Franchise World magazine | Spring 2024

FranchiseWorld

Paris

CONTENTS

Sides cult brand rapid expansion with the aide of Knights

Sides, the cult fried chicken brand, reports rapid expansion in the UK with the aide of professional services company Knights, who were appointed by the master franchisor Skyview Brands Group

10

Mathnasium’s

multi-unit strategy to reach network growth goals

Mathnasium reports that more parents are investing in tutoring for their children With this increase in demand for after-school tutoring, mulit-unit growth has become a strategic goal for the franchise 12

Snap Fitness looking to maintain momentum as membership surges

With the opening of new clubs across the UK and Ireland last year that contributed to a surge in membership growth of 23 7 per cent, the brand says it has plans in place to maintain momentum during 2024 19

Page 17

CarMoney to franchise its vehicle finance brokerage model in key territories

CarMoney, part of the Peter Vardy Group, is aiming for accelerated growth with the launch of a franchise model in key territories to increase brand awareness, footprint and geographical reach

6

Bluebird Care’s £600,000 transformation and growth programme

With a network of 235 franchise locations, Bluebird Care says this substantial investment will support the development of its care experts and franchisees.

7

Paris Baguette springs forward with new franchise agreements

Following its successful expansion into the UK market, as detailed in previous editions of Franchise World, Paris Baguette announces the signing of three new franchise agreements, marking a pivotal step in its strategic vision for European expansion

9

Page 33

We Love Pets reports rave reviews from anonymous franchisee sur vey

We Love Pets have revealed the results of its first anonymous survey of franchisees that run branches across 187 locations in the UK

14

Uncover new prospects with GoCruise & Travel

The cruise specialist has refreshed its franchise offering and launched a new prospectus for those looking for an opportunity in travel selling, working with some of the industry’s leading cruise companies

15

Page 41

Franchise World magazine

Britain’s

©

Franchise

Chopstix continues transport hub rollout with new site at London Victoria station

The Pan-Asian restaurant brand reports it has continued its impressive growth trajectory with the opening of its second equity site of 2024, which marks another step in growing brand presence at high profile transport hubs

17

Sur vey reveals franchising remains a preferred route to success for entrepreneurs

A recent franchise survey, conducted by The Franchise Exhibitions and BusinessesForSale com, has uncovered fresh perspectives for anyone considering investing in a franchise or expanding an existing portfolio.

23

Fat Phill’s signs UK franchise agreement for 100 stores

The Amsterdam-based smash burger brand Fat Phill’s has announced a franchise agreement with Auntie Anne’s UK master franchisee, Freshly Baked Ltd , to develop the brand across the UK 26

Editorial

Nick Riding nick@franchiseworld co uk

Advertising

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

XCELERATE GYMS opens latest fitness facility in London

XCELERATE GYMS, the fitness brand that has built its concept around every member of the family, has opened its latest facility in East London.

30

Co-op unveils first Welsh franchised store

The convenience retailer operates approaching 40 franchise stores and says it is committed to growing its franchise model as it unveils first Welsh franchised store

33

Monkey Puzzle reports yearon-year revenue growth

After a strong year for Monkey Puzzle Day Nurseries which saw it celebrate revenue growth, new franchisees opening nurseries and winning a number of awards, the brand reports

its on course to not only replicate last year but surpass this success in 2024

41

Tortilla’s ‘key ingredients for a successful travel food offering’

Tortilla Mexican Grill, the fast-casual Mexican restaurant brand, reports a continuing successful relationship with the SSP Group who will open four new locations this year, with a pipeline of opportunities for 2025

43

Busylizzy’s fitness programmes for pregnant and postnatal women

A study by the Active Pregnancy Foundation reveals the crucial benefits

ADVISORY ARTICLES

How to navigate your way through your first franchise resale

Franchise resales can be an overlooked subject in the rush to sell greenfield sites, until the moment your first franchisee raises the subject of selling their territory

By Pip W ilkins, chief executive, BFA.

21

What is ‘content creation’ and why is it vital for your franchise?

Let’s delve into the meaning of ‘content creation’ for your franchise by understanding its significance, and uncover the best practices for utilising content to enhance brand awareness and foster trust

By Lucy Archer, co-founder, Rev PR

35

Why selling your franchise resale through a broker makes sense

If you’re considering selling your franchise, you might be tempted to handle the process yourself However, entrusting the sale of your franchise to a specialised broker offers numerous benefits and streamlines the selling process

By Emma Bohan,

operations manager, Franchise Resales 39

Key developments in UK franchising case law – a year in review

As 2023 drew to a close, I reflected on the key developments in UK franchising case law in the year that was. There

of regular physical activity for pre and postnatal women Recognising this need, Busylizzy has crafted specialised programmes for its franchisee network

