Franchise World magazine | Autumn 2024

Paris Baguet te: A new era for the UK’s baker y café culture

With over 4,000 stores in 11 countries, Paris Baguette is reno wned for its exquisite cakes, pastries, sandwiches, salads and coffee. Its mission is to transform ever y visit into a memorable experience.

For over 65 years, we’ve been Germany ’ s leading maker of exceptional kitchens

Now, thanks to our global success, we’re bringing our awardwinning brand of premium design and German proficiency to the UK.

With a number of successful stores already open, and plans for many more, the time to be a Nolte Küchen franchise par tner is now.

So if you ’ re an experienced entrepreneur or kitchen designer looking to be your own boss, get in touch and let ’ s cook up something special together B E A N O L T E K Ü C H E N ane

SharkEye looking to launch across the UK and Ireland

SharkEye has joined forces with the well-known garage equipment brands, FASEP and GEG, to launch 33 territories for its van-based sales and service franchise to cater for the growing demand in garage equipment

Paris Baguette: A new era in the UK’s baker y café culture

With over 4,000 stores in 11 countries, Paris Baguette has become a beacon of quality and innovation in the bakery café sector Its mission is to transform every visit into a memorable experience

Nolte Kitchens launches franchise model to fuel UK expansion

Further to its highly successful entry into direct-toconsumer retail in the UK market, Nolte Kitchens is targeting rapid expansion through the launch of its new franchise model

My Property Pros – the exterior cleaning specialist

Having been founded nearly three decades ago, My Window Cleaner has rebrand to My Property Pros to take the franchise to the next level by becoming exterior cleaning specialists 6

Kixx welcomes the ‘perfect’ franchisee to its network

The children’s football academy has welcomed franchisee James Cullingworth, a teacher and former professional footballer, to its network in Burton and Swadlincote, Staffordshire 8

Snap Fitness set for gains with funding from HSBC UK

Snap Fitness has boosted its expansion plans after increasing the amount of funding available to new franchisees with support from HSBC UK 9

Discover franchising at the UK’s flagship franchise exhibition

The National Franchise Exhibition at the

●

which celebrates its 30th anniversary this year, has revealed plans to reach 100 stores worldwide by 2027 and is targeting new markets in Europe 24

NEC, Birmingham, is the perfect place for a prospective franchisee to kick-start their journey to business ownership and unlock the potential of franchising 16

Revive! franchisee’s journey to a successful business

Three years after launching Revive! Aberdeen, franchisee Tom Giles shares his journey and challenges that have led his business to be on course to generate half a million pounds in revenue this year 22

Chicken Cottage unveils plans to reach 100 outlets

The UK-based quick service restaurant,

Britain’s longest-established franchise magazine, founded in 1978, covers franchising from the perspective of the two parties – franchisees and franchisors, both prospective and existing

Infor mation in the magazine is provided in the main by franchisors/advisors and

Co-op agreement with EG On The Move ‘fuels’ growth on petrol forecourt sites

Co-op signs a new agreement with EG On The Move, to trial seven convenience stores across its UK sites

The agreement aligns with the Co-op scaling its franchise business to reach over 500 outlets by 2030 28

HiQ network expands with flagship centre

The new flagship HiQ centre in Bicester, Oxfordshire, is part of the continued expansion of the UK network which is positioned to meet the growing demand for car servicing, tyres and MOT testing 37

Kitchen Makeovers adds to its network of franchisees

The home renovation company reports that it is continuing to ‘ride a wave of success’ as new franchisees join its growing network of over 30 franchisees, with 12 additions since the start of the year

Editor Nick Riding nick@franchiseworld co uk

Advertising and accounts manager Jane Eyles info@franchiseworld co uk

Franchise World Highlands House, 165 The Broadway, Wimbledon, London SW19 1NE info@franchiseworld co uk www franchiseworld co uk

FRANCHISE EXPERTS

OFFER THEIR ADVICE

Franchise recruitment: Insights, challenges and evolving tactics

Recruiting quality franchisees is at the heart of a successful franchise But what methods are franchisors using to find the ideal candidate and is psychometric testing a useful tool Four BFA members share their insights into recruitment

By Pip W ilkins, Chief Executive, BFA

13

The importance of providing exceptional customer ser vice in franchising

Customer service stands as the cornerstone of success in the franchising sector Whether you are a part of a fast-food chain, a retail outlet or a service-based business, the way your customers are treated directly impacts your brand’s reputation, customer loyalty and, ultimately, your bottom line

By Kevin Thackrah, Director, Petpals 19

Children’s franchises may see their students become future franchisees

planning, expert financial guidance, and the ability to think ‘outside the box’

By Jack Hayes, Franchisor Relationship Manager, the dt group 47

Insights into the rise of owner financing in franchise resales

The key to success in owner financing is creativity and collaboration By working together, buyers and sellers can structure deals that meet their unique needs, ensuring a successful transaction

By Emma Bohan, Operations Manager, Franchise Resales 51

Uncovering

the truth behind franchising myths

Understanding the complex landscape of franchising is necessary for any prospects considering entering the world of franchising I explore and debunk five of the most common myths so prospects can navigate the path of successful business ownership

By Paul Edwards, Managing Director, GreenThumb 54

Make sure you understand the terms of the franchise agreement

Visiting Angels top five exceed £1m turnover

With a carer-centric approach to its home care business, Visiting Angels reports that five UK offices average turnover of over £1 5m per annum 41

Petpals latest franchisees combine ‘a love of animals with business ownership’

Pet lovers Charlotte Arnold and Suzie Mossman are both realising their dream – merging their passion for animals with the excitement of business ownership by joining the Petpals network

45

Gong cha unveils new global store concept ‘Gong cha 2.0’

Gong cha, the UK based fast-growing global tea brand, is rolling-out its brandnew store concept ‘Gong cha 2 0’ as part of its ambitious international expansion strategy to reach 10,000 stores by 2032

46 Page 55

Here, I share my insights into how children’s franchises nurture young people’s talents and confidence, while inspiring and cultivating the next generation of business owners like Stagecoach franchisees, Laura Grinnell and Sasha Cairns.

By Andy Knights, Chief Executive, Stagecoach Performing Arts 30

Is there a winning formula for a press release?

One of the most powerful tools in your PR arsenal is the press release Always has been and always will be But is there a winning formula for creating a press release that grabs attention and generates results? Let’s dive into the essentials

By Lucy Archer, Co-founder, Rev PR 43

What do accountants know about franchising’s nuances?

Franchising, whether you’re on the buying side or the selling side, is a significant financial and operational undertaking Success in this field requires more than just following a pre-set formula; it demands careful

Having been involved in various franchise disputes as a forensic accountant, I’ve observed common pitfalls that budding franchisees might face. Here’s what you need to know before signing on.

By Christine Rolland, Forensic Accountant, Henderson Loggie 58

Planning and managing your operations manual to achieve success

Creating an operations manual is like baking a cake. It requires the right ingredients, measured and prepared with precision to ensure it turns out perfectly Each element of the manual is a crucial ingredient, and how you mix them will determine the final product’s success

By Penny Hopkinson, Founder, Manual Writers Inter national 61

Q&A to put you on the right track to buying a franchise

The fundamental issues of businessformat franchising for the beginner

By Nick Riding, Editor, Franchise World 68

EXTERIOR CLEANING FRANCHISE

My Property Pros – the exterior cleaning specialist

Having been founded nearly three decades ago, My Window Cleaner has announced it has rebrand to My Proper ty Pros Following over six months of preparation, the company’s new name and look is designed to take the award-winning franchise to the next level as an exterior cleaning specialists

Founder of the company Karen Prewer, said: “It’s been a long time since window cleaning was our only revenue stream As My Proper ty Pros, we can tr uly showcase the strength and scope of our franchise To say this is revolutionar y is an understatement – franchisees are already outperfor ming predictions ”

My Proper ty Pros explained that multiple revenue streams have been the driving force behind the transfor mation Whilst still a core ser vice, window cleaning has long since sat alongside popular exterior cleaning ser vices including gutter maintenance and cleaning, render cleaning, jet washing and conser vator y cleaning

‘Potential £1,500 revenue per day’

The most recent ser vice introduced by the business that coincided with the rebrand is roof cleaning, which the company says has the potential to generate £1,500 revenue per day for franchisees

New recr uit, Ashley Stevens (above), was the f irst My Proper ty Pros franchisee Hitting the g round r unning in Kingswinford, West Midlands, he has already become the most successful

● Mathew and Victoria Phelps

franchisee to launch in the histor y of the network, said the franchisor

Stevens commented: “I wanted something that would give me a sense of pride, with time for my kids, and a g reat lifestyle I did wonder if I was tr ying to ‘have it all’ but as it tur ns out, you can I was so pleased that I found My Window Cleaner When I found out the franchise was rebranding to My Proper ty Pros, I was ecstatic

“My long-ter m plan is to be multiter ritor y; I know what I need to do to get there and the plans are in place to achieve it Roof cleaning is going to be a complete game changer I had three enquiries on day one just from my van signage and since then, it’s been non-stop ”

My Property Pros is a fresh, sophisticated franchise offering a high-demand service. It’s extremely well run with the scope to quickly become a multi-van, multi-territory operation.

Fellow franchisees, Mathew and Victoria Phelps, Maldon & Witham, Essex, who also joined the network during the rebrand said they were attracted by the potential to scale and the impressive –and often sur prising – infrastr ucture behind the business

“My Proper ty Pros is a fresh, sophisticated franchise offering a highdemand ser vice It’s extremely well r un with the scope to quickly become a multi-van, multi-ter ritor y operation It’s exactly what we were looking for and we’re so excited to be par t of the network,” added Victoria

My Proper ty Pros prides itself on being a moder n and dynamic business with traditional values of customer ser vice, quality and care AI-fuelled and datadriven, the brand says it offers franchisees impressive systems and unheard-of levels of automation as well as insights into their business, customers and market data n

www.mypropertypros.co.uk/franchise

SharkEye looking to launch across the UK and Ireland

SharkEye, a leading UK manufacturer of laser wheel aligners, has joined forces with the well-known garage equipment brands FASEP and Garage Equipment Group (GEG) to offer a garage equipment franchise oppor tunity across the UK and Ireland

The trio – SharkEye, FASEP (an Italian garage equipment producer) and GEG (the owner of the EUROTEK brand) –said that 33 ter ritories will be available to franchisees for its van-based sales and ser vice franchise, which will cater to the g rowing demand for garage equipment

Carl Gibson, managing director of SharkEye, said: “This is a unique oppor tunity to r un your own sales and ser vice business with direct, exper t backing from three major automotive brands ”

Franchisee exclusivity

Each of the ter ritories will be licensed to sell, install and ser vice SharkEye, FASEP and EUROTEK products

Franchisees will also enjoy exclusivity on product ser vicing in their ter ritor y, and attractive trade discounts helping make them competitive as product sellers, said the g roup

Fabio Boni, managing director of FASEP, commented: “Our products have ear ned a reputation over many decades for being the ver y best in innovation and quality. We’re excited about working closely with franchisees who share our

desire for giving customers the highest quality ser vice ”

SharkEye says it is cur rently r unning a pilot franchise from which it is gleaning data to under pin sales and prof it predictions for future franchise ter ritories

Carl Allenson, managing director of GEG, adds: “We are thrilled to be a par t

“of this exciting project to cater more fully for customers’ g rowing demand for excellence in garage equipment ”

The investment level is £24,950 plus VAT and franchisees will have direct suppor t of the SharkEye central team, which has four decades of wheel aligner and garage equipment exper tise. n www sharkeyewheelaligners com

This is a unique opportunity to run your own sales and service business with direct, expert backing from three major automotive brands.

● From left: Simon Evans (brand and growth director) and Carl Gibson (managing director) of SharkEye Wheel Aligners

● SharkEye wheel aligner on a kit car at its showroom and training centre in Worksop.

CHILDREN’S FOOTBALL ACADEMY FRANCHISE

“

well and after speaking with sees, it really was an easy he opportunity arose to

Kixx welcomes the ‘perfect’ franchisee to its football academy network

Kixx, the children’s football academy, has welcomed franchisee James Cullingwor th (above), a teacher and for mer professional footballer, to its network

Cullingwor th who has launched in Bur ton and Swadlincote, Staffordshire, brings extensive experience in both education and football, having worked

in education since 2012, and is cur rently a PE teacher at a school in Derby

Spending a decade honing his football skills at Nottingham Forest Youth Academy, Cullingwor th enjoyed a season as a professional footballer, before transitioning into coaching and education. He also holds both FA Level 2 and UEFA B football coaching badges

Kixx adds that Cullingwor th has also coached for other academies in the network for around seven years, making him the “perfect f it” for a Kixx franchise

Marc Potter, operations director of Kixx, commented: “If someone asked us what the perfect Kixx franchisee looks like on paper, it would probably look similar to

the CV of James In our e teachers make incredible K franchisees because they a caring, dedicated and striv difference to the lives of c is what we are all about

“The fact that James is also a for mer pro footballer, qualif ied coach and for mer Kixx coach, makes him a wonderful person to lead the academies and we are conf ident he will make Kixx Bur ton an incredible success ”

‘My own business’

“ Snap Fitness set for gains with funding from HSBC UK

ed by the opportunities for business and this funding will ambitious entrepreneurs as ns of owning their own gym.

Cullingwor th said: “I am absolutely delighted to have launched my own children’s football academies across Bur ton and Swadlincote I know the brand well and after speaking with other Kixx franchisees, it really was an easy decision to make when the oppor tunity arose to become a franchisee

“Helping the next generation through work is all I have ever known and loved to do, and now I can do this with my own business which is something I have always wanted to achieve I live close by in Derby and I feel so privileged to have the oppor tunity to make a difference to children’s lives in the area and hopefully we can do lots of cool stuff to help the local community too ”

Kixx academy for children aged 18 months to 10 year olds, offers fun and age-appropriate football classes which focus on both physical and social development of the children n

www.kixx.org.uk/franchise

p p

increasing the amount of funding available to new franchisees with suppor t from HSBC UK.

The gym franchise banking par tner, HSBC UK, will now lend up to 60 per cent of star t-up costs to franchisees.

With Snap Fitness set to reach the 100-gym landmark in the UK and Ireland later this year, this uplift in funding will provide entrepreneurs with g reater suppor t as they look to establish their franchise business

‘Highly

profitable gyms’

Kevin Yates, chief executive of Lift Brands EMEA, said: “This is testament to the ongoing work of our teams across the Europe, the Middle East and Africa (EMEA) region who are operating highly prof itable gyms

“We’re really excited by the oppor tunities for g rowth within our business and this funding will allow us to suppor t more ambitious entrepreneurs as they realise their ambitions of owning their own gym.”

Existing Snap Fitness franchisees are traditionally seeing a retur n on investment within three years, allowing them to quickly scale their investment

and become multi-site owners, said the franchisor

Anita Rober ts, franchising director at HSBC UK, added: “The franchise industr y continues to be incredibly resilient and this is reflected in Snap Fitness’ sustained g rowth We look forward to working with more franchisees and helping to provide the funding required to successfully open more Snap Fitness locations across the UK ”

Snap Fitness has over 1,000 gyms across the world in more than 20 countries As well as no closures or sites cur rently up for sale in the EMEA estate, its UK membership base g rew by over 17 per cent year-on-year across the same number of sites against an industr y backdrop of four per cent n

www.snapfitness.com

● Kevin Yates

Paris Baguet te: A new era in the UK’s baker y café culture

A

s the autumn season unfolds, the UK’s baker y scene is war ming up to a new, delicious addition: Paris Baguette Since making its UK debut in October 2022, this premium baker y café has swiftly captured the hear ts of locals with its exceptional range of freshly baked goods and the promise of even g reater things to come.

A taste of Paris, with a British twist Paris Baguette, a brand with a global

footprint spanning 11 countries and over 4,000 stores, has established itself as a beacon of quality and innovation in the baker y café sector Known for its exquisite cakes, pastries, sandwiches, salads, and coffee, Paris Baguette’s

mission is simple yet profound: to craft each product with genuine war mth and care, transfor ming ever y visit into a memorable experience

At the core of Paris Baguette’s UK vision is a commitment to becoming the hear t of ever y community it ser ves This vision isn’t just about selling products; it’s about creating a local haven where superior quality meets outstanding hospitality

In ever y Paris Baguette location, from London’s Battersea Power Station to Kensington High Street, customers f ind more than just a café – they discover a place where ever y cake, pastr y, and cup of coffee is a master piece of flavour and craftsmanship

Creating unforgettable moments

Paris Baguette’s approach to the UK market is deeply rooted in the belief that hospitality is as cr ucial as the food itself. The brand strives to ensure that ever y guest feels genuinely welcomed and cared for, like a cherished friend This emphasis on creating unforgettable moments is what sets Paris Baguette apar t in a crowded marketplace

The café’s war m, inviting atmosphere is complemented by a family culture of creativity and a relentless passion for quality and ser vice Ever y item on the menu is designed to sur prise and delight, from the ar tfully decorated cakes to the exper tly brewed coffee. This dedication to excellence not only inspires customer loyalty but also brings a little bit of joy to ever yday life

Growth and community impact

The launch of Paris Baguette’s f irst UK location in Battersea Power Station marked the beginning of an exciting jour ney With a second location already established on Kensington High Street, the brand’s presence is set to g row signif icantly with upcoming franchise openings in Notting Hill, Canar y Wharf, and Clapham Junction. As we move into Q3 and Q4, these new stores will fur ther embed Paris Baguette into the fabric of the UK’s bustling urban communities

Looking ahead, Paris Baguette’s ambitions for the UK are as g rand as the brand’s delectable creations By 2030, the company aims to have 100 stores across the countr y, with plans to double that number to 200 by 2036 This

expansion is not just about increasing the brand’s footprint; it’s about bringing the Paris Baguette experience to more communities, enriching daily life, and fostering a culture of war mth and hospitality

A community-centric future

Paris Baguette’s commitment to the UK extends beyond its products and customer ser vice The brand is dedicated to giving back to the communities it ser ves, with plans to engage in initiatives that suppor t local causes and enrich the lives of residents This approach aligns perfectly with the brand’s vision of success – not just in ter ms of g rowth and prof itability, but also in making a positive impact on society

As the leaves continue to fall and the days g row shor ter, there’s a comfor ting presence on the high street – a place where the aroma of freshly baked bread and pastries invites you in, and where ever y visit feels like coming home Paris Baguette is more than just a baker y café; it’s a community hub, a place where unforgettable moments are crafted daily, and where the future is as bright and inviting as a freshly baked croissant

UK vision is a commitment to rt of ever y community we ser ve. ut selling products; it’s about here superior quality meets

In a world that often feels fast-paced and impersonal, Paris Baguette offers a welcome respite – a place where quality, creativity, and hospitality come together to create something tr uly special. As the brand continues to g row across the UK, one thing is clear: Paris Baguette is here to stay, and it’s bringing a little bit of Parisian magic to our ever yday lives. n

info@parisbaguette.uk www.parisbaguette.uk

Unique

Proven

Attractive

Online

PARIS BAGUETTE

NEIGHBOURHOOD BAKERY & CAFÉ

Franchise recruitment: Insights, challenges and evolving tactics

By Pip Wilkins, Chief Executive Officer, British Franchise Association

The recr uitment of new, high-quality franchisees is at the hear t of ever y successful franchise organisation But what methods are franchisors using to f ind their ideal candidate in autumn 2024 and are they working?

We recently canvassed BFA members for their views on the cur rent state of recr uitment in the franchising industr y, their tips for successful recr uitment strategies and their thoughts on psychometric testing

Current recruitment landscape

Ben Brookes, managing director of Agency Express, said franchise recr uitment is better than it was and cer tainly better than last year: “If we’re being honest with ourselves, I don’t think anyone’s recr uitment is back to pre-Covid levels We are getting a larger volume of enquiries, however, conver ting them into usable candidates is proving diff icult Having said that, we have recr uited more in the last 12 months than the previous and the candidates coming our way are good quality.”

