength of a nationally recognized brand to grow their businesses and give back to the community. To date, COBS Bread has donated over $250-million in unsold products to local charities since 2003. No baking or business experience is needed to start a franchise. The company provides a comprehensive 16-week training program, which is designed to get franchisees up to speed on everything they need to operate a COBS Bread bakery.

Franchise Units Canada: 101, U.S.: 1 Corporate Units Canada: 8 Franchise Fee: $25K Investment Required New Bakery: $650k – $750k Start-up Capital Required: $200k - $250k Available Territories: British Columbia, Alberta, Saskatchewan, Manitoba, Ontario, New Brunswick, Nova Scotia, Prince Edward Island, Newfoundland and Labrador, United States In Business Since : 2003 Franchising Since: 2006 CFA Member Since: 2008

Franchise Canada September | October 2018 33

MORNING BREW

Coffee Culture Café

Coffee Time

Country Style

Since 2006, Coffee Culture Cafe has served freshly brewed coffee, tasty soups, fresh salads, gourmet sandwiches, wraps, delicious desserts and rich specialty coffees, all made to order. Each location features unique elements, combining a comfortable and relaxing ambience, soft leather chairs, booths and café-style seating with distinctive fixtures suited to the individual location.

Since 1982, the focus at Coffee Time has been on their customers, products and business partners. As a result, the franchise has grown and continues to build business around the globe with 75 locations across Canada.

In 1963, the first County Style opened in Toronto featuring a combination of great-tasting coffee and over 50 varieties of freshly baked doughnuts, served in a friendly environment.

Country Style now offers a wide assortment of fresh baked goods plus an all-day breakfast and deli lunch menu. The quick service restaurant franchise has a range of restaurant concepts from free-standing, shopping mall and fuel/convenience locations.

The company is seeking franchisees who are looking to join a successful coffee franchise. The benefits of becoming a Coffee Culture Café franchisee include being a part of a brand with great purchasing power, recognized marketing initiatives, and unmatched culinary development.

Franchisees receive training at their corporate head office located in Mississauga, Ontario, and the ability to stay connected with all departments.

Franchise units in Canada: 44, U.S.: 3 Corporate units in Canada: Franchise fee: $35K Investment required: $300K-$375K Start-up capital required: $150K-$175K Training: 5 weeks of operational training and support Available territories: All of Canada In business since: 2006 Franchising since: 2006 CFA member since: 2013

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For over 25 years Coffee Time has been pleasing customers with the finest blends of coffee, specialty drinks, baked goods, soups and sandwiches. As one of the largest franchise businesses of its kind in Canada today, Coffee Time has grown from one coffee shop in Bolton, Ontario to a brand with locations in Canada and other parts of the world. The company is seeking franchisees to help expand the brand nationally, and internationally.

Franchise units in Canada: 72 Franchise units internationally: 26 Corporate units in Canada: 3 Franchise fee: $25K Investment required: $265K -$465K Start-up capital required: $93K-$163K Training: $5K Available territories: Ontario, U.S., International In business since: 1982 Franchising since: 1986 CFA member since: 2008

www.cfa.ca | www.FranchiseCanada.Online

Country style is currently looking for new franchise partners to expand across Canada. The company seeks hard working franchisees with great leadership skills and an eagerness to be their own boss. Franchising options include full-store and express locations.

Franchise units in Canada: 359 Corporate units in Canada: 1 Franchise fee: $30K Investment required: $275K-$400K Start-up capital required: $100K Training: 4 weeks Available territories: All of Canada In business since: 1962 Franchising since: 1963 CFA member since: 1979

MORNING BREW

Donut King

Dunkin’ Brands Inc.

Donut King is a much-loved brand of Retail Food Group (RFG), and has been Australia’s leading donut brand for over three decades. Donut King strives to be at the forefront of market trends through every touchpoint from product innovation to packaging, store design, social media and technology.

Dunkin' Brands Inc. is one of the world's leading franchisors of quick service restaurants serving hot and cold coffee and baked goods, as well as hard-serve ice cream. At the end of the third quarter 2015, Dunkin' Brands' nearly 100 percent franchised business model included more than 11,500 Dunkin' Donuts restaurants and more than 7,600 Baskin-Robbins restaurants.

RFG is Australia’s largest multi brand retail food franchise operator. Its proven business models and support systems have been perfected over 25 years of operation. Area Developers or Country Master Franchise Partners receive the benefits of being supported by an established franchisor with full training of the brand system, ongoing support via a Market Development Manager, Marketing and Communications support including brand assets, promotional campaigns, point of sale material, website, and public relations support, along with product innovation via our dedicated team of food experts, and supply chain and procurement support.

Franchise units: 287 (International) Corporate units: 16 (Australia) Franchise fee: $150K - $1.5-million Training: RFG has a comprehensive training program so you are confident to run your own stores and train your own Franchise Partners. They also support you with your first store opening.

In business since: 1981 Franchising since: 1983 CFA member since: 2018

Dunkin’ Brands Inc. has franchising opportunities with both its Dunkin’ Donuts and Baskin-Robbins stores.

Franchising with Dunkin' Brands means working with a leader in the quick service restaurant industry. It means taking advantage of our vast support network and franchising experience. Dunkin' Brands has more than 1,100 corporate employees to support their franchise systems.

CFA member since: 1989

Gloria Jean’s Coffees At Gloria Jean’s Coffees, coffee is their passion. With franchise units located throughout the world, Gloria Jean’s Coffees painstakingly selects Arabica beans from only the most discriminating sources as part of their commitment to serving customers the highest quality coffee in the world. From bean to cup, nothing is compromised, making Gloria Jean’s coffee the very finest you can buy.

Gloria Jean’s also prides itself on the fact that its coffee is Rainforest Alliance Certified coffee.

With over 25 years of franchising experience and nearly 900 locations worldwide, Gloria Jean’s Coffee provides franchisees with an opportunity to succeed in the specialty coffee industry. Gloria Jean’s Coffees is continually introducing tastetempting hot beverages and refreshing chillers and their passion for quality has made the franchise a leader in gourmet flavored coffees, varietals and blends. Franchisees benefit from strong ongoing operations and training support from day one and a vested interest in your success.

Area Developers or Country Master Franchise Partners purchase into a proven franchise system backed by a global food and beverage company and experienced franchisor.

Franchise units in U.S.: 67, International; 824 Franchise fee: $150K - $1.5-million Training: RFG has a comprehensive training program so you are confident to run your own stores and train your own Franchise Partners. They also support you with your first store opening.

In business since: 2004 Franchising since: 2004 CFA member since: 2018

Franchise Canada September | October 2018 35

MORNING BREW

Good Earth Coffeehouse

Kekuli Café Coffee House

Michel’s Bakery Café

Good Earth Coffeehouse has been creating authentic community coffeehouses since 1991, serving ethically sourced coffee and fresh, wholesome food. The quick service franchise makes food in their own kitchens for every meal of the day. Good Earth’s environmental commitment runs deep, with sustainability initiatives built into the fast casual’s business model.

Kekuli Café Coffee House is a Canadian Indigenous cuisine fast-casual restaurant. Kekuli Café serves their fresh handmade signature “Bannock” and other fine First Nations foods. They serve organic fair-trade Spirit Bear Coffee, organic espresso, tea, and original Saskatoon smoothies. Kekuli’s patrons are of all ages and love their home-style original menu, which offers Pow-Wow Indian fry bread tacos, bison bannock burgers, bannock sandwiches, fresh salads, chili, baked bannock scones, and other treats.

Michel's Bakery Cafe features a fast casual dine-in experience inspired by French favourites such as quiches, gourmet sandwiches, salads and signature French onion soup, and an array of fresh pastries and baked goods. All bakery products are baked daily on the premises. The franchise’s design resembles a classic Parisian cafe' with rich woods, stone walls and floors, decorative mosaic and fauxfinished walls.

The company is looking for community-minded franchisees to help them continue to grow across Canada.

Franchisees benefit from ongoing training, high quality marketing, and involvement in communitybuilding initiatives such as their work with Foodbanks and the Nature Conservancy of Canada.

Franchise units in Canada: 47 Corporate units in Canada: 3 Franchise fee: $35K Investment required: $375K-$595K Start-up capital required: $225K-$300K Training: 6 weeks plus opening support Available territories: British Columbia, Alberta, Saskatchewan, Manitoba, Ontario, Nova Scotia, International In business since: 1991 Franchising since: 2005 CFA member since: 2005

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Franchises are available to people with a passion to own their own business and provide excellent one of a kind customer service, food, beverages, and bannock.

Corporate units in Canada: 2 Franchise fee: $30K Start-up capital required: $300400k Training: 4-6 weeks and 1 week in store Available territories: British Columbia, Alberta, Saskatchewan, Manitoba, Ontario In business since: 2009 Franchising since: 2016 CFA member since: 2015

www.cfa.ca | www.FranchiseCanada.Online

The first new Michel’s Bakery Café opened in 2010 with a refreshed, updated store design, name and logo.

The franchise is looking to expand its operations in Ontario, and is seeking dedicated franchisees to join the team.

The ideal franchisee has experience in food service, customer service, and management experience.

Franchise units in Canada: 4 Corporate units in Canada: 1 Franchise fee: $40K plus applicable taxes Investment required: $400K-$650K Start-up capital required: $200K min Training: 3-4 weeks Available territories: Ontario In business since: 1980 Franchising since: 1994 CFA member since: 1997

MORNING BREW

Nestle Toll House Café A Nestle Toll House Café by Chip franchise brings universally recognized Nestle-branded products to a café environment, with a variety of baked goods, cookies, coffee, ice cream, smoothies, and savory products such as crepe, Paninis, flatbreads, and wraps. The franchise concept offers multiple cafe models from kiosk to a dine-in store with seating, providing maximum flexibility with the real estate.

Nestle Toll House Café seeks financially qualified brand ambassadors with an entrepreneurial spirit and a drive for success to become café owners.

They have opportunities across the United States including Puerto Rico, throughout Canada and in select countries in the Middle East.

Franchise units in Canada: 3, U.S.: 105, International: 50 Corporate units in Canada: 0, U.S.: 2 Franchise fee: $30K USD Investment required: $149 - $475K USD Start-up capital required: $100,000K USD Training: 12 days plus 6 days on-site training Available territories: All of Canada, United States In business since: 2000 Franchising since: 2000 CFA member since: 2017

Presse Café

Robin’s Donuts

Presse Café is known for its dynamic atmosphere, exclusive coffee recipes and delicious food. Featuring muffins, pastries and full breakfasts to delicious Paninis, salads, soups and desserts, Presse Café’s menu is set to please.

Presse Café is now expanding across Canada and abroad with new stores in Paris, Sydney, Morocco and Cyprus.

Since its inception in 1975, Robin's has grown from one store in Thunder Bay, Ontario to become one of the top grossing donut chains in Western Canada. With over 120 locations Robin's has established itself as one of the senior franchise organizations in North America. Robin's is a privately owned, 100 per cent Canadian corporation with focus on offering high quality products at a value price in a clean and friendly environment.

Franchise units in Canada: 58, International: 15 Corporate units in Canada: 7 Franchise fee: $35K Investment required: $300K-$450K Start-up capital required: Training: 4-6 weeks and ongoing training Available territories: All of Canada, International In business since: 1996 Franchising since: 1996 CFA member since: 2009

Robin's Donuts continues to focus on growth throughout Canada and internationally. They are seeking to build strong franchise relationships with people who have a passion for the coffee industry and a drive to succeed.

No food service experience is required.

There are a number of facility types that Robin’s develops, including the full-bake prototypical outlet, non-bake outlet with or without drive thru, nontraditional facilities, kiosks, and carts.

Franchise units in Canada: 144 Corporate units in Canada: 5 Franchise fee: $25K Investment required: $100K-$360K Available territories: British Columbia, Alberta, Saskatchewan, Manitoba, Ontario, Newfoundland and Labrador In business since: 1975 CFA member since: 2008

Franchise Canada September | October 2018 37

MORNING BREW

Second Cup Coffee Co. With over 300 locations across Canada, Second Cup Coffee Co. is Canada’s largest specialty coffee retailer, serving premium coffee since 1975. Second Cup Coffee Co. franchises expertly handcraft over 1-million beverages every week, and sell over 7,100 pounds of fairly traded coffee each day.

Second Cup Coffee Co. franchisees have a proven track record in the retail/restaurant sector, a passion for coffee, a demonstrated ability to hire, train, and motivate teams, and a strong customer service background. Second Cup Coffee Co. provides franchisees with intensive management training and ongoing marketing and operational support.

Franchise units in Canada: 300 Corporate units in Canada: 5 Franchise fee: $25K Investment required: $100K-$360K Start-up capital required: Available territories: British Columbia, Alberta, Saskatchewan, Manitoba, Ontario, Newfoundland and Labrador In business since: 1975 CFA member since: 2008

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Serious Coffee

Tim Hortons

Serious Coffee began roasting coffee in 1994, and since then the quick service restaurant franchise has been committed to using only Arabica beans. This choice, along with the company’s air-roasting system, provides its 25 franchise locations across British Columbia with an exciting coffee experience.

Tim Hortons offers quality fresh baked goods to enjoy with their famous premium blend Tim Hortons Coffee.

With thousands of locations from coast to coast in Canada and in the north central United States, Tim Hortons has become a part of everyday living for many local customers.

Serious Coffee is seeking franchisees to continue the company’s commitment to providing guests freshly roasted coffee. Serious Coffee franchisees benefit from the company’s own bakery, which delivers baked goods and coffee via their own delivery trucks. The Serious Coffee franchise chain provides full support to franchisees in training, procedures manuals, equipment selection, design and operational fundamentals. The company is constantly consulting with café owners and regularly perform inspections and ongoing training at each site.

Franchise units in Canada: 21 Corporate units in Canada: 4 Franchise fee: $25K Investment required: $325K Start-up capital required: $100,000 Available territories: All of Canada, United States, International In business since: 1994 CFA member since: 2015

www.cfa.ca | www.FranchiseCanada.Online

Tim Hortons seeks franchisees with prior management experience in the food service sector. Prospective Tim Hortons franchisees should have strong communication skills and leadership qualities, along with a keen understanding of how to recruit, train, and manage staff.

Franchise units in Canada: 3665, U.S.: 869, International: 69 Corporate units in Canada: 15 Franchise fee: $50K Investment required: $300K Start-up capital required: Available territories: All of Canada, United States In business since: 1964 Franchising since: 1964 CFA member since: 1993

MORNING BREW

Wetzel’s Pretzels From hand-rolled pretzels to lemonade, everything at Wetzel’s Pretzels is made with only the freshest ingredients. You can find Wetzel’s in stadiums, airports and tourist locations, but primarily in malls across Canada and the United States. A mallbased business allows operators a better quality of life as their store is open during mall hours, not restaurant hours.

Franchise units in Canada: 5, U.S.: 350 Franchise fee: $35K Start-up capital required: Training: Two weeks Available territories: All of Canada, In business since: 1994 CFA member since: 2017

Wetzel’s Pretzels franchisees can focus on growing their business with the franchise’s simple menu and food preparation. The ideal Wetzel’s Pretzels franchisee has an entrepreneurial spirit, a passion for food, and a desire to delight guests. Wetzel’s Pretzels is ideal for a new business owner looking for a simple business that is easy to start, easy to run and easy to scale. The company partners closely with franchisees, providing a support and guidance system that has been perfected over a period of 20 years. For franchising opportunities, contact Cory Reddekopp at cory@wetzels.ca.

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Franchise Canada September | October 2018 39

THE CFA GUIDE TO FOOD SERVICE FRANCHISE MODELS We break down the subtle, but important differences between quick service, fast casual, casual, and full-service restaurants

BY KAREN STEVENS

Some franchise models are very easy to define. Quick Service Restaurants (QSRs), for example, and, on the other end of the spectrum, fine dining. But then there are those in between, like fast casual, that sit somewhere in the middle. Below, Franchise Canada takes a look at four thriving restaurant franchises that occupy four separate categories in the food service sector. Franchise Canada provide an in-depth look at the QSR, Fast Casual, Casual, and Full-Service franchise models to disseminate what makes each one unique.

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THE CFA GUIDE TO FOOD SERVICE FRANCHISE MODELS

Quick Service: With their classic burgers and pigtailed namesake redhead, Wendy’s is one of the most recognizable brands in the Quick Service Restaurant (QSR) category. A sector populated by restaurants that offer up exactly what the name implies: fast service.

Lisa Deletroz, Wendy’s Marketing Director, says that in the popular QSR market, it’s important to focus on what the customer wants. “Our customers want that quick service and they expect high quality, so we provide that all in a comfortable space,” she explains. “The QSR sector is growing and Wendy’s always wants to be part of a sector that’s growing.”

As for the benefits and challenges associated with operating a QSR franchise, Deletroz points to the competitive nature of the sector, which leads to an ongoing commitment to innovation.

“The challenges are the same as the benefits, really,” assesses Deletroz. “QSR is a very competitive industry in Canada, and as a result of that competition we have to innovate and constantly be coming up with new ways to continue growing.”

She goes on to say that as a result of this fact, it’s a very exciting industry to be in and there are always new ways to improve.

Wendy’s franchisees are, above all, passionate according to Deletroz. “Our ideal franchisee is very passionate about what they do and shares our vision,” she says. “Often they have business or retail backgrounds, but that’s not necessary, as long as they share our vision and have that passion.” As with any food service franchise, that kind of background is always an asset, but in no way is it an obstacle to becoming a successful Wendy’s franchisee.

With extensive support in every area, from training and marketing to restaurant development and ongoing operations, franchisees are guided throughout each stage of the process.

“QSR IS A VERY COMPETITIVE INDUSTRY IN CANADA, AND AS A RESULT OF THAT COMPETITION WE HAVE TO INNOVATE AND CONSTANTLY BE COMING UP WITH NEW WAYS TO CONTINUE GROWING.”

Franchise Canada September | October 2018 41

THE CFA GUIDE TO FOOD SERVICE FRANCHISE MODELS Fast Casual: After an impressive 90 years of operating in Western Canada, White Spot is a household name. Their fast casual restaurant chain, Triple O’s, is an extension of that brand, with the same level of quality available in a quicker environment. President of Triple O’s, Warren Erhart says that he would place the restaurant in the “fast casual” category. “It starts with unique, fresh, made-for-you products, and while we do have counter service, we also bring the product to the table as well,” he explains.

“It’s beyond just transactional service—the guest experience is everything.”

A big benefit to being part of a franchise system like Triple O’s is that head office performs marketing research to stay ahead of current trends. “We spend a lot of time and energy researching both our guests and our staff to make sure that we have a good pulse on what the market is like,” relates Erhart.

One of the challenges to overcome is staffing, and to ensure that Triple O’s is always delivering an excellent guest experience at every restaurant.

“We simplify systems for staff, train them well and use technology when appropriate. These are all

WORLD’S LARGEST

SALON BRAND

42 Canadian Franchise Association

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THE CFA GUIDE TO FOOD SERVICE FRANCHISE MODELS

obstacles, but also solutions and opportunities to those obstacles in themselves as well,” he says.

When asked what an ideal Triple O’s franchisee looks like, Erhart says a passion for the brand is a must-have.

“Anybody that loves the brand as much as we do,” says Erhart when describing an ideal franchisee. “We can teach you the skills and we can teach you the business, but it’s really the attitude and passion of the person.”

In terms of training and support, franchisees have access to a learning management system and a management development program. What’s more, they receive support from the Home Office in the restaurant opening as well. “We are only as strong as our weakest restaurant, so we have to provide a great training program.

It’s our responsibility to provide them with those tools,” Erhart says.

Congratulations!

Rick Spindor, Keith Wickens and Team.

Mr. Lube Franchisee of the Year.

Since opening their first store in 2008, Rick Spindor (far left) and Keith Wickens (far right) have built a tremendous team committed to excellence in customer service and to providing an exceptional in-store experience. Their business results are consistently amongst the highest in the franchise with outstanding growth in revenue and customer visits. Everyone at Mr. Lube congratulates them on being the Mr. Lube franchisee of the year. ® Reg. TM/MD of ML Royalties Limited Partnership, used under license.

Franchise Canada September | October 2018 43

THE CFA GUIDE TO FOOD SERVICE FRANCHISE MODELS Casual: MR MIKES® SteakhouseCasual started in Western Canada back in 1960. The chain fits into a category Vice President of Business Development Rick Villalpando calls “Midscale casual.” While the restaurant provides full table service, the price point is such that the target demographic can afford to go every week. “If you have a chart with inexpensive value to the left and fine dining to the right, we would just be a little bit right of centre,” explains Villalpando.

In 2010, RAMMP Hospitality Brands Inc. purchased MR. MIKES ®, which was at that time called Mike’s Steakhouse and Bar. “We did a lot of research to find out who our customer was and what they want and we re-evaluated based on that,” recalls Villalpando. “The name steakhouse implied something a lot more expensive and formal than we are.”

In order to make everyone understand what category the steakhouse fit into, they rebranded to become MR MIKES ® SteakhouseCasual. “In the process of doing that we invented a new category within casual dining: casual dining steakhouse,” explains Villalpando. “We are the only casual dining full service steakhouse chain in Canada.”

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44 Canadian Franchise Association

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THE CFA GUIDE TO FOOD SERVICE FRANCHISE MODELS

According to Villalpando, for potential franchisees the biggest benefit is that there is no direct competition.

“We are so different because of the category that we are in, there’s no one else like us. On the other hand, the challenge is that we are new in some of our markets, but once it’s up and running and people experience us the restaurant takes off,” asserts Villalpando.

The new franchisees themselves need to have certain characteristics. “I want someone who is passionate about the restaurant business, and someone who shares our same business values.” The ideal franchisee

has business experience, and food experience is not a requirement. “Many of our franchisees have partnerships, with an investing partner and an operating partner. If they are lacking on the restaurant side of things, we can help them hire that expertise,” says Villalpando.