44

Floozie Cookies announces its first UK franchise partner

Floozie Cookies, the plant-based cookie brand from renowned pastry chef Kimberly Lin, has announced the opening of its first UK franchise 53

were four cases of note, three judgements awarded in favour of the franchisor, and one in favour of the franchisee

By Gordon Drakes, partner, Fieldfisher

47

Replicating a successful business system: the link between SOPs, operational audits and quality

Franchising’s essence is to duplicate a model of success, which hinges fundamentally on transferring the franchisor’s accumulated knowledge and operational methodologies When franchisees are handed anything less than a comprehensive, well-structured operations manual, they are inadvertently set on a path of guesswork

By Penny Hopkinson, founder, Manual Writers Inter national

50

Capture those high-intent “open near me” searches

According to Google, searches for businesses “open now near me” have grown globally by over 400% year-onyear As a franchise owner, the question isn’t whether local searches matter, but how you can ensure your brand dominates the results

By

James Lavender, content writer at Mayfly Inter net Marketing 55

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

The fundamental issues of franchising

By

Nick Riding, editor, Franchise World 58

Page 15

CarMoney to franchise its vehicle finance brokerage model in key territories

CarMoney, par t of the Peter Vardy Group, is aiming for accelerated g rowth with the launch of a franchise model in key ter ritories to increase brand awareness, footprint and geog raphical reach

One of the UK’s largest car f inance brokers, CarMoney’s ambition is to become the fastest-g rowing operation of its kind in the UK and to suppor t a new cohor t of franchise professionals in achieving sustainable, prof itable business success

CarMoney, which already has an inter national presence in Per th, Wester n Australia, says it aims to leverage its exper tise to make cars affordable and accessible to ever yone by offering choice, value and a seamless online digital ser vice

The franchise package, which the company expects will attract the top tier of f inance and business professionals, will create par tnerships which contain the complete CarMoney sales to payout process backed by its technology integ ration tools

Wendy Taylor, head of franchise at CarMoney, said: “We are proud to be able to announce the launch of the CarMoney franchise strategy, which creates an outstanding oppor tunity to share in our successful, fast-g rowing brand.

“CarMoney has a highly experienced, professional management team with the skills and dedication to deliver and suppor t a strong franchise proposition

This includes the top level of f inancial ser vices and retail car industr y exper tise

“We expect to attract franchisees with extensive knowledge and experience of the car f inance brokerage business and of FCA regulations and compliance requirements, as well as a proven track record of achieving exacting sales targets in a competitive business environment ”

Alastair Grier, managing director of CarMoney, added: “We are ver y excited about our franchising package which will provide car f inance professionals with an exceptional oppor tunity to make a signif icant impact on the market.”

CarMoney explains that it simplif ies the car f inancing process for buyers by applying user-friendly technology, which has approved more than £1 3bn in loans over the past 12-months Its extensive lending panel includes Blue Motor Finance, BNP Paribas, Close Brothers and Zopa

CarMoney UK, founded in Glasgow in 2016, cur rently operates from two locations in Scotland at Dundee and Motherwell The company ranks as the 12th fastest g rowing f ir m in Scotland in the UK Fast Growth 50 Index 2023 and has a 4 8 rating on the customer review platfor m, Tr ustpilot

The company works with around 700 car dealerships and established car sales platfor ms, including AutoTrader, Gumtree, MoneySuperMarket and Motors.

CarMoney said its award-winning ser vice covers all categories, from business-to-business and direct-toconsumer cars, light commercial vehicles, motorbikes and motorhomes n

www.carmoneyfranchising.com

● Alastair Grier

Bluebird Care’s £600,000 transformation and growth programme

Bluebird Care has implemented a new wholesale transfor mation and g rowth prog ramme to the value of £600,000 over the next year to suppor t the development of its care exper ts and franchisees

With a network of 235 franchise locations, Bluebird Care says this substantial investment will benef it local communities and healthcare systems across the UK and Ireland

The network has already seen the impact of early investments, such as a quality and compliance app, the doubling of its f ield suppor t team, and a new quality and compliance network-wide committee to ensure best practice is consistently achieved

Bluebird Care adds that it is also investing in its workforce and the suppor t it provides to franchisees by launching an in-house training scheme, Registered Managers Academy, which will be joined by a refreshed employee value proposition

With its commitment to providing care for people at all stages of their life and for a broad range of customers, the company is expanding its live-in care ser vices and raising awareness of the different care options available to clients

New roles have been created at Bluebird Care to steer the franchise in its g rowth mission including Claire Ronan as new director of people; Nicola Jones, f inance director; Lesley Cobb, director of transfor mation; Dean Mar tin, director of marketing and Ted Richardson, head of live-in care.