Challenges in franchise recruitment

Ryan White, codirector of We Love Pets told a similar tale: “There is still a lot of uncer tainty in the marketplace

We’ll still hit our target of 20 new franchisees by the end of 2024 and the candidates we are seeing are ver y good,

but they have ver y different concer ns and questions when they ar rive at our door People are ner vous because we’re still recovering from the cost-of-living crisis, and they have bills to pay ”

Identifying blocks to purchasing

What specif ically does Ryan think is stopping prospective franchisees from purchasing a franchise? “It doesn’t help that people are coming to us feeling ver y low in energy, they are demoralised and fatigued. They tell us they want to be in charge of their own working lives, to be listened to and to make a difference which is good for us, because, as we know, franchising can offer them that freedom ”

Closer inspection of figures

Ryan: “This year people are asking ver y pointed questions about f inances My team and I have spent more time looking at prof it and loss accounts of our existing network’s businesses this year than ever before Prospects have salaries they need to replace; they want to know what ever yone is ear ning and more impor tantly, why some aren’t successful This gives us a g reat oppor tunity, right from the star t, to explain what a franchisee needs to do to be successful ”

Advertising vs communications/ PR/brand awareness

Ryan: “We haven’t spent any money on adver tising for franchisee recr uitment this year, instead we’ve focused on PR, brand awareness and generally telling people about the culture of our company As a result, we’ve had a record number of people asking if they can work for us at head off ice, or for a franchise, because they like what they see Most of those enquiries have been conver ted to franchise sales, so raising brand

awareness and having a strong ethical stance have been ver y impor tant to us this year ”

Predictions for franchise recruitment in 2024/25

Ryan: “I think we are going to have a ver y strong end to the year We’ve had some g reat candidates come through, so yes, I think the end of 2024 into early 2025 is going to be strong ”

Ben: “I think recr uitment will still be challenging, much the same as now I don’t suspect the flavour of gover nment will affect people’s mood to invest, and until f inance rates are back to sub-four per cent, people aren't ready to accept the new nor mal ”

Psychometric testing in franchise recruitment

Psychometric testing is a range of psychological tools, used by employers to gauge a person’s suitability for a role; employers say the results can help them only employ the right person for their company and the role, but how successful is it for recr uiting franchisees and how widely is it used?

Experience over testing

Both Ben and Ryan are in the ‘no’ camp when it comes to using psychometric testing, prefer ring to rely on gut feeling and experience

Ben: “We don’t use psychometric testing; I don’t believe in it I don’t want to make my candidates feel they are being examined I think if you test people then they tend to give you the answers they think you want, rather than the tr uth

“In our franchise we are looking for

ADVICE FOR FRANCHISORS

‘character traits’ that we want to see in prospective franchisees e g they need to have a good working understanding of franchising and the obligations that come with being a franchise owner, they need to have a good work ethic and not mind putting in the hours, to have a good sense of humour, and be able to converse freely; to me these things are much more impor tant than where they f it on a g raph ”

Ryan: “I can’t see any pros to it if I’m honest I am more interested if they can follow our model than pass a test I’m looking for their ability to r un a franchise; they need to be to have bags of tenacity, resilience and attitude We do use DiSC (dominance, influence, steadiness, conscientiousness) prof iling once they are on board, and we see people move from one section to another as their conf idence builds, but not in the recr uitment process.”

Recruitment failures

Both Ryan and Ben admit that they made franchise recr uitment mistakes in the early days

Ryan: “In the beginning I made concessions that I wouldn’t enter tain today Six months later when it had gone wrong, I knew I should have stuck to my guns Now I have a hard line and if a candidate doesn’t have the criteria I’m looking for, then it’s a ‘no’ ”

Ben: “I made mistakes when I rigidly followed a crib sheet which told me what I should be looking for, and I forgot to look at the person’s attributes. I now know that if you have the right attributes, you will succeed My team and I recr uit people for their ‘hear t and soul’ rather than their ‘brain and intellect’, which has proven to be hugely successful for our business

“When I look back, the ones who have left are those that I felt might have shown negative aspects of their personality, but I ignored it ”

Leaving it up to science?

So, what about scrapping the crib sheets, attributes, gut feeling and experience and leaving it up to science? Two franchisors who are ver y much ‘pro’, long-ter m users of psychometric testing are Jane

James, founder of Little Voices and Suzanne Bell, head of franchise suppor t at The Alter native Board

Firefighters – life or death reactions

Jane: “It was a decade ago when my husband, a specialist f iref ighter, told me that he and his colleagues were prof iled to see how they will cope in life-or-death situations I

immediately saw a role for psychometric testing in my franchise business

Team Academy – ser vice provider

Jane: “I work with Rachel Haslam from Team Academy, who recently ran the BFA’s ‘Leadership in Action’ event, for all our prof iling needs and I f ind it invaluable To begin, I prof iled ever yone in our head off ice team and then the network Eventually, I built my own online prof iling platfor m. I admit to f inding it ver y useful in both personal and professional relationships and it has been extremely powerful since implementing it into the recr uitment process four years ago

Profiling – an essential tool

Jane: “Prof iling is now essential to our recr uitment process Firstly, it acts as an initial ‘hoop’ for the candidate to jump through If they aren’t willing to f ill in the questionnaire, that reveals a lot about them Prof iling enables us to see a person’s natural behavioural style, highlighting how they will show up as a franchisee It f ilters people out quickly and avoids time wasting ”

‘I can predict how big their business will be’

Jane: “Even before we used psychometric testing, we used various tools to enable us to work out an individual’s team style and lear ning preferences, but the prof iling we use now in our recr uitment stages have been

We are hearing positive news from the franchise community regarding recruitment There are still challenges, but it is comforting to see franchising thrives in even the most challenging of financial times

game changing From their results I can almost predict what size of business they will r un, how they will behave under stress and what our relationship with them will look like long ter m, all of which has had a ver y positive effect on our business ”

DiSC assessments

A DiSC is a personal assessment tool used to improve work productivity, teamwork, leadership, sales, and communication DiSC stands for the four main styles as described earlier –dominance, influence, steadiness and conscientiousness – people with D styles tend to be fast-paced and place an emphasis on accomplishing bottom-line results, whereas an S style is likely to be more reflective

Understanding a prospect’s motivation

Suzanne: “We have been using DiSC for over 10 years Not only do we use it in our franchise recr uitment process, but also for our own inter nal recr uitment and with the business owner clients that our franchisees work with Understanding how a franchise prospect makes decisions and what motivates them for example, means we can deliver infor mation in a way and for mat that will resonate with them Equally impor tant is that some individuals/prof iles may be less interested in the detail and might not ask key questions influencing their decision to buy – we can make sure we f ill in these gaps ”

Interpreting results

What tips does Suzanne have for the inter pretation of the DiSC results?

“We absolutely don’t use the results as a reason to exclude franchise prospects

We have franchisees in all the quadrants of DiSC who are incredibly successful; the only difference is how they r un their franchise

“It’s useful to remember that DiSC identif ies someone’s behavioural style and how they might respond in situations but doesn’t predict their success It’s also common that two people could have the

same DiSC prof ile but be ver y different in other ways DiSC is more about how an individual makes decisions and completes tasks.”

AI in recruitment – the next step?

So, will more franchisors now tur n to psychometric testing in their franchise recr uitment strategy, or skip straight to the new AI tools being used to screen candidates, automate inter views and answer questions 24/7? Watch this space

BFA

Prospect Franchisee Certificate

I would like to thank Ben, Ryan, Jane and Suzanne for sharing their stories It is always interesting to hear about the wide range of methods used to recr uit new franchisees and their openness and honesty will help many smaller franchisors to lear n from their advice and indeed their mistakes

Alongside our annual seminar on recr uitment and retention, we also r un the Prospect Franchisee Cer tif icate course, that many franchisors use as step one of their conversations with a prospective candidate.

The course, which was launched in 2016 and has so far been completed by nearly 1,500 people, is available free of charge on our website It aims to educate a prospective franchisee on a range of subjects from how to f ind the right franchise and research it properly, to identifying their own personality and skill set, through to legal and f inancial considerations

Candidates will also hear from franchisors on what they are looking for in a g reat franchisee and infor mation on the f inancial and funding aspects of star ting and g rowing their own business

We wholehear tedly recommend franchisors investigate the course, www franchisee training thebfa org, and if appropriate, recommend it to prospective franchisees going forwards

In conclusion, we at the BFA are hearing positive news from many sectors of the franchise community regarding recr uitment, obviously there are still challenges but it is comfor ting to see that as ever, franchising thrives in even the most challenging of f inancial times n

Decade of success since franchisee-assisted MBO

The TaxAssist Group is celebrating 10 years since the company was bought from its founder John Westgar th through a franchisee-assisted management buyout (FaMBO) in 2014

TaxAssist Group directors along with franchisees in the UK and Ireland, the senior management team, staff within the franchisee network, and longstanding exter nal business par tners were all involved in the FaMBO

The company says that while franchise operations have been bought by their management teams before, they believe that this was the f irst time a management buyout had occur red in par tnership with franchisees.

Daren Moore (left) FCCA, chief executive of TaxAssist Group, said: “Our cur rent g roup shareholding str ucture, with more than 50 per cent of shares held by franchisees, is a positive legacy of this transaction. The spirit of FaMBO lives on

“We’re really proud of all that has been achieved by the network and the innovations we’ve launched over the last decade, with much to look back on and celebrate

“We have seen signif icant g rowth over the last 10 years and cur rently have more than 270 franchise ter ritories operating across the UK and Ireland, ser ving over 100,000 clients at more than 400 locations

“Our UK network fee income has more than doubled to £61m and we are now a far larger and robust business, with a dominant position in our core markets

“We have also been working on expanding the range of TaxAssist ser vices our franchisees can offer to their

clients In recent years we have launched several TaxAssist-branded complementar y ser vices, including payroll, tax consulting and f inancial planning This has changed how we can help and suppor t TaxAssist clients, as well as providing additional income streams to our network of accountants

“Our success is not just UK based. Our Irish network continues to record superb sales f igures, with g rowth trends remaining stable and ver y strong Cur rently their fee bank stands at €7 77m, with over 7,000 clients The TaxAssist Group also maintains an inter national presence in Australia, the U.S. and Canada.”

Company-owned and acquisition practices

Moore continues: “We have also star ted to build our own accounting practices Since 2019, The TaxAssist Group, has been successfully operating a companyowned practice in central London This experience gave us the conf idence to complete a signif icant acquisition in 2024, taking a majority stake in the largest TaxAssist Accountants franchised practice in our network

“This is a fur ther example of what we believe franchising is really about – it’s a par tnership, where we work together to drive g rowth and prof itability We will always stay tr ue to these principles,” concludes Moore n

www.taxassistfranchise.co.uk

Discover franchising – visit the UK’s flagship exhibition

With one in two ‘Brits’ harbouring an ambition to be their own boss, we are tr uly a nation of entrepreneurs!

The National Franchise Exhibition is the perfect place for a prospective franchisee to kick-star t their jour ney to business ownership and unlock the potential of franchising – an established and lucrative business model.

Franchising offers an exceptional oppor tunity to r un your own business while benef itting from the ongoing training and suppor t of a proven brand Taking place at the NEC, Bir mingham, on 4th and 5th October 2024, the UK’s flagship franchise exhibition provides a unique chance to meet the teams behind leading franchise brands from across a vast range of industries and sectors These include Anytime Fitness, Ben & Jer r y’s, Home Instead, McDonald’s, T4 Bubble Tea, Vodafone Business IT Hubs, plus many more!

The event will showcase a diverse range of business oppor tunities, including management franchises, hands-on operations, premises-based businesses, and home-based ventures There’s a brand to f it any budget, interest, or ambition.

At the event, you can explore the world of franchising, connect with leading franchisors, receive free personalised advice from top industr y exper ts, and attend a full schedule of free talks – all under one roof This event caters to all

“future franchisees regardless of age or the stage they’re at on their franchise jour ney.

Research by BusinessesForSale and The Franchise Exhibitions reveals that the propor tion of younger franchisees is increasing year on year The majority of visitors sur veyed at the franchise exhibitions are now aged between 25 and 44, demonstrating that a younger demog raphic is in search of sustainable ways to control their future and improve their quality of life Franchising offers a credible roadmap towards this goal.

The two-day exhibition will showcase a variety of franchise oppor tunities with investment levels star ting from less than £10,000 in the Low-Cost Franchise Showcase This section highlights brands with lower investment requirements, making it the perfect star ting point for aspiring entrepreneurs who want to be their own boss but have limited upfront capital

The exhibition will house everything a prospective business owner needs to kick-start their entrepreneurial jour ney – an inspiring line-up of franchise brands and insights from industry thought-leaders and a wealth of expert advice, all under one roof.

A popular feature of the exhibition is the Inter national Franchise Pavilion, showcasing overseas brands aiming to expand into the UK market This has the attractive benef it of offering investors a golden oppor tunity to become an early adopter of a brand, giving them a competitive edge and a chance to make their mark in a new business venture

This year features the Taiwan Pavilion, showcasing brands ready to launch in the UK with ever ything from bubble tea to cutting-edge hair and beauty products

Researching the franchise industr y can feel daunting and challenging, especially when you’re unsure where to begin The National Franchise Exhibition stands out as an invaluable resource for lear ning about franchise oppor tunities This unique event offers much more than just infor mation – it provides free advice and guidance through a comprehensive seminar prog ramme

Whether you’re just star ting to understand how the franchise model works or are actively exploring investment options, the event’s schedule of over 50 free talks has something for ever yone Visitors will gain an in-depth

understanding of the business model, lear n more about the latest industr y trends and get practical tips on ever ything it takes to become a franchise owner

The unparalleled line-up at the exhibition includes representatives from many established brands, franchise exper ts and successful franchisees, alongside a series of educational seminars from the British Franchise Association (BFA) who exclusively suppor t the event Seminar titles include ‘How to Franchise Your Business’ and ‘An Introduction to Franchising’ –perfect introductions for both potential franchisees and franchisors

Longstanding par tner, the BFA will also be hosting the new Lifestyle Zone This area will showcase BFA member brands with an investment level of £12,000 or less from diverse sectors including pet ser vices, children’s activities, and personal ser vices Throughout the day, educational sessions and panel discussions will be held, offering insights into each business and the franchise industr y

Panel sessions such as the ‘Real Franchise Stories’ retur n where visitors can benef it from f irst-hand accounts from successful franchisees who have experienced it all Franchisees from multiple successful brands will share the secrets of their success in these Q&A sessions, such as why they chose to invest, what they have lear nt along the way and what they might do differently next time

Attendees can also gain valuable guidance from industr y-leading exper ts in the ‘Franchise Insights Panel Sessions’ exclusively for exhibiting franchise brands

One of the exhibition’s most popular features is the free, one-on-one advice offered by a diverse range of industr y exper ts These sessions help aspiring franchisees take the next steps on their franchise jour ney. Specialists from the BFA, f inance providers, exper t lawyers, and consultants will be available throughout the event to provide complimentar y, face-to-face guidance.

Lear n about funding options from specialist lenders, receive cr ucial legal advice, and gain impar tial insights from BFA representatives to help you make infor med decisions about your future in franchising

This event attracts a range of visitors including those who are looking to g row their cur rent business, some with a view to becoming franchisors themselves The event’s Grow Your Own Business area is the perfect place to obtain insights and knowledge about whether your business might be at the right stage to franchise Enjoy a free appointment with a franchise consultant, attend free seminars and speak directly to the BFA to kick-star t your franchise jour ney

One exclusive area, r unning parallel to the exhibition, for existing franchisees with ambitions to expand their por tfolio, is the Multi-Unit Franchise Conference and networking drinks event This is an incredible oppor tunity to hear from established franchisees and representatives from leading brands as they discuss the dos and don’ts of creating a multi-unit por tfolio. Network with those right at the forefront of the

franchise industr y and understand just what it takes to build an empire.

Keynote speaker

The Franchise Exhibitions have historically attracted some big-name keynote speakers and this year is no different Speaking on Friday 4th October will be award-winning jour nalist, broadcaster and now franchisor – Steph McGover n A familiar face on TV, she has appeared on numerous panel shows and presented Channel 4’s Steph’s Packed Lunch for over three years

McGover n has been at the forefront of f inancial and business jour nalism making her well-placed to comment on the cur rent economic landscape and the potential benef its of investing in a franchise today. Don’t miss her keynote talk ‘A new era – the power of franchising in today’s economy ’ where she will provide valuable insights and inspire entrepreneurs to create wealth through franchising

Tracy Shah, managing director of Venture Marketing Group, comments: “The exhibition will house ever ything a prospective business owner needs to kick-star t their entrepreneurial jour ney –an inspiring line-up of franchise brands and insights from industr y thoughtleaders and a wealth of exper t advice, all under one roof ”

For more infor mation and to book your free ticket to The National Franchise Exhibition at the NEC, Bir mingham, visit www franchiseinfo co uk n

The importance of providing exceptional customer ser vice in franchising

By Kevin Thackrah, Director, Petpals

Customer ser vice stands as the cor nerstone of success in the franchising sector Whether you are a par t of a fast-food chain, a retail outlet or a ser vice-based business, the way your customers are treated directly impacts your brand’s reputation, customer loyalty and, ultimately, your bottom line

In this ar ticle, I will discuss the cr ucial role of exceptional customer ser vice and share tips from franchisees Matt and Louise Wilder of Petpals Romsey, who have built a successful business by prioritising their customers

Know your brand’s standards

Each franchise operates under a unique brand identity and set of core values By knowing and adhering to these standards, you ensure that ever y customer interaction embodies the brand’s mission, vision and quality expectations. This consistency in ser vice deliver y upholds the brand’s integ rity but also strengthens its reputation, making your franchise a tr usted name in the industr y and the area you operate in.

Matt and Louise’s top tip:

“Familiarise yourself with the customer ser vice standards set by the franchise and understand the brand’s values and expectations regarding customer interactions Our core values are reliability and tr ustwor thiness, so when looking for franchises that matched our ethos, Petpals stood out. It’s impor tant to align yourself with a brand that shares

“your values to ensure you’re on the same page, guaranteeing that customers – and in our case, pets! – are always well cared for ”

Customers develop expectations based on their experiences with the brand By knowing and following brand standards, you can consistently meet these expectations, ensuring that customers receive the level of ser vice and product quality they associate with it

Personalise the customer experience

Personalisation helps build deeper connections with customers. When businesses remember and acknowledge

Customers develop expectations based on their experiences with the brand. By knowing and following brand standards, you can consistently meet these expectations, ensuring that customers receive the level of service and product quality they associate with it.

customer preferences, names and past interactions, it shows that they value their customers as individuals rather than just transactions

Matt and Louise’s top tip: “Strive to create personalised experiences for customers whenever possible. Remembering regular customers’ preferences or g reeting them by name can go a long way in building rappor t and loyalty For example, we recently began offering an extra lunchtime walk for a client whose dog doesn’t f it well in g roup walks Whether we’re overcoming obstacles like illness, a vehicle breakdown or extreme weather, we always f ind a way to ensure no client or animal is let down ”

Happy customers = happy business

With so many franchises offering similar products or ser vices, outstanding customer ser vice becomes a key differentiator In a competitive market,

customers often have multiple options Exceptional customer ser vice sets a franchise apar t by building a positive reputation and fostering tr ust among consumers It allows a franchise to stand out from competitors and attract customers who prioritise quality ser vice alongside quality products.

Matt and Louise’s top tip:

“Your customers are the hear tbeat of your business, so make sure to listen to their feedback Actively seek their input and take their suggestions seriously This valuable infor mation can help enhance your ser vice deliver y and quickly address any concer ns that arise Also, encouraging customers to leave reviews demonstrates to potential new customers just how dedicated you are to providing exceptional ser vice ”

Like any business, franchises thrive on repeat business Happy customers who feel valued are more likely to retur n By delivering exceptional ser vice consistently, franchises can increase customer retention rates and build a loyal customer base that suppor ts longter m success

Follow through on promises

By fulf illing your promises, you demonstrate your commitment to customer satisfaction, exceeding expectations and reinforcing tr ust This dedication to delivering on commitments leaves a lasting positive impression, fostering strong customer loyalty

Matt and Louise’s top tip:

“Honesty is key If we commit to something, count on us to follow through. We believe in doing right by our customers and going that extra mile Of course, we don’t promise the world If something’s not doable, honesty is always our policy. When you hide things, only to have them revealed down the

Franchisors bring a wealth of experience and know-how in customer service strategies that have proven successful within their brand

The training and support offered provide franchisees with access to these best practices, enabling you to implement effective techniques that have been tested and refined

ADVICE FOR FRANCHISEES

line, your business quickly begins to look untr ustwor thy

“Setting clear expectations is key, but sur prising our customers with a little extra now and then? That’s what keeps tails wagging and customers smiling ”

Utilise the support on hand

Franchisors have developed standardised procedures and protocols that def ine the customer experience across all franchise locations By utilising the training provided, franchisees ensure consistency in delivering the brand experience, which is cr ucial for maintaining customer expectations and tr ust

Matt and Louise’s top tip:

“Before launching our own business, especially for Matt, we weren’t exactly seasoned in customer-facing roles Shifting to a role where we are assessing clients, chatting directly with them and handling those responsibilities was a big lear ning cur ve for us

“Running a business means wearing many hats – ever ything from cr unching numbers and taking care of customers to spreading the word through marketing and more Luckily, a head off ice team is always there with solid suppor t to help navigate these waters When you lean into that suppor t, regardless of your backg round, you’re ensuring top-notch ser vice for your customers.