Besides the initial eight weeks of onsite training, MR. MIKES ® has a bevy of programs to help franchisees get up and running and stay on track; from assisting with the hiring, to ongoing online training programs to an annual convention, plus store visits, which ensure that each franchisee has the best possible shot at success.

Commercial Cleaning Business Opportunity. Initial business. Comprehensive training. High demand.

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Industry leader. Low investment. Growth potential.

Find your plan at www.janiking.ca

Franchise Canada September | October 2018 45

THE CFA GUIDE TO FOOD SERVICE FRANCHISE MODELS

Full Service: At a full-service restaurant, guests are seated at a table with a server, often spending an hour or more enjoying their meal. Boston Pizza fits neatly into that category, with sit-down restaurants and a full menu.

“We use the terms ‘casual dining’ and ‘full service’ interchangeably,” explains Joanne Forrester, Senior Vice President of Operations. She adds how the real opportunity to differentiate a franchise brand from the pack is by being laser focused on your target guest, delivering remarkable hospitality, and by coaching your staff around situational service at the table to empower them to identify those moments that can make the dining occasion special.

While many full-service dining brands have shifted to be more adult-focused by elevating their bar offerings, Boston Pizza is focused on young millennial families.

They have undergone an extensive modernization of the restaurant’s guest experience, which includes upgraded menu offerings, and a new pay-at-table experience that allows guests to review, pay, and even split their bills via smartphone.

In addition to putting a sharp focus on hospitality, Boston Pizza is constantly updating and improving its menu.

In addition to new options such as thin crust pizza, they have also added “more shareable” items to the menu.

Another way the franchise stays competitive is by being adaptable, Forrester explains.

“Our concept is really flexible. Our restaurant designs can suit everything from urban and rural areas to airports, hotels and hockey arenas,” she says. “We’ve adjusted our offering inclusive of menu and design, so our franchisees

46 Canadian Franchise Association

“WE HAVE A REAL VARIETY OF FRANCHISEES, RANGING FROM PEOPLE WHO WORKED IN THE OIL AND GAS INDUSTRY, FARMING AND AGRICULTURE, TO PEOPLE WHO HAVE GROWN UP AROUND THE RESTAURANT BUSINESS.” can deliver that same great Boston Pizza guest experience, regardless of physical location.”

While Boston Pizza restaurant locations don’t all look the same, they have one thing in common: a passion for the brand.

“We have a real variety of franchisees, ranging from people who worked in the oil and gas industry, farming and agriculture, to people who have grown up around the restaurant business,” she explains, adding how franchisees can also follow the investor/owner-operator model. “We pair someone who doesn’t have a restaurant background with a restaurant partner who is passionate about the business.”

To ensure they’re delivering the excellent hospitality that the brand demands, all new franchisees go through a six-week, hands-on guest experience training program. Corporate trainers also spend four-to-six weeks at each new location to help train staff. This ongoing support includes online learning, while every store is paired with a regional manager.

www.cfa.ca | www.FranchiseCanada.Online

GLOBAL FRANCHISE

BY GEORGIE BINKS

Canada’s diversity means a culinary trip to Mexico, France, Greece, and anywhere else you can imagine is just down the road. These food service franchises serving up tastes from around the world are bringing global flavours to their franchisees and guests.

Franchise Canada September | October 2018 47

GLOBAL FRANCHISE FLAVOURS

“I immediately began to visualize the combination of North Americans’ love for street food with the delights of a fresh crepe.”

Crepe Delicious explains, lies within staffing.

It was on the streets of Paris many years ago where chef “We train our staff and provide them with plenty of Oded Yefet got his inspiration for Crepewww.crepedelicious.com Delicious. After support to ensure long-term happy employees and low watching street vendors serve crepes to happy custom- staff turnover,” he says. ers, he was just a hop, flip, and a jump away from bringWhen asked what makes the perfect Crepe Delicious ing the popular franchise to Canada in 2004. franchisee, Yefet says it’s all about finding people with a “I immediately began to visualize the combination of good attitude and a passion for what they do.

North Americans’ love for street food with the delights Initial training involves 10-14 days at head office, five of a fresh crepe,” says Yefet, the franchise’s Founder days at the new location and ongoing support with reguand CEO lar visits from head office staff.

The following year the brand was franchised, and While the franchise’s roots may be Parisian, these today, there are locations in North America, Asia, and days the streets of places like Red Deer, Alberta are the Middle East with the first U.S. location set to open where it’s just as popular. Franchisee Eric Xue just picked this year in Orlando, Florida. This fall, Crepe Delicious up the Golden Fork Award for the ‘Best Dessert Store’ in will open two locations in Thailand, and a second loca- 2017 for his Red Deer location. C’est bon! tion in Hong Kong is set to open this winter.

“Crepe Delicious is the largest quick-service franchise CREPE DELICIOUS offering crepes & gelato,” Yefet explains. “Our chefs pre- Franchise units in Canada: 27, International: 1 pare fresh, made-to-order crepes topped with all your Corporate Units in Canada: 1 favourite ingredients ranging from breakfast to savoury Franchise fee: $25K to sweet.”

Investment required: $150K - $350K “The benefits of running a Crepe Delicious is the rela- Start-up capital required: $150K tionship provided to our franchisees - our ‘Crepe Family’. Training: Pre-opening training, grand opening support, Our team members are highly skilled with 10-plus years and ongoing support of experience,” he adds.

Available territories: All of Canada, Yefet says the franchise entry cost is low and crepes United States, International are simple to make so training is easy. The challenge, he CFA member since: 2009

48 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

GLOBAL FRANCHISE FLAVOURS

Edo Japan Edo Japan may be best known for its Japanese food, but it’s also proud of the fact that many of its franchisees are recent immigrants.

“The original founder’s desire to create opportunity for recent immigrants to own their own business still is very much alive and well today,” says Edo Japan President and CEO Dave Minnett. “Some started as a regular employee and found their way to owning their own franchised restaurant. Others came to Canada and invested in buying a franchise, then became so successful they’ve become multi-unit operators. We’re very proud of that.”

Edo Japan offers a quick-serve Japanese-inspired menu, with dishes cooked fresh and made-to-order. The franchise’s meals are prepared using traditional Teppanstyle cooking in full view of guests.

Edo Japan was started in 1979, in Calgary, Alberta by Reverend Susumu Ikuta, a Japanese Buddhist minister.

The chain now has 124 locations, with plans to expand over the next several years.

One of the benefits of owning an Edo franchise is the chance to collaborate with the people who work there.

As far as Minnett is concerned, the support system his

franchise provides is unmatched when it comes to the quality of its people.

“I think we have the most passionate, committed and hands-on franchisee network in our industry and a home office team that truly cares about pleasing our guests,” he boasts.

Minnett adds that franchisees enjoy a strong record of financial success. Stores are open 10:30 a.m. to no later than 10 p.m., offering franchise partners a balanced lifestyle. The best franchisees understand great hospitality.

“They always put their guests first,” Minnett says.

“They genuinely believe in our food and have a passion for the brand’s promise.”

Onboarding includes five-weeks of hands-on training and continued operational support following the opening of a restaurant. Minnett says success comes from living and breathing the brand standards.

“If you do that every day success will come if the brand model is strong. And remember you can’t do it all by yourself. You need to build a team.”

EDO JAPAN Franchise units in Canada: 119 Corporate Units in Canada: 5 Franchise fee: $30K - $35K Investment required: $300K - $500K Training: 5 weeks In business since: 1979 Franchising since: 1981 CFA member since: 1995

Franchise Canada September | October 2018 49

GLOBAL FRANCHISE FLAVOURS

OPA! of Greece When OPA! of Greece CEO Dorrie Karras spotted long lineups at Calgary’s Market Mall food court in 2001, he knew founders Niko Tiginagas and Don Gebauer’s were onto something. Ammar Georges, Director of Franchise Development says, “Niko was passionate and a showman. He could sell anything behind the counter. He put on that Zorba show, dancing as he made food. I thought there was something to this.”

Karras took over as CEO in 2001, the same year OPA! started franchising. OPA! offers home style Greek food with a Canadian influence. The menu features colourful salads prepared in-house daily, high-quality proteins and a choice between healthier and indulgent options.

Franchisees are supported by a great home office team. Georges says the entire franchise model is built around the needs of its franchisees.

“We create our menu, systems and strategy around supporting their needs and building their success,” he explains. “At a franchise level, we’ll continue to put our operators first because we know supporting their business is the best way to support and serve our customers.”

As for challenges, Georges adds that separating the franchise from the competition with solid customer retention practices is critical.

“In a restaurant, you’re on your feet all day, manag-

50 Canadian Franchise Association

ing inventory, cash flow and employees. The market’s very competitive and maintaining your customer base is about connecting with customers and building relationships,” Georges says. “There’s always more to be done but the rewards of building a thriving business and a consistent customer base is a very rewarding and fulfilling process.”

An ideal franchisee should possess a passion for business and making personal connections. Training involves one week of operations at their location, online training and ongoing evaluation programs.

“Building a successful business takes commitment and leadership,” Georges says. “Inside a franchise brand, you have support and systems to guide you. A successful franchisee is focused on using all the resources to help them grow.”

And maybe a little bit of Zorba doesn’t hurt either!

OPA! OF GREECE Franchise units in Canada: 95 Franchise fee: $25K Investment required: $340K - $430K Available Territories: All of Canada In business since: 1998 Franchising since: 2001 CFA member since: 2010

www.cfa.ca | www.FranchiseCanada.Online

GLOBAL FRANCHISE FLAVOURS

Quesada What’s the most Canadian way to test out burritos for a new Mexican food franchise? Why not pack them in a snowbank when you’re skiing at Lake Louise and see how your friends like them for lunch? Between that and trying them out during intermissions in hockey games, Quesada founder and CEO Steve Gill says he created a winning menu for his franchise.

“When we opened back in 2004 we originated this concept of quick-service, higher-quality Mexican first in Toronto – home cooked food but in a restaurant environment,” he explains.

Boasting items like homemade guacamole and salsa, the franchise concentrates on traditional Mexican recipes. Gill, a former software developer, developed a taste for burritos while working in Denver, Colorado. After working with chefs in Canada and testing recipes on his buddies, Quesada now boasts 100 franchise locations.

“It’s not just limited to the big cities – everybody has globalized their palate,” Gill says.

The benefits of running the franchise is Quesada has a very low entry cost and simplicity of operation. Gill explains how the franchise model focuses heavily on franchisee support by not inflating any operational costs.

The ideal Queseda franchisee, according to Gill, is someone who thrives on hospitality, someone who “actually enjoys giving someone a free burrito on their birthday.”

Franchisees don’t need a specific background, but must commit to following the franchise system. The number one challenge is staffing and Gill presses that it’s important that franchisees develop their team.

“Give them a career path and they will stay longer term,” he says of staff training.

Prospective franchisees go through both online and in-person training before signing up with a lease. There’s an additional week of training before the location opens.

Ongoing support includes online support as well as online training tools for franchisees and staff.

Quesada hopes to increase locations in British Columbia and Atlantic Canada.

QUESADA BURRITOS & TACOS Franchise units in Canada: 100 Corporate units in Canada: 3 Franchise fee: $25K Investment required: $245K Start-up capital required: Varies from province-toprovince ($245K average) or $80K-$120K dependent on financing Training: 3 weeks Available territories: All of Canada, United States In business since: 2004 Franchising since: 2010 CFA member since: 2010

Franchise Canada September | October 2018 51

INTRO TO THE ULTIMATE GUIDE TO BUYING A FRANCHISE Franchising 101: An Introduction to Franchising

F

ranchising is an attractive and powerful way for Canadians to achieve success as small business owners.

Through the proven business concept and support provided by the franchisor, franchisees are able to be in business for themselves, but with the support and assistance of the franchisor, the advantage of the franchise system’s past success, and access to the knowledge and experience of a network of franchisee peers.

Franchising is about sharing success. The success of a franchisee leads to the further success of the franchisor and the franchise system as a whole. When you invest in a franchise, you align yourself with a brand that may already enjoy established consumer awareness and loyalty in the Canadian marketplace. This instant brand recognition can bring many advantages, including a stronger position when applying for a business loan. As a franchisee, you will benefit from the license to use the franchise system’s proven branding, trademarks, and proprietary products and/or services.

A franchise also provides you with the advantage of a tried-and-true system and an operations manual that

52 Canadian Franchise Association

fully explains how you are to replicate the franchise’s system at your location. While it’s impossible to eliminate all risk, if you work and follow that system, you can reduce the risk of business failure and increase your likelihood of success.

As a franchisee, you are considered a small business owner, and it’s important for you to assume a leadership role in your business. By joining an already established system, you don’t have to invent the business from the ground up like you would as an independent business.

The franchise system can save you time and money by keeping you up to date on your market. Through the franchisor, you can stay on top of business trends, research and development, new marketing initiatives, and changes in consumer tastes or behaviours.

Being a franchisee also means there is strength in numbers. Many franchise systems have an established supply chain and strong relationships with suppliers. By ordering your stock, supplies, and equipment through approved suppliers as a member of your franchise system, you may receive the benefit of preferential pricing or special delivery.

www.cfa.ca | www.FranchiseCanada.Online

GUIDE TO BUYING A FRANCHISE Joining a franchise system gives you a network of peers upon whose knowledge and experience you can draw. If you encounter an issue or have a question, your franchise system colleagues are just a phone call or email away.

What are the key responsibilities of the franchisee?

While system-specific responsibilities required of the franchisee will be outlined in the franchise agreement, there are a few key responsibilities that are generally required of the majority of franchisees.

The franchisee should: • follow the franchisor’s standards, methods, procedures, techniques, and specifications to ensure consistency; • pay a fee (typically an initial franchisee fee and ongoing royalties) to the franchisor for the right to use the franchisor’s trademarks (brand) and business system; • take care of accounting, local marketing, staffing, and the other administrative aspects of operating a business; • invest their time, particularly during the start-up phase, by working hands-on in their business to fully understand the operational side of the franchise; and • work in partnership with the franchisor, allowing for effective two-way communication between the two parties and a mutuallybeneficial relationship.

What are the key responsibilities of the franchisor?

While the franchise agreement will outline the specific responsibilities and obligations of the franchisor, there are a few key responsibilities of the franchisor that generally apply in most scenarios.

The franchisor should: • undertake to provide franchisees with operating systems and support services to help their businesses grow in ways that are effective, efficient, and profitable; • continue to evolve the franchise system through research and development of new products and services; • handle all brand advertising and (usually) provide franchisees with assistance for their local marketing activities; • protect and manage the brand and its trademarks, while ensuring consistency and quality standards are maintained by all franchisees in the system; and provide initial and ongoing training and support.

If you’re interested in embarking on a career in franchising, we’ve assembled the resources you need to make an informed investment decision. This Ultimate Guide to Buying a Franchise takes you on a tour of the whole path to making a franchise purchase, hitting the highlights of finding your franchise fit, navigating due diligence and disclosure, and working with a support team of franchise professionals, and also offers some top tips to help you as you launch your franchise business.

Learn more!

Visit franchisecanada.online to download the full guide.

Franchise Canada

September | October 2018 53

is pleased to present

a Special Franchise Focus on the

EDUCATION / CHILDREN’S PRODUCTS & SERVICES SECTOR

Featured in this edition: Angelic Treasures Christian Daycare....... 66 www.AngelicTreasuresDaycare.com

Kumon..................................................................... 57 www.kumonfranchise.ca

Level UP Learning Centers.............................59 www.levelupkids.ca/franchise/

Lice Squad.com..................................................63 www.licesquad.com

Oxford Learning.................................................65 franchise.oxfordlearning.com

Stagecoach.......................................................... 61 www.stagecoachfranchise.com

UCMAS Mental Math........................................ 64 www.ucmas.ca

KIDS & EDUCATION SPECIAL FOCUS

Kids are our future, and it’s never too early to ensure they’re soaking up all of the knowledge and nutrients they need to sprout into successful youngsters. That’s exactly where kids and education franchises come in. Franchises across the country are stepping up to provide the educational, nutritional, and recreational opportunities our youngest generation needs to meet its full potential.

Franchises centred in the kids and education sector are the perfect fit for franchisees who love working with children, have business experience, and are passionate about preparing Canadian youth for the future, especially when it comes to tutoring and education. Keep reading to learn more about the enlightening opportunities available in this sector today!

Franchise Canada September | October 2018 55

SPECIAL FRANCHISE FOCUS

Kid-Focused Franchises: Get to Know Your Clients

5.7-million

families with children in Canada

British Columbia

(Statistics Canada)

716,770 Manitoba

Quebec

213,700

1.2

MILLION Ontario

2.3

Nova Scotia

145,950

MILLION

$118,620

the media total income of Canadian families with two or more children.

(Statistics Canada)

$1,060

60%

90%

(Statistics Canada, via MoneySense magazine)

(2012 Ipsos Reid survey)

(2008 Ipsos Reid survey)

the approximate amount Canadian parents spend per year, per child, on education and recreation.

of parents say that they don’t have as much time as they would like to spend helping their child learn.

86%

Research points to parents taking a more proactive approach to their child’s learning, and tutoring is one way to help.

of Canadian parents agree that it’s now more important for their kids to compete for scholarships to offset the rising costs of postsecondary education.

(The Transformation of Private Tutoring: Education in a Franchise Form by Janice Aurini and Scott Davies, Department of Sociology, McMaster University)

(2008 Ipsos Reid survey)

56 Canadian Franchise Association

of Canadian parents agree that more preparation for the workforce is necessary due to increased competition.

www.cfa.ca | www.FranchiseCanada.Online

THERE’S A LOT TO CELEBRATE! 2018 marks the 60th anniversary of Kumon since it was established in Osaka, Japan in 1958, and its 30th anniversary in Canada. Kumon franchises now operate in 50 countries with enrollment numbers exceeding 4.3 million.

In addition to being named Entrepreneur Magazine’s number one tutoring services franchise for 17 consecutive years, we were recently honoured with the CFA Franchisees’ Choice Designation.

Be a part of our success!

Contact us to find out if a Kumon franchise is right for you. franchisecanada@kumon.com • 1-800-266-6681

kumonfranchise.ca

SPECIAL FRANCHISE FOCUS

Who receives tutoring?

Students who are already doing well academically and want to retain or build on that edge, and students who want to boost their understanding of the subject matter and their grades.

The Popularity of Tutoring While tutoring and supplemental education is growing in popularity in Canada, in other parts of the world it’s a regular part of students’ educations.

According to the United Nations Educational Scientific and Cultural Organization (UNESCO)’s International Institute for Educational Planning:

50% 50% of public school students in Brazil receive supplemental tutoring.

70% 70% of students in Japan receive tutoring by the time they finish middle school.

70%

Observed Benefits of Tutoring

While the overall academic outcomes of tutoring can vary from student to student, studies have found some common advantages that may be gained, such as: • An encouraging effect on self-confidence • A more positive attitude towards the subject matter being studied • Reduced anxiety due to the one-on-one or small group format (Canadian Council on Learning’s 2007 Survey of Canadian Attitudes toward Learning http://www.ccl-cca.ca/ccl/Reports/SCAL/2007Archive/SCALStructuredTutoring.html)

Why tutoring?

According to the UNESCO International Institute for Educational Planning, students report a variety of reasons for seeking supplemental education.

They include: • To prepare for important exams • To review and build on regular studies • To combat underachievement in school of all Canadian • To study subjects not taught in school parents say they • To receive individual attention would hire a tutor.

• Because parents are not able to assist (particularly with more advanced subjects and grade levels)

50%

(UNESCO International Institute for Educational Planning, www.unesdoc.unesco.org/images/0011/001184/118486e.pdf)

500%

70% of Korean students are tutored, with the majority receiving it while in elementary school.

33%

MATHEMATICS

SCIENCES

L A N G UA

GES

The most common subjects students seek tutoring for are languages, mathematics, and sciences.

58 Canadian Franchise Association

the growth of businesses offering tutoring services has quintupled over the past 30 years (The Transformation of Private Tutoring: Education in a Franchise Form by Janice Aurini and Scott Davies, Department of Sociology, McMaster University)

www.cfa.ca | www.FranchiseCanada.Online

33% of parents with children aged five to 24 have engaged the services of a private tutor or a tutoring company to assist their child with reading and/or writing, math, science, or other subjects.

(The Transformation of Private Tutoring: Education in a Franchise Form by Janice Aurini and Scott Davies, Department of Sociology, McMaster University, and the Canadian Council on Learning’s 2007 Survey of Canadian Attitudes toward Learning http://www.ccl-cca.ca/ccl/ Reports/SCAL/2007Archive/SCALStructuredTutoring.html)

Become our next Franchise Owner

e about us

dividuals who want to do un for kids & teens.

talyst for inspiring emic success by ion for coding and y.

The educational enrichment market, especially in STEM fields such as Engineering and Computer Science, is growing faster than our schools can adapt to meet demand, which is one of primary drivers of Level Up’s market growth.

a little about us what’s next?

From what we teach to the way we interact with our franchisees, Level UP is about constantly looking Four simple steps to becomingforward. our next In franchise owner. our world, success is about inspiring and The educational enrichment market, especially in STEM A network of committed individuals who want to do developing STEM related skill-sets to help kids and fields such as Engineering and Computer Science, is more thanrelevant make learning fun for kids & teens. d learning with growing faster than our schoolsitcan adapt to meet adolescents maximize their future before happens. nce & Technology – we wantEducation to be a catalyst for inspiring demand, which is one of primary drivers of Level Up’s ent of academic outcomes. market growth. confidence and academic success by We believe every community deserves a Level UP leveraging their passion forCentre, codingand andwe’re thrilled From what we teach the way weof interact with our with the to potential helping based on creating hands-on franchisees, Level UP is about constantly looking computer technology. you make it happenforward. in yourIn part of the world. rners to develop a sense of our world, success is about inspiring and developing STEM related skill-sets toAgreement help kids and Level UP merges peer-based learning with relevant ment through active Express Interest Interview Profile

1

2

interests in Computer Science & Technology Education to accelerate achievementYou of academic Whether that’s inthe person, will receiveoutcomes. a call to set over the phone or through up an interview so we can get Success and everything engagement is based on creating hands-on gramsour and camps are online form, to know each other better, projects as a vehicle for learners to develop a sense of starts with you wanting and answer your questions. based learning, the true accomplishment through active toownership learn moreand about our parent isself-discovery. thatsystem.