Neil Mur ray continues in his role as director of care, quality and compliance, where he will be suppor ted by the creation of three new quality manager roles

The investment prog ramme comes eight months into Bluebird Care’s chief

Gardner said: “I am delighted to unveil our comprehensive investment plan, which reflects our commitment to providing high-quality care ser vices while driving innovation and g rowth in the sector

“It all star ts with our care exper ts, and so much of the work we have planned over the coming months focuses on how we can equip them, through our committed franchise par tners, to thrive and deliver the ver y best for those we suppor t

“We’ve got a really strong leadership team in place, all of whom have extensive experience in care or franchise businesses – or both I have ever y conf idence that together we can take the excellent work of our franchise par tners and teams to the next level, throughout the full continuum of care ” n

executive Jonathan Gardner’s (left) tenure and marks the star t of the company’s 20th year anniversar y

Unique product range

Proven franchise concept

Attractive commercial terms

Franchise support

Online customer ordering

PARIS BAG UETTE

NEIGHBOURHOOD

BAKERY & CAFÉ

No.1

Bakery

Franchise

If you're ready to join the Paris Baguette family and spread joy through the art of baking, contact them today to learn more about this exciting franchise opportunity.

Paris Baguette springs forward with new franchise agreements

As the world welcomes the rejuvenating spirit of spring, Paris Baguette, the renowned baker y brand, embraces this season of g rowth with signif icant developments

Following its successful expansion into the UK market, as detailed in previous issues of Franchise World, the brand is now announcing the signing of three new franchise ag reements. This marks a pivotal step in Paris Baguette’s strategic vision for European expansion

The jour ney of Paris Baguette, which began with a dream to globalise unique baking techniques, has been a tale of

continuous innovation and customercentric approaches

With over 4,000 stores worldwide, the brand’s commitment to quality and its fusion of French-inspired delicacies with local flavours have ear ned it an esteemed reputation across continents

In the spring of 2024, Paris Baguette’s stor y continues to evolve. The three new franchise ag reements signify not just the expansion of its physical footprint but also a g rowing tr ust in its business model and brand philosophy. This move is a testament to the brand’s robust franchise suppor t system, comprehensive

training, and innovative marketing strategies that have been instr umental in its global success.

Looking forward, Paris Baguette remains steadfast in its mission to bring its unique culinar y experiences to more people Its business model, focused on collaboration and suppor t, offers potential franchisees a pathway to success.

The brand’s emphasis on community engagement and sustainability aligns with the values of moder n consumers, making it an attractive venture for entrepreneurs

As Paris Baguette steps into spring with new par tnerships and plans for fur ther expansion, it invites ambitious entrepreneurs to join its jour ney The brand’s success stor y, highlighted by these new franchisees, is a beacon for those aspiring to be par t of a global legacy that blends culinar y ar tistr y with business acumen

Paris Baguette has a seasoned team of franchising exper ts suppor ting its UK expansion prog ramme, including Tony Newnham, managing director of BPW Consultancy Ltd , and the wellknown inter national franchise exper t, Dr Mark Abell n

● Celebrating a new chapter in Paris Baguette’s growth and the signing of the franchise agreements, from left: Jack Moran (Paris Baguette’s executive vice president of global strategy and development), Tony Newnham, and Darius Mafi (Paris Baguette’s Notting Hill Gate franchisee)

Sides cult brand rapid expansion with the aide of Knights

Sides, the cult fried chicken brand, repor ts rapid expansion in the UK with the aide of professional ser vices company Knights, who were appointed by the master franchisor Skyview Brands Group (SBG)

The brand – founded and par tly owned by British YouTube stars The Sidemen,

“which includes inter net personality KSI – opened a new trio of independent restaurants in the UK last December and has plans for a fur ther 20 outlets this year

The latest launches include major shopping centres at Bluewater, Kent; Manchester’s Ar ndale; Mer r y Hill, West

Midlands; adding to the brand’s London sites at Boxpark Croydon and Wembley; and an outlet in Dalston

Sides says its brand’s popularity has g rown with the oppor tunity to get in front of audiences, thanks to its influential personalities, but also for its delicious menu of signature chicken

er-led brands will start to take the hospitality over the next few years, with already engaged row quicker than ever before. – Fiona Boswell

y exciting time for us, h a popular YouTube collective utt

tenders, burgers and wings, alongside options including loaded waffle fries, mac and cheese bites and milkshakes

Fried chicken ‘fans’ with dietar y requirements are also catered for with halal and vegan options on the menu

Sides’ sees its long-ter m goal operating from 200 locations nationwide over the next decade, with the ambition to launch fur ther restaurants in shopping centres and on the high street.