“Remember, you are all par t of the same brand family, so delivering stellar ser vice at your location boosts the reputation of the entire network ”

Franchisors bring a wealth of experience and know-how in customer ser vice strategies that have proven successful within their brand The training and suppor t offered provide franchisees with access to these best practices, enabling you to implement effective techniques that have been tested and ref ined

Without loyal customers, there is no business to talk about! As the most impor tant stakeholders in your business, it is imperative to ensure they receive top-notch ser vice that will make them keep coming back n

www.petpals.com

BFA HSBC UK British Franchise Awards finalists

THE BFA has announced the f inalists in the BFA HSBC UK British Franchise Awards 2024, which celebrate their 35th anniversar y this year

The awards, sponsored by HSBC UK, celebrate the achievements of BFA member franchisors and franchisees

The winners will be revealed on 7th November 2024 at Telford Inter national Centre, Shropshire, following the BFA’s annual conference

Gillian Mor ris (left), UK head of franchise, commercial banking at HSBC UK said: “Franchising makes a major contribution to the UK economy and it’s only right that we recognise the hard work, commitment and drive of the people making their mark throughout the franchise sector.”

Highlights of the award categories

● Franchisor of the Year – Established Dyno-Rod, McDonald’s Restaurants, Premier Education, Right at Home, Snap-on Tools, We Love Pets

● Franchisor of the Year – Expanding Football Fun Factor y, GoodOaks Homecare, Mathnasium, Visiting Angels.

● HSBC UK Best in Class Multi-unit franchisee – Single-brand Dyno-Rod (Richard and Dan Bowyer), Monkey Puzzle Day Nurseries (Anthony Kent), Ser viceMaster Clean (CJ Micallef)

● HSBC UK Best in Class Multi-unit franchisee – Multi-brand Gastronomy Food (Acky Khan), Joup Group (Henry Dawes), Ser viceMaster (Jane Paisley and Andre Gottemaker), Symbro Group (Harvey Brown and Matthew Symons)

Click here to view all the 2024 award categories and f inalists n

Revive! franchisee’s journey to a successful business

Just three years after launching Revive! Aberdeen, Tom Giles the franchisee is on course to generate close to half a million pounds in revenue this year Despite its success, the jour ney has been challenging Here Giles, a native Canadian and Dean Paterson, one of his technicians, share their insights into the triumphs and trials of working in the SMART vehicle repair sector

Drilling into a new career

Before launching his franchise, Giles had a successful 25-year career in the oil and gas sector However, in April 2020, amid the Covid-19 pandemic, he faced the diff icult task of making half of his team of 57 redundant.

Reflecting on this period, Giles says he was working long hours with a poor work-life balance, and he wasn’t enjoying it – especially after having to let go of so many people during such a challenging time

When the oppor tunity for voluntar y redundancies arose in the summer of 2020, he seized it and set his sights on a

“career change that offered autonomy and a chance to positively impact his community

Drawn to the idea of a mobile repair business with Revive! Giles was attracted to its flexibility and the g rowing demand for convenience he had obser ved in England He believed he could successfully bring this model nor th of the border By March 2021 his vision of becoming a franchisee had become a reality

This venture has been incredibly rewarding, both professionally and personally We have achieved so much in just three years, and excited to see what the next three years and beyond hold.

The three Cs

Revive! Aberdeen’s approach is built on three core principles that Giles champions: Convenience, cost, and customer ser vice

1. Convenience

In today’s fast-paced world, customers appreciate the ease of having their vehicles repaired at their own location

This ser vice eliminates the need for time off work and ar ranging alter native transpor tation The rise in remote work has also made this repair model more viable for Aberdonians.

2. Cost

Economic pressures in the city have heightened customers’ price sensitivity

The mobile business avoids the high

● Tom Giles (left) with his team of technicians

● Paintwork repair in the Aberdeen Rapid Repair Centre.

overhead costs of traditional bodyshops, enabling him to offer prices up to 40 per cent lower and often below the cost of an insurance excess.

3. Customer ser vice

The motor trade industr y can sometimes suffer from a poor ser vice reputation Giles says his business stands out by prioritising punctuality and communication – technicians are trained to call ahead, set clear ar rival expectations, and leave their workspace tidy – this dedication to ser vice excellence has ear ned the business 442, 5-star reviews on Tr ustpilot

Battling the elements

One of the biggest challenges technicians face is the unpredictable weather in nor ther n Scotland Despite these conditions, Paterson’s advanced Institute of The Motor Industr y training, skill, and adaptability allows him to deliver bodyshop-quality results on a mobile basis

Paterson says whether it’s rain, wind, or cold, I am consistently adapting to the elements, often working under temporar y shelters or using ‘tar ps’ to protect myself and the vehicle

Due to the increasing demands to tackle larger more complex jobs Giles invested in a Rapid Repair Centre (RRC) in Hillside, just a shor t drive from the city centre While primarily remaining a mobile repair business, this strategic move made Revive! Aberdeen the fastest franchise in the network to open its own brick-and-mor tar location, enabling the business to replicate its summer work during cold winter months

Technician shortages

Finding skilled technicians is a signif icant challenge for the business Many in the industr y, understandably, prefer the war mth of a bodyshop, over working in the f ield visiting customers. The pair said this challenge is exacerbated by a wider industr y shor tage, with one-third of bodyshop managers and owners fearing a skills crisis

Giles noted an ageing technician workforce, and insuff icient investment in training and apprenticeships leading to a shor tage of skilled staff That’s why he is so pleased to have Paterson and three other technicians, who he said are not only exceptional painters but have outstanding customer ser vice skills

Indeed, Paterson is Revive!’s top technician across the entire UK, generating tens of thousands in business in a single month, adds Giles

Paterson explained that mechanics have advanced diagnostic tools to identify and f ix problems, but bodywork repairs demand a high level of practical skill and attention to detail Customers can underestimate the complexity of the work, and there’s no room for er ror when it comes to restoring a car’s f inish

Trade and retail accounts

In addition to ser ving the public and

retail market, Revive! Aberdeen maintains strong relationships and contracts with trade accounts

Local dealerships make up 44 per cent of its customer base with fleets and rental accounts being 20 per cent and the f inal 36 per cent made up of retail customers These par tnerships have been cr ucial to the success of the business, providing a valuable source of repeat business alongside the retail work

Giles comments that car bodywork repairs aren’t something customers need frequently, so we usually see retail clients only once That’s why building strong relationships with local businesses has been so cr ucial Our RRC has also played a key role in expanding this market, enabling us to take on larger jobs for bigger vehicles

The future... growth and success

Reflecting on the jour ney, they are optimistic about the future Giles concludes the venture has been incredibly rewarding, both professionally and personally We have achieved so much in just three years, and excited to see what the next three years and beyond hold With a robust business model and a commitment to excellence, Revive! Aberdeen is well positioned for continued g rowth and success. n

www.revivefranchise.com

● Revive! – a mobile SMART (small to medium area repair technology) vehicle repair provider.

FOOD FRANCHISE

Chicken Cottage unveils plans to reach 100 outlets

Chicken Cottage, the UK-based quick ser vice restaurant (QSR) that celebrates its 30th anniversar y this year, has revealed plans to reach 100 stores worldwide by 2027.

The company cur rently has more than 60 outlets across the UK and a foothold in Kenya, both of which are prime markets for additional stores in addition to new markets in Europe

Chicken Cottage says the company has undergone signif icant changes over the past two years under its chief executive Greg Milne to enhance the customer

“

introduced and a consumer-focused mobile app has been created

The company adds that these improvements, combined with changes across the management team, have put it in a strong position to commence its expansion prog ramme which recently

added Car noustie in Scotland and Hemel Hempstead in Her tfordshire to its por tfolio of locations

Milne said: “In the UK alone we’re looking at g rowing to at least 66 stores this year Our g rowth for the next three years is set at reaching 100 stores by 2027. It’s quite an agg ressive transition from where we were two years ago to where we’ll be in three years Our target area for g rowth in Europe is France, Ger many and Ireland. We are also looking at Africa, because we’ve got a base there already ”

Chicken Cottage anticipates existing franchisees will expand their businesses with additional outlets in the UK However, as par t of its g rowth prog ramme, it is looking to bring in new franchisees to its network

e next three years is set ores by 2027. It’s quite an m where we were two years three years.

‘Our focus is on sustainable growth and delivering an exceptional customer experience’

The company sees Kenya as a key location for the business, where Express Kitchen, a subsidiar y of Hass Petroleum operates the franchise It opened the f irst store in 2022 and cur rently has three sites in the countr y Chicken Cottage said the business aims to reach 50 stores in the next 10 years

Sadaf Kazi, franchise development par tner at Chicken Cottage, emphasised the strategic impor tance of these expansions: “Our focus is on sustainable g rowth and delivering an exceptional experience for our customers The conf idence our franchisees have in our brand is increasing, and we are dedicated to suppor ting them as we continue to expand our global presence ”

Chicken Cottage adds that it was the f irst UK QSR to introduce halal chicken in g rilled and fried varieties at its Wembley branch in Nor th West London n

www.chickencottage.com/franchise

Order Tiger’s digital model to create your presence in local online food ordering

Establish a unique Just Eat-style platfor m that caters specif ically to your area Our innovative digital franchise model, advanced technology, and unmatched suppor t will help you create your presence in the lucrative online food ordering industr y

With a minimal investment, you have the potential to ear n over £80,000 in ordercommissions during your f irst year

Order Tiger – a proven, profitable digital franchise model

Embarking on an online food ordering franchise with a well-established histor y of achievement – the undeniable potential for substantial prof it is evident

Our franchise locations have consistently generated an average monthly prof it of £7,432* , showcasing the lucrative nature of this business oppor tunity.

The ear ning potential is tr uly boundless, with our top franchisees ear ning up to £250,000 per year.

What is included in our franchise package

We provide ever ything you need to star t and r un your marketplace within three weeks:

● Your custom-branded ordering apps.

● Your custom-designed ordering website

● Your own suppor t team

● Your own marketing team and collateral

● One-to-one training

The support

With us taking care of the details you can stay laser-focused on expanding your business:

● High-level suppor t ser vices tailored to handle all aspects of your business operations

● 24/7 customer suppor t team based in the UK.

● Dedicated assistance for you, your

customers, and your restaurant par tners

● Suppor t from administrative, legal, menu management, order monitoring, and technology teams.

● Eliminates the need to hire additional staff

The marketing

Our goals are aligned with yours; the more orders we help you generate, the more we all thrive:

● Industr y-leading marketing suppor t with diverse range of online, social, physical, and print materials.

● Experienced in-house marketing team handling paid social media and Google adver tising campaigns

● Top-notch print marketing collateral and tools provided

● Dedicated client success manager with comprehensive training

The technology

Order Tiger provides a unique advantage with our robust and versatile online

“Order T iger provides a unique advantage with our robust and versatile online ordering systems W ith years of experience in development and refinement, our systems ensure unparalleled reliability, empowering you to compete on equal ground with the established players

ordering systems With years of experience in development and ref inement, our systems ensure unparalleled reliability, empowering you to compete on equal g round with established players.

A solid foundation

We have gained practical experience and a deep understanding of the effectiveness of this business model through extensive collaboration with over 210 marketplaces and a network of more than 4,700 restaurants These par tnerships have given us invaluable insights, covering technological, software, and business aspects.

During our early stages, we tried various strategies – some successful, others not as much. Drawing on this wealth of experience, we now offer a ready-to-use digital business franchise model, incor porating best practices tailored to your local area.

Benefits of our digital franchise model include:

● Low-cost investment, high ear ning potential

● Low overheads, high prof its

● Superior technology developed over eight plus years.

● Full suppor t and training provided

● No need to hire staff

● No need to rent off ice space

* Individual results may vary significantly, and it is important to consider this while evaluating overall performance

● Be your own boss.

● Fully flexible working schedule.

● Eventually work from anywhere.

● Exclusive ter ritorial rights.

● Less risky than opening a physical location

● Less stressful than r unning a physical location.

● Tried, ‘tested’ and proven business model

● Tr usted by 220 marketplaces and 4,700 plus restaurants n

franchise@ordertiger.com www.ordertiger.com

Kaspa’s Desserts debuts in Central London

KASPA’S DESSERTS, the popular desser t house chain, has opened a flagship store in Soho, its f irst foray into Central London and its 109th store in the UK.

The new location is expected to create 10 jobs in the local area, fur ther contributing to the vibrant Soho community

The g rand launch for the flagship Dean Street store offered customers 50 per cent off signature desser ts on the day, and discounts on drinks for the following two days

Kaspa’s Desser ts says it is known for offering a variety of the world’s favourite hot and cold desser ts, all under one roof, with a menu featuring a delectable range of Italian gelatos, waffles, crepes, shakes, smoothies and sundaes

Francesco Arcadio, global franchise director at Kaspa’s, expressing his excitement about the new store, said: “We’re thrilled to launch our flagship store in such a trendy and dynamic area as Soho, known for its incredible nightlife

“At Kaspa’s Desser ts, our mission is to create an unforgettable experience where friends and family can enjoy authentic desser ts together, and we look forward to bringing this to the people of Soho.” n

www.kaspas.co.uk/franchise

Co-op agreement with EG On The Move ‘fuels’ growth on petrol forecourt sites

Co-op repor ts it has signed a new franchise ag reement with EG On The Move, the petrol forecour t retailer, to trial seven convenience stores across its UK sites The f irst store to launch is at Doncaster, South Yorkshire

The Co-op sees the ag reement aligning with its ambition to scale its franchise business to reach over 500 outlets by 2030, and g row to eight million memberowners.

Core areas of g rowth are focussed on where it can best utilise its convenience exper tise with quality franchise par tners, such as petrol forecour ts, universities and independent convenience retailers

Jerome Saint-Marc, managing director business-to-business and g rowth of Co-op, said: “We are hugely excited to be working with EG On T these new franchise sites a to bring our Co-op franch more locations

“This is par t of our broade the petrol forecour t marke our strategy to pivot our g market through franchise, presence and enabling us our exper tise and offer in

“As par t of the Co-op’s ov plans, g rowing our franch key priority for us and we

ambitious and exciting plans to signif icantly increase our franchise footprint and become the par tner of choice across a range of sectors.

“We’ve got an excellent market proposition And whilst it’s highly competitive, we believe there’s huge potential to unlock g rowth with our

tr usted brand, and unique offer and exper tise ”

Zuber Issa, chief executive of EG On The Move, commented: “EG On The Move is an acknowledged petrol forecour t and convenience retail destination operator, and we are delighted to have the oppor tunity to

“

op’s overall growth plans, hise stores is a key priority tious and exciting plans to r franchise footprint.

collaborate with Co-op to roll out their new convenience store for mats.

“Following on from this seven store trial, we look forward to working with Co-op to consider other locations across the network

“Co-op is a well-established convenience operator, respected in the market and a recognised consumer brand, and this par tnership not only promises to enhance our convenience store offer but it will also ensure our customers have access to exceptional fuel retail ser vices including EV charging, a wide choice of essential and premium g rocer y and merchandise along with an enjoyable foodser vice experience ”

‘Partners

of pedigree’

Mar tin Rogers, director of par tnership development of Co-op, said: “We are delighted to be working with EG On The Move, our second forecour t par tner, helping us achieve our ambitious plans in this exciting sector

“We look forward to fur ther g rowing our franchise business, working with par tners of pedig ree to bring Co-op products and membership to more communities, creating more value for our member-owners ”

Co-op cur rently operates almost 2,400 food stores and provides products to over 6,000 other stores including those r un by independent co-operative societies and through its wholesale business, Nisa Retail Limited n

www.coop.co.uk/franchise

Tutor Doctor’s Schools Deliver y programme

Mark Szpak (below), Vice President of Field Operations at Tutor Doctor, introduces its Schools Deliver y prog ramme that allows franchisees to par tner with schools to provide tailored one-to-one or small g roup tuition, which is receiving acclaim in both the education and franchise sectors

The drivers for the Schools Deliver y prog ramme were three-fold Firstly, we wanted to reach a higher number of children, many of whom have no other way to access our ser vices Secondly, to suppor t schools and local authorities, alleviating some of the ever-increasing burden they face And thirdly, as an additional revenue stream for our franchisees

Headline results for the network

Just over a year since launching our g roundbreaking prog ramme to franchisees, Tutor Doctor is now reaping the rewards from investing in the innovative scheme that has delivered some headline results for the franchise network.

The results include – 570+ school par tners, 5,900+ students reached through schools, 65,145 tuition hours delivered for schools this academic year, 87% g rowth in the scheme in 2023 and an additional 83% g rowth in 2024, resulting in network tur nover up 114%

These results have predictably produced massive positives for Tutor Doctor

The drivers – we wanted to reach a higher number of children, support schools and local authorities, and add an additional revenue stream for our franchisees

franchisees, who can capitalise on this new revenue stream The three pilot franchisees who were chosen when we were developing the prog ramme have all exceeded £1m tur nover

The Schools Deliver y prog ramme has become the number-one way that our franchisees do business – accounting for more than half of all work – 66% of all work is now through schools and local authorities This standout f igure illustrates the effect the prog ramme has had on tur nover for our network

Recently, Tutor Doctor has been announced as a f inalist of the franchisor trailblazer categor y in this year’s BFA HSBC British Franchise Awards and has been shor tlisted for the National Tutoring Awards – both nominations no doubt influenced by the creation of our pioneering Schools Deliver y prog ramme

We are delighted to be in the r unning for these awards and so proud to be recognised for our work in schools, which is the result of two years hard work and over £150,000 of investment. The students we’re able to reach through our new pathway would likely fall through the cracks in the education system if not for our Tutor Doctor franchisees n

www.tutordoctorfranchise.com

“

hise creates vibrant environments where e. Beyond teaching, they are nurturing hubs y and the life skills essential for any career.

Children’s franchises may see their students become future franchisees

By Andy Knights, Chief Executive Officer, Stagecoach Performing Arts

One of the most fulf illing aspects of owning a business in the children’s sector is having a front-row seat to the incredible transfor mation of the children you suppor t as they g row into independent and conf ident young adults

In children’s franchises, this jour ney often comes full circle Inspired by their for mative experiences, many students retur n to follow similar paths –becoming the next generation of teachers and franchisees

Here, I share my insights into how children’s franchises nur ture young people’s talents and conf idence while inspiring and cultivating the next generation of business owners.

With Stagecoach Perfor ming Ar ts

operating for over 35 years, it is no sur prise that many for mer students, assistants and teachers have become franchisees like Laura Grannell and Sasha Cair ns, two students who became franchisees of Stagecoach

A children’s franchise creates vibrant environments where young minds thrive Beyond teaching singing, dancing or acting, these prog rammes are nur turing hubs for self-esteem, creativity and essential life skills Children gain more than stage presence – they cultivate the conf idence and skills essential for any career

These transfor mative experiences pave the way for boundless oppor tunities –something franchisee Laura knows all about f irst-hand

Her jour ney with Stagecoach has been a lifelong thread It began when she joined as a student at age 11, later perfor ming with the Foreword Theatre Company during her teenage years After training in the U S , Laura ear ned a deg ree in drama and dance and completed her teacher training

She shared her passion by teaching drama and dance at secondar y schools across the Nor thwest, alongside her role at Stagecoach In 2022, seeking a fresh challenge, Laura invested in Stagecoach Nantwich, where she now channels her lifelong passion into a fulf illing new venture – echoing the experiences that f irst inspired her as a child

“I spent f ive years at Stagecoach when I was younger, sticking around until I

was 17 My drama teacher at Stagecoach played an integ ral role in my life, helping me with auditions and ever ything in between

“Even now, I stay in touch with her and tr uly admire her Being par t of Stagecoach and helping students like my own teacher did for me when I was younger inspired me the most to invest in Stagecoach,” said Laura

‘A legacy of achievement and empowerment’

As a franchisee in the children’s sector, much like any teacher, caregiver or parent, you inspire children by providing an environment in which to flourish The skills and conf idence cultivated in these settings not only prepare students for perfor ming but also for leadership positions and entrepreneurial ventures, leaving behind a legacy of achievement and empower ment.