LevelIf you UPthink is franchise be a good fit, ward theiryou’d child’s future.

While after-school programs and camps are letour us know! experienced as adventure-based learning, the true advantage in the mind of a parent is that Level UP is a digital stepping stone toward their child’s future.

se.com 230 Diligente Drive www.LevelUpFranchise.com Riverview, NB E1B 1N5 1-877-225-3835 franchising@levelupkids.ca

Contact Us

3

4

adolescents maximize their future before it happens.

You complete an online We officially award you a We profile believeassessment every community deserves a Level UP to Level UP franchise, and the Centre, andif we’re with the potential of helping determine you’rethrilled a good fit adventure begins! you make it happen in your for us – and if we’re the rightpart of the world. fit for you.

2 2 11

SPECIAL FRANCHISE FOCUS

200 to 500%

The Rise of Canada’s After-School Tutoring Industry

Growth of tutoring businesses in Canada between 1990 and 2004.

This growth outpaced the aging of Canada’s school-age population, according to experts, who have called the rise of after-school programs “revolution.”

(The Globe and Mail)

Enrolments in after-school programs are on the rise.

From tutoring programs that aim to sharpen student’s mathematics skills to soccer camps, more and more parents across Canada are turning to education and tutoring franchises to supplement their day-school education.

35%

The number of Ontario parents who reported having purchased tutoring in past three years.

(2015 University of Toronto Study)

$1-billion

The estimated value of Canada’s tutoring industry. Canada is home to a wide range of franchises that provide afterschool tutoring and supplemental education to students of all ages, from kindergarten, all the way up to high school.

The most common subjects students seek tutoring for in Canada are English, mathematics, and science.

(The Financial Post)

$1,540

13,408

(Statistics Canada)

(Statistics Canada)

The average expenditure on education by all households in Canada in 2015.

The number of employers in Canada’s educational services industry.

36,929

The number of educational services established in Canada as of 2016.

(Statistics Canada)

60 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

Step into the spotlight!

Stagecoach is an international network of Performing Arts Schools offering extra-curricular education in Acting, Singing and Dancing for children aged between 4 - 18 years.

Stagecoach Performing Arts - International expertise for over 30 years 300+ Franchisees

45,000 students each week

9 countries and growing

We’d love to talk to you

Contact: International Franchise Recruitment Team

+44 (0)1932 254 333 Creative Courage For Business

stagecoachfranchise.com

SPECIAL FRANCHISE FOCUS

A look at kids’ health and wellness

With so many gadgets attracting the attention of children today, it can be hard to get youngsters to leave these devices behind to sit down to a well-balanced meal or participate in old-fashioned fun and recreation. Parents are looking for help in ensuring their kids have access to the right nutritious snacks and activities, and kid-focused franchises are answering the call, with programs and services aimed at keeping youth in tip-top shape. Looking at the stats below, these franchise brands may have their work cut out for them yet!

one-third

of Canadian kids between the ages of 4 and 18 are eating the recommended daily servings of fruits and vegetables.

(Health Canada)

1 in 5

Canadian youths between the ages of 12 and 17 are classified as overweight or obese, although more than 70 per cent of youths reported that they were at least moderately physically active during their leisure time.

(Statistics Canada, Canadian Community Health Survey, 2013)

Guidelines suggest that Canadian youngsters between the ages of 5 and 17 should be physically active for at least one hour every day. Data shows that only

7%

of Canadians in this age group actually exercise this often.

(Statistics Canada)

Children and youth are sedentary for at least

60%

of their waking hours.

(Statistics Canada)

62 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

AAFAMILY FAMILYFRIENDLY FRIENDLYBUSINESS BUSINESS

INVEST INVESTIN INYOUR YOURFUTURE FUTUREWITH WITH LICE LICESQUAD.COM SQUAD.COM速速 Make Make your your dream dream of owning of owning your your own own business business a reality. a reality.

Lice Lice Squad.com速 Squad.com速 hashas been been thethe leader leader in lice in lice care care solutions solutions since since 2001 2001 providing providing franchise franchise owners owners with with multiple multiple revenue revenue streams. streams.

TheThe multi multi award award winning winning franchise franchise presents presents a unique a unique opportunity opportunity to support to support your your local local community community by by helping helping families families in need. in need.Bring Bring peace peace of mind of mind through through education, education, eco-friendly eco-friendly products products andand an an exceptional exceptional service service experience experience to parents to parents in in time time of panic. of panic.

All All with with thethe support support of aofSuper a Super Hero Hero franchise franchise system system that that always always hashas your your back! back!

SPECIAL FRANCHISE FOCUS

Child Care in Canada 54 %

39 %

54% of Canadian parents 39% of parents with with children under the age of school-age children (5-14 years) four used non-parental child used non-parental child care. care in 2011.

In 2012, there were full- or part-time centrebased child care spaces for only 22.5% of Canadian children aged 0-5 years. This was a small increase from 21.8% coverage in 2010. Although the coverage rate has been creeping up steadily, there is still a very sizeable gap between need and provision.

2010 2012

86 %

98 %

86% of parents using child care arrangements did so on a regular basis.

98% of parents were very satisfied or satisfied with their child care arrangements.

(Statistics Canada)

21.8% 22.5%

(Moving Child Care Forward by Carolyn Ferns and Martha Friendly, Joint Initiative of the University of Guelph and University of Manitoba)

64 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

SPECIAL FRANCHISE FOCUS

Doing it for the Kids!

Franchises focusing on children’s products and services are on the rise! Franchise Canada wants you to learn more about the exciting franchising opportunities that serve the more than 5.7-million families with children throughout Canada! Get to know the franchisors and franchisees that are helping youngsters stay healthy, happy, and to prepare for their future with a special video series on FranchiseCanada.Online.

Visit franchisecanada.cfa.ca/kid-friendly-franchises/ to learn more

ARE YOU PASSIONATE ABOUT YOUR JOB? Canada’s #1 Tutor Service

MAKE A LIVING THAT MAKES A DIFFERENCE!

Helping Canadian Children & Families Since 1984

International Brand Recognition

Unparalleled Training & Support System

Proven Success Record

Award-Winning Marketing Team

Personal Fulfillment & Financial Security

1.888.559.2212 ext. 115 franchise@oxfordlearning.com

CANADA’S LEADING SUPPLEMENTARY EDUCATION FRANCHISE Proudly Canadian

franchise.oxfordlearning.com

Franchise Canada September | October 2018 65

SPECIAL FRANCHISE FOCUS

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

Learn about franchising Easy-to-read franchising articles and tutorials can make a huge difference as you navigate your franchising journey. Our resources have been designed with you in mind, and have helped many other prospective franchisees understand the franchise business model, and what it means for those starting out.

Prepare for business ownership Are you a first-time business owner? Understanding your responsibilities as an owner is very important to your success in franchising. Gain competency in the basics of business ownership so you can run your business like a boss.

Discover franchise opportunities Don’t settle your future on the first franchise you see. There are over 1,300 different franchise opportunities available across more than 50 different industries, and at every price point. Explore the wide range of opportunities available to you in our online directory.

Connect with franchisors Before you sign a franchise agreement, get to know the people behind the brand that you’re set to partner with. You can speak to them in person and face to face at the Franchise Canada Show, or set up a meeting through our online directory.

Find financing and legal support Before you sign on the dotted line of the franchise agreement, you’ll need to ensure your finances are in order, and that you fully understand the franchise disclosure document. Learn from franchise professionals, who share their advice to help you through the critical disclosure process.

Receive regular, informative updates Get the latest Canadian franchise opportunities and industry news delivered straight to your inbox. Our free e-newsletter has the information you need to grow your franchise knowledge and learn how to invest with success.

*Locations Available NOW* Mississauga North York

New Franchiser

Own & Operate a

CHRISTIAN DAYCARE

$50,000 gets you from idea to open house.

We find you the space, get your license and train you.

Build a business, make money and take care of your own children while doing it.

AngelicTreasuresDaycare.com

66 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

Dream of owning your own business?

Join thousands of entrepreneurs and future franchise business owners at the Franchise Canada Show, Canada’s ultimate one-stop-shop for anyone looking to take control of their future through franchise ownership!

Over two action-packed days, aspiring franchisees gain access to Canada’s top franchises, 10+ hours of free seminars, expert consultations, free samples, resources, and more!

The Franchise Canada Show is the perfect place to begin your new business search or to finalize your decision-making process. Meet face-to-face with franchisors and franchisees to learn about their proven business opportunities.

Every industry. Every investment level. Full-time, seasonal, and part-time.

Upcoming Show Dates:

Montreal Toronto Vancouver Calgary Toronto Edmonton

September 15-16, 2018 October 13-14, 2018 November 3-4, 2018 February 9-10, 2019 February 23-24, 2019 March 23-24, 2019

TICKETS ARE FREE WITH PRE-REGISTRATION! WWW.FRANCHISECANADA.SHOW

EVERYBODY’S GOTTA EAT What prospective franchisees need to consider before investing in a food service franchise

BY SUZANNE BOWNESS

“Everybody’s gotta eat, so it’s got to be good business – right?” It’s a rationale that franchise consultant Gary Prenevost hears often from newcomers contemplating a food service franchise.

But with over 15 years of experience with the FranNet franchise consultancy, Prenevost has a measured response to that truism: “Just because everybody's got to eat, it doesn't mean that it’s the right business for you.”

He doesn’t mean that you shouldn’t go into food. He just means you should do your research. Here, we consult with Prenevost and other food service experts to help you gain an insider perspective on everything you need to consider before investing in a food service franchise.

68 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

EVERYBODY’S GOTTA EAT The perks Let’s look at some upsides of food services.

For starters, the fact that we all need to eat means that once you build it (and market it), they will come, according to Prenevost.

“You’re typically dealing with a locationbased business where the customers will come to you, so it’s more about delivering a consistently good experience and building up a base of repeat business than about having to go out and hunt for new customers all the time,” he says.

He adds that the service aspect means it’s about building ongoing relationships. “If it’s a good customer experience, if it’s good food, people will come several times a month, sometimes a few times a week. The relationship with the customer is dynamic and active.”

Another perk of food service is the eventual predictability in terms of hours. While the first year is often hectic, eventually that stabilizes, especially if you build a reliable team. Same goes for finances, provided that market conditions don’t go crazy.

The challenges Despite many upsides, there are also challenges.

A more serious challenge is the nature of the business. “A restaurant business is a manufacturing business with a perishable product and finicky customers,” says Prenevost. He often warns those who would enter food service that just because they love to cook, that’s not enough – they have to think about whether they have other skills like management expertise and business planning. Because food is perishable, franchisees also need to be meticulous on production, timing of delivery, proper food storage, and inventory.

Is it for you?

As you can see, these challenges are beginning to get personal, in terms of relying on the skills of an individual franchisee.

Strengths outlined so far include being routine-oriented and a strong manager of people and operations. Because the biggest challenge is building the business, franchisees should also excel at marketing, networking, and engaging with the community. Prenevost says a food service background is not necessary, but it helps.

Perhaps the most critical aspect of finding out if a specific franchise is right for you is talking to others in the system. And not just one or two, says Prenevost. “I’m a really strong advocate of talking to at least eight to ten existing franchisees before you buy the business.”

Finances Joseph Pisani, Director of Franchise Finance for North American Industry Sectors at BMO Financial Group, says your journey to franchise financing starts with knowing what you can afford. A typical range for capital is 25 to 40 per cent equity. In terms of cash, usually a franchisee needs a minimum 30 per cent down payment. The bank will also ask to see their net worth to get a sense of their fallback position. Pisani adds that in today’s challenging economy, banks will be paying attention to how well franchisees can meet their numbers on a weekly basis, so they can pay their debt down.

Pisani says different franchise networks handle financing in different ways: some have their franchisees approved before they go to the bank, some will be close to approval, and then others will ask the franchisee to work with the bank directly. He prefers the first option. Pisani adds that bankers do keep an eye on food service trends and want franchisees to be aware of the risks of getting into an operation that’s particularly trendy.

When applying for financing, franchisees need to bring a business plan including resume, a description of the franchise network, financial statements, details on location and franchise operation. The banker will ask if franchisees have seen disclosure documents, and to see personal financials as well. “I explain to franchisees that their personal credit bureau is probably the most important thing that they need to ensure is correct, up-to-date and very clean,” he says.

“If it’s a good customer experience, if it’s good food, people will come several times a month, sometimes a few times a week. The relationship with the customer is dynamic and active.”

Gary Prenevost, FranNet

Location Frank Lopreiato, President of full-service restaurant brand Shoeless Joe’s Sport Grill, stated that franchisees should consider several key elements when it comes to location: tenant mix (who are the additional tenants on the property?), “traffic drivers”

Franchise Canada September | October 2018 69

EVERYBODY’S GOTTA EAT

“Location is critical.

Franchisees need to not only go through the practical steps, but they really need to be emotionally connected to the site.

It needs to feel right for them.”

Frank Lopreiato, Shoeless Joe’s Sport Grill

(what is the overall mixed use of the site?), demographics, and occupancy costs.

“It’s different for every brand, but two necessary components for every brand, are locations that really capture both ‘impulse’ and ‘destination’ purchasing,” he explains.

“This means the location needs to be accessible, and in a high-profile area. In addition, destination purchases are often event driven. If we are on a location with a movie theater nearby, for example, that obviously drives traffic. Franchisees should always have a good understanding of the brand that they’re looking at, but also of the key traffic drivers for that specific brand in order to determine their location.”

Location, Lopreiato adds, can be a franchise’s single biggest asset. He explains that if a restaurant is located in a well-maintained, aesthetically pleasing building, customers will naturally gravitate towards it.

This, should always be “top of mind” for all franchisees.

As franchisors, Shoeless Joe’s does provide comprehensive support, including detailed tenant mix analysis, demographics reports, and competition summaries.

Ultimately, however, it’s up to the franchisee to find a location that they are emotionally connected to.

“We always urge our franchise prospects to really do their due diligence. They should be scouting locations, visiting restaurants in the area over different days, and different meal periods, to ensure that the franchisee feels comfortable and confident with the location they are choosing,” Lopreiato says. “Location is critical. Franchisees need to not only go through the practical steps, but they really need to be emotionally connected to the site. It needs to feel right for them.”

Guy Gallant, vice-president of franchising and development for Grinner’s Foood Systems Ltd, which owns Capt. Submarine, FROZU, and Greco Pizza, the largest pizza franchisor in Atlantic Canada, says franchisees should consider several key elements when it comes to location: visibility, distance from customer’s homes, daytime sales potential, and accessibility.

The location also needs to be set at a price the franchisee is willing to pay and at a renovation cost you can afford too, since this is a

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serious start-up cost. “All these factors will affect your sales volume all the way down to your bottom line. The right answer is not always the most or least expensive location,” says Gallant, adding that in Atlantic Canada where public transit is scarce, and driving is predominant, they tend to choose central locations with lots of parking.

Staffing, training, and support Anyone who has been a customer in a restaurant knows how much staff can contribute to the overall dining experience. While franchisees have made the news with their reactions to recent minimum wage increase legislation, some think the change could make staff less transient, one of the major longstanding challenges in this industry.

“Now food service is going to be paying about the same as a lot of distribution and manufacturing jobs, and that might open up a candidate pool for them because if the wage is the same, they might actually prefer to work in a QSR (Quick Service Restaurant) or something like that, for better shifts or more flexibility,” says Jessica Culo, owner of three Express Employment Professionals staffing franchises in Edmonton, Alberta.

She also recommends exploring options like the temporary foreign worker program.

In terms of the hiring process, Culo recommends having a recruitment plan and talking to other franchisees about their best practices, and particularly what motivates employees in terms of retention. In interviews, she focuses on character and values. “When we interview candidates I’m a real big believer in hiring the character and training the skill,” says Culo. She adds how offering to accommodate employees with perks like scheduling flexibility and a relaxed dress code may also be attractive in the food service sector.

Prenevost says finding a franchise with a strong approach to training can be a great start. He adds how the best ones cover everything, including training at head-office, in-stores, and with the entire team on-site.

In terms of ongoing support, Prenevost is a fan of franchises that provide metrics and do regular reviews of key performance indicators, helping franchisees to boost operations if they lag behind the system average.

EVERYBODY’S GOTTA EAT Having peer support in place where the franchisor encourages an open culture of sharing can also help. Culo says ongoing training is also helpful. “Training should not stop once the franchisee opens their doors.

Regular training, coaching and accountability sessions, while they are hard to find time for, I believe are imperative.”

Equipment Equipment is yet another important element for the new franchisee. Robert Phelps, president of Silver Chef, an organization that funds equipment for hospitality businesses, says his top advice in this realm is really paying attention to what the franchisor requires.

“The key element would be to just consult with the franchisor, rather than thinking they could purchase a piece of equipment that they feel is in line with the franchise’s standards. If they do that and realize it’s not sufficient, then they’ve outlaid capital and need to replace them,” he says.

While he says there are a few commonalities required by most food services franchises, like cooktops and refrigeration, specific requirements tend to vary widely. For example, a sandwich shop might need far less equipment than a full-service restaurant, or a patisserie might have a requirement for specialized ovens where a noodle house would need boilers and fryers.

Regardless of operation, Phelps says some common requirements for financing equipment are the right working capital mix, a strong relationship with the franchisor, and an awareness of trends in the marketplace.

Back at the bank, Pisani says he identifies one trend in successful food service franchisees that stands out: drive. “The number one thing is that they are driven to make it a success. They have a vision that today they want the one location, but come tomorrow they want three, they want five.

Those are the ones that are going to be successful.”

“When we interview candidates I’m a real big believer in hiring the character and training the skill.”

Jessica Culo, Express Employment Professionals

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HOME-GROWN & LOCALLY-OWNED

100% CANADIAN FRANCHISE SYSTEMS

You have to start somewhere. These three Canadian franchises all began with one location each. Two of them started in Toronto and the third began in Sydney, Nova Scotia. Their single location days are long gone, as these franchises have grown to become established Canadian brands.

They are proof positive that a good idea and a good product or service will mean a prosperous system and an excellent return for an investor.

BY DAVID CHILTON SAGGERS

Big Smoke Burger

Franchise units in Canada: 9, Other: 9 Corporate units in Canada: 2 Franchise fee: $35K Start-up capital required: $150-$200K Training: 5 weeks Available territories: All of Canada In business since: 2007 Franchising since: 2011 CFA member since: 2016

Bruce Miller, Brand Leader for Big Smoke Burger, says in 2008 there wasn’t a gourmet burger on the quick service restaurant market. So, Big Smoke provided one by serving a product that he says is simple in concept but difficult to get right.

Well, Big Smoke must have got it right because starting from just one location in Toronto 10 years ago, there are now 13 franchise locations in Canada and another eight in the Middle East.

“We’re spread out,” says Miller about the Canadian system, which stretches from Ottawa to Southern Ontario and as far west as Winnipeg and Calgary. Under construction and expected to open this year are four more franchises in Markham, Hamilton, Mississauga, Oakville and Aurora, all in Ontario, with three more coming on-stream next year.

Anyone interested in investing in Big Smoke will need some food industry exposure, says Miller, speaking from a regional office in Richmond Hill, Ontario, who says he’s “OK” with both owners and owneroperators, although he prefers the latter. Training in Toronto takes five weeks, with one week in-class and the other four on-site. A full time staff also provides infield coaching for franchisees.

Owned by MTY Group, the cost of a Big Smoke franchise ranges from $350,000 to $575,000 depending on location and other factors. Big Smoke restaurants can be found in a range of malls and at street fronts. Size ranges from 1,200 square feet to 1,500 square feet. Miller says his target customer could be anybody.

“The reality is everyone loves a burger,” he explains.

“We do skew a bit younger and male, but not much.”

Like his customers, Miller’s investors, men and women, come from equally broad demographics, and get ownership in the premium quick service concept in Canada, he says.

“They get to be leaders of the pack with fresh gourmet burgers.”

Further, he continues, there’s a great marketing team behind Big Smoke and 10 years of experience with its signature product.

Franchise Canada September | October 2018 73

Ledgers Canada

Franchise units in Canada: 43 Corporate units in Canada: 1, USA: 1 Franchise fee: $25K Start-up capital required: $40K Training: 7 days Available territories: All of Canada, United States In business since: 1994 Franchising since: 1996 CFA member since: 2013

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Ledgers Canada is a one-stop solution for small businesses that want to keep their financial house in order.

Whether it’s accounting, business plans, tax returns, or bookkeeping, Ledgers Canada has the answer.

President and CEO, Gordon Haslam, says the company began in 1994 in Sydney, Nova Scotia, when a group of chartered accountants realized the small business market was being short-changed. Haslam, who was running a very successful payroll service, bought the business in 2000. Since day one, franchising has been the preferred expansion model.

There are now 47 franchises, Haslam says from head office in Newmarket, Ontario. About half of them are in that province, and the rest are spread evenly across British Columbia, Alberta, Saskatchewan in the west, and New Brunswick and Nova Scotia on the East Coast.

As for who his clients are, Haslam says generally they are businesses with fewer than 20 employees and less than $20-million in revenue. Ledgers Canada offers a “central processing” setup, Haslam explains. That means franchisees sell Ledgers Canada services and provide customer service; the actual number crunching can be performed at headquarters in Newmarket.

www.cfa.ca | www.FranchiseCanada.Online

“We are really adapted to iCloud technology,” says Haslam, adding franchisees will need a virtual office, however.