Knights’ franchising team has advised SBG on compliance procedures, negotiated on development rights and franchise ag reements

Fiona Boswell, par tner in the franchising division at Knights, said: “The diversif ication that Sides brings to the eating-out concept is really interesting and I predict influencer-led brands will star t to take the hospitality market by stor m over the next few years, with already engaged audiences helping it to g row quicker than ever before

“Amassing a combined following of more than 100 million fans the Sidemen are aware of their own intellectual proper ty assets and have sourced strong

par tners to help them merchandise quickly as their popularity continues on a trajector y

“With ad spending in the influencer adver tising market projected to have reached US$1 03bn in 2023, influencerled quick ser vice restaurant concepts are helping to innovate the sector and stay relevant among the demog raphics that matter most to this industr y ”

Faisal Butt, managing director of SBG, said: “It has been a really exciting time for us, working with such a popular YouTube collective as The Sidemen

“Its g reat to push the Sides brand outside of London and we have many more plans in the pipeline

“It’s a new venture for us but we have a g reat deal of retail and proper ty experience and we were ambitious to move into the food industr y – we also have plans to expand into two other complimentar y hospitality concepts this year

“Fiona and her team have been instr umental in ensuring we are ar med with the right knowledge for our rapid franchise expansion and we’re looking forward to continuing our relationship throughout 2024 ”

Knights, one of the fastest-g rowing legal and professional ser vices businesses in the UK, has more than 10,000 business clients ser viced by 26 off ices across the UK n

“first investing in a chise came down to two nted to be my own boss and ence to children living in my raised my two children.

Mathnasium’s multi-unit strategy to reach network growth goals

Mathnasium repor ts that with the ongoing interest in the quality of the UK’s education system, more parents than ever are investing in their children’s future by sourcing additional tutoring, which has led the brand to set its sight on its 100th UK location as demand g rows

John Preston, the UK master franchisee of Mathnasium, said: “Our recent and

unwavering network g rowth is a testament to the value of our maths-only tutoring ser vice The strength of our franchise model has meant that it is actually our existing franchisees investing in second, third and even four th centres bolstering this g rowth

“Multi-unit g rowth has become a strategic goal for our brand and I’m

excited to see who it will be to launch our 100th centre in the not-too-distant future ”

Preston, who is also a multi-unit franchisee, said he is a real advocate of operating multiple centres and is keen to suppor t his peers to explore expansion oppor tunities to reap the rewards of operating a large-scale business

Franchisee Dan Tregoning who launched his second Mathnasium centre in Notting Hill, West London in September, having opened his f irst centre in nearby Fulham in 2020, said: “I’ve been keen to expand my reach to nearby communities and essentially offer our ser vices to as many local families as possible. Mathnasium of Notting Hill has had a phenomenal f irst quar ter

“I’ve been really pleased with the number of students that have signed up and we’ve been embraced by the community with open ar ms The personal relationship with the parents and children is of paramount impor tance to me and has for med the foundation of

my business model, which is a testament to the success I’ve achieved and the demand for a second location ”

Seven miles nor th, in Muswell Hill, Mar tin Heaton-Cooper opened the doors of his second centre (pictured above) last summer said: “My reasoning for f irst investing in a Mathnasium franchise came down to two clear motivations –I wanted to be my own boss and I wanted to make a difference to children living in my community, where I have raised my two children

“Having spent most of my cor porate career commuting across London, missing the school r un and bedtime,

I felt something had to change Investing in a Mathnasium franchise gave me my life back I work just as hard, if not harder, now than I ever have but the work I do is so valuable and rewarding that investing in a second franchise was an easy decision for me

“I’m excited to see where I can take both centres in the future I feel this was the best possible decision for my family and the commitment I have made as a franchisee now suppor ts other families living right on my doorstep It’s a win-win ” n

020 7078 7247

www mathnasium co uk

We Love Pets reports rave reviews from anonymous franchisee sur vey

We Love Pets have revealed the results of its f irst anonymous franchisee sur vey of individually selected franchisees who own and r un branches of the brand in 187 locations across the UK

The franchisor says it awards on average 20 new franchisees a year and none, who adhere to the operational model, have failed

The full-ser vice pet care franchise founded in 2008 is owned and r un by for mer lawyer Jo White and her animal exper t husband, Ryan (pictured)

The results of the franchisee sur vey, which 84 (75%) of their 112 franchisees responded to, compares favourably to an approximate industr y standard response rate of 30%, says the franchisor

Alongside questions such as ‘what areas of the business do you think we could improve upon’, franchisees also answered three benchmarking questions, which received the following responses:

● 91% said they ag reed or strongly ag reed with the statement ‘I love being par t of the We Love Pets Family ’

● 90% said they ag reed or strongly ag reed with the statement ‘The We Love Pets culture is suppor tive, and I feel like par t of a family ’

● 88% said they ag reed or strongly ag reed with the statement ‘If I need help, I know where to get it ’

Action points taken from feedback included: enhanced engagement for year

“one franchisees, more educational webinars, increased updates on technology issues and new monthly insight updates

Matt Davey, We Love Pets director of strategy and operations, said: “We are ver y pleased with the results of this anonymous sur vey, which has given our network a voice and created a space for total honesty. Sur veys are not just about identifying what we do brilliantly but also hearing about the things we need to pay more attention to and not shying away from f ixing them.