Laura wholehear tedly recommends investing in a business that provides f inancial rewards and positively influences the many students that come through the door: “Recently a friend who’s been teaching for two decades wanted a change and since she’s been in the perfor ming ar ts scene for a while, I suggested Stagecoach

“I explained the perks and the potential ear nings But, above all, it’s the students that make this investment most wor thwhile You see new students who star t off incredibly shy, wouldn’t say a word, and by the end of the ter m, they’re thriving on stage That’s what makes it so special Being the person kids look up to, just like I did with my f irst drama teacher at Stagecoach, is so rewarding ”

Franchisee Sasha was no stranger to the franchise as she attended Stagecoach Colchester before studying at drama school and becoming a trained perfor mer However, pursuing her career in the ar ts became a tough act to follow: “It wasn’t the most prof itable career I was regularly missing out on a day’s work to inter view for other roles and vice versa ”

In need of a steady stream of income, Sasha landed a job as a PA in a strategic communications company but felt something was missing “At f irst, I thought it was working in an off ice, but, with the benef it of hindsight, I think it was that the role lacked the creativity I craved I was a PA for 18 months before deciding to travel around Australia and New Zealand,” said Sasha

Amid her travels down under, Sasha began to think of what to do next – with all roads leading to Stagecoach “I knew I wanted to be involved in the ar ts in some capacity, and having gone to a Stagecoach school when I was younger, along with teaching at Stagecoach Epsom, I was familiar with how the franchise operated,” added Sasha

She retur ned from travelling and

invested in Stagecoach Brentwood –aged just 26 Fast-forward to today, Sasha’s school now has over 200 students Her jour ney as a franchisee has been ‘incredibly rewarding and transfor mative’ and Stagecoach ticked all the boxes for what she wanted, ‘something creative that would ear n money’

The most impor tant thing for Sasha, however, is: “Never forget why you’re doing it! For me, it’s all about my passion to give our kids the platfor m for them to perfor m In doing so, it has been such a rewarding experience –seeing the impact we’ve had on so many kids – you can’t beat it!”

Stagecoach is not just a business for Laura and Sasha – it is a place that feels like home for them and their students alike Who knows, many of these children may not fly too far from home, becoming assistants, teachers and maybe even Principals down the road As a franchisee in the children’s sector, par ticularly in perfor ming ar ts, you can create a home where inspiration and the impact of the ar ts reach far beyond the stage n

www.stagecoachfranchise.com

Ovenu - The UK's original oven valeting franchise.

No experience necessaryin depth oven valeting and business operation training

Recession proof business

Enquiries from day one

Exclusive territory

Bespoke, unique cleaning

products generating spectacular results

Van based = low overheads

Get involved from

£7,400 + VAT

Family run since 1994

Continuous specialist support

Understanding – an invaluable commodity to aid a franchise network

By Rik Hellewell, Founder and Managing Director, Ovenu

The franchise sector has been good for the Ovenu brand over the past 30 years but how much of that was down to luck or good judgement? I guess the generic answer would probably be a mix of both, but there are a couple of extra ing redients to add to that mix to produce a far more accurate appraisal

The f irst, and this applies equally to those who are cur rently or considering to become involved in the franchise sector, is having an understanding that operating a business-for mat franchise is fundamentally not complicated Please note the deliberate omission of the word ‘easy’ as r unning any business cer tainly isn’t!

I could qualify the ‘not complicated’ description into the basics of the franchise concept by adding that those joining a franchised business simply need to follow a tried and rigorously tested recipe to achieve an identical product or ser vice being offered by the franchisor

This then renders the franchise concept somewhat more ‘simple’ than ‘easy’ The process of r unning a local area business has been simplif ied with the subsequent emphasis being on the two operative words of duplication and replication

The reasoning above, however, relies heavily on the franchisor having r un ver y robust pilot schemes and for a couple of

“years, ideally across two or three locations before bringing the concept to market

The Ovenu business model was f ive years in the making ahead of being fully franchised There was then an extremely robust, solid and prof itable foundation in place that franchisees could, and continue to, build on locally by copying the business for mat

Understanding – for the sake of all What isn’t always apparent, however, is that franchisees typically come from many different walks of life and numerous working environments; some with rigid working practices in place, others with a more ‘flexible or fluid approach’ And it is these circumstances where franchisors need to understand and appreciate the difference between communication and comprehension for the sake of all

Franchisees typically come from many different walks of life and numerous working environments; some with rigid working practices in place, others with a more ‘flexible or fluid approach’ And it is these circumstances where franchisors need to understand and appreciate the difference between communication and comprehension for the sake of all.

The recent advent of AI now makes it easy to produce copious quantities of text, animation and guidance but, and it is a huge but, if the franchisees can’t comprehend what they are being presented with, it becomes pointless.

Franchisees need to understand each and ever y communication so that it is totally clear what, how and when they need to act in a specif ic way that fulf ils the remit of duplication and replication to get the prescribed recipe spot-on And that’s just one of the reasons why having pilot schemes r unning for more than a few months across a couple of locations is so impor tant

Additionally, having one of the two most impor tant documents relating to the entire franchise – the Operation Manual – written and presented to franchisees in a way they all understand, ir respective of their incumbent employment roles, is critical

Our Ovenu documents have always been clear, concise and comprehensible and we’ve achieved this by listening and lear ning from our franchisees to make sure they understand the guidance they are being presented with The advent of digital media has helped a lot in this regard.

This isn’t an over night event – it’s a process that takes time to get right and I’d recommend this approach across the board As is having a franchise

● Rik Hellewell at conference

ADVICE FOR FRANCHISORS

ag reement and a side document that are equally clear

Franchise ag reements are generally written in a way that the legal profession understands but those from outside can rarely decipher This may be done for good reason, but having documents that both par ties to a franchise ag reement can’t readily comprehend does seem illogical in many respects; not least as there is advice proffered to have franchise ag reements checked through by a specialist franchise lawyer

Understanding – in plain English

On the face of it, this makes perfect sense but does this help the par ties in their respective understanding and comprehension of what the words, ter ms and phrases actually mean or imply in plain English? Our Ovenu franchise ag reement has always been prepared, updated and amended when appropriate by a franchise specif ic lawyer

To help prospective franchisees unravel the ‘legalese’, we have always provided a side document that explains the main ter ms in plain English This doesn’t negate our advice for franchisees to have the ag reement checked by a legally qualif ied lawyer; it rather gives them a better understanding of what the parameters are when becoming a franchisee

Having had the above in place for three decades, we ver y rarely need to refer franchisees to the franchise ag reement if, or when, an issue might arise They will have had all the documents explaining ‘what’s what’ and well ahead of signing

Our experience has shown that there are limited effects to deal with if the possible causes are dealt with initially –making a franchise business model simple to replicate is key

Ultimately, all of this planning is a process not an event It takes signif icant time, effor t, patience and a myriad of other adjectives to bring a tried, tested, tr usted and ethical business model to the par ty

My f inal thoughts touch upon the franchise sector as a whole and the process of attracting franchisees

As we’ve already established, it is going to take a gargantuan effor t to develop the traits needed to understand people, their perceptions and prowess to comprehend replication and duplication, along with their ability to take on board legal parameters to trade within

But this is all academic without interest in the business oppor tunity And there will already be those reading this with their ‘hackles’ raised at the mere suggestion of a franchise being a business oppor tunity And of course that’s exactly what a franchise is – a business oppor tunity with benef its – the major benef it being that the business is already established Naturally, there are many more

But what will possibly come as a huge sur prise is that those looking to star t a business, for whatever reason, rarely begin their investigations by looking for franchises; they trip into them almost by accident. So it almost goes without saying that the successful franchises out there have a signif icant understanding of what those looking to star t a business are searching for in the f irst place.

Also, there are the established brands who are looking to keep a pipeline full of prospective franchisees in readiness for any in its network looking to retire or sell their business. These franchisees will have a client base with few knowing or understanding that they are being provided with a product or ser vice by a local area franchisee – a franchisee who may be offering their business for sale at some stage to somebody looking to star t their own business

It’s not hard to understand then why such a small percentage of the population are aware of the UK franchise sector.

No apologies then for the repeated use of ‘understanding’ in this ar ticle It is an invaluable commodity that franchisors and their chosen team need to have –often in abundance to help and suppor t a franchise network and, by doing so, ensuring that the recipe is followed to the letter thus enabling ever ybody concer ned to enjoy their respective ‘slices of the perfectly baked cake’ n

THE plant-based ice cream brand, Yolé, has recorded year on year g rowth to date, despite facing a few fairly miserable months of UK weather

Lor raine Ellis, head of UK franchise at Yolé, said: “In the UK, we’re known for our obsession with the weather, it’s practically a national pastime For those of us in the ice cream business, the weather is more than just small talk; it’s a real factor in our sales

“This year, with such unpredictable conditions, you might expect a dip in ice cream consumption, but that hasn’t been the case at all ”

Ellis continues: “Yolé has experienced a remarkable 18 per cent year-on-year g rowth from March to July, despite the less than ideal ice cream weather While a heatwave undoubtedly boosts sales, what we’ve seen is a steady increase in demand for our products regardless of the forecast.

“In fact, our overall g rowth is up 23 per cent compared to the same period of Januar y to July last year, showing that there’s a g rowing appetite in the UK for healthier ice cream options, come rain or shine ”

Yolé cur rently has six stores in the UK, and says it is targeting ambitious g rowth plans in line with g rowing global consumer demand for inclusive, low sugar and low calorie food options n

Learn more about joining Ovenu. www.yole.com/franchise

Nolte Kitchens launches franchise model to fuel its UK expansion

Nolte Küchen, for nearly 70 years, have combined Ger man precision and exquisite design to create kitchens that look like a dream, work like a char m and feel like home

We make kitchens that aren’t kitchens They’re places to talk about the day ahead – or the day that’s just been They’re places of music, arguments, romance, laughter They’re places that transfor m a house into your home.

Yes, a Nolte kitchen is made with meticulous Ger man engineering and is tailored to customer’s precise requirements But they’re not just kitchens They’re where life happens

Our exper t designers utilise our 35 kitchen ranges, 200 door front options and a host of the best worktops and smar t appliances to design kitchens that are made just for our customers.

Become a Nolte Kitchen franchisee

Fur ther to our highly successful entr y into direct-to-consumer retail in the UK market in 2021, Nolte Kitchens UK (the UK distributor for Nolte Küchen) is targeting rapid expansion through the launch of our franchise model

Building on our longstanding Ger man heritage and strong brand presence with 15 showrooms in premium high-street locations after only launching in the UK in 2021, we’re offering an exceptional oppor tunity for franchise par tners to team up with a tried-and-tested business with a 65-year histor y.

If you’re an experienced entrepreneur looking for your next challenge or a kitchen designer wanting to be your own boss, we want to hear from you

“

Yes, a Nolte kitchen is made with meticulous German engineering and is tailored to customer’s precise requirements

But they’re not just kitchens. They’re where life happens

And with the oppor tunity to have a more fulf illing career and achieve genuine f inancial freedom, we think you’ll want to hear from us, too n

franchise@nolte-kitchens.co.uk www.nolte-kitchens.co.uk/franchise

BECOmE aN EXPLORER

✓ Fully Flexible, work from home

✓ Part of the largest independent travel agency in the UK

✓

Low overheads, high profits

✓ Star t from just £4 ,995*

✓ ABTA/ATOL Protected

✓ No experience needed, full suppor t and training

HiQ network expands with flagship centre

HiQ Tyres & Autocare has launched a new flagship centre in Bicester, Oxfordshire, with franchisees Phil Godfrey and Sam Buckley

The new location is par t of the continued expansion of HiQ’s UK n t k f ser vice centres, which is meet the g rowing deman motorists for car ser vicin MOT testing

HiQ says the new centre hear t of Bicester has alre overwhelmingly positive local motorists, and busi Godfrey and Buckley are open more centres in the

The nationwide HiQ net 160 centres is backed by brand Goodyear, operati ar m in the UK Founded ser vices vehicles for bot fleet customers and says it is dedicated to providing excellent customer ser vice with honest pricing

aving HiQ above the door. perception of what we do, ce of mind when they

Franchisee Godfrey previously ran several HiQ’s before taking a sabbatical and retur ning to the industr y in 2023 Commenting on the new venture he said: “We really value having HiQ above the door It strengthens the perception of

experience, honest ser vice, and convenience of HiQ’s seamless online booking platfor m keeps drivers coming back time after time

“As a franchisee, we see the most potential for g rowth through our online presence That’s what cur rently gives HiQ the edge as it makes the process seamless from star t to f inish ”

Craig Sprigmore, Goodyear retail director UK & Ireland, added: “It’s always a pleasure to work with Phil and his team, and I’m delighted to see how immaculate the new centre looks It sets a new standard for us, and has already welcomed many happy customers. As we continue to focus on g rowth, it’s never been a better time to be par t of the HiQ network ” n

www.hiqonline.co.uk/franchise

Welcome to Franchise Resales, a team of franchise professionals who are passionate about helping franchisees receive a return on investment. We work closely with our clients helping to value, market and sell their business.

Kitchen Makeovers adds to its network of franchisees

The home renovation company, Kitchen Makeovers, repor ts that it is continuing to ‘ride a wave of success’ with four franchisees joining its g rowing network, solidifying its position as a cost-effective kitchen renovation brand

The new additions take the total number of franchisees to over 30, with 12 joining since the star t of the year The new franchisees have opened branches in: Canterbur y, Kent; Crawley, West Sussex; Nor thampton, Nor thants; and Stoke-onTrent, Staffordshire

Will Frankling, founder and managing director of Kitchen Makeovers, said:

“I’m thrilled to welcome another four new franchisees to our network It’s safe to say that 2024 has been an extremely positive year so far for Kitchen Makeovers, but we’re not resting on our laurels; we want to continue building on this success. We can’t wait to see what the rest of this year will bring for our g rowing network ”

Kitchen Makeovers, founded in 2018, says its cost-effective approach to kitchen renovations has meant that homeowners can achieve their dream

“kitchens as it focuses on affordability and convenience, alongside its passion for exceptional customer ser vice

William Nor th (above), the Crawley franchisee, previously worked as a car penter and says he is looking to transition those skills into his business:

“This hands-on experience in car pentr y has been invaluable, providing me with a deep understanding of craftsmanship, attention to detail, and the technical skills required for high-quality kitchen renovations.

“I've always dreamed of star ting my own business, and this was just the perfect

The support from head office and the other franchisees has been invaluable We both have experience in different fields, but the opportunity to create a thriving business while helping people achieve their dream kitchens – that’s something truly special.

oppor tunity There’s a sense of excitement knowing that I can create beautiful, functional spaces for families It is ver y fulf illing.”

Husband-and-wife duo, Wayne and Natalie Fenton (below), the Stoke-onTrent franchisees said they were excited to launch and were enjoying lear ning so many different skills involved in setting up the franchise

“The suppor t from ever yone at head off ice and the other franchisees has been invaluable We both have experience in different f ields, but the oppor tunity to create a thriving business while helping people achieve their dream kitchens – that’s something tr uly special ”

Kitchen Makeovers adds that it recently celebrated another milestone when it held its f irst annual conference for over 30 franchisees The event provided a platfor m for franchisees to share best practices, network with colleagues and gain valuable insights from industr y exper ts The conference also included an awards ceremony recognising f ive of the network’s top-perfor ming franchisees n

www.kitchenmakeovers.co.uk

www.stockcheck.co.uk

Our franchisees have experience of the F&B market and are looking for an opportunity to earn more while enjoying better working hours and a better work-life balance.

Benefits of the Stocktake UK Franchise include:-

Our top Franchise partners earn over £125,000pa Work regular hours Monday to Friday Be your own boss, build your own business Low initial investment (from £11,999 + VAT) all training and equipment included Regular flow of leads from our Head Office to help you grow

Work in the hospitality industry without long shift and unsociable hours

We have over 20 years experience in the industry, with many franchisees operating their business for over 10 years. Follow the QR code here to find out more.

Visiting Angels top five exceed £1m turnover

Visiting Angels, who take a carercentric approach to its home care business by suppor ting and rewarding caregivers, repor ts that f ive UK off ices now average tur nover of over £1 5m per annum

Dan Archer (below), UK chief executive of Visiting Angels, advocates that caregivers need to be paid higher wages, suppor ted better and rewarded for their loyalty Without these, a home care provider will experience high staff tur nover – the industr y average being around 70% –leading to inconsistent ser vice and poor carer-client relationships

Visiting Angels said across its f ive topperfor ming off ices, the average hours of care delivered each month is 4,000 and the number of caregivers working for those off ices is nearly 300 – each one

“providing home care ser vices to satisf ied clients

Franchisees of Visiting Angels are selected on their passion to make a difference in the social care sector, often having experienced poor care in the past for a loved one or having felt underappreciated whilst previously working in the sector

One of the latest off ices seeing a tur nover of over £1m this year secured its Care Quality Commission registration in Spring 2022, hitting this key milestone in just over two years of operation

Lynn James, managing director of Visiting Angels Nor th Sur rey said: “We’re beyond delighted with the success of our business We were only the f ifth Visiting Angels franchise, launching mid-pandemic in 2020 and introducing a new brand into our area Four years later, we’re living the carercentric ethos and seeing the benef it of this approach

W ith the support we offer carers, staff absences are much lower than the industry average, meaning that carer-client relationships can go uninterrupted, building trust and becoming stronger.

“We’ve won numerous awards for recr uitment and retention including the Stars Of Social Care National Award The result of our carer-centric approach is 95% retention of caregivers, enabling us to deliver a consistent quality ser vice for our ever-g rowing client base.”

Carer-client relationships

Visiting Angels says that whilst it has an average staff tur nover of 13% nationwide, these top-perfor ming locations have staff tur nover levels at less than 10% when the industr y average is around a staggering 70% With the suppor t it offers carers including a wellbeing app, staff absences are much lower than the industr y average, meaning that carer-client relationships can go uninter r upted, building tr ust and becoming stronger

Archer added: “The reason for the huge success of our locations is our stable caregiver team which enables the off ices to ensure our clients get the same carer each week It also means that Visiting Angels is able to offer clients a simple choice – the choice of who they invite into their home. We are the only brand to offer ‘Choose your Caregiver’ to its clients ” n

www.visitingangelsfranchise.co.uk

That depends. Only if you want to:

Build trust and credibility with your prospects

Set yourself as the expert in your eld

Raise awareness and boost your brand pro le

Connect with your audiences on a meaningful level

Compel people to act!

Words are powerful. Use them wisely.

Through tradi onal media rela ons to blogs, newsle ers, social media and everything in between, we help you to show the world that your business is successful and trustworthy.

Do I need PR for my business? Our specialist franchise-only PR agency supports franchisors and franchisees with franchise recruitment, B2B and B2C ac vity. Media rela ons Blogs Newsle ers Case studies Expert guides Eshots In uencer rela ons Award entries Social media content

Is there a winning formula for a press release?

By Lucy Archer, Co-founder, Rev PR

Franchising in the UK is ver y competitive With so many brands actively competing for the same prospects, standing out from the crowd is no easy feat Here at Rev, we’re deter mined to help franchisors navigate the complex world of public relations in their quest for brand awareness

One of the most powerful tools in your PR arsenal is the press release Always has been and always will be. But is there a winning for mula for creating a press release that g rabs attention and generates results? Let’s dive into the essentials

Understanding the purpose of a press release

A press release is a concise, compelling document that infor ms the media about signif icant news or developments within your franchise. That makes it sound incredibly boring, but we promise you, it’s not! It’s your chance to tell your stor y in a way that engages jour nalists and, ultimately, your target audience.

But not all press releases are created equal A winning press release needs to be newswor thy, well str uctured, and tailored to the interests of the media outlets you’re targeting In other words, one size doesn’t f it all

The winning formula

1 Engaging headline

Your headline is the f irst thing jour nalists see, and it needs to g rab their attention immediately Aim for a

A press release is a concise, compelling document that informs the media about significant news or developments within your franchise That makes it sound incredibly boring, but we promise you, it’s not! It’s your chance to tell your story in a way that engages jour nalists and, ultimately, your target audience

headline that is both infor mative and intriguing It should succinctly convey the essence of your news while sparking curiosity We use something called the ‘coming up next’ strategy for creating our headline If you’d like to hear more about this, give us a call and we’ll gladly chew your ear off about it

2 Compelling opening paragraph

The opening parag raph is cr ucial, and the way to constr uct it hasn’t actually changed in years It should provide a concise summar y of the most impor tant aspects of your news. Answer the key questions: who, what, when, where, and why This helps jour nalists quickly understand the relevance of your stor y

3 Body of the press release

The body of your press release should expand on the details provided in the opening parag raph Include quotes from key stakeholders, such as the MD or franchisees, to add credibility and a human touch to your stor y. Highlight the impact of your news on the industr y, your customers, and the broader community

4 Supporting information

Include any relevant data, statistics, or backg round infor mation that suppor ts

About the author

your stor y This could be details about your franchise’s g rowth, industr y awards, or unique selling points Ensure that this infor mation is directly related to the news you’re announcing

5 Call to action

What do you want readers to do after reading your press release? Whether it’s visiting your website, attending an event, or contacting you for more infor mation, make sure your call to action is clear and compelling

6 Contact information

Always provide clear contact infor mation so jour nalists can reach out for fur ther details or inter views. Include the name, phone number, and email address of your media contact person If you work with an agency like Rev, they’ll handle this side of things for you. We always include our own details here so that you don’t get bombarded with unwanted calls!

7 Boilerplate

Conclude your press release with a boiler plate – a brief parag raph that provides backg round infor mation about your franchise This should be a standard description that you use consistently across all your press releases.