The cost of a franchise is $40,000, which includes marketing and materials. Training in-class in Newmarket lasts five days and there are another three days of on-site training to cover promotional events and similar expenses.

“We definitely see more men than women [investing with him], but most of our best operators are women, says Haslam.

There’s a range of ages among his investors, some of them Canadians who want to work for themselves, and others recent immigrants who want to pick up where they left off in their home countries. There are six expansion franchises in the Ledgers Canada pipeline, Haslam continues, and he’s looking at expansion everywhere, with Western Canada looking particularly promising.

As for the skills he’s looking for, they are very similar to those required for every service industry.

“They (investors) need people skills,” says Haslam.

“We’re dealing with people’s finances and it’s very, very personal.”

The benefits of becoming a Ledgers Canada franchisee are substantial. Haslam says system support is the

biggest of them, with the firm’s buying power second to none: Ledgers Canada is QuickBooks Canada’s largest customer, for example. As well, the system offers franchisees a liability package, helps them prospect for clients, and employs a social marketing manager. Plus, Haslam concludes, Ledgers Canada franchises don’t suffer from seasonal variability.

DID YOU KNOW?

Franchise Canada September | October 2018 75

MR. SUB

Franchise units in Canada: 271, International: 9 Corporate units in Canada: 1 Franchise fee: $25K Start-up capital required: $120K Investment required: $275K-$350K Training: Provided Available territories: All of Canada In business since: 1968 Franchising since: 1971 CFA member since: 1976

Toronto’s Yorkville neighborhood is one of the premier parts of town. It wasn’t always. In the 1960s it was hippy central and it was there in 1968, with a single location, that MR. SUB got its start when two friends put the iconic submarine sandwich franchise together.

MR. SUB’S growth over the last five decades has been exceptional. This year, it’s celebrating 50 years of serving sandwiches – and helping the community. This past July, over a period of one week, $1 from the sale of every large Assorted Sub – its best seller – was donated to the Breakfast Club of Canada. And to further celebrate its 50th anniversary, MR. SUB now serves a choice of proteins that are raised without antibiotics.

MR. SUB has 270 stores in Canada – about 70 per cent of them in Ontario – and nine more in places such as India and Dubai. And expansion won’t stop there. Jason Brading, Brand Vice-President at Mr. Sub, bought in 2011

by MTY Group, says he’s still looking at opportunities coast-to-coast and expects to open another 20 to 30 stores a year.

MR. SUB began franchising in the early 1970s, and Brading says the model that works best for the system is that of the owner-operator. Some hospitality background

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would be useful for new investors, he continues, and so is a positive approach.

“It’s a lot to do with personality,” explains Brading, noting how outgoing owner-operators certainly seem to thrive within the system. Brading points out that a lot of stores are passed along from parents to children, and many franchisees who sell their businesses return to the fold later on.

A franchise costs anywhere from $250,000 to $260,000, and training takes three weeks. There are two weeks of training in-store and another week at MTY University at the regional office in Richmond Hill, Ontario.

Brading says Mr. Sub attracts a real cross-section of investors, split about 50-50 between men and women.

The system’s customers tend to follow the demographics of store locations, he continues, with the main customer base aged 30 to 55, all of whom love their sandwiches.

“Our customers appear to be extremely loyal,” says Brading.

That’s one benefit of a Mr. Sub franchise. The others, says Brading, are a national marketing program, the strength of its core menu, and an opportunity for franchisees to work for themselves.

www.cfa.ca | www.FranchiseCanada.Online

Millennials in Franchising

FRESH OBSESSED

Young business owner Stephanie Tieu embraces dynamic freshness with her Pumpernickel’s franchise in Toronto

BY JESSICA BURGESS

A

fter graduating from Guelph– Humber University, where she majored in marketing, Stephanie Tieu partnered with her uncle to open a Thai restaurant in Aurora, Ontario. “This created an interest in catering,” she says. As a catering coordinator and co-owner of the restaurant, her interest in the food service industry continued to grow. Tieu knew she wanted to take her investment in the restaurant business further, and like many millennials, the idea of making her own way and setting the pace for her own success was extremely appealing.

Tieu ultimately chose the Pumpernickel’s franchise because of the company’s commitment to good food, and now operates her location in Toronto, Ontario.

“We at Pumpernickel’s pride ourselves on our fresh, simple, and delicious food. From the salad dressing to the roast beef, it is all done on premises. It is nice to work in a company that still takes pride in the quality of food,” Tieu says. Pumpernickel’s offers a proudly Canadian fast-casual

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Millennials in Franchising

dine-in and catering experience. “We make food with equal parts love and obsession,” the franchise’s website states, and Tieu could not agree more. She adds how Pumpernickel’s is a dynamic franchise with an energy and philosophy that speaks to the millennial mindset and values.

“Pumpernickel’s takes pride in the food we serve. As people become more health conscious, they are coming to us for fresh and clean eating,” explains Tieu. “No matter which Pumpernickel’s location diners visit, the food and service they receive is identical,” she adds, making the franchise a reliable and consistent choice for people who want to feel good about what they’re putting in their bodies to fuel their day.

Fast-casual for a fast-paced world With Pumpernickel’s also offering catering service, customers who want to bring fresh, healthy food to their meetings and events can look to a company they are already familiar with and trust. People know they’re getting the same high quality food and customer satisfaction through the company’s catering service as they are when they dine in at a Pumpernickel’s location. Tieu’s experience with catering is a definite asset in managing

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this combination of services offered. Most millennials, like Tieu, have only known a fast-paced world— something that helps her and other young franchisees adapt to whatever comes their way.

As well, being a savvy social media user is perhaps an undervalued asset that is second nature to many millennials. Social media helps Tieu make sure her location stays on the cutting-edge of the competitive and evergrowing fast-casual restaurant industry.

“Being able to understand the web and to be able to utilize the internet to our advantage is key. We can see what trends are going on and decide what steps we want to take to ensure we stay current,” Tieu notes. An active social media presence also helps a franchise stay up to date on customer concerns and react quickly to address them.

A hands-on franchisor–franchisee relationship is extremely important in ensuring locations stay current in the competitive food-service industry. “Our business is a turnkey operation,” Tieu says, which means that each Pumpernickel’s franchise is a fully formed business before the franchisee takes over. “The franchisor is very hands-on,” she continues. “There is ongoing support from our head office and our head chef. When there’s a question, they are always there to assist.”

“There is also the benefit of having exclusive rights with suppliers. You don’t need prior experience in catering to run Pumpernickel’s,” Tieu explains, though her formative experience with catering has certainly served her well. “The franchise will equip you with the staff and tools to make sure you succeed,” she adds.

Being a franchise owner often requires an individual to be a “jack of all trades” and to do plenty of on-the-spot problem solving—part of what makes the job of a franchisee challenging but also extremely rewarding. “When I was starting out, sometimes a customer would have questions about the food we offered and I would have to take some time looking through the recipe book,” Tieu says. “To overcome this as a new franchisee, I spent the majority of my time in the kitchen, learning by watching and assisting with the food process. There is no better way to learn than by being hands-on. Even though I may know the ins and outs of this business, I am still newer to the field. I am constantly learning,” she adds.

As with any new endeavour, there will of course be growing pains, but the support of the dedicated Pumpernickel’s franchise team has consistently seen Tieu’s operation through them all. “As a younger owner, I found it very difficult to earn the respect of the older employees,” Tieu admits. “After proving myself to them through hard work, they turned around and I started to receive the respect I deserved,” she shares. Knowing that she had the backing of a successful franchisor who believed in her was also invaluable as a new franchisee.

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Millennials in Franchising

“WHEN I TELL PEOPLE I WAKE UP AT 5 A.M. FOR THIS JOB, THEY FEEL BAD FOR ME, BUT I HONESTLY CANNOT WAIT TO GET TO WORK TO SEE MY STAFF AND START OUR DAY. I ENJOY MAKING AND SERVING FOOD THAT I AM PROUD OF, FROM SCRATCH.” The future looks and tastes fresh “My business is fairly new, and I will be able to watch it grow in the coming years,” Tieu shares excitedly. “As a millennial, it is easier for me to adapt to a changing world. As our brand is growing bigger and faster, changes are happening more frequently and more dramatically. I am able to adapt to them and implement changes with no issue or hassle,” she continues.

Tieu’s experience as a young business owner has been overwhelmingly positive. A definite benefit of running a business that is part of a franchise system is that there is a corporate structure in place to ensure each location has what it needs to succeed. “The tools are given to you and you should use them,” she advises. Pumpernickel’s has a solid support system in place for its franchisees, and owners knowing they can count on that is key to the business success of each location and of the franchise as a whole.

“There will be changes that the franchisor will enforce that you may not think are beneficial,” she notes, “but do not doubt your franchisor—they are there to help you succeed.” And Tieu’s future with Pumpernickel’s certainly looks bright. “As you succeed, they succeed too. Before you start your investment. Be sure you know what you are getting into. If you don’t believe in the business, you won’t succeed,” she shares.

“I am absolutely in love with my job. Never in a million years would I have guessed that I would be part of a business like this,” Tieu beams. “When I tell people I wake up at 5 a.m. for this job, they feel bad for me, but I honestly cannot wait to get to work to see my staff and start our day. I enjoy making and serving food that I am proud of, from scratch.”

PUMPERNICKEL’S STATS Franchise units in Canada: 7 Corporate units in Canada: 6 Franchise fee: $35K Investment required: $550–600K Start-up capital required: $75K Training: Yes—6 weeks, Monday–Friday, 9 a.m.–5 p.m.

Available territories: Ontario In business since: 1986 Franchising since: 1995 CFA member since: 2016

Business is (baby) booming!

There are now more seniors than children in Canada.* • Own your own franchise delivering frozen meals to seniors • Proven growth opportunity • $0 royalty and $0 ad fund • Limited territories remaining in Ontario, Manitoba & Nova Scotia For more information call, 1.800.268.8199 x242 or visit HeartToHomeMealsFranchise.ca

CFA Franchisees’ Choice 2017

*Source: Statistics Canada, 2016 Census of Population

Franchise Canada

September | October 2018 79

THE FIRST YEAR

SUCCESS ON THE ST. LAWRENCE For Alain Simard, weathering the first-year storm was all about confidence in himself and being close to the natural beauty of the Gaspé Peninsula in Matane, Quebec

BY JORDAN WHITEHOUSE

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lain Simard doesn’t sugarcoat things when talking about those first few months as a franchisee. It can be tough. “Like a very, very heavy storm,” the French-speaking Simard explains through an interpreter. “You have so many new things to learn and manage.”

When he started as an A&W franchisee in Matane, Quebec in 2011, he worked 70 to 80 hours a week. What got him through, he thinks, was a stubborn belief in success and a chance to achieve it in his hometown.

“You need to invest all that time and energy,” he says. “If you can do it in an environment that you enjoy, where you can feel comfortable, it’s much easier.”

For the 56-year-old, that environment has always been the north shore of the Gaspé Peninsula, where he also has an A&W location in Rimouski that he opened last year.

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THE FIRST YEAR Simard knows this gorgeous stretch along the St. Lawrence River well, especially its food. He started working in the kitchen of a Matane restaurant at 14 years old and later became the manager of a local bakery. He was also in charge of food service at nearby schools before becoming manager of the Matane A&W in 2004.

“I didn’t know that I wanted to own my own restaurant when I started at A&W,” he says. “I found out it was the perfect fit.”

With a wealth of experience working in Matane’s food service industry, Simard’s success is not a surprise. While his years of experience did play a part, he believes his competitive spirit also played a role. When he’s not at his restaurants, you’ll probably find him on a bike, out for a run, or playing badminton. When it comes to running a franchise, he compares it to coaching a hockey team.

“I run my business like I would manage a hockey club; with the right team, following the system, being together for the system,” Simard says.

Like any successful hockey team, Simard and his team quickly began racking up some serious hardware.

In 2012, just one year after Simard became the owner of the restaurant, the Matane crew won A&W’s Gold Award for having one of the top three performing restaurants in Canada. Every year after that until 2016, they also won A&W’s President Award for having the best-managed restaurants in Canada, becoming the first and only franchise to receive the distinction in four consecutive years.

in Matane. His daughters Stéphanie and Marie-Pier have followed his lead, sticking around the Gaspé to become co-franchisees with him.

Although Simard’s Matane A&W is one of the company’s top performing restaurants, he faced a new set of challenges in the opening of a second franchise. Rimouski’s population is three times as high as Matane’s, there were a lot more competitors, and, most importantly, there were a lot more employees for Simard to convince that his system works.

Photos by: naomihiltzphotography.com

Small-town team, big league rewards Simard is definitely proud to win those awards, but he’s prouder to win them playing for a small market team, operating franchises in places like Matane, population 15,000, and Rimouski, 49,000.

“When you’re in smaller communities like these, you have the opportunity to know the people and to For franchising info, contact: (905) 725-2828 ext.101 be known by the people,” he says. “If you do the right enchantedcastle.info thing, people will support you. They will be very faithful customers.”

Food service restaurants have been the candy, mascots, home/corporate parties, trend in the franchise industry, but not party supplies, kids’ products, and a store The other plus, he says, for long!

The indoor playground business concept that showcases it all in a fun and is that he enjoys smallis the newest face in today’s franchise magical way. town living. He appreciates marketplace!

• Flexible footprints, from 2,000-4,000 sq. ft. the quieter, slower way of What began as an indoor private • Shopping mall and street front location playground facility has blossomed into availability life that Matane affords. a thriving franchise system that offers • Minimum $140,000 to qualify So much so, that he would thrilling entertainment in the form of cakes, • No royalties with only a $500 monthly fee confidently raise his family

Not Another Burger Franchise!

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THE FIRST YEAR

But right from those first days of opening in February 2017, he had that stubborn belief in success. He knew his team would learn the system, get behind it, and achieve their goals. “I believed in them so much that I kept telling them I wanted our franchise to be the fastest quickservice restaurant in town,” he says. “I’d show them their results, the numbers. They started to see they could be the best in town. Doing that develops a feeling of pride and trust, and everyone wants to work hard and see improvements.”

Trainee becomes trainer Simard is passing a few of his motivational tricks of the trade along to other A&W franchisees as a trainer with the company.

A&W’s eight-week franchisee training program is a mix of online and in-store training. The format includes online lessons, and in-restaurant hands-on training about specific topics like drive-thru operations, inventory management, and staff scheduling. The last two weeks of the program are more open-ended, giving franchisees the opportunity to train in whatever areas they and their trainers feel they need to improve. Later, when it’s time to open, A&W sends six of its best people to help out the franchisee four days prior to the opening and four days after. Those six people could include managers of other restaurants, corporate employees, other long-time employees and experienced franchisees like Simard.

“It’s a great thing to have that feeling of being on the same team with the training and openings, having the same level of excellence you want to achieve,” says Simard. “You don’t feel any jealousy because everybody’s equal whether you’re a franchisee or corporate employee. You are all a part of the franchise.”

The other great thing, he says, is that he gets to learn too. “One of my motivations to do this is that new franchisees, and new employees may have helpful ideas for me. They can be very innovative. With new openings comes new equipment or processes that I can stay up to date on.”

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Future first years Even with those extra duties as an A&W trainer, Simard is no longer working 70 or 80-hour work weeks like he did in his first years as a franchisee in Matane and Rimouski.

It’s more like 40 now, he says. With all of those awards, all of that A&W experience, all of that competitiveness, a few extra hours to contemplate the future, the question remains: will he open more A&W locations? The answer is a resounding yes.

“I would like to open two, three, four more restaurants probably,” he says. “I’d be happy to have five in total. My goal is not to have many more because I want to keep the family spirit in the restaurants and help the team achieve success together. And I want to keep having fun.”

He also wants to keep building his business in smaller centres like Matane and Rimouski. “That’s the goal, because I want to be here and because I believe that if you do the right thing, you follow the system, you can be successful even if the market is very small.”

To hit that goal, he knows he’ll likely go through a few of those first-year storms almost every new franchisee experiences. But by now he also knows that a healthy dose of belief in the system and hard work will see him and his future teams through.

“The key bit of advice I give to new franchisees is that while you may have doubts about making the right decision, if you believe in your success, you will see the sun coming back quite quickly after the storm passes. You will need lots of discipline, perseverance and patience to achieve that, but you’ll see — it will be worth it.”

A&W STATS Franchise units in Canada: 900 Corporate units in Canada: 9 Franchise fee: $55K for 20 year term Training: 6 weeks initially and ongoing Available territories: All of Canada In business since: 1956 Franchising since: 1957 CFA member since: 1993

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A DAY IN THE LIFE

SIDE ORDER OF POUTINE

Franchisee strikes a personal and professional win with Smoke’s Poutinerie

A

BY KRISTIN DI TOMMASO

t Smoke’s Poutinerie, you could say that being Weird, Wild and Wacky is a prerequisite for opening your own franchise. The unique Canadian brand, which was founded in 2008 by Ryan Smolkin, has expanded into a national phenomenon with 150 locations and counting across the country. Still, the growing franchise won’t take just anyone.

Smolkin has built the brand with consumers’ entertainment and love of poutine in mind, which means careful consideration has been made to ensure new franchise partners understand the company culture.

Franchisees must be committed to helping the franchise achieve what they call “GLOBAL DOMINATION!”, all while serving customers a wide-range of delicious poutine with an outgoing personality and an affection for the unconventional.

For Cheryl Howlett and her husband Bill, stepping into this world couldn’t have been easier. When the Howletts met Smolkin in 2011 at the Canadian Franchise Association’s Franchise Canada Show, they were immediately drawn to Smoke’s Poutinerie.

“We kept coming back to the Smoke’s Poutinerie booth,” Howlett reflects. “I was completely sold on Ryan and his business acumen and my husband was sold on the model and the brand. So, it was a little bit of a no-brainer. It’s where we naturally fit.”

In less than a year of their first meeting, the Howletts opened their location in St. Catharines, Ontario. Having successfully been operating the franchise for the last seven years, the husband and wife duo know their way around the Quick Service Restaurant (QSR) industry and are grateful for the freedom that comes with being their own boss.

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A DAY IN THE LIFE

A typical day Though the veteran franchisees have enough experience to tell you what it takes to find success within a Smoke’s Poutinerie franchise, it doesn’t mean running the business is always smooth sailing. Still, with twin daughters at home, the Howletts have managed to find a schedule that works for their family’s needs.

Generally working the weekday shifts, Bill gets to the Poutinerie at 9:00 a.m., ensuring everything is in order before officially opening the doors at 11:00 a.m. Cheryl will come in at 5:00 p.m. to take over the late-night shifts, which includes Fridays and Saturdays when closing time is 4 o’clock in the morning.

In-between helping their seven employees serve customers, the hands-on owner-operators spend their days reviewing inventory, scheduling staff, and conducting ongoing training. Though days are always busy, especially around the dinner and late-night rushes, Howlett says it’s nothing compared to what life was like during the first few months.

“It was absolutely crazy,” she says. “Bill would go in first thing in the morning while I stayed home with the kids. When I’d get in, we’d high five, I’d let him know what the kids were having for dinner and then I would get ready to close.”

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The tag team operation eventually slowed down, though Howlett realized some of the challenges to running the business would never disappear entirely.

“I had worked for franchisees, QSRs, and even managed a few restaurants on my own before we invested in Smoke’s Poutinerie, so I felt pretty confident in my abilities,” Howlett says. “Bill had always worked customer service, so we figured it couldn’t be that hard. Now we laugh at ourselves because there’s lot more to running a business than most people realize.”

One of the ongoing challenges the duo faces revolves around staffing. Between September and April, the owners rely heavily on students who attend the nearby Brock University. Though the summer months are still busy, Howlett says she can’t justify putting three to four people on one shift. As such, balancing the schedule to ensure all employees get an equal number of shifts can be a difficult task to meet each week.

Yet, the challenges that may come with working in the QSR sector are nothing compared to the benefits.

Interacting with customers fits perfectly with Howletts’ outgoing and personable demeanor. Couple this with the frequent occurrence of watching skeptical, first-time poutine eaters try the Canadian delicacy, Howlett says she finds joy in working for the franchise, which she hasn’t found anywhere else.

“I love it when a customer comes in and they look at the menu for the first time,” she says. “And then, when they try the poutine they’re amazed. We get a lot of exchange students from Brock, and because we’re close to the border, quite a few Americans drop by as well.

When they try the poutine they can’t believe they don’t have it back home!”

A new adventure Like many prospective franchisees, Howlett’s investment into franchising came from a desire to take charge of her career and a need to find a balance between her personal and professional lives.

After her twin daughters were born premature, Howlett spent countless months in and out of SickKids Hospital in Toronto, making frequent trips to the city every week from her home in nearby Newmarket. By the time her maternity leave was ending, she knew she wouldn’t be able to keep up the busy schedule with her current job.

“Not everyone was going to bend for our hours,” Howlett says. “That’s when we started looking into franchising and went to the Franchise Canada Show.”

When it came down to choosing a location for their Smoke’s Poutinerie franchise, the Howletts had several options. Neighboring Barrie made the most sense for the family, however opening west of Toronto in Guelph, Hamilton or St. Catherines were also viable options. Know-

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A DAY IN THE LIFE

ing that finding success with the franchise was still an uncertainty, the Howletts decided to go all in.

“We thought, if we’re going to make this kind of a life change and throw all our eggs in one basket, let’s move.

Let’s make it an adventure,” Howlett says. “So that’s what we did. We picked up our lives, moved, and never looked back.”

The taste of freedom Starting a new life in a new location is no easy venture, yet Howlett says the St. Catharines community has welcomed her family and the Smoke’s Poutinerie franchise with open arms. The unwavering support received not only on a personal level, but professional one as well, has encouraged the business owners to give back any way they can.

Most notably, the franchisees are using their small business status in partnership with Community Care of St. Catharines and Thorold to assist underprivileged individuals. The freedom that comes with being a franchise partner, especially one with Smoke’s Poutinerie, means owners are able to invest their time and money into causes that matter most to them.