“We take a ‘co-creational’ approach, a ‘you said, we did’ stance, bringing the network into the equation on what we need to do The sur vey also provides an impor tant inter nal satisfaction benchmark that allows us to pull on a powerful data set and steer the ship in an ever-improving direction

“We have shared the results with the network so there's total transparency about what we're going to improve, which in tur n generates tr ust and honesty and encourages improved engagement as we move forward.”

We want to continually improve, which requires honest feedback to keep us on track We decided to make this survey anonymous to encourage franchisees to be brutally honest, to help us make the right decisions based on data and facts.

Tracey Alexander, the franchisee for Reading East who has owned her franchise for 10 years, comments: “I think the response and actions they have taken since the sur vey have been brilliant; they’ve clearly taken into account ever ything that people said

“We Love Pets has always been a ver y suppor tive company where I’ve always felt able to raise any issues, I wouldn’t still be here 10 years later if I didn’t, but it’s good to have the option for the network to give anonymous feedback ”

‘Feedback to keep us on track’ Franchisor Jo White said: “It is impor tant that we monitor our network of franchisees and the suppor t we give them. Naturally, we want to continually improve, which requires honest feedback to keep us on track We decided to make this sur vey anonymous to encourage franchisees to be br utally honest, to help us make the right decisions based on data and facts

“We’re delighted to hear how happy our franchisees are to be par t of the We Love Pets family and we’ve already begun addressing issues brought to our attention. 2024 is going to be a big year for us, with exciting announcements due in the next few months We look forward to taking We Love Pets to new heights with a fully engaged network in the ver y near future ”

We Love Pets counts a veterinar y surgeon amongst their 10 members of staff, who advise on policies, guidelines and r un in-house workshops for franchisees Before opening, all franchisees must complete a Continuing Professional Development training course in pet care through its own training company, Novabright. n

www.welovepets.care/franchise

Uncover new prospects with GoCruise & Travel

The cruise specialist has refreshed its franchise offering and launched a new prospectus for those looking for a new opportunity in travel selling.

Whether it’s embarking on a once-in-alifetime voyage or staying in style at a luxur y retreat, the vast ar ray of trips bookable through GoCr uise & Travel ensures that ever y type of dream holiday is taken care of

As a cr uise specialist, GoCr uise & Travel works with some of the industr y’s top names, so travellers planning their dream sailing will be sure to f ind one that ticks all the right boxes.

What’s more, a stress-free trip for clients is guaranteed, as GoCr uise & Travel looks after ever y aspect of the holiday from star t to f inish, meaning that all travellers need to do is enjoy themselves

And, for those keen to help holidaymakers plan ever ything from exciting city breaks to sun-soaked cr uise trips, GoCr uise & Travel has launched a new prospectus with three different training packages – perfect for both

“experienced travel sellers and those new to the industr y

About the franchise

The GoCr uise & Travel Franchise, which is par t of Fred. Olsen Travel Ltd., comprises individual business owners who help clients f ind, organise and book their dream holiday The franchisees also offer invaluable holiday advice, which is both independent and unbiased

Thanks to the strong relationships

GoCr uise & Travel has with its trade par tners, there are g reat holiday and cr uise deals to be taken advantage of Members benef it from the network’s par tnerships with leading cr uise companies, including P&O Cr uises, Azamara and Silversea Cr uises, and can develop their industr y knowledge and exper tise with help from suppor tive colleagues across the business. Plus,

The GoCruise & Travel Franchise, which is part of Fred Olsen Travel Ltd., comprises individual business owners who help clients find, organise and book their dream holiday. The franchisees also offer invaluable holiday advice, which is both independent and unbiased.

travellers can rest easy knowing their holiday is ATOL and ABTA-protected

Joining the team

The network of GoCr uise & Travel franchisees stretches across the UK with more than 60 individuals booking getaways for their clients.

For those considering joining, there are three academy training options to choose from (costs are subject to VAT):

● The New to Travel package (£4,995) gets beginners up and r unning

● The Returning to Travel option (£995) is perfect for those with some experience.