Co-founder of Rev PR, Lucy Archer is a passionate franchise professional with over a decade of experience She is a member of the Char tered Institute of Public Relations (CIPR), the Public Relations and Communications Association and a BFA Qualified Franchise Professional

Rev PR currently holds the title of Best Franchise Awards ‘Best Franchise Supplier ’ and, in the last two years, was crowned Outstanding Small Consultancy by the CIPR and took Silver for Best PR & Marketing business in the Best Business Women Awards

Passionate about the power of brand stor ytelling, Archer and the team at Rev PR help franchisors and franchisees to grow their businesses, empower their teams and create legacies for themselves and their families

lucy@revpr.co.uk www.revpr.co.uk

ADVICE FOR FRANCHISORS NEWS

Final tips for success

● Keep it concise: Jour nalists are busy and appreciate brevity Aim for 400-500 words.

● Use clear, simple language: Avoid jargon and technical ter ms that might confuse readers

● Proofread: Ensure there are no spelling or g rammatical er rors A wellpolished press release reflects well on your franchise Fun fact – we send all our PRs away to a professional proofreader prior to sending them out Why? Because we know that, no matter how careful you are, reviewing your own work is never a guarantee of quality!

● Tailor your release: Customise your press release for different media outlets and audiences to increase its relevance and appeal

This is as close to a winning for mula as you’re going to get – but please don’t think that you can just spout any old nonsense in this style and be rewarded with swathes of coverage across the UK media.

Your stor y still needs to have essential elements to make it attractive and compelling. But if you do have a g reat stor y to tell, by following this for mat, you can create press releases that not only capture jour nalists’ attention but also effectively communicate the exciting happenings within your franchise Good luck!

Here at Rev, we regularly share ar ticles about hot topics and offer PR advice to help you maximise your PR activities Follow us on social media to stay updated: LinkedIn, Twitter, or Instag ram.

And if you fancy a chat about your PR strategy in more detail, don’t hesitate to get in touch We absolutely love chatting about this kind of thing Email us at lucy@revpr co uk or call 07921 572 554 If you suggest meeting for cake, we’ll pay n

If you do have a great story to tell, by following this format, you can create press releases that not only capture jour nalists’ attention but also effectively communicate the exciting happenings within your franchise

Drama Kids celebrate a tetrad of milestones

Drama Kids is celebrating several milestones this year Along with marking 45 years since its inception in Per th, Australia; 40 years of franchising and 30 years in the UK; the brand is also proud to announce its recent accreditation as British Franchise Association (BFA) members

Since launching inter nationally in 1979 and in the UK in 1994, Drama Kids says it has consistently worked to create a nur turing environment where children can explore their imaginations, build self-esteem and develop essential life skills through the power of drama

Becky Goodf ield (left), chief operations off icer of Drama Kids, said: “Since our beginnings 45 years ago as Helen O’Grady Drama Academy, we’ve been dedicated to helping children discover their unique voices, express themselves creatively and g row into conf ident individuals

“This anniversar y holds special signif icance, coming just a year after our successful rebrand, which has made the thir tieth year in the UK even more memorable It also highlights our unwavering suppor t for our franchisees, who are tr uly the hear t of our network ”

With over 150 franchisees and 100,000 children attending its drama classes each week, Drama Kids sees the milestone offering its network a moment to celebrate and reflect on the remarkable

We extend our heartfelt gratitude to all the students, parents, educators and supporters who have been a part of our jour ney Their unwavering commitment and enthusiasm have been instrumental in shaping Drama Kids into the thriving education programme it is today

jour ney the brand has had for more than four decades

Goodf ield continues: “During what has tur ned out to be a summer of celebration, we extend our hear tfelt g ratitude to all the students, parents, educators and suppor ters who have been a par t of our jour ney Their unwavering commitment and enthusiasm have been instr umental in shaping Drama Kids into the thriving education prog ramme it is today

“As we embark on the next chapter of our stor y, we look forward to continuing our legacy of empowering young minds and positively impacting generations to come. I can’t wait to see what the next 30, 40 and 45 years will bring for our network and the thousands of children we have the privilege of teaching ”

Commenting on its recent BFA membership, Goodf ield added: “Receiving BFA accreditation is the icing on the cake of what has been a landmark year It establishes a benchmark that aligns perfectly with our core values of innovation, quality drama education and empowering young minds through our dynamic classes up and down the countr y ” n

www.dramakids.co.uk/franchise

Petpals latest franchisees combine ‘a love of animals with business ownership’

Petpals has welcomed two new franchisees, Charlotte Ar nold (below) and Suzie Mossman. Both pet lovers say they are realising their dream of merging their passion for animals with the excitement of business ownership.

Ar nold’s jour ney to Petpals began after a career as an events manager in the f inance industr y, and after meeting her par tner during lockdown she decide it was time to settle down. Str uggling to f ind a reliable pet sitter for her muchloved Labradors, Lola and Tia, Ar nold decided to take matters into her own hands

She explains: “I’ve always dreamed of r unning my own pet care business, but I f igured I’d have to wait until later in life to make it happen But when I saw how much the community needed a reliable pet care ser vice, my par tner and I realised there’s no perfect time to chase your dreams So, we decided to take the leap and star t Petpals Sidcup And the rest, as they say, is histor y ”

Ar nold says choosing Petpals was an easy decision for her as she was inspired by her friend Ray Hipwell at Petpals Chislehurst: “He was always fully booked, which made it clear that there was a high demand for dog sitting and other pet ser vices in our area and neighbouring Sidcup

“It takes a lot for me to tr ust someone with Lola and Tia. I need to know that the pet carer is experienced, fully insured, licensed and knowledgeable Petpals Chislehurst stood out to me as the most professional pet care company in our area Ever yone at Petpals receives

comprehensive training and operates with the highest standards, setting them apar t from the rest,” concluded Ar nold

Franchise resale – ‘the perfect successor’

The path to Mossman becoming a franchisee had its own unique twist explains the franchisor The existing Petpals franchisee for Sefton, Merseyside, Shar ren Redmond who joined in 2018 had become a favourite among local pets owners – ear ning her a Great British Franchisee Award in 2022 After deciding it was time for a new adventure, the perfect successor was closer than she had imagined

Mossman having spent 20 years working with Sefton Council, said she felt like it was time for a change: “I realised I wanted to do something that tr uly made me happy. Given my lifelong love for animals, star ting my own pet business just felt like the perfect f it I star ted exploring options like doggy daycare and other pet-focused oppor tunities.

“As fate would have it, my mum and Shar ren’s mum are really close and during one of their chats, Shar ren’s mum mentioned that her daughter was looking

for someone to take over her business I contacted Shar ren and we hit it off right away It was clear to me that Petpals was the perfect match.”

For Mossman, the key to her successful launch lies in the steadfast suppor t and comprehensive training she received from Petpals’ head off ice and her predecessor: “Like Charlotte, I completed canine f irst aid, feline care and home boarding courses. The sessions were intense, covering ever ything from animal care to business operations, but the knowledge I gained was invaluable ”

Kevin Thackrah, director of Petpals, said the duo are the perfect additions to the network: “Our recr uitment process is designed to f ind franchisees who align with our core values and, most impor tantly, have a deep love for animals and a passion for business

“Charlotte and Suzie embody ever ything we stand for at Petpals I’m excited to see how they will drive their businesses forward, contribute to our pet-loving community and enhance our network’s success in the years to come ” n

www.petpals.com

● Suzie Mossman with Nick Skinner, a business development manager at Petpals.

Gong cha unveils new global store concept ‘Gong cha

Gong cha, the UK based fastg rowing global tea brand, has announced the roll-out of its brand-new store concept ‘Gong cha 2 0’ as par t of its ambitious inter nation strategy to reach 10,000

The new concept, which new flagship sites in Ga Korea and Riyadh (abov is designed to celebrate quality products in a sta store experience craved worldwide, said Gong c

‘Gong cha 2 0’ offers a layout providing a comf environment for custom walks of life – students looking for a place to w consumers or families s destination

The new concept also highlights the brand’s provenance of its whole-leaf tea and toppings with digital screens showing the careful and traditional steps taken to har vest, dr y and roast the tea that is picked from its tea gardens

Greater adaptability

Beyond driving customer experience, building brand aff inity, and encouraging repeat store visits, Gong cha says the concept offers g reater adaptability for locations such as train stations, high streets, air por ts, residential areas and commercial districts This will offer more oppor tunities for existing franchisees to expand their store estate

“

has

Group level, we will help deliver brand cong r uence and consistency around the world ”

Paul Reynish, global chief executive of Gong cha, said: “The launch of Gong cha 2 0 is a milestone moment for our brand With a flexible footprint –scalable from nine to 200 sq metres –our new stores will help our franchisees create a unique and differentiated experience for our customers around the world. Each store will leverage the latest innovative technology, enabling our customers to be ser ved faster, and our kitchens to be more eff icient in the process.

“Gong cha 2 0 is a cost-effective capital investment and has been designed to provide strong retur ns for our franchise par tners By investing in this concept at

The Group adds that it will quickly roll out the updated store layout in Asia and the Middle East, as well as adding new stores in the U S and Europe using the layout, which can be adapted for smaller concession or kiosk sites and larger split-level locations

Gong cha, founded in Taiwan in 2006, operates nearly 2,200 locations in 25 countries The Group says that product innovation is at the core of the brand, ser ving high quality, freshly brewed, hand-crafted beverages, all at g reat value n

www.gong-cha.co.uk/franchising

What do accountants know about franchising’s nuances?

By Jack Hayes, Franchisor Relationship Manager, the dt group

Franchising has long been touted as the ultimate “business in a box”

The model promises prospective business owners the chance to step into a well-established brand with the backing of a franchisor who has already laid the g roundwork for success

While the surface appeal is undeniable, the reality of buying and r unning a franchise is often more complex This is where exper t guidance, par ticularly from accountants who specialise in franchising, becomes invaluable.

The realities of buying a franchise

When considering the purchase of a franchise, it’s easy to be enticed by the prospect of joining a successful brand. The franchisor typically provides marketing suppor t, operational guidelines, and training prog rammes, all designed to make the process as seamless as possible However, beneath the surface lies a myriad of considerations that require careful scr utiny. This is where an accountant’s exper tise plays a cr ucial role

1 Financial due diligence: Avoiding the pitfalls

The f irst step in buying a franchise should be conducting thorough f inancial due diligence This means not just relying on the franchisor’s promotional materials but delving into the f inancial health and viability of the franchise.

Franchise fee and initial investment: The upfront costs go beyond just the franchise fee. What about expenses for equipment, inventor y, leasehold improvements, and working capital? Are the f igures presented by the franchisor realistic, and how do they align with industr y standards?

Ongoing fees: Beyond the initial investment, franchisees often face ongoing royalties, marketing fees, and

other costs It’s cr ucial to assess whether these payments are sustainable, par ticularly during the early stages of operation

Ear nings potential: What is the actual ear nings potential compared to the franchisor’s projections? An accountant can help evaluate the likelihood of achieving these f igures and whether they align with your f inancial goals

2 Understanding the financial model

A franchise might come as a “business in a box”, but the f inancial model varies signif icantly across industries and brands Accountants bring more than just number-cr unching to the table; they help you understand the intricacies of the f inancial model, including:

Cash flow management: How does the cash flow in the business? Are there seasonal fluctuations or signif icant peaks and troughs? A detailed cash flow analysis will provide insights into the working capital required to sustain the business.

Break-even analysis: When can you expect to break-even? Understanding both f ixed and variable costs, and their impact on prof itability, is essential for long-ter m planning

About the author

Retur n on Investment (ROI): What is the projected ROI, and how does it compare with other investment oppor tunities? An accountant can assist in calculating and evaluating the ROI to deter mine if the franchise offers a compelling f inancial retur n

3 Legal and compliance considerations

Franchise ag reements can be legally complex, with numerous implications While legal professionals are indispensable, accountants with experience in franchising provide complementar y suppor t in navigating these complexities:

Contractual obligations: Understanding the obligations imposed by the franchise ag reement, such as ter ritor y restrictions, supply chain mandates, and operational standards, is essential to avoid future disputes

Tax Implications: What are the tax ramif ications of buying a franchise? How will the business str ucture affect tax liabilities? An accountant can offer guidance on str ucturing the franchise in a tax-eff icient manner

Compliance with f inancial repor ting: Franchisees are often required to submit regular f inancial repor ts to the

Jack Hayes is the Franchisor Relationship Manager at the award-winning business advisor y firm, the dt group, which has worked with over 100 franchise networks and over 2,000 franchisees During his many years working within the firm, as a qualified accountant, he has worked with some ver y well-known household names within the franchise industr y Paired with his current role, Hayes has the tools to help franchisors and franchisees alike Alongside the variety of services that the dt group has to offer, he has helped franchise brands across the UK and their networks to increase franchise efficiency through exper t accountancy advice

jack.hayes@team-dt.com

www team-dt com

franchisor Setting up systems to ensure accurate and timely repor ting is cr ucial, and an accountant can facilitate this process.

The unique challenges of franchising a business

On the other side, if you’re a business owner considering franchising, the challenges are equally complex. Franchising your business requires not only a robust model but also a deep understanding of the f inancial, legal, and operational hurdles associated with scaling through franchising

1 Building a franchise model

The initial step in franchising your business involves developing a solid franchise model. This includes:

Financial viability: Is your business model f inancially viable as a franchise? Accountants can help assess whether the cur rent model can suppor t the additional costs and complexities associated with franchising

Franchise fees and royalties: Deter mining the appropriate franchise fee and royalty str ucture is critical These f igures must be carefully calculated to ensure they provide suff icient income while remaining attractive to potential franchisees

Operating procedures: The success of your franchise hinges on your operations being replicable. Detailed manuals, training prog rammes, and suppor t systems must be developed Accountants can assist in creating systems that ensure consistency in quality and eff iciency across all franchises

2 Scaling your business

Scaling through franchising is not just about replicating your cur rent model but expanding it in a way that is sustainable and prof itable. This involves:

Capital investment: Franchising requires signif icant capital investment in marketing, training, and ongoing suppor t An accountant can help plan for these expenses and identify potential funding sources

Financial forecasting: How will the f inancials change as your business

scales? Will prof itability increase in propor tion to the number of franchises, or could there be diminishing retur ns? Accountants can create f inancial forecasts to help anticipate and plan for future challenges

Risk management: As your franchise network g rows, so do the risks Accountants can help identify and mitigate f inancial risks to ensure the franchise remains prof itable and sustainable

3 Compliance and reporting

As a franchisor, you’ll be subject to stringent compliance and repor ting requirements, including:

Financial repor ting: Regular f inancial repor ts to franchisees and possibly regulator y bodies are mandator y Accountants can help establish systems to ensure these obligations are met accurately and eff iciently.

Franchise Disclosure Documents (FDD): In cer tain regions, franchisors are required to provide potential franchisees with a FDD, which includes detailed f inancial infor mation. Accountants can assist in preparing and reviewing this document to ensure it is accurate and compliant with legal standards.

Tax planning: The tax situation for franchisors can be complex Accountants provide valuable guidance on tax planning strategies that minimise liabilities while ensuring compliance with tax laws

Why think ‘outside the box’?

Franchising may be considered a “business in a box”, but to tr uly succeed, it’s essential to think beyond the box The complexities involved in both purchasing and franchising a business require more than just following a standard playbook Here’s why thinking differently is key:

1 Tailored financial guidance

A one-size-f its-all approach doesn’t work in franchising. Whether you’re buying a franchise or franchising your own business, the f inancial landscape is unique to each oppor tunity Personalised advice that considers your specif ic

circumstances, goals, and challenges is essential for long-ter m success

2 Beyond traditional accounting

Success in franchising isn’t just about balancing the books It involves strategic planning, risk management, and continuous f inancial analysis

Accountants with specialised knowledge in franchising go beyond traditional accounting ser vices to offer insights and strategies that help you navigate the complexities of the franchise model

3 Innovative solutions

Franchising presents unique challenges that often require innovative solutions

Whether it’s developing a bespoke f inancial model, creating eff icient cash flow management systems, or identifying tax-eff icient str uctures, thinking outside the box is cr ucial for addressing the specif ic needs of franchisees and franchisors alike

A trusted partner in your franchising journey

Choosing the right f inancial advisor can make a signif icant difference in the success of your franchising venture

Accountants with exper tise in the franchise sector provide the specialised ser vices and suppor t necessar y to make infor med decisions and achieve longter m success.

Whether you’re a potential franchisee looking to invest or a business owner considering franchising, it’s impor tant to work with advisors who are committed to understanding your business and your goals The jour ney is complex, but with the right suppor t, you can navigate the challenges and unlock the full potential of franchising

Conclusion

Franchising, whether you’re on the buying side or the selling side, is a signif icant f inancial and operational under taking. Success in this f ield requires more than just following a preset for mula; it demands careful planning, exper t f inancial guidance, and the ability to think outside the box. With the right suppor t and advice, you can make infor med decisions that lead to a prosperous and sustainable business n www.team-dt.com

Burger & Sauce opens in Liverpool Central Station

BURGER & SAUCE, the quick ser vice restaurant brand, has opened its 15th outlet in Liver pool Central Station, Merseyside.

The burger brand founded in 2020 and launched as a franchise in 2022 is planning to reach 20 stores by the end of this year and 50 nationwide by the end of 2025

The company says its goal is to give customers a burger that ticks all the boxes from taste to price, using only the freshest ing redients to create a range of delicious burgers (beef, chicken or vegetarian), which are paired with its three homemade signature sauces – Classic Homemade, Signature Spicy or Smokin Hot BBQ

A spokesperson for Burger & Sauce said: “We had an amazing response to Burger & Sauce’s franchise launch due to the quality of the proposition and the popularity of the brand and concept

“We hope to g row that popularity fur ther in Liver pool as the local community can experience what makes Burger & Sauce special.” n

www.burgerandsauce.com/franchise

Stagecoach Performing Arts casts new master

Stagecoach Perfor ming Ar ts, the inter national children’s franchise, has announced that Johannes MockO’Hara is the new master franchisee for Ger many

Before being cast as the master franchisee, Stagecoach says MockO’Hara honed his skills as managing director for various inter national enter tainment and musical theatre organisations, and his passion for making a difference in his local community inspired him to launch his f irst Stagecoach franchise in BerlinMitte in 2019.

Since then, Mock-O’Hara has expanded his business to Hamburg and Frankfur t, and says he is now eager to amplify Stagecoach’s positive impact and extend its reach even fur ther across Ger many

“It’s incredibly meaningful for me to become the master franchisee for Ger many In my opinion, Stagecoach has never been more impor tant than it is today. Post-pandemic and with AI on the horizon, the education of children and young people in creative subjects is necessar y and essential

“Stagecoach gives our students conf idence, the ability to perfor m courageously and social competence in dealing with others. These are the key skills for the coming decades As I transition from being a Stagecoach principal to my new role as master franchisee, my mission remains the same

– to help as many children as possible to f ind their voices

“I tr uly believe in making a difference in people’s lives and setting them up for an exciting future, regardless of whether they pursue perfor ming ar ts professionally,” said Mock-O’Hara.

He explained that in Ger many, the school system doesn’t offer the same oppor tunities for perfor ming ar ts as it does in the UK where it’s more established: “The goal is to replicate the success of my existing schools in more regions across the countr y. As par t of my new venture, I’ll be looking to connect with like-minded people to join the Ger man network, so we can extend the positive impact and unique approach of Stagecoach to even more communities ”

‘The ideal candidate’

Andy Knights, chief executive of Stagecoach Perfor ming Ar ts, said choosing the ideal candidate to lead Stagecoach’s expansion in Ger many was a clear decision: “Johannes is the ver y def inition of a trailblazer He’s not only a master at inspiring young perfor mers and building their conf idence on stage and beyond, but he’s also a staunch advocate of our unique business model

“Watching Johannes step into this new role is incredibly exciting, and I’m eager to see how he will elevate the Ger man network to new heights ” n

www.stagecoachfranchise.com

● Johannes Mock-O’Hara (left) with Andy Knights.

The rise of owner financing in franchise resales

By Emma Bohan, Operations Manager, Franchise Resales

Having been involved in the franchise resale market for years, I have had the privilege of watching the sector evolve In my role, I’ve obser ved a signif icant shift in how franchised resale transactions are being f inanced. Increasingly, both buyers and sellers are tur ning to owner f inancing as a viable option to close deals that might otherwise str uggle to get off the g round.