“It’s really important to us that we invest in community events,” Howlett says. “In keeping with the Smoke’s Poutinerie brand, we don’t want to do anything too normal, but we also want to make sure we are finding creative ways to incorporate our business in community initiatives. They’re giving us so much, it’s our small way of showing our appreciation.”

Having the freedom to do this is one of the reasons Howlett says she and her husband have found success.

And if anything, her experiences have taught her to trust the system and take advantage of the support.

“I can’t say enough about the support we get from our Global Headquarters,” she says. “Ryan isn’t just a franchisor to us. I can call him day or night if I have a question or a concern. It’s one of the things that makes this brand so great. It’s still a lot of hard work, but if you’re interested, absolutely do it!”

SMOKE’S POUTINERIE STATS Franchise units in Canada: 150, USA: 50 Franchise fee: $30K Investment required: $350K-$450K Training: 4 weeks Available territories: All of Canada, United States, International In business since: 2008 Franchising since: 2009 CFA member since: 2009

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Franchise Canada September | October 2018 85

LEADERSHIP PROFILE

Industry Disruptors

A simple ‘For Sale’ sign on a lawn of a Moncton, New Brunswick home in 1998 put PropertyGuys.com CEO, Ken Leblanc, on the road towards franchising success.

BY ROMA IHNATOWYCZ

A

s a young student, Ken LeBlanc had a pretty good idea of what he wanted to do once he completed his business degree at his local college in Moncton, New Brunswick: he wanted to study law. But a private ‘For Sale’ sign spotted in front of a house derailed his carefully laid out plans.

The enterprising LeBlanc saw a brilliant business opportunity in that sign – an opportunity too good to pass up. What if all the private home sales across the city were organized within one easily accessible website, he wondered. Putting his thoughts into action, LeBlanc mobilized a couple of fellow students to join him in setting up just such a website, which they aptly named PropertyGuys.com.

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“We saw an opportunity to disrupt the traditional real estate model and organize private sale a little better,” says LeBlanc, now CEO of PropertyGuys.com Inc. “It was scattered, with people just putting up a ‘For Sale by Owner’ sign on their lawn and hoping for the best. So we set to work leveraging our knowledge of technology to bring people together. We created the PropertyGuys. com website and it took off. It was pretty much an overnight success, locally.”

The year was 1998 and the site was the first of its kind in Canada. It provided homeowners with a portal where, for a nominal fee, they could list their home privately.

Until then, the only online listings were those handled by licensed real estate agents.

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LEADERSHIP PROFILE In another first, PropertyGuys.com featured interior photos of the homes, allowing prospective buyers to have a ‘virtual viewing’ on their computer. This opened up a slew of opportunities, especially for distance home buyers. In fact, to the young students’ surprise, their first PropertyGuys.com sale was by a couple in Newfoundland who bought their Moncton, NB home sight-unseen, at least in the physical sense. At that point, says LeBlanc, “We knew we were onto something really big and that it would be a success.”

Upward climb Today PropertyGuys.com has helped over 85,000 sellers discover their fresh approach across all the provinces except Quebec – not bad for a business founded by a trio of students barely in their twenties.

Eventually, one of the co-founders withdrew from the project to focus more on his studies, but LeBlanc and his remaining partner, Jeremy Demont, now Vice President of Operations, stayed the course. By the time they graduated – all while building their embryonic company – they were working on PropertyGuys.com full time. (In due course another partner, Walter Melanson, Director of Partnerships, also joined the company.)

LeBlanc ultimately sees himself as an entrepreneur at heart. While his work experience prior to his real estate venture was somewhat limited given his young age, he had done some programming and website development (he taught himself HTML and coding), which equipped him with useful skills. Before that, he had worked just about every job available to a teenage boy at the time: lawn mowing, snow shovelling, a paper route, even pumping gas when he was just 14.

While their start-up was fairly successful from the get-go, the partners soon realized they needed to think outside the box if PropertyGuys.com was to grow beyond just a local operation. They looked to franchising as an option, with Leblanc strategically choosing franchise development as the topic of his senior-year thesis to learn more about it. “This way I was able to learn how it worked and then transfer that knowledge to PropertyGuys.com,” he says. “At

“We knew we were onto something really big and that it would be a success.” the time, we were just university students who really had no extra money to expand our business beyond Moncton; franchising allowed us to drive rapid growth.”

PropertyGuys.com sold its first franchise in 2002, when it showcased about 125 listings annually. The initial focus was on building a franchise network close to home to make it easier to provide training and assistance. “We wanted to make sure that the first 10 franchises were all in the east in order to be able to support them,” says LeBlanc. “It was the market we knew best, and we knew if we had to hop in the car it wasn’t going to be more than a four-hour drive to reach any franchise location.” Their strategy worked, and within five years PropertyGuys. com had expanded to more than 50 franchises.

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Franchise Canada September | October 2018 87

LEADERSHIP PROFILE

Industry disruptor What unites the franchisees, says LeBlanc, is a belief in the company’s vision, which revolves around the idea that the country’s long-established real estate model is outmoded. “The one thing all our franchisees have in common is that they agree that the traditional model is broken and they believe, like we do, that PropertyGuys. com is the future of real estate,” explains LeBlanc. “We’re like the Robin Hood of real estate because we help people save a ton of money in commissions, so our franchisees ultimately have to have that passion to help people.”

The broken model LeBlanc is referring to is one where licensed real estate agents make a commission based on the final sale price of the home. While it made sense in the ‘50s and ‘60s, when considerably more work was required by agents to find, show, and share information on properties with their clients, the Internet has completely transformed the playing field and changed the parameters involved in the lead-up to a final sale. As well, a site like PropertyGuys.com creates a more equitable option for sellers in hot housing markets like Toronto and Vancouver, where the cost of homes has skyrocketed to shocking levels, yet the work involved in a home sale remains relatively the same.

LeBlanc believes that the time was ripe for a market disruptor like PropertyGuys.com to launch in the late ‘90s, and while it began on a simple premise – sellers would pay a nominal fee to post information on their house on a dedicated website – the business has since grown into a far more sophisticated operation connecting buyers and sellers across the country. Today homeowners can access a suite of real estate services that incorporate the full spectrum of steps involved in a home sale. Professional photography, pricing consultants, lockboxes, answering services, home staging, real estate lawyers, and marketing experts are all part of the PropertyGuys.com service offering.

For LeBlanc, it’s all about meeting the needs of homeowners searching for more options and choices in how they sell their properties. It’s also about broadening the

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scope of the PropertyGuys.com business model. The company recently partnered with CanadaStays – an online vacation rental marketplace - to add over 50,000 vacation rental properties to its site. Later this year, PropertyGuys.com will be adding apartment rentals, with plans in place for commercial and developer packages as well. It also introduced the PropertyGuys.com brand to Australia – the company signed on a master franchisee there last year – and is now in talks with several potential master franchisees South of the border in a bid to enter the U.S. market.

PropertyGuys.com is an excellent example of the tremendous contribution young entrepreneurs – those with little money but a great idea – can make to the country’s business scene. It may have spelled the death-knell to LeBlanc’s aspirations for a great legal career, but no one is mourning. Certainly not the thousands of homeowners who have saved a fair chunk of money thanks to LeBlanc’s lightbulb moment two decades ago, as well as the many franchisees – now numbering over a hundred – who have built a rewarding business for themselves.

As for LeBlanc, the career path he stumbled onto is right where he wants to be. “I love franchise sales,” he says. “That’s where I hung my hat from day one, and I continue to love bringing people into this business and seeing them grow their franchise and help people get the most out of the sale of their property. That’s what I really enjoy.”

PROPERTYGUYS.COM STATS Franchise units in Canada: 84 Corporate units in Canada: 1, International: 1 Franchise fee: $25k-$75K Investment required: $75K-$150K Training: 5 days at PropertyGuys.com University Available territories: All of Canada, United States, International In business since: 1998 Franchising since: 2002 CFA member since: 2002

www.cfa.ca | www.FranchiseCanada.Online

ICONIC BRAND

REFRESHING THE BRAND M&M Food Market creates a fresh take on frozen food

BY GINA MAKKAR

W

ith a unique offering of easy-to-prepare meals coupled with personalized customer service, the M&M brand has been a welcome guest at dinner tables across Canada for more than 38 years.

M&M Meat Shops was born in 1980 in Kitchener, Ontario when founder Mac Voisin had a vision to provide convenient and nutritious food to busy people who couldn’t spend hours in the kitchen preparing meals.

About a year after the first store was opened in 1980, growth was the focus. In the early 2000s, a shift began as restaurant dining became more conventional. Frozen food began to suffer from the icy perception that frozen meant a compromise in quality.

In 2014, Searchlight Capital Partners LP of Toronto acquired M&M with the goal of revitalizing the brand.

“When we looked at the category and the customer base, there was a lot to like,” says Chief Executive Officer, Andy O’Brien.

The new company invested millions in research before embarking on a refresh. “The brand had a good

base, but it looked and felt a little dated,” says O’Brien.

With changing demographics and family structures, he says the goal was to reposition the company to accommodate the changing consumers.

The research helped direct the company’s focus to what customers wanted most. Today, modified package sizes offer more flexibility, and the removal of all artificial flavours, colours, and sweeteners from every product reflects the savvy customer’s desire for healthier food options. Taste profiles now include a variety of ethnic flavours, reflective of Canada’s ever-changing demographic.

“We wanted to change the composition of what we offer. We really overturned the portfolio,” says O’Brien.

“We launched 150 new products in the last five years and have improved 50 per cent of our products. Today, 70 per cent of households contain one to two people, and of three or more are eating at different times. We need a more flexible approach to how we prepare meals.”

The name was changed from M&M Meat Shops to M&M Food Market to more accurately reflect the franchise’s myriad of food offerings.

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ICONIC BRAND

Research also revealed that customers liked the small format of the store, but wanted to walk in and shop for themselves. The striking redesign included the addition of self-serve freezers and the removal of the service counter, leaving the meal advisors free to roam the store and assist customers when needed.

The company shared their five-year plan with its network of franchise partners and built two stores to test the new model and gauge customer responses. Once the proof of concept was in place, they began to roll it out at corporate locations. To date, 105 of 350 stores have been refreshed, and the renovated locations are significantly outperforming the non-renovated stores.

Christine Macri, who has been an M&M franchise partner since 2011, had the opportunity to get in on the ground floor of the five-year plan when she was offered the chance to renovate and relocate her Lloydminster, Alberta location. It was perfect timing, she says.

“I joined M&M because I believed in the concept. We ran our original store for five years and kept a close eye on how people’s shopping habits changed,” says Macri. “We were approached in 2016 and presented with the opportunity to renovate. The timing was interesting since we were beginning to feel that the look and feel of what we had was falling off-pace with the market. After poring over M&M’s research and projections, we felt it made sense to not just overhaul our store, but relocate as well.”

As the company moves forward, O’Brien says they welcome franchise partners that have knowledge and experience in dealing with the daily household challenges of food.

“We also need people that feel food is not just fuel. It’s more than that. It’s enjoyable and it’s entertaining. They

90 Canadian Franchise Association

like serving and they like trying different foods. When we launch new products, we want them to be excited about it,” says O’Brien.

His advice to perspective franchisees? Ensure you get into food franchising for the right reasons, before investing the time, effort, and money.

“Start with your heart and find something you love to do, because you’ll be doing it for a long time. If you don’t like food, don’t buy a food franchise,” he presses.

“If your heart is not in it, how can you make sure your team is engaged and your consumer believes in what you are doing?”

Second, he says use your head.

“Make sure it’s a business you can make a living doing.

Don’t just follow your heart, because your heart can take you down the wrong path. You need to have eyes on both things. Find something you love and then make sure it’s a viable business.”

This view is echoed by Macri, who explains that her decision to become a part of the five-year plan had paid dividends.

“Our network is very tight so when I’m asked whether it was all worth it, I’m fully transparent about everything.

It was a major undertaking and a considerable investment. Like any big project, there were bumps along the way but smart planning meant everything worked its way out,” says Macri. “With the dust settled and our vision for where we want to go, I can honestly say that it was worth the increase in traffic, the increase in average basket size and the increase in customer satisfaction. We as a chain needed to modernize and so many of our customers are blown away with the way the store looks and how easy it is to shop.”

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ICONIC BRAND

Finally, O’Brien suggests that franchisees get to know sport. Those that are engaged, those that are investing, the franchisor by spending time in the stores, tasting they are usually the ones that are winning.” products, and working with area managers to really get to know the concept. “It’s not like a marriage. A mar- M&M FOOD MARKET STATS riage…you can end these things. A franchise is more Franchise units in Canada: 310 challenging.”

Corporate Units in Canada: 40 On training and support, O’Brien says that franchis- Franchise fee: $35K ing in Canada has evolved, and most companies today Investment required: $100K-$500K have incorporated good solid systems. Beyond initial Training: 3 weeks training, M&M Food Market’s dedicated field trainers Available territories: British Columbia, Alberta, work with Franchise Partners after the launch, and they Saskatchewan, Manitoba, Ontario, Québec, New integrate plenty of store visits to stay connected.

Brunswick, Nova Scotia, Prince Edward Island, O’Brien says that like a hockey team, everyone in the Newfoundland and Labrador organization has a part to play to foster success.

In business since: 1980 “A winger can’t play goalie, and the goalie can’t be the Franchising since: 1981 coach. Everyone on the team has a job to do, and has CFA member since: 1989 to understand what everyone else is doing. I have a tremendous amount of respect for what a franchisee does. They are making a financial commitment to your concept. They are relying on the leadership and company to make sure that they stick by that investment.”

Part of the goal of the rebrand is to revitalize that commitment and invest in a concept that offers benefits to the consumer and the organization.

“Our best franchisees are significantly invested, they work hard and they bring input back to the head office on how we can This advertisement does not constitute an offer of a franchise. A franchise offering can be made by us only after we provide you with improve the brand, and we an appropriate Canadian disclosure document (as applicable in each province). Franchises may not be available in all provinces. listen to them. It is a team

Franchise Canada September | October 2018 91

SHOW ME THE MONEY

4 FRANCHISES FOR $150K - $250K 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 $150K - $250K.

Foot Solutions, Inc.

Money Direct

We make you feel good Foot Solutions is the world’s largest specialty wellness franchise focused exclusively on helping people feel good from the feet up. Our trained professionals offer exclusive premium custom-made orthotics, which help to relieve pain, improve comfort, and optimize balance, performance, and alignment. We have helped thousands of people live pain-free. Along with the orthotics, we provide a holistic foot analysis and high-quality comfort footwear for work, dress, and play that is both functional and fashionable. You’ll feel good helping customers feel good!

Franchise units in Canada: 14, US: 74, Other: 25 Franchise fee: $32.5K retail storefront, $15K mobile unit Investment required: $85K-$250K Start-up capital required: $40K retail storefront, $25K mobile unit Training: 2.5 weeks at corporate office/1 week in the field Available territories: All of Canada, US, International In business since: 2000 Franchising since: 2000 CFA member since: 2004

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Money Direct is a leading financial services provider with the intent on being the best in class. Money Direct is “customer centric” always putting the needs of our customers first. Money Direct offers several financial services, including Cheque Cashing, Payday Advance, Western Union, pre-paid cards, gift cards and Gold Purchasing. Money Direct currently has corporate locations in Ontario and Nova Scotia and is looking to expand that footprint. Money Direct is 100% Canadian owned and operated.

Corporate units in Canada: 10 Franchise fee: $35K Investment required: $400K Start-up capital required: $175K-$250K Training: Provided Available territories: British Columbia, Alberta, Saskatchewan, Ontario, New Brunswick, Nova Scotia, Prince Edward Island In business since: 2008 CFA member since: 2016

www.cfa.ca | www.FranchiseCanada.Online

SHOW ME THE MONEY

Pita Pit

Signarama

Pita Pit is the future of fast casual foodservice.

People want to change the way they eat. They want something unique and healthy. Our food is fun and fresh and pairs well with healthy and active lifestyles.

With over 600 locations worldwide and growing, we are poised for explosive growth. There’s never been a better time to become one of our franchisees. We’re seeking fun and motivated hands-on operators who share our excitement for the Pita Pit brand – and our hunger for success.

Franchise units in Canada: 229, US: 225, International: 155 Franchise fee: $20K Investment required: $291K-$365K Training: Yes Available territories: All of Canada, US, International In business since: 1995 Franchising since: 1997 CFA member since: 2010

Signarama has been recognized as today’s toprated franchise opportunity by the experts, including Entrepreneur magazine, which has ranked it number one in its industry in the ‘Annual Top 500 Franchises’ issue for over a decade. You and a small staff can succeed in this business-to-business turn-key operation. Like no other sign franchise system, we have a royalty cap which means the better you do, the more you can make! No prior experience required. Our training and support is world-class.

Franchise units in Canada: 41, US: 600, International: 300 Corporate units in Canada: 0, US: 1, International: 48 Franchise fee: $49.5K Investment required: $215K Start-up capital required: Varies according to applicant Training: 5 weeks plus ongoing support Available territories: All of Canada In business since: 1987 Franchising since: 1986 CFA member since: 2002

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 September | October 2018 93

FRANCHISE FUN

Plumbing the Depths Bobbi Sullivan’s passion and “sauciness” has helped her achieve success as a Franchise Consultant with Mr. Rooter.

94 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

FRANCHISE FUN Passionate and deliberate is how Bobbi Sullivan describes herself. Sullivan, a Franchise Consultant for Dwyer Group, also describes herself as “saucy” (a nod to her Newfoundland friends). In Newfie speak, “saucy” best describes someone with attitude and tenacity.

These attributes have served Sullivan well in her role of Franchise Consultant with Mr. Rooter, which is the largest brand operating under the Dwyer Group umbrella. For generations, Mr. Rooter has been a leader in the plumbing franchise industry as they join 19 other Dwyer Group brands that are dedicated to helping people across the world repair, maintain, and enhance their homes.

You have to be a little saucy to thrive in the $92-billion plumbing industry. In 2017, Sullivan utilized her passion and sauciness to help Mr. Rooter achieve more than $300-million in sales. When she’s not helping Mr. Rooter and its 276 franchise units across the world succeed, she’s spending time with her family.

Here, Sullivan shares some of the insight she’s gained in her many years of experience in the franchise industry, including her influences, inspirations, and words of wisdom.

The most interesting thing I’ve done recently is…

Learned to snuba (kind of like scuba diving, but easier) in Hawaii.

In its best form, work is…

Rewarding and fun.

A good franchisee…

Is engaged.

A good franchisor…

Listens!

My top advice for prospective franchisees and new franchisors is…

To do your research and believe in yourself!

The most important thing in life is… Family – I know that’s a cliché, but this proud “Grammi” has to mention her three brilliant, kind, and loving grandkids!

One of the most enjoyable things to do is…

Hang out with my brilliant, kind and loving grandkids (I guess you saw that one coming)

The hardest thing for me to do is…

Stick to a healthy diet when I’m on the road.

My favourite drink is…

A nice Malbec (that’s red wine for all my beer drinking friends!)

If I could change one thing…

I’d be taller!

If I could meet anyone…

Maya Angelou. I’d love to look at life through her eyes; her perspective is amazing!

The person who has had the most positive influence on me as a businessperson is…

My franchisees because they inspire me, make me laugh and make work FUN!

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

My mom, Barbara. She is smart, charitable and an amazing person!

The key to success is…

Perseverance I’d like my friends to describe me as…

Someone they enjoy hanging out with The accomplishment I look forward to the most is…

Being the best Grammi ever!

My personal motto is…

Laugh as much as you can every day!

Canadian franchising is…

Fun, fulfilling, profitable, and growing.

My franchise system began because…

Don Dwyer, our founder, saw a need in his community.

Franchise Canada September | October 2018 95

Q A

ASK A LEGAL EXPERT Will a franchisor provide me with earnings projections?

THROUGHOUT THE EVOLUTION of franchise disclosure legislation and case law in Canada, the disclosure of financial performance representations and earnings projections to franchisees has been an ever-present topic. In considering franchise opportunities, franchisees invariably want to know – “how much will I make?” This invites the franchisor to discuss possible future earnings, and present financial information. However, if there is a breakdown in the franchisor-franchisee relationship, franchisees typically point to those same earnings projections and change the question to “why didn’t I make that much?”

Earnings claims are often the first place where a disgruntled franchisee will look to allege there was some misrepresentations or improper disclosure by the franchisor.

What are they: So what will constitute earnings projections? The term is defined under the Alberta Act, BC Act, PEI Act, New Brunswick Act and Manitoba Act as “includ[ing] information given by or on behalf of the franchisor, directly or indirectly, from which a specific level or range of actual or potential sales, costs, income, revenue or profits from franchises or businesses of the franchisor or of the franchisor’s affiliate of the same type as the franchise being offered can easily be ascertained.” This could take the form of models provided to a franchisee with numbers inserted, marketing materials, or could simply come from a conversation between franchisee and franchisor. While the Ontario Act does not define “earning projections” the above concerns are still relevant to the Ontario regime.

The disclosure obligations relating to financial performance representations or earnings projections are found in the regulations of the franchise disclosure legislation.1 Interestingly, in all disclosure provinces, the legislation makes it clear that a franchisor is not required to disclose any financial performance information, but if a franchisor elects to do so, it must also provide: • a statement specifying the reasonable basis for the projection; • the assumptions underlying the projection; and • the place where substantiating information is available for inspection by the franchisee.

What is the Risk: In disclosure provinces, franchisees have the statutory right to “rescind a franchise agreement, without penalty or obligations, no later than two years after entering into the franchise agreement if the franchisor never provided the disclosure document.”2 A franchisee will likely seek to rescind the franchise agreement on the basis of this provision if it fails to receive any of the required disclosure surrounding earnings projections and no longer wants to continue as a franchisee.