● The Experience in Travel route (£295) is for knowledgeable travel sellers who want to get to g rips with the GoCr uise & Travel way of working

There’s a joining and small monthly fee that covers all the licensing you’ll require and the suppor t you’ll benef it from

Franchisees can even ear n £80,000, or more, a year Also, with GoCr uise & Travel being par t of Fred Olsen Travel Ltd., it’s possible to ear n 100 per cent commission from in-house tour operator Fred Holidays

For more infor mation about GoCr uise & Travel Franchise oppor tunities, take a look at the new prospectus here or contact Colin Mar tin-Weekes, franchise general manager, on 07880 290 993 or colin@gocr uiseandtravel co uk n

Chopstix continues transport hub rollout with new site at London Victoria station

Chopstix, the Pan-Asian restaurant brand, repor ts it has continued its impressive g rowth trajector y with the opening of its second equity site of 2024 at Victoria Station, London, following an opening at Festival Place shopping centre in Basingstoke, Hampshire.

The new London site is located in the station’s shopping and eating destination, Victoria Place, on the f irst floor Food Ter race and marks another step in g rowing brand presence at high prof ile transpor t hubs said Chopstix

The brand’s por tfolio of sites at travel locations include motorway ser vice areas and tube stations, as well as London Luton Air por t, its f irst air por t site that launched last summer

Jon Lake, managing director of Chopstix, said: “Operating in high footfall transpor t hubs not only drives

revenue, but also g rows brand awareness, so we’re delighted to have secured such a high-prof ile location at Victoria Place

“Our transpor t hub sites play an impor tant strategic role in our expansion plans, however it is clear our success is not restricted to one for mat or location, with shopping centre sites, high street stores and locations at holiday resor ts all delivering excellent retur ns

“It’s going to be another big year for Chopstix, and opening two fantastic equity sites is exactly how we wanted to star t 2024 ”

The Chopstix Group says it has

undergone a period of brand development and expansion, as it sets its sights on Chopstix becoming the largest Pan-Asian quick ser vice restaurant on the continent

Chopstix adds that it has a strong pipeline of new sites this year through both company operated and franchised outlets with par tners such as Butlin’s, Haven and Welcome Break

The Chopstix Group consists of more than 100 Chopstix outlets, in addition to 10 sites operating as Yangtze and 25 franchise sites under the Chozen Noodle brand n

www chopstixnoodles co uk

Snap Fitness looking to maintain momentum as membership surges

The global f itness franchise Snap Fitness repor ts it is looking to build on a successful 2023 by having plans in place to ensure its brand will maintain momentum during 2024

After a record-breaking month for Snap Fitness in December, epitomised by the opening of the Drogheda club in Ireland where its franchisee Peter Dhillon ‘smashed’ club pre-membership sales, Snap Fitness says it has already secured several new locations across the UK and Ireland

Franchisee Dhillon said he was not sur prised by the brand’s g rowth in Ireland: “Since opening my f irst Snap Fitness ter ritor y, I’ve been hugely impressed with the number of members coming through the door It’s not uncommon to have well over 150 members on site during peak hours.

““This is because we have an emphasis on providing the best equipment and offering a welcoming staffed environment, unlike other gyms that settle for lower-spec options and are happy to leave their gyms unmanned ”

Snap Fitness have also recently opened at Bolsover (pictured above), Derbyshire; Nor thwich, Cheshire; and Peterborough, with fur ther sites secured for Whitstable, Kent; Fareham, Hampshire; and Sligo in Ireland

Reflecting on its milestone last year with the opening of six new clubs across the UK and Ireland, Snap Fitness said this contributed to a surge in membership g rowth of 23 7 per cent over 2023 and highlights that clubs that have been open

What truly sets Snap Fitness apart is our commitment to promoting a family-first, fun ‘One Team’ culture Every club is designed to be more than just a fitness space; it’s a community where our members feel valued and supported.

for longer than 12-months also saw a 9 21 per cent increase in members

Kristen Horler, head of sales at Snap Fitness says she is proud of the brand’s achievements:

“One of the reasons I joined Snap Fitness was I could see the franchise was really going places Looking back on our remarkable 2023, I’m excited to see such an influx of new openings

“What tr uly sets Snap Fitness apar t is our commitment to promoting a familyf irst, fun ‘One Team’ culture Ever y club is designed to be more than just a f itness space; it’s a community where our members feel valued and suppor ted. I’m really looking forward to what 2024 has in store as we move closer to celebrating reaching our landmark 100th club across the UK and Ireland.” n

www.snapfitness.com/uk

How to navigate your way through your first franchise resale

By Pip Wilkins, Chief Executive Officer, British Franchise Association

Are you a relatively new franchisor who wants to know more about the subject of franchise resales and what you need to do to ensure both outgoing and incoming franchisees are getting a good deal and being fairly treated?