Here I share my insights on why owner f inancing is becoming so popular, especially in the UK’s franchise resale market and I will also delve into the various creative ways deals are being str uctured to benef it both par ties

Understanding owner financing

Let me star t with a quick over view of what owner f inancing actually is Unlike traditional f inancing, where a buyer secures a loan from a bank or f inancial institution, owner f inancing involves the seller providing the necessar y funds to the buyer. The buyer then repays the seller in instalments, often with interest, over an ag reed period

From my experience, this method has been par ticularly appealing in situations where traditional f inancing is hard to come by In today’s economic climate, banks are tightening their lending criteria, making it tougher for buyers –especially f irst-timers or those with limited credit histor y – to secure loans This is where owner f inancing comes in, offering a more accessible route for buyers who might otherwise miss out on an oppor tunity

Why owner financing is gaining traction

1 Easier access to funding

At Franchise Resales, we’ve seen an increase in the number of transactions that include owner f inancing. In fact, about f ive out of 10 deals we broker now

“We’ve seen scenarios where sellers, particularly those looking to retire, prefer to spread out the payments over several years This approach provides them with a steady income stream, effectively tur ning the buyout into a retirement fund. It’s a win-win situation – buyers get manageable payment terms, and sellers secure their financial future

involve some for m of this f inancing

This trend isn’t just a fluke – it’s a response to the challenges many buyers face in securing traditional loans

For buyers who may not meet the strict criteria set by banks, owner f inancing offers a lifeline Sellers, on the other hand, are often willing to take this route because they have a vested interest in the future success of the business They’re not just handing over the keys; they’re investing in the buyer’s ability to car r y the business forward.

2 Faster and smoother transactions

One of the biggest advantages of owner f inancing is the speed at which deals can be closed The traditional route of securing a bank loan can be a lengthy and fr ustrating process, f illed with endless paperwork, credit checks, and waiting periods

With owner f inancing, the process is often much quicker. Buyers and sellers

About the author

can negotiate ter ms directly, cutting out the middleman and getting the deal done faster A quick, smooth transaction allows both par ties to move on with their plans – whether that’s star ting a new venture or retiring in comfor t

3 Flexibility in negotiation

Michael Bohan, managing director of Franchise Resales, notes that one of the most attractive features of owner f inancing is the flexibility it provides “Unlike the rigid ter ms associated with bank loans, owner f inancing ag reements can be customised to meet the specif ic needs of both the buyer and the seller

“For example, the percentage required for personal guarantees and the payment schedule can var y signif icantly, depending on what the seller is comfor table with. In some of the larger transactions I’ve brokered, sellers may be willing to extend the buyout period over several years, making the deal more manageable for the buyer.”

Emma Bohan, Operations Manager at Franchise Resales, has been an integral par t of the company since 2019 Her professional journey is a blend of diverse experiences Originally trained as a pre-school teacher, Bohan dedicated six years to the education sector As her children grew older, she made a pivotal decision to return to university, earning a degree in English Literature

Post-graduation, Bohan seamlessly transitioned into the role of an Office Manager before her path led her into the realm of franchising At Franchise Resales, she collaborates with her husband, Michael, Director, to empower franchisees in maximising their returns and assists prospective buyers in finding the ideal resale oppor tunities emmab@franchiseresales co uk www.franchiseresales.co.uk

Owner

This flexibility is a key factor in why nearly half of our transactions now incor porate owner f inancing

Creative solutions for complex deals

Owner f inancing also opens the door to some tr uly creative deal str uctures, which can be essential in getting a deal over the line. For example, I’ve seen situations where a management buy-in was the best option In these cases, a member of staff buys the business from the owner over time This can be done through a set payment amount, prof it-sharing, or even owner f inancing

We’ve also seen scenarios where sellers, par ticularly those looking to retire, prefer to spread out the payments over several years This approach provides them with a steady income stream, effectively tur ning the buyout into a retirement fund It’s a win-win situation – buyers get manageable payment ter ms, and sellers secure their f inancial future.

These creative f inancing solutions are becoming increasingly common At Franchise Resales, we encourage both buyers and sellers to think outside the box and explore these options After all, the goal is to f ind a solution that works for ever yone involved, and sometimes that means getting a little creative.

The importance of legal guidance

While the flexibility and accessibility of owner f inancing are signif icant benef its, it’s not without its challenges Watching the Franchise Resales team str ucture these deals, I’ve seen how complex they become, and how cr ucial it is to have legal and f inancial professionals involved from the star t

We always advise our clients to seek solicitor advice before entering into an owner f inancing ag reement. This ensures that all aspects of the deal are legally sound and that both par ties are fully aware of their rights and obligations

One thing I’ve lear ned over the years is that not ever y deal will go smoothly There’s always the risk of a buyer defaulting on payments, which is why personal guarantees and collateral are often required These precautions protect

FRANCHISE RESALES

the seller and help ensure that the transaction remains fair

Impact on franchise relationships

Franchised businesses operate within a broader franchise network, and it’s essential to ensure that any owner f inancing ar rangement aligns with the franchise ag reement At Franchise Resales, we’ve had to navigate these waters carefully, making sure that the f inancing str ucture doesn’t conflict with franchise r ules or strain the relationship with the franchisor

In some cases, franchisors need to approve the f inancing ar rangement, which can add another layer of complexity to the deal However, with the right approach and legal guidance, these challenges can be effectively managed

Conclusion: The future of owner financing in franchise resales

Working at Franchise Resales, I’ve seen f irsthand how owner f inancing is reshaping the resale market in the UK The flexibility, speed, and accessibility it offers are just a few of the reasons why this method is becoming increasingly popular

With nearly half of our deals now involving owner f inancing, it’s clear that this trend is here to stay For sellers, it’s a way to attract a broader pool of buyers and secure a steady income, par ticularly in retirement. For buyers, it’s an oppor tunity to enter the franchising world without the bar riers imposed by traditional lenders

The key to success in owner f inancing is creativity and collaboration By working together, buyers and sellers can str ucture deals that meet their unique needs, ensuring a successful transaction At Franchise Resales, we’re committed to helping our clients explore these innovative options, so they can achieve their goals and close the deal.

If you’re considering buying or selling a franchised business, now is the time to think creatively Let’s talk about how owner f inancing could be the solution you’re looking for. n

www.franchiseresales.co.uk

SureCare praised for its ser vice

SURECARE Central Cheshire, a care ser vice provider, established f ive years ago by friends Tina Jones and Kirstie Hercules, has been praised for the care it provides by their client and motivational speaker, Bar t Gee

Gee was bor n with a disability called Ar throg r yposis, a rare condition of joint contractures that limits his range of motion, leaving him unable to bend his ar ms, legs or f ingers. He was told he would never walk and may never have the strength to sit up

Today, however, with the help of SureCare, Gee regularly travels around the Nor th West giving talks in schools, churches and prisons

Hercules said: “Bar t, a client for many years, asked if we could help to suppor t him when he’s staying in a hotel travelling on business. This was the f irst time we had provided care in a hotel it’s g reat to be able to suppor t disabled people who are working but just need a bit of help to be able to travel.”

Gee says he enjoys being independent which has been against the odds, as has completing a 5km swim, three triathlons, lear ning to play the dr ums, table tennis and pool, and to drive

“I wouldn’t be able to do the job I do without the help of brilliant agencies like SureCare I really love my job and seeing the response from my audiences is always amazing. I tell children about my disability, about tackling what life throws at you, and that whenever you are put in a diff icult situation you can still overcome your challenges.” n

www.surecarefranchise.co.uk

● Tina Jones (left) with Kirstie Hercules.

ADVICE FOR FRANCHISEES

Uncovering the truth behind franchising myths

By Paul Edwards, Managing Director, GreenThumb

Franchising is a popular route for entrepreneurs looking to star t their own businesses with the backing of a proven brand and suppor t system

One of the key goals for franchisees is to create a successful business that thrives in the market, yet it is equally impor tant to consider the long-ter m strategy of building to sell rather than just the immediate prof it.

Having a solid franchise exit strategy in place is cr ucial so you can maximise the value of your franchise beyond its cur rent perfor mance and realise its potential for future prof itability and g rowth

Understanding the complex landscape of franchising is necessar y for any prospects considering entering the world of franchising and there are a number of myths that need to be clarif ied so prospects can navigate the path of successful business ownership Here I explore and debunk f ive of the most common myths

1 Franchising is expensive

Franchising spans a broad ar ray of industries, offering diverse brands and var ying star t-up costs While some franchises demand substantial capital investments, there are also many low-cost options available that can generate a good retur n on investment. Similarly, banks are often more willing to lend to franchisees due to the lower risk associated with established business models, which can help ease some of the f inancial burden

Franchisees frequently employ their family to work in the business so they can g row an asset together that can be sold (including to the owner’s children) and this is a g reat way of achieving a retur n on investment. The idea that becoming a franchise owner requires a

large amount of liquid cash often isn’t actually the case, and due to the level of retur n it’s often a ver y good investment in any event

2 You need experience in the industr y to run a franchise

Some franchisors may require industr y experience and a par ticular skill set depending on the sector, but having good business acumen is cr ucial and will help in managing the franchise effectively.

For the majority of franchisors, the focus is on f inding franchisees with the right personality traits and transferable skills that align with the franchise’s brand and business Additionally, franchisors nor mally offer comprehensive training and ongoing suppor t on all aspects of r unning the business, such as marketing, recr uitment and operational procedures

Franchising can be a lucrative and rewarding business model, but it’s impor tant for prospects to do their research and due diligence in selecting a franchise that f its their budget, interests and lifestyle so you can increase the chances of success regardless of previous industr y experience

3 Franchising is high risk

Franchising offers both proven business models and suppor t, reducing the risks often associated with independent star tups. By investing in a franchise, you gain more than a recognised brand; you tap into a well-established business concept with a track record of success

The success rate of franchises is signif icant, with failure rates consistently remaining below f ive per cent for more than 20 years. This realisation highlights the dependability and robustness of franchise businesses, making them a compelling choice for entrepreneurs looking to minimise risk and optimise their likelihood of success

Prospective franchisees should nonetheless conduct thorough research and consider their potential retur n before committing to any investment

4 You have no control over the business

Franchisees are required to follow cer tain guidelines and systems to ensure brand consistency, but this doesn’t mean a total lack of control Franchisees are responsible for the day-to-day r unning of the franchise, just like any business owner, and have to make numerous decisions regarding the operation of their businesses, including hiring, local marketing effor ts and management practices. The framework provided by the franchisor is meant to suppor t, not stifle, entrepreneurial initiative

5 Franchising involves only well-known brands

Franchising covers businesses of various sizes, providing many oppor tunities across a wide range of sectors and industries Ever y day, franchising impacts many lives, not only through well-known brands but also via smaller, niche franchise oppor tunities that ser ve par ticular markets and interests

Whether it’s in lawn care, hospitality, retail, or f itness, the franchise industr y offers a broad spectr um of possibilities for potential business owners. This variety allows individuals to select a franchise that matches their passions, skills and f inancial capacity, presenting franchising as a flexible and attainable route to owning a business

In summar y

By understanding these misconceptions, it can not only help you make more infor med decisions but also enable you to set realistic expectations about what is required when r unning your franchise n

www.greenthumb.co.uk/franchising

Join GoCruise & Travel, the cruise and holiday operator

As a cruise specialist, we have refreshed our GoCruise & Travel franchise offering and launched a new prospectus for those looking for an opportunity in travel selling.

Our

business

GoCr uise & Travel is a franchise that is focused on providing a framework for passionate individual business owners to sell cr uises and holidays We are par t of the Fred Olsen Travel family that have been selling cr uises and holidays for over 35 years

Our mission

To create a war m and inviting community of remote workers and aspiring travel entrepreneurs interested in building their own franchise, or travel shop including a licensee model

Our vision

Is to have positive and like-minded franchisee members who put their customers at the hear t of ever ything they do Who are focused on building a successful business with our guidance and business leadership as the franchisor With success that comes to those who work for it

Our franchisee model is designed to appeal to individuals who dream of r unning their own business in the travel industr y, providing them with the suppor t, processes, and protection under the GoCr uise & Travel umbrella. This empowers the franchisee to build a

customer database and effectively sell cr uise and holiday products, all while benef iting from the strong backing of Fred Olsen Travel

Are we right for each other?

GoCr uise & Travel is rooted in the ethos of quality, and we invest time and attention in nur turing and developing you to be the best you can be We provide you with the knowledge and oppor tunities needed to build your own successful business, all while maintaining a focus on quality ser vice

We’re thrilled to give you the chance to create your own customer database and promote the products you want to sell, using a ter ritor y model approach Our main focus is on providing quality care and attention to detail, aiming to encourage repeat business from your happy customers

Enjoy the flexibility to set your own hours based on your personal circumstances and commitments, set goals without imposed targets, and unlock limitless ear ning potential

What we look for in a GoCruise & Travel franchisee

● Friendly and outgoing personality

● Professionalism

● Drive and deter mination to succeed.

● Good sales skills

● Polite telephone manner

● Great at building relationships

● Business acumen

● Passionate about travel and cr uising

What’s in it for you?

● Pride and satisfaction in a job well done

● Great work/life balance – shape your work around your lifestyle

● Being par t of a fun and exciting industr y

● Taking par t in industr y events

● Additional incentive and ear ning potential from our travel and cr uise par tners

● Discounted rates for your own personal holidays and educational experiences

● A recognised brand and platfor m to build yourself a successful business

Uncapped earning potential

GoCr uise & Travel have excellent oppor tunities with our travel and cr uise par tners for you to ear n a good income from the holidays you sell to your customers

Our commission ear ning potential is literally uncapped and our highest ear ner in 2023 exceeded £80,000 in commission payments. So, the more time and effor t you put into your business, the more f inancial rewards you will gain n

View our franchisee prospectus.

THEATRE SCHOOL FRANCHISE

Razzamataz newlywed franchisees set to expand to multiple locations

Young newlyweds, James and Esme Pennell-Tutill, franchisees of Razzamataz Newcastle since 2020 are getting set to expand their business to multiple locations by taking a second ter ritor y of Nor thumberland Here James shares his successfully transition from secondar y school teacher to theatre school principle.

A bit about us

Esme and I both worked at Razzamataz Newcastle alongside our full time jobs I was the head of singing and Esme the front of house manager I was also a secondar y school teacher of French, Spanish, music and perfor ming ar ts, and Esme was f inishing her Masters in Clinical Psychology We always hoped to open a theatre school together one day but the reality was the oppor tunity arose much sooner than we were expecting

The principal of Razzamataz Newcastle was moving away and putting the school up for sale I was just 22 and Esme 23 and we did question whether we were too young and inexperienced but with such an oppor tunity, we felt we couldn’t just walk away from it

How to build a business

We took over in December 2020, believing that the lockdowns were behind us. Within just a few weeks, we lear ned we were going back into lockdown and all our classes would have to be online It was a huge pressure because most of the staff were furloughed so I had to teach ever ything

Being an entrepreneur is hard work but it’s very rewarding If you have that fire in your belly and determination then being part of the Razzamataz franchise network is a wonderful opportunity to channel your passion into a thriving business.

● James and Esme Pennell-Tutill.

We had 54 students when we took over and today we are around the 270-280 mark Our g rowth has been a real team effor t and we decided right from day one that we would work collaboratively, giving ever y individual the oppor tunity to offer their input, giving us different experiences and a broad sense of perspective

This inclusive approach has allowed us to innovate and adapt quickly to the evolving needs of our students and the market. It has also created a strong sense of community and belonging within our team, leading to loyalty and a fun working environment

Why open in a second territor y?

We have children travelling 30 minutes or more to come to Razzamataz but not ever y family is able to do this We both share Razzamataz’s commitment to bring the joy of perfor ming ar ts to as many young people as possible, which is why

we decided to open in Nor thumberland This is a much more r ural area with smaller towns and there is just not the same oppor tunities for children compared to big cities

So we plan on bringing the experiences to them with guest workshops and lots of chances to perfor m to build conf idence and resilience. We are going to open a main school in Mor peth, classes for Minis and Juniors in Blyth and lots of Tots classes for little ones and their parent/guardian throughout the area.

Life after teaching

There were a few reasons why I left mainstream teaching but the main one was that I couldn’t envisage my career prog ression. When I looked to senior staff members, there wasn’t a role that I wanted to do I loved interacting with the kids, inspiring them to buy into a passion but this is exactly what I do at Razzamataz It’s all the things that I

loved about teaching but without the politics or the feeling that I wasn’t prog ressing like I wanted to

What do you love about your job?

There is always something exciting coming up at Razzamataz throughout the academic year Although there might not be the same oppor tunities for young people in the Nor th East as there is in London for example, through Razzamataz, we can use our contacts to bring them and I get to do all the fun, creative stuff that I love doing

It’s incredibly rewarding seeing the impact of the work that we do for the children and on a business level, it has given us f inancial freedom. I’ve now given up teaching and work entirely for the schools and also the Head Off ice Esme works with me at Razzamataz but also advises the council as an exper t for children with additional needs Razzamataz has given us control over our own f inancial destiny which is a g reat position to be in.

Goals for the new Northumberland territor y

We’ve recently attended multi-ter ritor y training and that has given us clear goals for what we want to achieve We will be bringing the same high level of perfor ming ar ts training but also focus on all the additional events that go above and beyond what is expected. This can be anything from West End musical theatre workshops through to fun events for families such as the ‘Parents Do Razz’ event.

Engaging with community

As a business, we collaborate with both national and local charities We have two

students with complex medical conditions, and we asked them which charities they would like to suppor t Together, we raised £1,500, which was evenly split between their chosen causes

By suppor ting charities, our name has become synonymous with community engagement and social responsibility This commitment not only enriches the lives of those we assist but also strengthens the bonds within our team and with the broader community

We were recently approached by Newcastle Races for the children to perfor m at a Family Fun Day This was fantastic in ter ms of PR, showcasing to the community the oppor tunities we provide for children. Additionally, it was an incredible experience for the students, who got to perfor m on a big stage, gaining conf idence and a sense of achievement.

Advice to others and overcoming challenges

We are not business people in the traditional sense Coming from an ar ts and teaching backg round, what do we know about accountancy, marketing, HR or people development? But because this is a franchise, the systems, suppor t and training is all in place so we have been able to scale much bigger and much faster than we ever thought we would

I’m a much happier person since leaving teaching full time and becoming a Razzamataz principal You only reg ret the things that you don’t do, rather than what you do. Being an entrepreneur is hard work but it’s ver y rewarding If you have that f ire in your belly and deter mination then being par t of the Razzamataz franchise network is a wonderful oppor tunity to channel your passion into a thriving business It offers a suppor tive community, lots of resources, and the chance to make a meaningful impact on the lives of young people

Words to live by

I have a mindset that no one else is going to make things better for you, you’ve got to take control and do those things for yourself n

● David Hancock

Appointment at Monkey Puzzle Day Nurseries

DAVID Hancock has been appointed as executive chair man of Monkey Puzzle Day Nurseries, the children’s nurser y franchise Hancock has been par t of the brand’s network as a non-executive chair man since March 2024.

Hancock said he is looking forward to ‘leading the charge’ following the latest nurser y openings: “I was thrilled to have joined the Monkey Puzzle family earlier this year As I now step into the executive chair man role, I’m excited to put my 20-plus years of experience into practice as we work to enable the franchise network to g row their respective businesses and improve on the already stellar processes our brand has in place ”

Monkey Puzzle says Hancock is also looking forward to meeting with franchisees around the countr y in person and bolstering the brand’s reputation as the leading nurser y franchise

Hancock adds: “Monkey Puzzle nurser y settings offer a fantastic lear ning experience for children and, while all are f itted to the highest possible standard, having the latest equipment, tech and f inishes isn’t what makes a nurser y successful

“Paramount to the reputation of our settings are the practitioners delivering uncompromising high quality and compassionate care for the children whilst a g reat manager leads that team and works closely with parents – that’s something I’m passionate about communicating across the board ” n

www.razzamataz.co.uk/franchise www.monkeypuzzlenurser yfranchise

ADVICE FOR FRANCHISEES

Make sure you understand the terms of the franchise agreement

By Christine Rolland, Forensic Accountant, Henderson Loggie

The allure of owning a franchise can be ir resistible Imagine inheriting a blueprint for success and riding on the coat tails of an established brand It sounds ideal. But as recent news, like the Horizon Post Office scandal, has shown, the waters of franchising are murkier than they appear

Having been involved in various franchise disputes as a forensic accountant, I’ve obser ved common pitfalls that budding franchisees might face Here’s what you need to know before signing on

Understand exactly what you’re committing to

First off, do you really know what you’re signing up for? It’s a common scenario: the franchisee’s vision of the ag reement does not align with the reality of the written contract

If you’re considering a franchise, especially in retail sectors like coffee shops, know your boundaries Are you allowed to sell products outside of those stipulated by your franchisor, like g reeting cards and gifts, or must you stick strictly to coffee and pastries?

Misunderstandings here can lead to serious conflicts. A clear g rasp of what business you’re really in and what’s out of bounds can save you from signif icant headaches down the road

“

Entering into a franchise ag reement isn’t just about blindly accepting what’s presented to you; it’s about completely understanding the ter ms so that you can protect your interests and ensure business viability

Understand your supply obligations

A key element that often gets overlooked is where your products come from Many franchise ag reements require that you source exclusively from the franchisor Diverging from this can lead to severe penalties, a costly mistake you want to avoid

For instance, in one engineering franchise dispute I handled, the franchisee thought they could buy cer tain products from third-par ty vendors because the ‘product list’ wasn’t f inalised at the time of signing This led to a major legal tussle

Clarify responsibilities

Clear def inition of responsibilities is essential Who is handling the accounts? What about the IT and systems management?