Though some recent cases point only to a need for a franchisee to be able to make “informed decisions” on the basis of their disclosure,3 other cases suggest that the simple non-inclusion of the information, regardless of its effect on the franchisee, is a fatal flaw to a franchisor’s assertion that they provided a disclosure document.4 Practical Advice: Often the sales process drives the desire to include financial performance representations. Any information that a franchisor, or its sales team, provides to franchisees may constitute an earnings projection, and must then be included in the disclosure document with appropriate disclaimers. Gone are the days of providing financial representations on the back of a napkin. We encourage franchisors to give their sales people something to talk about and provide financial performance representations in the franchise disclosure document.

Franchisors must carefully consider whether information they provide about the franchise could be construed as an earnings projection.

The most common financial performance representation relates to the actual gross revenues of existing (Continued on page 102)

Peter Snell Partner Gowling WLG 604.891.2281 peter.snell@gowlingwlg.com

S. 16 of Sched. 1 to the Franchises Regulations, Alta Reg. 240/95, of the Franchises Act, RSA 2000, c. F-23 (the “Alberta Act”); S. 11 of the Franchises Regulations, BC Reg. 238/2016, to the Franchises Act, SBC 2015, c. 35 (the “BC Act”); S. 6.3 of the General Regulation, O Reg. 581/00, to the Arthur Wishart Act (Franchise Disclosure), 2000, SO 2000, c 3 (the “Ontario Act”); S. 11 of Sched. A to the Franchises Regulations, Man Reg. 29/2012, of the Franchises Act, CCSM c. F156; SM 2010, c. 13 (the “Manitoba Act”); Part 3 – S. 5 of Schedule I to the Franchises Act Regulations, P.E.I. Reg. EC232/06, of the Franchises Act, RSPEI 1988, c. F-14.1 (the “PEI Act”); and Part 3 – S. 5 of Schedule A to the Disclosure Document Regulation, NB Reg. 2010-92, to the Franchises Act, RSNB 2014, c. 111 (the “New Brunswick Act”).

2 See Alberta Act at Section 13, BC Act at Section 6, Ontario Act at Section 6, Manitoba Act at Section 6, PEI Act at s. 6, and New Brunswick Act at s. 6.

3 Mendoza v. Active Tire & Auto Centre Inc., 2017 ONCA 471.

4 See Giroux et al. v. 1073355 Ontario Limited o/a Schooley Mitchell Telecom Consultants et al., also see Sovereignty Investment Holdings Inc. v 9127-6907 Quebec Inc. ([2008] O.J. No. 4450, 171 A.C.W.S. (3d) 597), Four deficiencies in the franchisor’s disclosure document in this case: (1) failure to include financial statements; (2) failure to include statements related to earnings projections; (3) failure to provide the disclosure at once in one single document; and (4) failure to include the franchisor’s certificate. The court noted that each of these deficiencies on its own was fatal to the franchisor’s assertion that it provided a disclosure document; the franchisee was entitled to rescission under section 6(2) of the Ontario Act. 1

96 Canadian Franchise Association

www.cfa.ca | www.FranchiseCanada.Online

Q A

ASK A CONSULTING EXPERT

What are the most common mistakes made by franchisees that I should avoid as I get started?

IT IS PROVEN STATISTICALLY and backed up by plain common sense — business owners who operate under a known brand and with an established business model have a big advantage over owners who have to start from scratch and figure out their operations, marketing, and point-of-sale-systems on their own.

Still, you shouldn’t assume franchises are fail-safe.

They’re a wonderful way for professionals to build thriving small businesses, but there are some icebergs out there that potential franchise owners need to avoid.

Failure to absorb the FDD. It’s baffling to think that a franchisee would invest thousands of dollars in a business venture without knowing what he or she was getting into — especially when the law requires franchisors to disclose detailed information about operations, costs, earning potential, and legal requirements.

But it happens. All the time. People get so excited about their business venture that they don’t read the Franchise Disclosure Document (FDD), or they just read the Item 7 expenditures and Item 19 earnings information, and skip over the rest. Then they’re caught by surprise later, when it’s too late.

If you’re thinking about buying a franchise, you should review the FDD thoroughly and carefully, preferably with a good franchise attorney, who can help you pinpoint problem areas or language that needs clarification.

Underestimating what you need. It’s an easy trap to fall into — underestimating how much working capital you’ll need to make the business work. Small business loans are hard to come by these days. Unless you’re fully capitalized already, you’ll be cobbling the financing together from assorted sources, and it’s tempting to think that you can scrape by on a minimum investment.

It’s a very risky way to go. If you hit a rough patch, you’ll need cash reserves to tide you over until you recover, and if the business account is empty, you run the risk of going under.

Failing to do due diligence. Before you even sign the franchise agreement, you need to go through the validation process, talking to franchise owners about the ground-level benefits and challenges of running the business.

Do it, and do it thoroughly. Don’t assume that talking to three top-performing franchisees is enough. You have to talk to the average franchisees, long-time franchisees, new franchisees, those doing well, and those doing not so well. You should find out specifically why former franchisees left the system, whether it was a systematic problem or matter or one of the errors detailed here.

Under-budgeting your time. Franchise ownership is not a hobby. It takes commitment, especially in that critical first year. After years of success, many franchise owners can afford to work the business part-time and hire managers to take care of the day-to-day duties.

But it usually takes several years of success to get to that point, and until then, you simply have to put in the hours to get your franchise up and moving. Too many people go into franchising thinking they can get by on six-hour days at first, but it just doesn’t work that way.

Going your own way. There’s a paradox at the heart of franchising. The industry tends to attract aggressive and smart self-starters, take-charge types who never saw a business proposition they couldn’t improve. These people can make horrible franchisees.

When you buy a franchise, you’re not buying a job, and you’re not bringing something to life from nothing.

You buy an established name and system in a business you own, and the price for the advantage is the investment, franchise fee, and royalties. That’s the deal. (Put another way: You didn’t build that. Not alone, anyway.)

But time after time, we see some franchise owners’ do-it-alone instincts get the better of them. Three or six or 12 months in, they get restless. This marketing plan is stupid. I can do it better. This sign doesn’t work in my market. My customers want a different message and more menu choices. The franchising graveyard is filled with businesses that failed because the franchise owner didn’t follow the system, presumably the reason why he or she approached the franchisor in the first place. The system’s there for a reason. Use it.

John Blair Vice President of Marketing and Public Relations FranNet jblair@frannet.com

Franchise Canada September | October 2018 97

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FRANCHISE TUTORIAL

TUTORIAL 15: THE FUNDAMENTALS OF FRANCHISING

TERM OF AGREEMENT AND RENEWALS ALL FRANCHISE AGREEMENTS HAVE A FIXED TERM. They come to an end. That is the nature of a licensing relationship. A licence has a beginning and an end. You are not buying the right to use the brand but instead leasing it, like the lease of a commercial space. At the end of the term you have the ability to renew the agreement for a further term, or you can end the relationship.

The length of the term will vary. Often the term is five or 10 years and sometimes as long as 15 to 20 years. The length of the term is outlined in the franchise agreement.

It will often coincide with the length of your lease. The length is dependent upon the total investment amount.

If you have invested over $1 million, you will typically require a longer term than, say, if you invested $100,000.

The term should be long enough to pay off your business loans and get a return on your investment.

At the end of the term, you typically have an option to renew. The option is usually your choice, provided that you meet the renewal conditions. Such conditions might include; •Y ou are in good standing and in compliance under the terms of the existing franchise agreement •Y ou have notified the franchisor of your desire to renew (typically six months prior to the end of the term) •Y ou sign a current franchise agreement, which may or may not have terms and conditions that are substantially different from the original agreement • You pay a renewal fee •Y ou upgrade your location and equipment to the current standards, specifications and/or image • You have secured a lease on the location • You and your staff complete renewal training •Y ou sign a general release regarding the expiring license agreement Be sure to give the appropriate notice of your desire to renew. If you forget and miss the deadline the franchisor may assume that you are not intending to renew and find another franchisee to take over the location at the end of your term.

The length of the renewal term is often the same as the original term, but sometimes is shorter. Some franchises allow unlimited renewals, while other franchises only permit one renewal term. Each franchise is different and you need to read the terms of your franchise agreement to get clarity.

Upon renewal, be aware that the new franchise agreement may be substantially different from the original. The franchisor may increase the royalty or other financial commitments, thus changing the financial returns of the business. This is common if it was a new franchisor and you were one of the first franchisees. For established franchisors, however, the financial terms typically remain the same and instead the revisions in the agreement reflect changes in law to more fully protect franchisor and system-wide interests. There may also be changes to reflect new technology or adjustments to territories to reflect changes in population and demographics.

As part of the renewal process, you may be provided with a disclosure document if you are located in Ontario, Alberta, P.E.I. or New Brunswick. Provincial regulations in general state that a renewal is exempt from requiring disclosure if there has been no interruption in the operation of the business, unless there has been a material change. The fact that you are being required to sign a new franchise agreement that may be different could be considered a material change. Franchisors are wise to lean on the side of caution and provide full disclosure.

If you choose not to renew the franchise agreement, the franchisor has the right to issue the franchise to someone else. You would be giving up your rights to use the brand and operating system of the franchise. Most franchise agreements have a non-competition clause that would prevent you from continuing to operate the same business independently. You would have to go into another line of business, but, after 10 years, you may be ready for a change. In many cases, however, if you are looking for an exit strategy, you would be better off financially to renew the franchise agreement and sell the franchise assets to a new party and transfer the licence. This allows you to get a greater return on your investment or, in some cases, minimize your losses.

Be sure to read and fully understand your franchise agreement with regards to the term and renewal. Have a franchise lawyer review the new agreement and assist you in getting clarity as to your new obligations, which may be substantially different from the ones you had. A good understanding of the terms of your new franchise agreement will allow you to better plan your business and your personal future.

Franchise Canada September | October 2018 99

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TUTORIAL 16: THE FUNDAMENTALS OF FRANCHISING

RENEWAL FEES AND REDESIGN COSTS WHEN IT COMES TIME TO RENEW your franchise agreement, there will typically be some costs in the form of a renewal fee and redesign or remodeling costs. You will want to plan for these costs and be prepared financially when it comes time to renew your franchise agreement for a new term.

The costs of renewal will be defined in your franchise agreement. Costs will vary from zero to a few hundred dollars to a percentage of the current franchise fee or, potentially, to the amount of the initial franchise fee.

How much the franchisor will charge reflects their attitudes and market conditions. A low fee that basically covers the administrative costs communicates that the franchisor values its franchisees and retaining these relationships. A high renewal fee communicates that the franchisor places a high value on the brand. They know that if you don’t want to renew, they have other prospective franchisees that will gladly assume the franchise.

The renewal fee represents the opportunity cost lost by not awarding it to someone else. With many franchisors the fee is typically somewhere in the middle, representing both of these attitudes. On average, the renewal fee is between $3,000 and $5,000, paid in full at the time of entering into a new franchise agreement for the renewal term.

It makes sense for the franchisor to encourage renewals and keep costs to renew low. The alternative is to spend a lot of time, effort, and money on finding new franchisees, finding new locations and training the new franchisee. There is the potential loss of goodwill resulting from customers who had built relationships with the local franchisee operator, not to mention the strained relationships with remaining franchisees who see their fellow franchisees leaving the system.

Upon renewal, there will typically be a requirement to upgrade and/or modernize. This may include changes to the branding elements, equipment and technology, and/ or remodeling the physical premises of your location.

This requirement is found in your franchise agreement.

If your agreement has a longer term, it may require that changes be made during the term as well, not just at the time of renewal. Franchisors will provide a reasonable amount of time to make the changes, but will often not renew your agreement unless the changes are made.

Changes in the system are required in order for the brand to evolve, develop, and remain competitive.

Clauses requiring change allow the system to evolve, while maintaining uniformity and consistency over time.

Franchisors will often involve the franchisees and allow them to provide input to the changes through a franchisee advisory council or committee. Examples of changes that might be required could be as simple as repainting the walls and replacing carpet with new colours. The colours that were in fashion in the ‘80s may look very out of date today. There may be strategic changes.

Drive-ins were popular in the ‘50s, whereas today it is the drive-thru. Or there may be menu changes. Adding pizza to the menu would require pizza ovens and other modifications to the kitchen.

All of these changes are at a cost, ranging from a few hundred dollars, to hundreds of thousands of dollars.

Some franchisors will offer financial assistance to facilitate these changes. Some franchise agreements will set a cap as to the cost of these changes, but it is very difficult for franchisors to forecast what the changes and the applicable costs will be five to 10 years into the future. As a result, the franchise agreement will speak of required upgrades in general terms.

Another cost that may be incurred at time of renewal is training to upgrade the franchisee and staff. If there is new equipment, your employees will need to be trained on the new equipment and processes. You will need to cover costs of your staff as they go through the training, as well as paying the travel, accommodation, and meals for the trainer to come to you or, alternatively, for you to go to head office.

Before you renew your agreement, have a full understanding of what the total costs are going to be and ensure that you have access to the funds required. Your franchisor will assist you. You will want to ensure that you have sufficient time in the renewal term to get a return on your new investment. Successful franchisors will be sensitive to this fact, while at the same time balancing this against the need to keep the brand current and contemporary. It is in the best interests of the brand and the system as a whole.

Franchise Canada September | October 2018 101

FRANCHISE TUTORIAL

STUDY QUESTIONS TUTORIAL 15 1. T he length of the Term of Agreement is always 10 years. True or False? a) True b) False 2. You should give notice of your intent to renew your franchise agreement: a) i mmediately after signing your initial agreement. b) after the term of your initial agreement has expired. c) at least six months prior to the end of your term.

3. Upon renewal, your new franchise agreement may be substantially different from the original.

True or False? a) True b) False 4. I f you choose not to renew your franchise agreement: a) the franchisor has the right to issue the franchise to someone else. b) you give up your rights to use the brand and operating system. c) you may not be able to continue to operate the same business independently. d) all of the above Answer Key: 1) b 2) c 3) a 4) d

TUTORIAL 16 1. R enewing your franchise agreement might require updates to: a) b randing elements. b) equipment and technology. c) the physical premises of your location. d) all of the above 2. Some franchisors offer assistance or set a cap for the cost of these changes. True or False? a) True b) False 3. T he cost associated with renewing your franchise agreement: a) is always a few hundred dollars. b) is always the same amount as the initial franchise fee. c) is always a percentage of the current franchise fee. d) varies depending on the franchisor and market conditions.

4. You

and your staff might have to upgrade your training when you renew your franchise agreement. True or False? a) True b) False Answer Key: 1) d 2) a 3) d 4) a

102 Canadian Franchise Association

ASK A LEGAL EXPERT (Continued from page 96) locations in the franchise system. These figures are preferred because they represent actual facts. The recommendation is to provide the annual gross sales for the previous fiscal year for corporate and franchised locations that have been operating for at least a year. This information should include all locations as selecting less than all locations could potentially be seen as “cherry picking” and skewing the results being presented.

The annual gross revenues can be presented in many different ways. For example, they can be grouped by region, by urban vs. suburban, by how long locations have been open (one to three years, three to five years, five years plus, etc.) or by square footage (small, medium or large format locations).

When putting this information together, the overriding goal is to always ensure the information is not misleading in the way it is presented, that the information can be verified and if there are any assumptions used, that they be disclosed.

Franchisors will occasionally provide a model or template worksheet for their prospects to work with (on their own or with various advisors) so that the prospect can develop a business plan and forecast. A pro-forma is commonly used to give some guidance to prospects, however it is best practices that these remain as open ended as possible, and that the franchisor does not make any representation as to what the actual or forecasted expenses will or will not be. A franchisor should leave it to the prospective franchisee to arrive at their own estimates about potential future profit.

In provinces without franchise legislation, the franchisor should still be live to these issues. If a franchisor sells franchises based on false earnings projections they could face common law claims for misrepresentation, or for a breach of their duty of good faith.

Conclusion: Financial performance representations and earnings projections are an important part of the disclosure process and must be adequately and continuously addressed if being used by a franchise system. They are a useful sales tool for franchise systems, and provide a wealth of information to a prospective franchisee, which in turn provides a tool for franchisees to evaluate the franchise business. More and more franchisors are embracing the need to provide financial performance representations as part of the sales process. This better informs prospective franchisees leading to a more considered and reasoned decision to purchase.

www.cfa.ca | www.FranchiseCanada.Online

MARKETPLACE

Founded in 2016 by Jesper Nielsen, a co-founder of Pandora, Amazing is a line of affordable fine jewelry made of top quality gold-plated sterling silver, sterling silver, stainless steel, precious and semi-precious stones. Amazing is entering 51 global markets and plans to have 150 locations open by the end of 2018. Their goal is to create a revolution in the fine jewelry business both in price and store design. abarrera@amazing-jewelry.ca liz@amazing-jewelry.ca 1 (416) 900 3501

Angelic Treasures Christian Daycare is establishing quality, premium childcare centres globally. Activities are planned on a daily basis to help improve physical, mental and emotional development as well as cognitive learning. We have specialized programming for children with special needs. As Franchisors, we integrate Christian beliefs and values in everything we do. Our business dealings are completed with the highest standards of integrity, kindness, and of course, love.

Franchise Fee: $50K Startup Capital Required: $250,000-$600,000 Investment Required: $250K+ Available Territories: Ontario Training : 2 weeks or as needed In Business Since : 2003 Franchising Since: 2017 CFA Member Since: 2017 AngelicTreasuresDaycare.com

BeaverTails® Canada Inc. has been delighting pastry lovers since 1978.

Canada’s favourite pastry brand is celebrating it’s 40th anniversary and is actively seeking franchisees across the country!

Our locations, at some of the nation’s favourite resort villages, vacation towns, and waterfront boardwalk areas, have served our delicious pastries to presidents, celebrities, and millions of addicted fans. We’ve become the traditional “sweet treat” of theme parks, waterparks, zoos, ski hills, sports venues, fairs, and events from coast to coast.

Our signature pastry, indulgent ice cream, scrumptious BeaverBites, savory poutine, decadent hot chocolate and frosty smoothies offer a diverse menu. Now boasting over 140 locations and counting, our simple operations, reasonable investment, and ongoing support make this a delicious opportunity you’ll want to bite into!

For more information, please contact: Kristina Zappavigna at kristina@beavertails.com visit www.beavertails.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

Franchise Canada September | October 2018 103

MARKETPLACE

“18 Years, Over 350 stores & Still Growing” 205, 8915-51 Ave. Edmonton, Alberta , Canada T6E 5J3 Phone: (780) 440-6770 Web: www.boosterjuice.com E-mail: franchising@boosterjuice.com

Chicken on the Way takeout restaurant opened in Calgary in 1958.

Today our values remain the same as when we first started: prepare and serve homemade food, always the best quality at a reasonable price.

Booster Juice is Canada’s premium smoothie and juice chain!

As a leader of nutritious alternatives in the quick-serve industry, Booster Juice’s proprietary recipes are an instant hit among today’s active, health conscious consumers. Today, Booster Juice has expanded to bring smoothies, fresh-squeezed juices and delicious hot food items to active customers on the go! With over 18 years in business, Booster Juice continues to grow with locations across Canada, the US, Mexico and UAE, and is on track to open 40-45 new stores in 2018!

Units Canada: 351 USA: 4 International: 5 In Business Since: 1999 Franchising Since: 1999 Franchise Fee: $30K Initial Investment Required: $110K Turnkey costs: $274K Training: Two Weeks + Ongoing Support Available Territories: Canada, International CFA Member Since: 2002

Our menu hasn’t changed much through the years either. Fried chicken, fritters, fries and salads are all made fresh daily onsite, sourcing local ingredients whenever possible.

It’s a business philosophy that has proven itself over 50 years, through recession and boom times. Our first franchise opened in March 2011 and is a huge success. We have grown to include 10 franchises and one corporate store and have decided to expand further in Western Canada.

Initial franchise fee: $20K Total investment of $300K to $350K 160 hours minimum training for franchisees For more information: Phone: 1-403-283-5532 Email: info@chickenontheway.com www.chickenontheway.com

CHIN CHIN Chin Chin Street Side Kitchen

WORLD’S MOST SUCCESSFUL BAKERY FRANCHISE

For over 30 years, Chin Chin has established itself as one of the most iconic restaurant brands with locations across Los Angeles and on the Las Vegas strip. Chin Chin Street Side Kitchen is a fast casual concept like no other! The famous flavours of Chin Chin’s famous dishes, modern offerings like the Chinese Food Burrito and a great customizable selection of vegetarian, vegan, dairyfree, Halal and gluten-free choices make Chin Chin Street Side Kitchen easily stands apart from the competition.

Franchise Fee: $25,000 Startup Capital Required: Minimum $195,000 (unencumbered) Investment Required: $650,000 - $850,000 Available Territories: Ontario Training : 4-6 weeks Corporate Units USA: 5 In Business Since : 1983 Franchising Since: 2017 CFA Member Since: 2017 Visit www.chinchin.com Email: calvin@chinchin.com

104 Canadian Franchise Association

• 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 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, 2012, 2013, 2014, 2015, 2016, 2017 & 2018 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

www.cfa.ca | www.FranchiseCanada.Online

MARKETPLACE

CRUNCH Fitness is a gym that believes in making serious exercise fun by fusing fitness & entertainment and pioneering a philosophy of No Limits. Crunch serves over 1,000,000 members with over 250 gyms worldwide, with more than 20 locations currently operating and 30 more set to open their doors in Canada. Current expansion plans are also underway in Ontario, Saskatchewan, Quebec, and the Maritimes by the end of the year. Each Crunch franchise location offers top-notch facilities with amenities including a selection of state-of-the-art cardio and strength training equipment such as elliptical trainers, treadmills, Stairmasters, a variation of stationary bikes, a large array of free-weights and more. Personal trainers are available to provide members with personalized fitness plans and devise goal-oriented training regimens as well as nutrition plans powered by dotFIT. Each gym includes a designated group fitness studio where members can participate in Crunch’s signature CLASS-ic Training classes including Zumba®, Yoga Body Sculpt, Fat Burning Pilates, Cardio Tai Box, Bootcamp, BodyWeb w/ TRX® and much more. Small group training is also brand new with the HIITZone providing HIIT functional training. All locations are equipped with full-service locker rooms and additional amenities such as tanning and HydroMassage. Memberships are commitment free and start at $9.95/month.