Franchise resales can be an overlooked subject in the r ush to sell g reenf ield sites, until the moment your f irst franchisee raises the subject of selling their ter ritor y

With this in mind I asked Chris Rober ts, franchise and funding mentor, trainer and consultant, for his thoughts on the subject, followed by a Q&A with experienced franchisors Ben Brookes (managing director of Agency Express) and Mar tin Bunney (director of acquisitions, recr uitment, and proper ty at the Belvoir Group)

Selling your first franchise resale – an over view by Roberts

When a franchisor gets to the stage where, for the f irst time, they have a franchisee who sells their business for a good but fair price, they really have reached a huge milestone in the evolution of their franchise network. Why is this the case and how can they make the process easier for all concer ned?

Demonstrating efficacy of your franchise

Selling a franchise resale ter ritor y is

“Franchise resales can be an overlooked subject in the rush to sell greenfield sites, until the moment your first franchisee raises the subject of selling their territory.

proof for all to see (prospective franchisees, existing franchisees, the franchise community itself and of course those all-impor tant lenders) that the business model, the brand, the training would appear to be working well and that there is def initely a market for the product and/or ser vices sold

External validation by professionals

This ‘conf ir mation’ comes about in reality because in the build up to the completion of the sale, there is nor mally a signif icant amount of due diligence under taken by various ‘independent’ professionals including lawyers for both sides, the buyer’s accountant or business consultant, the franchise depar tment of a bank and of course the bank’s own underwriters

Motivate the existing network

The franchisor can also use the ‘evidence’ of successful resales to demonstrate to both prospective and existing franchisees that if they plan and work hard, not only will they achieve a monthly income for themselves, but through careful planning they will also be able to build the value of their asset and sell it for a lump sum in the future, i e make a signif icant capital gain

The secret to franchising success

This latter methodology really can be the secret to a franchisor’s success because:

● The value of a franchisee’s g rowing business is largely based on its prof itability, which is in tur n, is largely based on g rowing its tur nover which in tur n leads to increased royalties or management ser vice fees for the franchisor, and

● The actual value of the franchisor network will also increase more quickly,

Although it does not cost more to sell a resale territory, it is much more labour intensive and requires many more hours of your personal time

using the same logic, creating a ‘winwin’ situation for the franchisor

A f inal word – please remember that the franchisor should ensure they take control of the process using the franchise ag reement and operations manual and have clear resale guidelines and procedures in place

The Q&A

What is the difference between a franchise resale and a greenfield territor y sale?

Brookes: It’s impor tant for new franchisors to understand that resales are completely different to selling g reenf ield ter ritories Initially you’ll be spending a lot of time making sure the outgoing franchisee’s business is ready for sale, working with them to f ind a suitable buyer; and f inally guiding the new franchisee through the f irst few weeks and months to ensure no problems with ser vice deliver y and to protect against possible damage to brand reputation. Although it does not cost more to sell a resale ter ritor y, it is much more labour intensive and requires many more hours of your personal time

Bunney: Interestingly, the Belvoir Group don’t sell ‘cold star t’ businesses anymore, prefer ring to offer all incoming franchisees a ‘war m star t’ business. We found that the working capital

ADVICE FOR FRANCHISORS

requirements were too onerous for our franchisees to be prof itable, in a reasonable timeframe, so now our franchisees buy a ter ritor y and a going concer n business at the same time, with us making recommendations on funding the purchase of the competitor’s business to help them get star ted.

Are franchise resales good for a network?

Brookes: Yes, resales are ver y good for the network It is impor tant existing franchisees see that they can sell their businesses for decent prices, which keeps them focused on g rowth. It also brings in new enthusiasm and ideas which helps keep ever yone motivated and engaged

Bunney: Absolutely, resales show a healthy franchise business When a new franchisee joins us, they are immediately put in touch with the relevant regional networking g roup which helps them to settle in and forge new relationships Although we always tr y to ‘step-up’ with incoming franchisees that’s not always possible, as the exiting franchisee is often of a ver y high caliber who wishes to sell for ver y valid reasons However, we apply considerable resources to suppor t g rowth of the new franchised business.

Day one – when are you leaving?

Planning an exit strategy

Brookes: It’s impor tant for me to understand what a potential franchisee is tr ying to achieve with their purchase from the day that they join, so I can help them prepare for their exit. A franchise ter ritor y can take anywhere from three months to three years to sell and it is impor tant the business is properly packaged for sale, which can take time. Franchisees who plan well tend to achieve a higher resale price and generally have an all-round better experience.

Preparing the business for sale

Bunney: Once a franchisee has decided it is time to sell there are a variety of pieces of infor mation we need to gather and update Firstly, we need to evaluate the market value of the business, then we need to make sure the management

infor mation is up-to-date, this should include details of the owners, staff, premises (if applicable), trading histor y, projected g rowth, etc.