If something goes wrong in these areas, knowing whether it’s your responsibility or the franchisor’s can mean the difference between a quick f ix and a drawn-out dispute Transparency in who is responsible for what reduces the risk of conflicts and ensures smoother

Franchising can offer incredible opportunities, but it also comes with its fair share of challenges By understanding your terms entirely, staying informed about your responsibilities, planning exit strategies, and leveraging the experiences of fellow franchisees, you can establish a strong foundation for a successful business.

“A key element that often gets overlooked is where your products come from Many franchise agreements require that you source exclusively from the franchisor Diverging from this can lead to severe penalties, a costly mistake you want to avoid

operations within your franchise business

Navigate pricing pitfalls

When you’re stepping into a franchise, one of the cr ucial aspects to understand is how the franchisor sets the prices of the products they sell to you It’s usually detailed in the franchise ag reement, but the specif ics can sometimes be overlooked until it’s too late You don’t want to be stuck purchasing goods at steep markups that eat into your prof its

Typically, franchise ag reements will specify a percentage markup on goods supplied to franchisees This is supposed to keep pricing fair and predictable.

However, real-world scenarios can lead to disputes and f inancial strain For example, I once dealt with a case in the fast food sector where both the franchisor and franchisee were relatively g reen in franchise management They had an ag reement in place that capped the markup on goods sold to the franchisee, but a major issue arose: the franchisor had only a vague idea of the actual costs of the products.

This lack of detailed costings led to allegations of exorbitant pricing We had to spend signif icant resources –sifting through boxes of invoices and manually

“What are the financial repercussions of terminating your contract early? Often, you might have to not only pay the remaining franchise fees but also compensate the franchisor for lost profits Knowing the terms for early termination – how penalties are calculated and over what time period – can help you assess the risk and plan accordingly

pricing out handwritten recipes – to prove that the markups were within ag reed limits

This not only demonstrated the impor tance of having detailed cost breakdowns from the get-go but also highlighted how critical it is for you, as a franchisee, to ensure such details are iron-clad before signing the ag reement.

Plan your exit

Finally, what if things don’t work out?

Understanding your escape routes are cr ucial Exiting a franchise ag reement can be as complex as entering one

What are the f inancial repercussions of ter minating your contract early? Often, you might have to not only pay the remaining franchise fees but also compensate the franchisor for lost prof its

Knowing the ter ms for early ter mination – how penalties are calculated and over what time period – can help you assess the risk and plan accordingly

In summar y

Franchising can offer incredible oppor tunities, but it also comes with its fair share of challenges By understanding your ter ms entirely, staying infor med about your responsibilities, planning exit strategies, and leveraging the experiences of fellow franchisees, you can establish a strong foundation for a successful business

Being well-infor med and prepared can make all the difference in tur ning your franchising venture from a potential headache into a prof itable, enjoyable business n

christine rolland@hlca co uk www.hlca.co.uk

“

The performance of the initial four Chopstix sites has given us real impetus to explore further openings with the brand in the future.

CChopstix opens two new sites with Haven holiday parks

hopstix has fur ther strengthened its franchise par tnership with Haven, the UK operator of 41 holiday parks, with the rollout of two new modular sites at Devon Cliffs, Exmouth, Devon and Hafan y Môr, Gwynedd, Wales

The two new outlets follow the launch earlier in the year of the f irst Chopstix sit-in restaurant with the holiday park operator at Thor nwick Bay, Yorkshire.

Chopstix, a Pan-Asian inspired quick ser vice restaurant (QSR) brand, also operates modular units with Haven at Craig Tara, Scotland; Haggerston Castle, Nor thumberland and Presthaven, Wales; bringing the total number of sites with Haven to six.

Haven holiday park guests will be able to enjoy Chopstix favourites, including Teriyaki Beef and Caramel Drizzle Chicken, as well as sides ranging from Spring Rolls to Chicken Balls, Prawn Crackers, and Salt ‘n’ Pepper Potatoes

Sam Elia, co-founder and director at Chopstix, said: “We’re thrilled to be opening our f ifth and sixth restaurants with Haven. The four existing sites in the Haven por tfolio have all delivered excellent retur ns, so I have no doubt the franchisee will have g reat success with these two new modular units.”

Peter Blake, chief operating off icer at Haven, said: “We’re excited to launch Chopstix in Devon Cliffs and Hafan y Môr The fantastic Pan-Asian dishes from Chopstix complement our existing food and beverage offer perfectly, which we have successfully diversif ied and g rown over the years

“Guest feedback where we have already launched with Chopstix has been highly positive The perfor mance of the initial four Chopstix sites has given us real impetus to explore fur ther openings with the brand in the future.”

‘Expansion through franchise sites has been decisive to growth’ Chopstix said expansion through franchise sites has been decisive in driving the brand’s g rowth trajector y, having secured multiple high-prof ile franchise ag reements with established food and beverage operators over the past three years

The Chopstix Group comprising Chopstix Noodle Bar, Yangtze and Chozen has over 150 sites across the UK and Ireland, and has set its sights on becoming the largest Pan-Asian-inspired QSR on the continent reaching 300 sites by 2027 n

www.chopstixnoodles.co.uk

Pip Wilkins celebrates 25 years at the BFA

Pip Wilkins, chief executive of the BFA (British Franchise Association), is celebrating her 25th anniversar y working for the association having joined in 1999 as a business ser vices assistant

Wilkins (44) joined the BFA at the age of 19 working ver y much behind the scenes of the association with member data and event administration For the next 25 years she worked her way up through ever y role from events to client ser vices, business development to operations until securing the role as BFA chief executive in 2016 aged 37.

Reflecting on her 25 years at the association, Wilkins says she is most proud of making the BFA a more moder n, inclusive and diverse place for staff, members, advisors and suppliers:

“Since taking on the role as CEO the association has repor ted year on year increased engagement across its por tfolio of ser vices, pointing to a more connected community that is keen to continue evolving, lear ning and g rowing together

“It’s funny to look back on what the association was 25 years ago When I f irst star ted, we had a post room, and a key par t of my role was making and posting out vast prospect and member packs Ever ything was fax machines and snail mail

“I take immense pride in the way the association has developed over the years Gone are the days where our events only attracted the founder of the business

“

The future for the BFA and the UK franchise sector is looking brighter than ever, and I look forward to leading and supporting it through our next level of growth and innovation

with just a handful of women in the room, all our events are now vibrant, fun and welcoming to anyone and ever yone in franchising, regardless of title or status

“It has taken a lot of hard work to bring about a culture change at the BFA, to shake the ‘elitist club’ status and to make us a more inclusive place for all.”

Encouraging Women In Business

A key indicator of Wilkins’ success said the association was the annual EWIB (Encouraging Women In Business) event As an especially passionate advocate for women in business, she led the way in creating a space for women to come together, to connect and ultimately, to feel safe to be their authentic selves.

The BFA adds that Wilkins intention was always for EWIB to be an event like no other One which doesn’t just enhance professional lives but goes one step fur ther by impacting the various aspects of being a businesswoman in today’s world Last year’s event celebrated an extraordinar y decade of EWIB with 198 women attendees.

It has taken a lot of hard work to bring about a culture change at the BFA, to shake the ‘elitist club’ status and to make us a more inclusive place for all.

Wilkins says she is so proud of EWIB and the role it has played in g rowing the BFA and effecting change: “EWIB is the most uplifting and powerful of events To see the women network, laugh and sometimes tell deeply personal stories, is a tr uly amazing feeling and one I am ver y proud to have been par t of ”

‘More education and promotion’ Looking ahead, Wilkins says her direction for the future of the BFA is simple: “More education and promotion Franchising still needs to be recognised on a wider scale, both at an educational and business level, and we are working hard to spread the word through increased PR and marketing activities

“The education of the next generation is also high on our agenda, and I am delighted to conf ir m we are in f inal stage talks with a leading university, to bring franchising into the academic world

“Finally, as ever, we are listening to our members and acting on their wants and needs Our recent member sur vey has provided some key areas of development and if the last 25 years have taught me anything, it is that with a strong team and engaged membership behind us, we can accomplish anything

“The future for the BFA and the UK franchise sector is looking brighter than ever, and I look forward to leading and suppor ting it through our next level of g rowth and innovation,” concludes Wilkins n

www.thebfa.org

Planning and managing your operations manual to achieve success

By Penn y Hopkinson, Founder, Manual Writers Inter national

Creating an operations manual is like baking a cake Just as a cake requires the right ing redients, measured and prepared with precision, your operations manual demands careful planning, the cor rect infor mation, and a well-organised team to ensure it tur ns out perfectly Each element of the manual is a cr ucial ing redient, and how you mix them will deter mine the f inal product’s success

Gathering ingredients: the planning phase

Before you even preheat the oven, you need to gather your ing redients This is the infor mation, guidelines, procedures, and best practices that will for m the foundation of your operations manual

Much like obtaining the f inest flour, sugar, and eggs, ensuring that the infor mation you collect is accurate, relevant, and reflective of your franchise’s core values and operational excellence is cr ucial. Missing a key ing redient can lead to a recipe disaster; similarly, lacking vital infor mation can impede the prog ress of your manual, leaving franchisees confused and unprepared

Research and documentation

Star t by conducting thorough research and documentation As a baker sources the best ing redients, you need insights from ever y cor ner of your business Inter view key stakeholders, obser ve day-to-day operations, and collect data on what makes your franchise unique. This step ensures that your operations manual isn’t a generic guide but a comprehensive resource that tr uly represents your brand.

Understanding the audience

Consider who will be ‘baking’ with your

recipe. Your manual should cater to a diverse audience, including new franchisees, seasoned operators, with multi-generational teams Just as a recipe might include tips for beginners and advanced techniques for experienced bakers, your manual should offer clear instr uctions for novices while providing depth for those with more experience.

Aligning the type of content with the age prof ile of your audience is cr ucial If the average age of your franchisees is under 40, consider incor porating a mix of 20% text and 80% visual content Younger audiences tend to prefer visually engaging materials that are quick to digest Therefore, incor porating infog raphics, videos, QR codes and interactive elements can make the manual more accessible and appealing to this demog raphic, ensuring they stay engaged and retain the infor mation better

Organising the content

The str ucture of your manual is like the recipe’s instr uctions Planning out the sections carefully is essential, deciding which steps to take f irst, what to include, and in what order. A well-organised manual is like a well-written recipe: it

About the author

guides the reader through the process smoothly, ensuring they don’t miss a beat Planning might involve breaking down complex processes into easy-tofollow steps, using videos, diag rams or flowchar ts where necessar y, and including examples to illustrate key points

The baking process: execution and teamwork

Once you’ve gathered all your ing redients and have your recipe in hand, it’s time to star t mixing This is where execution and teamwork come into play

Just as a baker needs the right tools and assistants to mix, bake, and decorate a cake, you need a team with the right skills to contribute to your operations manual Each team member brings something essential to the mix, whether it’s exper tise, experience, or insight, and their collaboration is vital in creating a manual that rises to the occasion

Assigning roles

In a baker y, ever yone has a role with the head chef overseeing the operation or the assistant ensuring all ing redients are prepped and ready Similarly, when creating your operations manual, it’s essential to assign roles The project

Penny Hopkinson is the founder of Manual Writers International and the author of Manual Magic: Create the Operations Manual Your Franchisees Need to Succeed The book is available in Kindle and paperback formats on Amazon Hopkinson, in 1989, was invited to join the British Franchise Association (BFA) as an Affiliate Professional Advisor to set an operations manual ‘gold’ standard for members, and in 2011, she was appointed a Companion of the BFA in recognition of her outstanding contribution to the development of franchising in the UK manualw@aol.com www.manual-writers.com

“ ADVICE FOR FRANCHISORS

A well-organised manual guides the reader through the process smoothly, ensuring they don’t miss a beat Planning might involve breaking down complex processes into easy-to-follow steps, using videos, diagrams or flowcharts where necessary, and including examples to illustrate key points

coordinator is the head chef, ensuring ever y process step is followed meticulously They must be organised, systematic, and proactive, guiding their team through each stage like a chef overseeing a busy kitchen They ensure that all content is thoroughly vetted, and the manual is completed on time and within budget

Collaboration and input

Much like the collaborative effor t required in a baker y, where each team member contributes to creating the f inal product, creating an operations manual involves input from various stakeholders Franchisees, managers, and subject matter exper ts all have valuable insights that can enhance the manual Regular meetings, brainstor ming sessions, and review periods ensure ever yone’s voice is heard, and the manual reflects a comprehensive view of the business

Creating a knowledge-sharing environment

To bake the best cake, ever yone in the kitchen must work together, lear ning from one another and sharing their knowledge Similarly, creating a tr ue knowledge-sharing environment within your team is essential Encourage open communication, where team members feel comfor table sharing ideas, asking questions, and providing feedback

This collaborative atmosphere improves the quality of the operations manual and fosters g rowth and lear ning among your team members When individuals are empowered to contribute and lear n from each other, the entire team g rows more substantial, much like how a well-prepared baking team produces consistently excellent results.

Iterative review process

Just as a baker might taste the batter before baking or adjust the oven temperature during the baking process, your operations manual will go through several drafts for review and ref inement. This iterative process helps catch er rors,

clarify ambiguous instr uctions, and improve the overall quality of the manual Encourage your team to provide constr uctive feedback and be open to making changes to benef it the end user

Overcoming challenges: adjusting the recipe

Even the best-planned baking sessions can encounter unexpected challenges –perhaps the oven temperature is off, or an ing redient behaves unpredictably. Similarly, creating an operations manual often involves overcoming unforeseen obstacles, such as gathering input from a diverse team, managing tight deadlines, or navigating conflicting opinions on best practices

Managing deadlines

In baking, timing is ever ything An overbaked cake can be dr y and unappetising while underbaking leaves it raw and unpalatable Similarly, sticking to deadlines is cr ucial in developing your operations manual However, flexibility is also essential Just as a baker might adjust the baking time based on how the cake is rising, you may need to change your timelines if unexpected challenges arise Building in buffer time and conducting regular check-ins can help keep the project on track

Dealing with conflicts

Sometimes, a recipe must be adjusted because ing redients don’t behave as expected In your project, disputes may arise among team members, par ticularly when they have differing opinions on the best approach. Handling these conflicts is like balancing flavours – too much of one can over power the others

Facilitate open communication, mediate discussions when necessar y, and focus on the ultimate goal: creating a manual that ser ves the needs of the franchise so that the business system is faithfully replicated across the network

Adapting to changes

As in baking, where environmental

factors like humidity can affect the outcome, exter nal factors such as market changes or shifts in franchise strategy may require you to adapt the content or str ucture of your manual Stay infor med of these changes and be prepared to make necessar y adjustments Flexibility in your approach will ensure that the manual remains relevant and valuable, regardless of exter nal pressures

Tasting the cake: engaging franchisees

Involving franchisees early in the process, like inviting taste testers to sample your cake, is critical. Their feedback helps ref ine the f inal product, ensuring the manual meets their needs and expectations Conducting sur veys or pilot testing the manual with a small g roup of franchisees is like adjusting the sweetness or texture of the cake based on initial reactions These adjustments are vital for creating a f inal product that ever yone will enjoy

Pilot testing

Before rolling out the manual to all franchisees, conduct a pilot test with a small, diverse g roup This allows you to gather feedback on usability, clarity, and effectiveness This phase helps you identify any issues before the full launch The feedback from pilot testing can be invaluable, providing insights you might not have considered during the initial drafting phase

Incorporating feedback

Actively incor porate the feedback you receive from your franchisees, and don’t hesitate to make changes where necessar y. Whether clarifying a procedure, adding more detailed instr uctions, or including additional resources, these adjustments will help ensure that the manual is as practical as possible

Building a feedback loop

Engagement doesn’t end after completing the manual Establish a feedback loop where franchisees can continuously provide input as they use the manual. This ongoing dialogue helps keep the manual up-to-date and responsive to the needs of the franchise network It’s like tweaking a recipe over time to achieve perfection – each round helping you improve the f inal product

Frosting and final touches: the framework and launch

As any baker knows, the f inal touches make all the difference The framework of your operations manual is the basic str ucture, but the frosting – how you present and deliver the manual – must be just as carefully considered This includes for matting, design, and deciding whether the manual will be printed, digital, or both Launching your manual should be as celebrator y as presenting a beautifully decorated cake at a bir thday par ty.

Design and usability

The design of your manual should be attractive, easy to navigate, and userfriendly Consider the layout, typog raphy, and colour schemes to ensure that the manual is functional and engaging. Include visual aids like char ts, diag rams, and images to break up the text and make complex infor mation more digestible Include bite-sized video instr uctions created by your franchise teams for the network Just as a beautifully decorated cake is more appealing, a well-designed knowledgesharing environment will be more inviting for franchisees to use

Launch strategy

Just as you wouldn’t unveil a cake without careful preparation, launching your operations manual requires a wellthought-out strategy Plan a launch event that emphasises the impor tance of the manual and provides an oppor tunity for franchisees to ask questions and provide immediate feedback This could be done through a live presentation at a conference, or a series of regional meetings The goal is to ensure that franchisees understand the value of the manual and are motivated to use it effectively in their operations

Ongoing support and updates

Your work isn’t done after the launch Like a cake that needs to be stored properly to maintain its freshness, your operations manual requires ongoing suppor t and regular updates Establish

a system for continuous improvement where new insights, changes in business practices, or updates in technology are promptly reflected in the manual. This keeps the content relevant and valuable for all franchisees, ensuring that your ‘cake’ remains fresh and satisfying

Continuous improvement: refining the recipe

A cake recipe can always be improved upon, and so can your knowledgesharing environment After the initial launch, continue to gather feedback and make real-time updates This ensures that your manual remains a dynamic, useful resource that evolves alongside your franchise Encourage franchisees to share their experiences and suggestions for improvements. This ongoing feedback loop is essential for keeping the manual cur rent and effective, much like adjusting a recipe over time to achieve the perfect balance of flavours.

Evaluation and feedback

After the initial rollout, conduct an evaluation to assess what worked well and what could be improved Gather insights from both your team and the franchisees. Did the manual address their needs? Were there any sections that were unclear or diff icult to navigate? Use this feedback to make necessar y adjustments and to plan for future updates.

Incorporating technology

As the business landscape evolves, so too should your operations manual. Consider integ rating digital tools that make it easier for franchisees to access, search, and interact with the content For example, a dynamic knowledge-sharing platfor m, suitable for large networks can g reatly enhance usability, especially for younger franchisees

Maintaining engagement

Finally, keep franchisees engaged with the manual by periodically revisiting its content in training sessions, webinars, or franchise meetings Just as a baker might host a tasting event to introduce new cake flavours, you can use these oppor tunities to highlight new sections or updates to the manual This reinforces the manual’s impor tance and encourages franchisees to use it as a living document that g rows and evolves with the franchise n

Snap Fitness gym opens with record membership

SNAP FITNESS repor ts a recordbreaking presale membership for its gym in the seaside town of Whitstable, Kent, which has opened with more members than any previous UK location The gym (above) is the f ifth location for franchisee Kunal Patel.

Spread across three floors, the gym has transfor med an unused radio studio building that had been left vacant for over f ive years With state-of-the-ar t equipment, as well as two studios, the gym also has a dedicated recover y area and treatment rooms.

Snap Fitness, owned by Lift Brands, says it has a pipeline of gym’s scheduled to open before the end of 2024.

Kevin Yates, chief executive of Lift Brands EMEA, said: “I’m incredibly proud of the team and our franchise par tners Franchising is all about teamwork and it’s really rewarding for us to see the sustained demand for Snap Fitness gyms and that our model is delivering g reat results for our network

“It’s an exciting time for us to shor tly be opening our 100th location across the UK & Ireland and seeing a healthy balance of new franchisees investing in Snap Fitness and existing par tners g rowing their por tfolio.”

Membership to Snap Fitness includes round-the-clock access, instr uctor-led and vir tual g roup exercise classes, a member smar tphone app and reciprocal access to over 1,000 Snap Fitness locations across the world n

www.snapfitness.com/franchise

FRANCHISE MARKETING MADE EASY

Mayfly Internet Marketing is the go-to digital marketing agency for franchises.

If you ’ re looking to grow your franchisee network, dominate your local & national Google searches, and convert more traffic into customers, then let’s have a chat. Book a free consultation.