For more information about CRUNCH Fitness franchising, visit crunchfranchise.ca or contact franchise@crunchcanada.com / 1-866-CRUNCH2 (278-6242).

We are a world-class franchisor with a commitment to quality, having more than 6,500 stores in more than 27 countries. DQ Grill & Chill® offers a variety of soft-serve treats along with a full line of hamburgers, hotdogs, chicken and salads. As an ongoing expansion program, we are presently accepting applications for DQ® franchises across Canada. Candidates must have business acumen, superior people skills and desire to work with a proven franchise system. A DQ Grill & Chill® has a total investment of approximately $800,000 - $1,200,000 or more. The candidate must have a minimum of $400,000 cash available. A DQ® Treat location can be in major shopping malls or as a free-standing unit. The total investment for a retail store is between $300,000 $500,000 and up to $800,000 for a free-standing unit. Applicants must have a minimum of 40% project cost in cash to invest.

Driverseat Chauffeur Services

Edo Japan has been in the business of providing fresh, delicious Japanese style fast casual food for more than 35 yrs.

Our unique style of cooking made to order food on Teppanyaki grills was a fi rst in Canada. We are now one of the most popular and successful franchise chains in Canada. Edo Japan’s restaurants are experiencing explosive growth, high sales productivity and excellent return on investment at both our mall and street front concepts.

Driverseat is the latest emerging trend in home based franchise systems, blazing a new industry in personal transportation. Our franchise partners specialize in marketing, strategizing and growing their business, while their Coachmen (drivers) focus on transporting customers and their vehicles, through 4 unique services. Protected terrritories available throughout Canada and the U.S. Total capital required - $20k to $35k Innovative Technology Platform $21,000 franchise fee Home based No need for inventory Significant industry size No capital real estate leases 4 tier extensive training program Designated Driver

Airport Chauffeur

Assisted Transport

Vehicle Chauffeur

www.dq.ca Contact: Tammie Verna at tammie.verna@idq.com or 905.637.4741

Franchise Fee: $30K-$35K Investment Required: $300K-$500K Available Territories: British Columbia, Alberta, Saskatchewan, Manitoba, Ontario Training : 5 weeks Franchise Units Canada: 115 Corporate Units Canada: 5 In Business Since : 1979 Franchising Since: 1981 CFA Member Since: 1995 For more information please contact Vice President, Operations & Franchising, Terry Foster Email: terry@edojapan.com

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

Franchise Canada September | October 2018 105

MARKETPLACE

Grab the Day by the Eggs®

Not Another Burger Franchise!

Eggspectation is an innovative upscale-casual dining restaurant concept. Founded in 1993, Eggspectation restaurants are known for their brunches. With an extensive all-day menu choices, Eggspectation offers a unique experience. From breakfast to brunch, lunch to coffee & dessert time to happy hour and dinner, Eggspectation is the place to kick back in style with friends, family and business associates and enjoy good times in this unparalleled environment.

For many years, burger outlets, coffee shops, and pizza restaurants have been the trend in the franchise industry, but not for long! The indoor playground business is the newest face in today’s franchise marketplace, and Enchanted Castle Inc. knows the industry well.

Franchise Units: Canada 12, USA 6, International 8 Corporate Units: Canada 3, USA 1 In Business Since: 1993 Franchise Since: 1998 Franchise Fee: $50K Investment Required: $500K-$1M Training: 10 weeks Available Territories: All of Canada, USA, International CFA Member Since: 2011 7960 rue Saint-Denis, 2nd. Flr., Montreal, QC, H2R 2G1 Phone: (514) 282-0677 / (855) 331-EGGS (3447) Fax: (514) 282-8115 Web: www.eggspectation.com Email: info@eggspectation.com Contact: Enzo Renda, CEO

Fatburger has been serving up the freshest, biggest, juiciest burgers for over 65 years. With restaurants in 37 countries, prospective franchisees benefit from investing in a concept with a proven track record. Prime ownership opportunities are available across Canada. We provide: • A highly recognized trademarked brand • Extensive initial training • Ongoing operation & training support • Marketing/advertising support • Excellent return on investment capital An upper tier quick-casual restaurant serving fresh, never frozen custom made Alberta Angus beef burgers and Buffalo’s™ World Famous Wings and Tenders, Fatburger is a recognized leader in the premium burger category. We are passionate about quality, food and service - and it shows! We offer an extensive menu and dynamic décor that brings food, fun and style together. Each meal is cooked to order using fresh ingredients and traditional cooking methods. The taste and quality of Fatburger has been inspiring fierce customer loyalty since its inception in 1952.

54 locations across Canada and growing!

For more franchise information, call us at 1-888-597-7272 or email franchise@fatburgercanada.com.

For locations and more visit www.fatburgercanada.com.

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Enchanted Castle Inc. started as an indoor private playground facility, but soon discovered that their customers wanted more.

They decided to transform private parties into exciting new adventures, and this journey led them down a path of cakes, candy, mascots, home/corporate parties, party supplies, amazing kids’ products, and new store concepts that showcase everything in a fun and magical way.

With nine years in business and five locations, Enchanted Castle Inc. recently started franchising, and is offering turnkey facilities with training and support to make any candidate successful.

• 5 locations and growing!

• Flexible footprints, from 2,000-4,000 sq. ft.

• Shopping mall and street front locations available • Minimum $140,000 to qualify • No royalty & with only a $500 monthly fee For franchising info, contact: (905) 725-2828 ext. 101 enchantedcastle.info

Join Firehouse Subs Today Across Ontario!

Firehouse Subs is a fast casual restaurant chain with a passion for Hearty and Flavorful Food, Heartfelt Service and Public Safety. Founded in Jacksonville, Florida by former firefighters and brothers Chris and Robin Sorensen, Firehouse Subs is a brand built on steaming hot subs with the highest quality meats and cheeses piled high. The founders are the real deal and the company is built upon a family of franchise operators who share their same passion for serving others. Firehouse Subs consistently ranks number one in among fast casual brands in the categories of food quality, taste, flavor, and friendly service.

In 2005, Firehouse Subs created Firehouse Subs Public Safety Foundation with the mission of providing funding, life-saving equipment and educational opportunities to first responders. In fact, Firehouse Subs has given more than $33 million to hometown heroes across Canada, the United States and Puerto Rico.

Our growth is carefully calculated to optimize restaurant potential, profitability and the success of our franchisees.

For more information about franchising with Firehouse Subs, contact Brent Greenwood at franchising@firehousesubs.com or 877-887-8330. www.firehousesubs.ca

www.cfa.ca | www.FranchiseCanada.Online

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“Live Life with Flavour!”

“It’s Gonna Be Great”

Gino’s Pizza is a big player in the restaurant industry since 1981, specializing in Gourmet Pizzas and Specialty side orders for Walk-in, pick-up & delivery. We provide the best possible value & satisfaction to our customers who desire great tasting Gourmet Pizza and wings. We offer unique marketing program to promote directly to homes, apartments, schools & businesses on a weekly basis. We have an easy to remember number 310-4466 (GINO) with centralized Call Centre with friendly knowledgeable agents to process orders. Gino’s future goals is to expand into international markets with the next year.

Great Clips is the world’s largest and fastest growing salon brand with 4300 salons throughout North America. Our salons are conveniently located in strip malls in over 130 markets.

What really makes this business concept unique is the fact that it is recession-resistant, with steady growth and multi-unit opportunity. Manager-run salons allow for flexibility in how you transition into business ownership. No haircare experience necessary!

Franchise Fee: 20K Investment required: 230K – 285K Available territories: All of Canada & International Training: including and ongoing Franchise Units Canada: 95 In Business since: 1981 Franchising since: 1982 CFA member since: 2012 For franchising information, please contact the Head Office Office: (416) 235-0000 Ext 2006 E-mail: vito@ginospizza.ca

Franchise Fee: $20K (USD) Investment Required: Net Worth $300,000 ($500,000 in select markets) Available Territories: Alberta, British Columbia, Manitoba, Ontario, Saskatchewan, United States Training : Yes Franchise Units Canada: 150 USA: 4150 In Business Since : 1982 Franchising Since: 1983 CFA Member Since: 2006 Find out more at www.GreatClipsFranchise.com.

www.ginospizza.ca/franchise

Heart To Home Meals

• Are you looking for financial and personal independence?

Targeted to serve Canada’s fastest growing demographic, Heart To Home Meals delivers delicious, nutritious, high quality frozen meals to seniors in their own homes. The company is committed to food excellence, great customer service & the power of the entrepreneur as a franchisee. The model is based on our highly successful sister franchise Wiltshire Farm Foods in the UK, which is also owned by apetito. Heart To Home Meals has a limited number of territories available in Manitoba, Ontario and Nova Scotia - don’t miss your chance to be part of a company servicing Canada’s fastest growing consumer segment.

• A healthy and creative work environment allowing you the satisfaction of seeing your ideas come to life?

Visit www.HeartToHomeMealsFranchise.ca Heart To Home Meals Highlights • Business Type: Franchise – Delivering frozen meals directly to the customer’s home. The meals are prepared by the franchisor, then sold and delivered by the franchisee.

• Total Franchise Fee: $40K • Training & Start up Materials provided: YES • Home-Based: YES • Royalty and Ad fund: Both 0% Contact: Matthew Diestl • Tel: 1.800.268.8199 ext. 242 matthew.diestl@apetito.ca

If you’ve answered yes, then it’s time to think about becoming a member of the HICKORY DICKORY DECKS FRANCHISE FAMILY! With over 30 years of industry experience, HICKORY DICKORY DECKS is the leading builder of custom designed, low maintenance decks in Canada.

With the array of FRANCHISEE SUPPORT MATERIALS offered from start to finish, as well as the buying power available, you have the ability to become a leader in your territory. You don’t even have to be a carpenter!

With the low investment, low overload, full training and unparalleled support there is no reason not to join today’s multi-billion dollar home renovation and improvement market.

Contact Hickory Dickory Decks for more information today.

WWW.DECKS.CA 115 Dundas St. West Dundas, Ontario. L9H 7L6 1-800-263-4774 or 905-689-4774

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Jani-King is the world’s largest commercial cleaning franchise with over 9,000 franchisees in 10 countries and over 40 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 9,000 other Jani-King franchise owners worldwide.

1-800-565-1873 or visit our website at www.janiking.ca or e-mail info@janiking.ca

KUMON MATH AND READING CENTRES With 60 years of success, helping over 16 million students in 50 countries, Kumon is the largest after-school math and reading academic enrichment program and one of the most established franchise businesses in the world.

Whether you’re an educator, a corporate professional, or simply interested in starting your own business, a Kumon Learning Centre could be your own success story just waiting to happen.

• 350 franchise units across Canada • Over 60 franchise opportunities available For more information, visit www.kumonfranchise.ca/franchise-opportunities.

Email: franchisecanada@kumon.com Toll-free: 1.800.266.6681

Special Note: Master Franchisor opportunities available in Saskatchewan, Newfoundland and Thunder Bay.

The Level UP team is passionate about improving the lives of students and parents in communities across the country. As a campus owner, you will make a significant and positive impact on the families and schools in your community by raising the bar on STEM education. Bringing Level Up to your community creates real, long-lasting improvements in the outlook, confidence, and academic success of students and instructors alike.

• Began 2015 • Franchise fee $25,000 for first center • Royalty $400/month for the first center plus 10% of gross receipts Contact Us: 230 Diligente Drive Riverview, NB E1B 1N5 1-877-225-3835 franchising@levelupkids.ca

Lice Squad.com Parent & Teacher Trusted!

Lice Squad.com’s express and full service franchise business models, private label eco-friendly products and The Mucci Method signature lice removal system are all designed for success. A unique business opportunity with unlimited potential! This concept offers affordable and flexible business start-up options and unparalleled support. Begin generating multi-revenue streams immediately.

Franchise Fee: $17.5K & $35K Startup Capital Required: From $20K Investment Required: $8.5K-$60.5K Available Territories: BC, AB, SK, MB, ON, NB, PEI, NL Training: Provided (excluding travel/hotel costs) Franchise Units Canada: 20 Corporate Units Canada: 16 In Business Since : 2001 Franchising Since: 2002 CFA Member Since: 2006 We are looking for highly motivated business people with leadership skills and a passion for helping others to join our team.

For more information contact our Franchise Department at 1 888 LICESQUAD (542 3778) or by email at franchiseinfo@licesquad.com Visit us at www.licesquad.com

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CHICKEN

M&M Food Market is Canada’s largest retail chain of specialty frozen food. Established in 1980, M&M Food Market has been a destination for high quality meal ideas made with the finest ingredients with over 400 products and new products introduced seasonally, M&M Food Market has changed for the better! Over the last 3+ years, M&M Food Market has been on a journey toward a major achievement - the removal of all artificial colours, flavours, and sweeteners from our food portfolio. Our Food Promise is a game changer and key differentiator from our competition and we are proud that 100% of the products in our stores coast-to-coast meet this Food Promise. Updating the in-store experience with a new store design was one of the key pillars of the reinvented M&M Food Market brand. With almost 350 locations nationally and growing, M&M Food Market is leading the way in frozen food retailing. Now is the time to rediscover this trusted, iconic Canadian brand.

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

TATERS

Welcome to the largest Canadian-owned quick serve chicken restaurant in the country and the fastest growing franchise in Canada.

Mary Brown’s Chicken & Taters continues to expand across Canada, with about 140 stores now open. We expect that number to double in the next few years. It’s a growth plan we’d love you to be part of!

The food is exceptional and the numbers are impressive. We’ve enjoyed 14 consecutive years of same store sales growth and are destined to continue this trend.

Our genuine approach to customer service, Made Fresh from ScratchTM food and warm smiles are what keep our Guests coming back. It’s based on almost 50 years of continued growth and success. We use proprietary cookers to create the plumpest, juiciest Chicken and fresh-cut Taters. Add to that, our comprehensive franchisee support including training, financing and marketing, and you’ll see that a Mary Brown’s franchise is an unbeatable opportunity that you don’t want to miss.

Give us a call at 416-576-3911 or 905-513-0044 or email us at franchising@marybrowns.com www.marybrownsfranchising.com

McDonald’s® has always been a franchising company and has relied on its franchisees, our Owner/Operators, to play a major role in the System’s success. McDonald’s remains committed to franchising as a predominant way of doing business.

We are actively seeking highly qualified business people to join our System as Owner/Operators.

Owning a McDonald’s restaurant is a tremendous opportunity.

We are seeking individuals with significant business experience who have successfully owned or managed multiple business units or have led multiple departments and who have significant financial resources.

We are a family of more than 275 Owner/Operators passionate about satisfying our customers, growing our business, making money and having fun.

McDonald’s continues to be recognized as a premier franchising company around the world. To learn more about franchising opportunities with McDonald’s Canada, please visit us at www.mcdonalds.ca Franchise opportunities are now available across Canada! ©2018 McDonald’s

Midas is a globally respected automotive products and services provider with franchised, licensed, and company-owned locations throughout Canada, the United States and the world.

Here are just a few of the ways we help you build success as a Midas franchisee: • Outstanding brand recognition • Growth-focused business model geared toward expanding customer base • Exclusive product warranties and lifetime guarantees • Exceptional advertising, utilizing today’s most powerful media • Knowledgeable and experienced senior management team with diverse backgrounds in retail, wholesale, operations and development • Unparalleled support and resources, strategically positioned for long-term franchise growth • Complete training and marketing support No business or retail management experience necessary.

Build your future with a leader ... Trust the Midas touch!

Contact us to learn more: www.midasfranchise.com or call 800.365.0007 This advertisement does not constitute an offer of a franchise.

A franchise offering can be made by us only after we provide you with an appropriate Canadian disclosure document (as applicable in each province). Franchises may not be available in all provinces.

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Your customers have options, so should you.

Interested in owning a Mr. Lube franchise?

The more ways you accept payments, the easier you make it for customers to do business with you. Moneris offers a wide range of industry-leading payment solutions. From in-store to online to mobile, our solutions are designed to keep the payment experience as seamless as possible. Together, we will help your franchise realize its full potential.

With 174 locations and growing, Mr. Lube is the Canadian leader in automotive oil change and preventive maintenance.

In fact, we’ve served more than 45 million customers in our 41 years of business— and we are just getting started.

A CFA FSS Member since 2004, Moneris offers payment solutions targeted specifically to the franchise industry. We will work closely with you to analyse your needs and take the guesswork out of selecting the most appropriate and cost-effective solution for your franchisees.

Sign up with Moneris and receive preferred pricing through the CFA Member Discount Program.

Visit moneris.com/cfa or call 1-888-552-0341 for more information!

Mr. Lube offers: • A respected brand name supported with award winning advertising programs • Established operating systems • National purchasing programs and partnerships • An extensive franchisee support team • Industry leading training programs • Conversion opportunities We are looking for potential franchisees and existing independent operators who would like to take their business to the next level. If you are passionate about customer service and have the financial resources and leadership skills to grow with us, we would love to talk to you about becoming a franchise owner.

For more information email us at franchising@mrlube.com or visit our website at mrlube.com.

For over 55 years Mr Mikes SteakhouseCasual Restaurants have been about feeling like you belong, where everyone feels comfortable in his or her own way. It’s your place - a place where you don’t have to be something you’re not, you can just be yourself.

It means tasty and affordable creations from our signature steak and Mikeburgers to our home-branded wines and beers.

Our plans are to open 30 new restaurants in Western and Eastern Canada over the next 5-year period and we invite you to call us for more information about franchise opportunities.

Canadian Franchise Association Members Food - Restaurants / Dining Rooms Mr Mikes SteakhouseCasual Restaurant Unit 100, 3700 North Fraser Way, Burnaby, BC, V5J 5H4 Phone: 604-536-4111 Fax: 604-439-7367 Web: www.rammp.net E-mail: rvillalpando@RAMMP.net Contact: Rick Villalpando, Vice President, Business Development Franchise Locations Canada: 39 Corporate Locations Canada: 3 In Business Since: 1960, Franchising Since: 2003 Franchise Fee: $50K, Capital Required: Min. $900K - 1.8M Training: min. 8 weeks Available Territories: AB, MB, SK, BC, ON CFA Member Since: 1997

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MAKE A LIVING THAT MAKES A DIFFERENCE Oxford Learning is the leading supplementary educational franchise in North America, offering a unique way to make a difference using its proprietary learning methods and materials.

With programs for students from preschool to university, Oxford Learning helps students improve their academic skills while developing higher levels of cognition and self-esteem.

Your ambition and business acumen, combined with our name recognition, proprietary curriculum, training, and support will get you started on the path to success. Franchisees do not need teaching experience.

Oxford Learning has a unique supplemental education model that does not exist elsewhere.

Looking for an opportunity to make a difference in your life and in your community? An Oxford Learning franchise is a great way to make it happen! Discover the rewards of helping children succeed. Make a Living that Makes a Difference.

Pick up the phone today. 1-888-559-2212 (ext. 115) or email us at franchise@oxfordlearning.com.

www.cfa.ca | www.FranchiseCanada.Online

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Papa Murphy’s is the fifth-largest pizza chain in North America and the pioneer and leader of the take ‘n’ bake pizza segment. Papa Murphy’s operates over 1,500 locations in Canada, the United States and Dubai. With the Canadian home office in Vancouver, BC, Papa Murphy’s offers custom-made pizzas featuring high-quality, fresh toppings which are generously layered on pizza dough that is made fresh each morning in store.

Papa Murphy’s now offers cooked pizzas in select locations. This gives guests the convenience to have it baked for them or they can order their pizzas take ‘n’ bake, hot and ready to eat when they want at home.

• • • • • •

Ease of Operations Brand Strength Consumer Value and Appeal Low Initial Investment Ranked #1 Pizza Chain, three times by Zagat Four time “Chain of the Year” by Pizza Today

Franchise Fee: $25K | Minimum Investment: $250K Training & Support: Yes | Territories Available: Canada

The Pizza Nova story began in 1963 when a young Italian family opened the very first Pizza Nova restaurant. Today Pizza Nova is still family owned, represents over 140 locations across Ontario and specializes in hand-tossed Italian style pizzas that are complemented by an extensive menu of proven favourites.

We provide comprehensive training, easy ordering from our HAACP approved commissary, location identification & design, operations support and innovative marketing initiatives that bring customers through your door.

Pizza Nova is the Official Pizza of the Toronto Blue Jays, Toronto International Film Festival, and the CNE. Our 55+ years of success continues as a direct result of our uncompromising commitment to providing the highest quality product made from only the finest quality ingredients. In 2015 we became the first Canadian pizza company to introduce pepperoni sourced from beef and pork raised without the use of antibiotics or added hormones.

We have since expanded our ‘Raised Without Antibiotics’ profile to include bacon, chicken wings , chicken pollini, grilled chicken, and smoked ham.

For more information contact our Director of Franchise Development, Vince Morano at 416.439.0051 ext 216 or vince@pizzanova.com

Papa Murphy’s Take ‘N’ Bake Pizza – Canada Website: www.papamurphys.ca E-mail: franchise@papamurphys.ca Phone: 1-855-425-PAPA (7272)

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

A Print Three Smart Business Centre is a turn-key operation designed to get you up and running and doing business quickly and successfully.

With 48 locations across Canada, Print Three is one of Canada’s largest owner-operated print networks. Print Three provides all franchise owners with in-depth training and ongoing support in the areas of marketing, promotions, advertising, web-based communications, décor, finance, inventory and supplies. We provide franchisees with current research on industry trends and new services, as well as on relevant technology and equipment.

Business owners across Canada choose Print Three for our superior marketing approach and sales program, which effectively combine print, web and marketing.

In the business for over 45 years, Print Three brings a wealth of industry expertise and innovation to the table. When you join Print Three you join a network that enjoys an excellent reputation and brand recognition across the country.

For more information contact us at franchiseopportunities@printthree.com or call: 1-800-335-5918 ext. 330. www.printthree.com

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Join The Future of Real Estate

Join the Quesada franchise team and discover the Joy of Mex!

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.

QUESADA FRANCHISEE BENEFITS:

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 www.PropertyGuysFranchise.com.

• 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 100 franchises from coast to coast – with more locations opening every month.

Tom O’Neill President

FRANCHISE SPECIALISTS & FLEXIBLE FINANCING SOLUTIONS For over 35 years, the RBC Royal Bank national franchise team has provided financial solutions specifically designed to meet the unique needs and challenges of franchisees. Our qualified franchise specialists can offer you the support, expertise and market knowledge necessary to help you grow your successful franchise business in Canada.

Whether you’re thinking about opening your first franchise or you are refinancing or expanding your existing franchise, you will benefit from working with an organization that understands your business. At RBC, we will work in partnership with you to help you meet your business goals.

Talk to one of our franchise specialists for more information, and find out why more Canadian franchisees choose RBC Royal Bank.

Visit us at:

www.rbc.com/franchise

E-mail us at:

franchise@rbc.com

Call us at:

1-855-418-5307

Toll Free: 1-866-854-2400 ext.101 tomoneill@quesada.ca www.quesada.ca

Snap-on® is a world leader in the design, manufacture and marketing of innovative, top-quality, value-added tools, software and services to the automotive, aviation, marine, RV, ATV, and related industries. Our unique network of more than 397 stores in Canada is a crucial link to our customers. As a Snap-on Franchisee you’ll take your well-merchandised “Mobile Store” to your customer’s place of business and provide personalized service and solutions associated with the world-renowned Snap-on brand.

Custom business software, franchise financing and customer credit financing is offered. No royalty or advertising fees apply.

If you are ready to be your own boss and drive your own future, contact Snap-on today.

To learn more about Snap-on franchise opportunities, visit www.snaponfranchise.ca QUEBEC: MICHAEL COBURN 1-800-665-8665 x244 | michael.l.coburn@snapon.com ONTARIO/ATLANTIC CANADA: LEEMAN REID 1-800-665-8665 x223 | Leeman.A.Reid@snapon.com WESTERN CANADA: LEEMAN REID 1-800-665-8665 x223 | Leeman.A.Reid@snapon.com Snap-on Tools of Canada Ltd. 6500 Millcreek Drive, Mississauga, ON L5N 2W6

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At Stagecoach, we teach 4-18 year olds to sing, dance and act; not only to perform on stage but also to perform better in life.

For 30 years we have seen over one million young people gain confidence and build essential life skills. Our weekly classes allow students to develop and as they grow, the individual businesses in our network also flourish. We have ca. 45000 students in over 650 schools in countries incl. Australia, Canada, China, Germany, Gibraltar, Malta, South Africa, Spain and UK. With more than 30 years of experience and over 650 schools internationally, Stagecoach Performing Arts is a leader in extracurricular performing arts education. Each week over 2,500 of our teachers help more than 45,000 students develop Creative Courage For Life.

Our business model is simple: Franchisees - we attract smart, inspirational entrepreneurs to our business Brand - we’re proud to be a credible brand with over 30 years of heritage in the performing arts Education - the best teachers + the best education = the best results. We call this Creative Courage For Life.

Support - continuous and evolving processes, training and operational excellence. visit www.stagecoachfranchise.com or email awalters@stagecoach.co.uk or call Andrew at +44 7940 462 586

TACO TIME CANADA Canada’s leading Mexican fast food restaurant chain. We prepare great food in our stores, in a fast and friendly environment. Join our growing list of successful franchisees and participate in the continued expansion of the Mexican segment.

We have unit types to fit different investment and operational criteria. From drive thrus, in-line and food courts, TacoTime delivers real mexican food with flare. We provide training, site selection and ongoing operations and marketing support for all stores.

Total investment ranges between $225,000 and $400,000, depending on unit type. Cash requirements are $75,000 to $125,000, again depending on unit type.

Web site: www.tacotimecanada.com Call Toll Free Steve Nickerson 1-800-471-5722 A4, 416 Meridian Road SE, Calgary, Alberta T2A 1X2 Phone: 403-543-3490 Fax: 403-543-3499

Ontario’s favourite destination for fresh-made breakfast and lunch Sunset Grill is a Canadian all-day breakfast restaurant franchise founded in Toronto, Ontario by Angelo Christou in 1985. With 75 franchised locations across Canada and growing, we are now positioned to expand across Canada and select markets in the United States, including California and Pennsylvania.

Fresh is Tastiest™ is our philosophy here at Sunset Grill – our guests are loyal to our brand and love our food because we use fresh ingredients, healthy cooking methods, source local wherever possible, deliver generous portions, and provide fast and friendly service.

Consider what Ontario’s best breakfast chain has to offer you: • One-shift operation & short hours (our stores are open 7 a.m. to 4 p.m.)

• High margins leading to excellent returns and building of a saleable asset • Comprehensive training & ongoing professional guidance • Exclusive territory • Low staff turnover • Great work-life balance; time at the end of the day to spend doing what you love with who you love Visit us: www.sunsetgrill.ca Email us: info@sunsetgrill.ca Call us: 905-286-5833

The AllStar Opportunity Offers: • Established and Highly Successful Brand • Comprehensive Franchisee Training & Support Programs • Long-term Strategic Partnerships • Plenty of Room to Grow!

The AllStar Franchisee has: • Strong Business & Managerial Experience • A Passion for the Hospitality Industry • A Customer and Community Oriented Focus • The Ability to Operate with Specific Standards • Sufficient Financial Resources TOGETHER EVERYONE ACHIEVES MORE! CALL NOW FRANCHISE OPPORTUNITIES AVAILABLE! ASWR Franchising Corp.

289.304.8814 franchising@allstarwingsandribs.com allstarwingsandribs.com

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You know The UPS Store for shipping, but did you also know that The UPS Store is Canada’s largest franchised network of business resource centres? Did you also know that The UPS Store is also Canada’s largest chain of copy & print centres? Servicing the growing small/home office market, The UPS Store offers the convenience of a one-stop shop for business services such as photocopying and digital printing, offset printing, worldwide courier services, packaging supplies and services, mailbox and fax services, document finishing, and more. This dynamic chain leverages on one of the world’s most well-known brands, UPS. This is your opportunity to join a North Amercian market of over 5000 locations (and growing!)

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

Locations, North America: Over 5000 Locations in Canada: Over 350 Minimum cash investment: $100,000 Total cash investment: $172,250 to $196,000 plus working capital.

Twisted Indian Wraps is a fast casual concept in the Indian segment. Recipes have been created in a manner so the operator does not need a cook on staff. Food-cost and labour are also in check. Meats are marinated overnight for service the next day.

Food is assembled in front of the guest as they choose their protein, toppings etc. All items are made to order. We serve rotiwraps, nan-wraps, salads, poutine, burgers, Indian meals. We also have vegan options. All our stores serve beers & coolers.

Franchise Fee: $25K Startup Capital Required: $125K encumbered cash Investment Required: $275K-$300K Available Territories: All of Canada Training : 3 weeks in Barrie, Ontario Corporate Units Canada: 2 In Business Since : 2015 Franchising Since: 2017 CFA Member Since: 2017

For more information on The UPS Store opportunity, call 1-800-661-6232 or visit www.theupsstore.ca.

For more information about Twisted Indian Wraps franchise opportunities, contact: Priya Gogia 705-725-3472 • priya@twistedindianwraps.com

Join UCMAS and be part of World’s fastest growing Mental Math program for children aged 4-13 years. As the leading educational provider of mental math & abacus training programs, UCMAS has been offering entrepreneurs an opportunity to build and succeed in their own business since its inception in 1993 and in Canada since 2004.

With more than 6,000 centres worldwide and 80+ in Canada, UCMAS has trained 2.5 million+ children across North America, Asia, Europe and Australia. UCMAS creates a strong partnership with its franchise network by providing a well-structured franchise system, a unique program offering and extensive franchise support.

When you acquire a UCMAS franchise, you are joining a team.

Franchisees are provided with training, support for marketing, operations and centre management—all for an affordable fee.

UCMAS offers a Mental Math program that serves a real need —to boost child development and brain power in kids aged 4-13.

The UCMAS program strengthens child’s’ memory & focus and leads to greater proficiency in math and academic achievement.

Be a part of a rapidly growing business and help children discover the genius within! For more info, visit www.ucmas.ca or contact us at info@ucmas.ca or 1-877-UCMAS-90.

Home-Based Franchise • Location Independence

114 Canadian Franchise Association

Wellnessnews Canada, Inc. is in the business of franchising Wellnessnews Choices for Healthy Living®, a multi-media publishing platform that includes print, online, and social media. This proven neighbourhood collective offers an informative resource that showcases exclusive, professional local health practitioners and businesses.

Area Developers and Franchised Publishing Communities are now available for entrepreneurs who are looking to start a home-based business that provides them with location independence and the flexibility to suit their lifestyle.

Other benefits include an in-house creative, editorial, print, and marketing team; a great reputation; training; no-expensive overhead; and a growing niche market.

Franchise Fee: 14.5K Investment Required: 20K Available Territories: Canada WELLNESSNEWS CANADA, INC. Website: WellnessnewsFranchise.com E-mail: opportunity@wellnessnews.ca Phone: 1-800-840-4309

www.cfa.ca | www.FranchiseCanada.Online

MARKETPLACE

Wild Wing is an established Canadian Franchise chain specializing in Chicken Wings with 101 unique flavours. It is the largest Chicken Wing Chain in Canada operating since 1999. The chain sold over 22 million Chicken Wings in 2017, in addition to its other quality offerings that include burgers, ribs, salads, flatbreads and poutines. Wild Wing is a restaurant & bar that has a Western Theme and a focus on Sports. Wild Wing has a growth strategy to expand from 86 locations to 130 by 2019 and have a reach from Coast to Coast. Come on board and Get Wild.

Franchise Fee: $35,000 Startup Capital Required: $150,000 Investment Required: $450,000 - $600,000 Available Territories: All of Canada Training : Yes - 2 weeks Franchise Units Canada: 81 Corporate Units Canada: 1 Licensed Units Canada: 4 In Business Since : 1999 Franchising Since: 2003 CFA Member Since: 2015

FRANCHISE CANADA PUBLICATIONS 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: Andrew Schopp, Editor Franchise Canada is published by the Canadian Franchise Association and reaches a wide spectrum of potential and established franchisees and franchisors. Franchise Canada Magazine is published bi-monthly and the Franchise Canada Directory is published annually. Franchise Canada is available across Canada through distribution channels that include Chapters-Indigo, CFA trade-shows, select newsstands and airport HDS-Relay stores.

For advertising information, contact Gwen Dunant, (877) 254-0097 or gwen@cfa.ca.

In Business Since: 2000

Franchise Opportunities Available Across Canada franchising@wildwingrestaurants.com

FRANCHISE CANADA Looking for a franchise?

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

Get Started Today!

• Information your can trust • Credible franchises opportunities

• Narrow your search • Contact franchisors directly • Get the info you need

LookForAFranchise.ca Franchise Canada September | October 2018 115

WHAT’S NEXT

DON’T MISS OUR NOVEMBER/DECEMBER 2018 ISSUE! THE EXCELLENCE IN FRANCHSING ISSUE You’ve read all about Grand Prize winners Little Kickers and Symposium Café in this issue of Franchise Canada. In the November/December issue, the celebration of excellence in franchising continues as we highlight the stories behind some of the strongest brands in the industry. The November/December issue is sure to inspire prospective franchisees to achieve entrepreneurial success as we highlight the accomplishments of the CFA Award of Excellence winners, a Franchisee of the Year, and provide other engaging content that celebrates the pinnacle of achievement within Canadian franchising.

This issue will also include an extensive lineup of exciting franchising opportunities in a broad range of sectors along with inspiring success stories, expert advice, and helpful ‘how-to’s to help get you out there and make a name for yourself on the franchising playing field. So open up this issue, learn from the best and brightest in franchising, and scratch your franchising itch!

WATCH FOR THESE INFORMATIVE FEATURES IN OUR NOVEMBER/DECEMBER 2018 ISSUE:* FRANCHISEES OF THE YEAR: Behind every successful franchise system is an engaged and passionate base of franchisees. In this issue, we’ll take an in-depth look at what sets an exemplary franchisee apart from the rest with the story of a passionate, engaged, and hardworking franchisee with Mr. Lube.

AWARD WINNERS: The Canadian Franchise Association’s Awards of Excellence, Recognition Awards, and Franchisees’ Choice Designation recognize the systems and individuals who are going above and beyond when it comes to building relationships and business success.

Here, Franchise Canada has the scoop on the 2018 winners, the latest in a long line of franchising hot shots.

CFA SUCCESS STORIES: At the CFA, it is our mission to encourage and promote excellence in franchising in Canada. Achieving success in the franchise industry

would not be possible without the development and maintenance of rock-solid franchisor-franchisee relationships. Whether it’s through our online franchise directory – Lookforafranchise.ca – or through the pages of the magazine, we consider it a great success when we’ve helped franchisors and franchisees alike find the perfect fit. We’ll share with you the stories of three franchises who found their franchise partners thanks to the CFA. FRANCHISING FOR NEW CANADIANS: Our country is growing at an exponential rate, as thousands of immigrants are calling Canada their new home, bringing with them an entrepreneurial spirit. For many immigrants, franchising presents a fantastic opportunity for them to achieve their career and business goals. Here, we speak to industry experts to provide valuable insight for new Canadians into what they need to know before investing in

a franchise system with advice in acquiring the right paperwork, financing, and more.

PLUS A SPECIAL FRANCHISE FOCUS ON QUICK SERVICE RESTAURANTS (QSRS)!

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 CANADA MAGAZINE

1 YEAR SUBSCRIPTION (6 Issues) for $19.95. 33%

Published by the Canadian Franchise Association

To subscribe, visit WWW.FRANCHISECANADA.ONLINE.

116 Canadian Franchise Association

SUBSCRIBE NOW SAVINGS 50%

2 YEAR SUBSCRIPTION (12 Issues) for $29.99. SAVE

ANNUAL DIRECTORY for $9.99. (Available in print & digitally)

www.cfa.ca | www.FranchiseCanada.Online

ADVERTISERS’ INDEX Amazing Jewelry................................... 72 abarrera@amazing-jewelry.ca

Great Clips................................................42 www.greatclipsfranchise.com

Mr. Lube......................................................43 www.mrlube.com

Angelic Treasures Christian Daycare ...................................................................... 66 www.AngelicTreasuresDaycare.com

Heart to Home Meals........................... 79 www.HeartToHomeMeals.ca

Oxford Learning.....................................65 franchise.oxfordlearning.com

Hickory Dickory Decks.........................85 www.decks.ca

Pizza Nova................................................. 74 www.pizzanova.com

Booster Juice...................................... 4 & 5 www.boosterjuice.com

International Franchise Association .................................................................... 100 www.franchise.org

Pizza Pizza.................................................. 11 www.pizzapizza.ca/franchising

Chin Chin Street Side Kitchen....18-19 www.chinchin.com

Jani-King...................................................45 www.janiking.ca

COBS Bread............................................................. 87 www.cobsbread.com/franchising

Kumon Canada Inc............................... 57 www.kumonfranchise.ca

Crunch Fitness Canada........................... ...................................... Inside Back Cover www.CrunchFranchise.ca

Level UP Learning Centers................59 www.levelupkids.ca/franchise/

Fatburger................................................................... 75 www.fatburgercanada.com Firehouse Subs...................................................... 14 www.firehousesubs.ca Gloria Jean’s Coffees...........................29 www.rfgbrands.com.au

OUR MAGAZINE IS IN DEMAND AND AWARD WORTHY.

Stagecoach.............................................. 61 www.stagecoachfranchise.com The AllStar Wings and Ribs................54 www.AllStarWingsandRibs.com The UPS Store...........................................71 www.theupsstore.ca

McDonald’s Restaurants Canada...15 www.mcdonalds.ca/franchising

Twisted Indian Wraps................... 20-21 www.twistedindianwraps.com

Midas International.............................. 91 www.midasfranchise.com

UCMAS Mental Math........................... 64 www.ucmas.ca

Moneris....................................................... 22 www.moneris.com/cfa

Wild Wing...................................................13 www.wildwingrestaurants.com

Franchise Canada is an award winner in the Canadian Newsstand Awards, which takes into account a magazine’s newsstand sales performance. We are also proud to be the only franchise publication to win a Kenneth R. Wilson award for excellence in business journalism.

eth R. Wilson enn Aw 5K

Finalist

s ard

20 1

Enchanted Castle.................................. 81 www.enchantedcastle.info

Mary Brown’s Chicken & Taters............ .................................. Outside Back Cover www.marybrownsfranchising.com

Snap-on Tools.........................................67 www.SnaponFranchise.ca

Be st

ia ed

Edo Japan................................................... 9 www.edojapan.com/franchising

RBC Royal Bank..... Inside Front Cover www.rbc.com/franchisingadvice

ian Busin ess M

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

M&M Food Market................................... 3 www.mmfoodmarket.com/en/ new-shopping-experience

Quesada Burritos & Tacos...................17 www.quesada.ca/franchising

anad

Dairy Queen Canada.. ................................... 16 www.dq.ca

Lice Squad.com......................................63 www.licesquad.com

PropertyGuys.com................................ 53 www.propertyguysfranchise.com

C in

BMO Bank of Montreal............................... 44 www.bmo.com/franchise

For advertising information contact: Gwen Dunant Tel: 877-254-0097 | E-mail: gwen@cfa.ca

Franchise Canada September | October 2018 117

GIVING BACK

The Perfect Fit BioPed does what they know best through Soles4Souls partnership BY KRISTIN DI TOMMASO IT’S NOT OFTEN that a national organization can say their charitable contributions tie in perfectly with their business goals. So, when BioPed Footcare Centres partnered with Nashville, Tennessee-based Soles4Souls in 2015, it seemed too good to be true.

The Canadian franchise was in search of a new, innovative approach to distributing used shoes to those in need as part of their companywide goodytwoshoes Foundation.

Founded in 2012, the Foundation supplies Canadians with used shoes which would otherwise end up in landfills. A little research lead them to Soles4Souls, a non-profit organization with a mission to discover entrepreneurship, create employment, and end poverty through shoe distribution in third world countries.

Through Soles4Souls’ unique Micro-Enterprise Program, used shoes are delivered and sold at a low cost to female entrepreneurs in various countries from Haiti and Guatemala to Tanzania, Ecuador and India, among others. The program provides communities a way out of poverty, as women resell the shoes in their local marketplace, employing other women and young entrepreneurs in the process.

“As soon as we met with Soles4Souls and learned more about the Micro-Enterprise Program, we knew there was something special,” says Peter Scully, BioPed’s President and CEO. “This is our business – we are in the feet business. It’s pretty incredible when you can find a cause that compliments what you do for a living so well.”

Within the first year of the partnership, BioPed franchisees collected a total of 34,000 pairs of shoes

118 Canadian Franchise Association

from their local communities. The initiative was an immediate success as more and more franchise partners became inspired by the work Soles4Souls was achieving, sharing the message with Canadians from coast to coast. To date, the franchise has donated 200,000 pairs with a goal of reaching 1-million.

“It’s really morphed into something much bigger than we ever anticipated,” Scully says. “We’ve even tacked on an additional aspect where our BioPed franchisees get to travel to Haiti.”

In 2016, to reward franchisees’ shoe collection efforts for the program, BioPed head office decided to bring their top shoe collectors to the country the shoes were being sent too. Now, every time a clinic collects 25 pairs of used shoes, they are automatically added into a draw. A handful of names are randomly selected, with the lucky franchise partners winning a trip to Haiti.

“We chose Haiti only because there’s a tremendous need there,” Scully explains. “And we continue to go back because we are continually inspired by the country. The most incredible thing about Haiti are the people and their resiliency. People take care of people.”

Whereas used shoes are collected in partnership with Soles4Souls, BioPed’s trips to Haiti are designed to bring children new shoes. Travelling to the country once a year - with plans to make the trip two times beginning in 2018 – BioPed franchisees bring over 1000 shoes each visit, sizing children in schools and orphanages across the country.

Sudbury, Ontario franchisee Kyla Rouleau has been fortunate enough to make the trip twice, and describes

www.cfa.ca | www.FranchiseCanada.Online

the experience as life-altering.

“Not only do we meet these children, we also get to explore the country, visit some of the markets where shoes from the Micro-Enterprise Program are sold, and meet the women who benefit from the initiative,” she says. “It really changes your entire outlook. On the plane ride home, I always wonder if I gave as much as I received from the experience.”

Each trip to Haiti offers a new opportunity to help children and communities in need. As they get set for their next trip, Scully says they will continue to deliver shoes in addition to finding other ways to give back, whether that be helping with food programs or teaching students English.

And their contributions haven’t gone unnoticed. Earlier this year, BioPed received the Canadian Franchise Association’s Outstanding Corporate Citizenship Award, recognizing their partnership with Soles4Souls and their work in Haiti.

“The entire BioPed team are, by nature, caring people,” Scully says.

“The work we’ve been doing is just a natural extension of that. Receiving the award was so special because it brought awareness to our franchisees of just how powerful their contributions are. Our owners are the real stars of the show, so this award was for them.”

CHICKEN

TATERS

We’re more than proud of our Franchisees of the Year.

In just 3 years, Miranda and James Walker have made Lindsay, Ontario one of our finest stores — with great operational excellence, genuine Mary Brown’s hospitality and amazing community involvement.

We’re inspired by them.

Owner/Operators Miranda and James Walker

Our warmest thanks and congratulations! franchising@marybrowns.com