The TaxAssist Direct Group makes first strategic £2m practice acquisition

TaxAssist Direct Acquisitions, a fully-owned subsidiar y of The TaxAssist Direct Group (the Group), repor ts a milestone £2m purchase by acquiring a major stake in the largest franchisee in its accountancy practice network

Daren Moore FCCA, chief executive off icer of the Group, said: “I am pleased to announce the successful completion of the f irst of our planned acquisitions for 2024, with The TaxAssist Direct Group taking a majority stake in Mike and Penny Melling’s TaxAssist Accountants franchise business

“Mike and Penny’s accounting practice has been built and operated ver y effectively over the past 12 years and clearly met the key criteria we set when looking at acquisition and resale oppor tunities

“This purchase marks a signif icant milestone in the deliver y of our ambitious Strategic Plan The acquisition will immediately boost the prof itability of the Group and provide us with access to a well-r un accounting practice.

“This will create substantial economies of scale and will allow us to cross sell and upsell ser vices at a local level, capitalising on the oppor tunities provided by payroll, tax consulting and f inancial planning by TaxAssist

“The acquisition will also suppor t our ongoing development and improvement

“The TaxAssist Direct Group has a unique ownership structure among the franchise sector, with circa 60 per cent owned by franchisees New franchisees, if they choose, have the opportunity to become a shareholder in the Group.

of the ser vices we provide to our franchisees creating the oppor tunity to develop and test ideas, ref ine processes and continue to build our ‘TaxAssist Practice Engine’ model in a live practice environment which can then be shared with our networks

“This year is proving to be a ver y busy year. We began with the launch of our new g roup branding, which has received a hugely positive response from our network and their customers We have followed up with a key acquisition which will create future oppor tunities for shareholders and franchisees alike These are impor tant elements of our longer-ter m strategic plan and we look forward to announcing fur ther exciting news ”

This acquisition now sees the Group operate three franchise ter ritories –Har penden, St Albans and Radlett; Beaconsf ield, High Wycombe and Potters Bar; Welwyn Garden City and Hatf ield Mike Melling, while no longer

a TaxAssist Accountants franchisee, will continue to oversee these operations through his role as chief operating off icer on the Group board.

The Group adds that it has a unique ownership str ucture among the franchise sector, with circa 60 per cent owned by franchisees New franchisees operate their own local business as par t of the TaxAssist Accountants network, and if they choose, have the oppor tunity to become a shareholder in the Group n

www.taxassistfranchise.co.uk

● Directors of The TaxAssist Direct Group (from left): James Mattam, business development director; Sarah Robertson, director and UK managing director; Daren Moore, chief executive officer; and Mike Melling, chief operating officer.

ADVICE FOR FRANCHISORS

Data is key to successful franchise marketing

By James Lavender, Content Writer, Mayfly Inter net Marketing

Digital marketing is a powerful tool for franchise businesses It enables you to reach potential customers wherever they are and deliver compelling messages about your product or ser vice It lets you combine the power of your national brand with a more tailored approach for local communities. And it can even attract new franchisees to your network, helping you to g row your business in new locations

But that doesn’t mean digital marketing is an automatic win for franchises With the digital world evolving at an everfaster pace and the f ight for customer attention becoming f iercer by the day, only well-targeted marketing strategies will show the results you’re looking for

If you want to successfully navigate this complex and often disorientating digital landscape, you can’t rely on your intuition – you need data. With the numbers to back up your decisions, you can be conf ident your digital marketing effor ts will hit the mark

In this ar ticle, I’ll look at the power of a data-driven approach to franchise marketing, and offer a four-step strategy for getting star ted.

Harness the power of data in franchise marketing

It’s become common to compare data to a natural resource. Data is the new oil, they say – or the new gold, perhaps Either way, the message is clear: data is enor mously valuable for your business –not least because it can help you build a powerful and effective marketing strategy

By putting data at the hear t of your marketing, you can go beyond relying on industr y “best practices” or emulating your competitors Instead, your marketing effor ts will be justif ied by one thing above all: clear, quantif iable

results By drawing on ever ything from sales and customer data to website analytics and social media engagement metrics, you can gain a deeper understanding of your audience’s preferences and deliver highly targeted campaigns

Adopting a data-driven approach to marketing is not a simple step, however And that’s because, unlike gold or oil, data is far from a scarce resource. In fact, most franchise businesses are accumulating an ever-g rowing quantity of data about their customers at both a national and local level. And while this surfeit of data has enor mous potential to help you ref ine your marketing strategy, the sheer volume can be overwhelming

So, how do you tur n this abundant raw material into something of real value for your franchise marketing?

Data-driven marketing: A guide to getting started

1 Build your customer profile

As a franchisor, you’ll no doubt already have a strong sense of who your customers are and what they’re looking for But if you want to build your marketing strategy on a f ir m foundation of data, you need more than a general description or a broad outline of the kind of person you sell to – you need to quantify your customers

About the author

W ith the digital world evolving at an ever-faster pace and the fight for customer attention becoming fiercer by the day, only well-targeted marketing strategies will show the results you’re looking for

To achieve this, you’ll want to gather as much customer data as possible from across your network, drawing on ever ything from your Customer Relationship Management (CRM) or Point of Sale (POS) systems to your website and social media analytics.

Focus on combining demog raphic infor mation (age, gender, location) and purchasing histories with data on how customers interact with your brand across various touchpoints Reviews or sur vey data can also be a g reat way to lear n more about what your customer’s value

With this treasure trove of data in hand, you’ll be able to build a comprehensive customer prof ile that can help you target your marketing activities effectively And that begins with deciding which marketing activities to focus on.

2 Define your channel mix

There are now a huge number of different ways you can reach your customers online You can send them emails or buy ads on Google You can

James Lavender is a Content Writer at Mayfly Internet Marketing He has worked as an editor and copywriter for more than a decade, suppor ting a diverse range of businesses to build their brands and showcase their services

At Mayfly, Lavender is responsible for writing ever ything from optimised product descriptions and blog posts to service pages and case studies He holds a PhD in Cultural Studies from the University of Leeds and an MA in Creative Writing from Manchester Metropolitan University james.lavender@may-fly.co.uk www.may-fly.co.uk

“If brand awareness is paramount, impressions and reach on social media might be your focus If lead generation is the priority, track the number of enquiries or form submissions generated through various channels For sales-focused campaigns, monitor conversion rates, average order value, and customer acquisition cost

post on Facebook, TikTok, Instag ram, or X You can publish blogs on your website to attract search traff ic or add location pages to boost your regional recognition

The problem is that doing all these things, and doing them well, is far from simple – especially if you’re tr ying to coordinate national and local effor ts Spreading your attention – and your marketing budget – too thin can easily result in subpar results across ever y channel But by the same token, putting all your eggs in one basket can be just as risky

With your customer prof ile in hand, you can star t to focus on the most impactful channels Par tly, this can come from demog raphics – if your customers tend to be in the 50 plus age g roup, it’s probably better to focus on Facebook rather than TikTok

But your channel mix should also be infor med by how your customers behave and interact with your brand Track which channels are already driving traff ic to your website or franchise locations. Utilise any existing customer feedback to uncover their prefer red communication channels And of course, make sure you encourage franchisees to share any insights from their local effor ts

Taken together, this data will guide you towards the platfor ms where your effor ts will be most fr uitful

3 Identify your key metrics

Once you’ve def ined your customer prof ile and honed in on the right

channels, it’s time to establish how you’ll measure success This involves identifying key perfor mance indicators (KPIs) that reflect your overarching business goals Are you aiming for increased brand awareness? More website visitors? Higher lead generation or sales conversions?

Different goals demand different metrics If brand awareness is paramount, impressions and reach on social media might be your focus If lead generation is the priority, track the number of enquiries or for m submissions generated through various channels

For sales-focused campaigns, monitor conversion rates, average order value, and customer acquisition cost

It’s also impor tant to track metrics that show the impact of a given channel at both a national and a local level For example, if you’re investing in email marketing, you'll want to track open rates, click-through rates, and conversions attributed to email campaigns Similarly, for social media, monitor engagement metrics like likes, shares, and comments, as well as traff ic and conversions driven from those platfor ms

By tracking channel-level metrics, you can see not just if your marketing effor ts are working, but how and why they’re working And this will be essential when we move on to the f inal step.

4 Iterate, iterate, iterate

This is the most impor tant step – the one that tr uly tur ns your marketing effor ts into a data-driven powerhouse

To iterate is to repeat It means going back to the beginning of a process and star ting again – but it doesn’t mean star ting from scratch. Instead, you feed the outcome of the process back into the f irst step, improving and ref ining your approach as you go

For data-driven marketing, this involves taking the data you’ve generated by monitoring your key metrics and looping this back into the previous steps For example, if your social media engagement metrics are low, revisit your customer prof ile to see if you’re targeting the right demog raphics or interests on those platfor ms Perhaps a shift in messaging or creative style is needed

Similarly, if cer tain channels consistently under perfor m against your KPIs, it might be time to adjust your channel mix, reallocating resources to more effective platfor ms Maybe a previously untapped channel is suddenly showing promise, war ranting fur ther exploration and investment.

This iterative approach should apply to your overall strategy, too Analysing your data might reveal unexpected customer behaviour patter ns or emerging trends This could prompt a reevaluation of your target audience, value proposition, or even your core marketing message

Investing in the future with data-driven marketing

Ultimately, data-driven marketing is about constantly lear ning and adapting. It’s a cyclical process where the outcomes of one campaign infor m the decisions made in the next

By embracing this mindset of continuous data-driven improvement, you’ll ensure that your marketing effor ts stay relevant, effective, and aligned with the everchanging needs of your customers and the market

I won’t deny that adopting a data-driven approach to marketing will require a long-ter m effor t But the results can be tr uly transfor mative for your franchise, allowing you to reach the right people, at the right time, with the right message n

www.may-fly.co.uk

NEW TO FRANCHISING?

Q&A to put you on the right track to buying a franchise

By Nick Riding, Editor, Franchise World magazine

ThisQ&A seeks to address the fundamental issues of businessformat franchising for the beginner.

Q What is business-format franchising?

It is simply a system for marketing goods/services that is not unlike licences, dealerships or concessions

The franchisor sells you, the franchisee, the rights to set-up your own local outlet, or cluster of outlets, to market the company’s goods/services

Q Would the company not be better off owning its own outlets?

Yes, in terms of operating profits, but it would have to find the money to set them up, whereas it is the franchisee who funds the outlets, usually through bank loans

The other big advantage to the franchisor is that it can expect that, as you have invested your own money, you will be more motivated and committed over the long-term to make the business successful than an employee

Q What is it going to cost me?

This, of course, depends on the franchise A business that you can run from home, for example, will obviously cost a lot less to set-up than one that needs premises, particularly in the high street

You pay an initial fee to cover your training, and the rights to use the brand and the business system for the period of the franchise contract

Also you will pay regular ongoing fees, a fixed fee, or based on a percentage of your turnover, or a mark-up on the goods that you are obliged to buy from your franchisor. There may also be an advertising/marketing levy, again based on a fixed fee or turnover

Q Will the initial fee be higher for the larger, ‘better known’ franchises?

Not necessarily The franchisor shouldn’t be setting out to make a profit from the initial fee, but from the ongoing fees

This is one of the important principles of the franchise system because it creates the incentive for the franchisor to help you build your business and continue to develop it Putting it simply, in order for the franchisor to succeed, you must first succeed

Q What is likely to be the scale of my profits?

This will depend on the franchise you choose, the territory or location you buy, and particularly how hard you are willing to work

The latter is critical Franchising is not about investing money, sitting back and spending the profits Launching and developing a new business, even with the back-up of a competent franchisor, is hard work

Franchisors are seldom looking for what are known as ‘absentee investors’ They need hard-working, fully-committed franchisees

The question can best be answered by looking at the franchisor ’s projections for the business and asking current franchisees whether they found them to be realistic

If the figures are impressive and you are prepared to work equally as hard as the franchisees you have met, you should be able to look forward to similar profits After all, you will have had the same training and help that they did so on that basis, given your location offers similar potential to theirs, whether you succeed or not at the end of the day is down to you

Q Would it be better for me to go it alone and start a business without having regular fees to pay?

You would miss the many benefits of being a franchisee, such as training, the use of the franchisor ’s proven business system and branded, marketing and ongoing development

You would also face much less risk than you would if you were starting out on your own, particularly in a type of business in which you had no knowledge or experience.

With a franchise you have all the help you need to set-up your own outlet of a business in which success has been demonstrated by its existing franchisees

Speak to them, and ask their opinion of aspects such as the standard of their initial training, the accuracy of the franchisor ’s financial forecasts (income, outgoings, etc ) and the level of ongoing support they receive

Q Which franchise should I buy?

This is the big question only you can answer It’s rather like asking what house or car should you buy? As with them, it depends on your personal situation, preferences and available finance

What can you afford? What are your personal aptitudes and working background? What would you really like to do for the rest of your career? Would the business need the support and participation of your family? Would the franchise be profitable enough to support your lifestyle? Would it meet your work/lifestyle balance aspirations?

Before looking at these questions in-depth, you need to ask yourself whether you are, in fact, suited for self-employment, and whether you

would be prepared to run the business according to the franchisor ’s ‘rules’

You will at the end of the day own your own business, but you must accept the fact that you are not entirely your own boss as you must run it according to the franchisor ’s system

This is necessary to maintain the quality and integrity of the whole network. After all, you are buying into the system not just to benefit from the brand but also its proven business system so why try to change it?

Q I often see franchisees described as franchise owners. Is this true? No, it’s misleading It is the franchisor who is the franchise owner

Cer tainly, the franchisee owns his business, but it is only able to trade in a par ticular franchise under a contract with the franchisor for a stipulated period, usually with the option to renew for a fur ther ter m

It is only by owning the business that the franchisor can be in the position to police the network and ensure that each franchisee maintains the brand’s standards and reputation

This issue was made clear by one of the UK’s earliest and successful franchisors who prefer red to call the system ‘business leasing’, as it is a process in which the franchisee ‘leases’ the franchisor’s brand and businessfor mat for a contracted period

Q Might the necessity to strictly follow the franchisor’s formula make the business insufficiently challenging? This question is often overlooked Some franchisees are, of course, more ambitious than others There are those who are looking mainly for a comfortable work/life balance, rather than making large profits

However, franchising does offer the ambitious the opportunity to become a multi-unit franchisee with a significant regional chain of outlets

If you are highly ambitious, negotiate with your prospective franchisor at the

buying stage to include in the agreement an option on extra territories/sites Some franchisors particularly welcome franchisees who have aspirations to open a number of outlets and are particularly looking for candidates with the ambition to become multi-unit franchisees.

The benefits for the franchisor is that it doesn’t have to face the costs of recruiting and training the ambitious franchisee and, most importantly, knows that he is successful in the business You suit them, and they suit you Also financing extra units is easier as it can come from the profits of the earlier outlets

True entrepreneurs are, however, unlikely to be fulfilled in conforming to what they increasingly see as restraints imposed by the franchisor and they may, in fact, be better suited to starting their own business from scratch and go on to develop it as a franchise system

Q What does the phrase, comfort zone mean in the context of franchising?

It describes the stage at which the franchisee’s business has become so profitable that he chooses not to develop it further He has reached his ambition and is happy with his work/life balance

This causes two problems for the franchisor Firstly, it puts a cap on the future royalties it receives from taking a percentage of the franchisee’s turnover Secondly, it gives competitors the opportunity to capture a greater share of the market

This situation is not easy for the franchisor to overcome It can offer incentives, such as a reducing sliding scale of royalties for higher turnovers and persuading the franchisee to sell back part of his area to create an extra territory for a new franchisee

Ultimately, however, the franchisor may have to try and entice the franchisee to sell by offering to buy him out at an inflated price

Q What are master and regional franchises?

A master franchise covers the whole of a country and a regional franchise,

an individual region of the country Such franchisees act similarly to a franchisor in respect to recruitment and control

In return, they pay a percentage of their income from initial and ongoing service fees from their franchisees to the parent franchisor The latter usually imposes a development target on the number of franchisees recruited over specific periods to ensure the holder develops the system

Franchisors sell such franchises, rather than franchising directly, to avoid the cost and risk of piloting and developing their system in a country in which they have no experience of the market or culture

They usually hedge their bet by including in the agreement a buy-back option that they can exercise after a period of time if the franchise proves successful

It is not unknown for a wealthy U S franchisee to take a master franchise for a foreign country in the system in which he has made his wealth. This is an example of the more unusual entrepreneurial opportunities within franchising

Q Are there any franchise laws to protect franchisees?

No, there are no laws in the UK specifically addressed to franchising, as there are in many countries, but the system is, of course, subject to commercial law

The relatively few cases that have reached the courts have usually been brought by franchisees for misrepresentation. Has the franchisor misrepresented the profits the franchisee could expect? Has the forecast for the sales figures been exaggerated or the setting-up costs reduced?

Q If there are things in the franchise contract I don’t like, can I change them?

No, not in a well-run franchise The contract sets out the rules under which the business has to be operated and, like the rules of a game, they must be followed to the letter

NEW TO FRANCHISING?

The quality and reputation of the system will depend on its standardised business formula which is spelt out in the contract and the operating manuals you must follow

If franchisees were allowed to make their own changes, standards would differ from outlet to outlet; the franchisor would lose control; and customers would not get the same service across the network.

As a result, the quality of the franchise and its brand would decline, and along with them the resale value of your business, when it comes to the stage you want to sell and make a substantial capital gain

The franchisor ’s refusal to make changes is an indication of the strength of its system Conversely, if it allows changes to its formula it is a sign of weakness and often its desperation to recruit franchisees One of the most essential ‘jobs’ of the franchisor is to police its network effectively.

Q If I can’t change the contract, do I need a solicitor?

Yes, the contract is complex and you need a solicitor specialising in franchising to explain it to you It should set out in detail what the franchisor is going to do for you and what you will have to do in return All this needs to be spelt out in the contract and, as it will govern how you run your business, you will need to understand it to the letter.

As the franchisor has to protect its interests and those of the network even beyond the point at which you may have left the franchise, the contract can still control the options available to you after the two of you have parted A franchisee just can’t take the sign down and continue trading as before but under a different name

After all, it provided your training and its business system It wouldn’t like you to become a competitor and will, therefore, want to resell your territory to a new franchisee. n

NEWS

Revive! signs five-year deal with Assurant

If you have a question, email info@franchiseworld.co.uk

● Mark Llewellyn

Revive! Auto Innovations, the SMART vehicle repair franchise, repor ts that it has signed a new exclusive f ive-year deal with Assurant, the motor war ranty products provider The ag reement will see Revive! offer cosmetic car repairs to more than 3,000 UK dealers who retail motor war ranty products from Assurant

The ar rangement for products covering bodywork scratches and dents, and alloy wheel damage, will be made through Assurant par tner channels including motor manufacturers, franchised dealers and independent retailers, as well as in conjunction with RAC branded war ranty and aftersales products

Revive! says the par tnership has been made in response to increasing demand for cosmetic car repairs from dealers and motorists, and comes in the wake of the company repor ting record f inancial results

Mark Llewellyn, managing director at Revive! said: “This is an exciting new development for Revive! Assurant are a genuine powerhouse in the insurance sector with a strong presence in the UK motor sector

“This g round-breaking deal will see Assurant customers gain valuable protection for their vehicles in the event of a minor scrape Revive!’s exper t technicians will be on hand to retur n their vehicle to pristine condition. With state-of-the-ar t equipment, our technicians will provide industr y leading customer satisfaction levels setting both Revive! and Assurant ahead of the rest of the market ”

Revive!, with 50 franchisees in its UK network, has plans to recr uit 180 new technicians and g row annual sales to £40m by 2028 The company adds that it has experienced substantial g rowth in the last 12-months with 32% g rowth in retail sales, 27% in dealership sales and 21% in national accounts

Sean Kent (left), director of Automotive Europe at Assurant, commented: “We know from our dealers that they are seeing increased demand for cosmetic car products of this kind. There are several trends powering this but probably the most signif icant is that in the wake of the pandemic, most people are driving older cars and are willing to invest in keeping them looking good

“This increase in consumer interest has ver y much been the driving force behind our new deal with Revive! We spent a signif icant period of time looking for the right par tner in this area and are impressed with ever ything they are able to offer, from products to technical ability and ser vice standards to geog raphical coverage

“The new deal places us in an excellent position to drive forward sales in this area, especially at the point of sale, meeting the needs of motorists while providing our dealers with an improved revenue stream It’s an exciting development ” n www.revivefranchise.com

Discover Your Tomorrow

Here at the BFA we believe there’s nothing quite like franchising to make business ambitions happen.

We’ve been here for over 40 years suppor ting and educating franchisors and franchisees at ever y level of their development , from newcomers to household names, setting the highest ethical standards to make sure ever yone is treated fairly

Franchisors

Membership isn’t just a badge, it’s a conscious decision to operate to UK franchising standards and access a wealth of trusted know how for your ongoing development .

Franchisees

Franchisee membership is FREE to BFA accredited brands Access a platform of peer to peer networking, business suppor t and promotional oppor tunities

Advisor

Become an active in uencer in the deliver y of high standards and protection of the industr y.