Choosing the right new franchisee for a resale

Brookes: Pre-qualif ication is more relevant than ever with a resale franchisee in contrast to a g reenf ield franchisee After having an initial Zoom call with them, telling them about the ter ritor y, making sure they understand the f inancial requirements, we put them through the same recr uitment process as a g reenf ield ter ritor y sale – a discover y day, insisting that they talk to other franchisees, etc We will also have prepared a bespoke ‘resale pack’ with full details about the business for sale.

Once they are happy to proceed, we will go over some f inancial projections for the business. It’s a hybrid projection that is bespoke for them created by taking the income and extrapolating a g rowth cur ve, but being much more conser vative than we would be with a g reenf ield site If those f igures meet with their approval, we then weave that into their business plan

Is a prospective resale franchisee different to a prospective greenfield franchisee?

Brookes: In a word, yes. No matter what anyone says, if you are buying a g reenf ield franchise, you are in sales –selling your new business to clients, so you need that kind of personality. When you are buying a resale, an ongoing business, we are looking for a more rounded personality with more organisational and management skills.

How do banks view franchise resales?

Brookes: A franchise resale obviously comes with a trading histor y which is good, but the incoming franchisee needs to be a strong candidate – the bank will be judging them as much as judging the viability of the business, so it’s impor tant they have the necessar y skills

What legals are involved in selling a resale franchise?

Brookes: When selling a resale there are two legal documents involved Firstly the franchise ag reement and secondly the

resale ag reement which stipulates what the incoming franchisee is buying from the outgoing franchisee; it also states what the outgoing franchisee can and cannot do following the sale of the business

Bunney: Being a legally regulated sector we have a little more work to do, with approximately 160 compliance regulations to adhere to, and an entire depar tment devoted to ensuring our franchisees are compliant

How does the training and support you offer a resale franchisee differ from a greenfield franchisee?

Brookes: Our initial training is the same It is impor tant that the franchisee knows exactly what is required to r un the business but then yes, we will spend extra time with them on areas such as managing capacity and work lists

What is the ‘plateau’ problem with resale franchises?

Brookes: We want all our franchisees to g row their businesses, whether they bought a g reenf ield ter ritor y or not, and it’s not uncommon to see a resale franchise plateau if the owner just keeps it ticking over. That’s not what we’re looking for; we want continual g rowth and will work with franchisees to ensure they are achieving their targets

Bunney: We tackle this by making sure we regularly review the business plan they presented right back at the beginning of the sales process, to make sure they are on track and g rowing as projected

Summar y

Franchise resales demonstrate that your franchise is working as it should, giving your franchisees the oppor tunity to sell their investment and realise the capital generated in the business

It takes a lot more work to sell a resale ter ritor y and choosing the right new franchisee is ver y impor tant Having a clearly laid out pathway, sticking robustly to the business plan, and offering continued suppor t to your new franchisee you should be able to negotiate this milestone in your company’s histor y with ease n

Sur vey reveals franchising remains a preferred route to success for entrepreneurs

Recent industr y research has uncovered fresh perspectives for anyone considering investing in a franchise or expanding an existing por tfolio

The sur vey conducted by The Franchise Exhibitions and BusinessesForSale com aimed to understand the motivations of prospective franchisees and lear n more about what they are looking for.

A total of 335 aspiring entrepreneurs were sur veyed, offering their perceptions of the business model from a range of angles These viewpoints provide invaluable and much-needed insights that potential franchise investors can reflect on and apply to their own jour ney to business ownership

It revealed answers to questions such as ‘What makes a franchise brand attractive?’ and ‘What prevents you from investing?’, which paint a picture of franchising as a much-tr usted business model for both existing and new entrepreneurs

Younger generations looking for financial freedom

The cost of living and inflation are heightening concer ns of f inancial instability, par ticularly amongst a

younger generation who are looking for comparatively low-risk ways to improve their quality of life.

The sur vey said 67% of respondents were under the age of 45, indicating that young adults are looking at ways to control their own f inancial futures without some of the common pitfalls that come with star ting a business from scratch.

Investing in a franchise offers an established system with statistically lower failure rates. Nearly 60% of star t-ups fail in the f irst three years, and according to Beauhurst, the data platfor m, 54% of the companies they assessed became stagnant within f ive years, and only 23% scaled successfully

With a franchise, investors benef it from an established brand, a tried-and-tested business model and the ongoing suppor t of the franchisor and wider network, helping to avoid some of the challenges of a star t-up business

For 57% of sur vey responders, it’s exactly the backing and suppor t that a franchisor brings along with the established reputation of their brand that holds the key to success

Similarly, half of those sur veyed conf ir med that among the benef its drawing them towards the model are the existing marketing strategies and the ongoing training and suppor t that franchising is famous for

It’s safe to say the results reflect a new generation’s strength of conf idence in franchising as a route to business success and f inancial freedom commented the sur vey organisers.

What makes a franchise brand attractive to entrepreneurs?

An overwhelming 75% of respondents ag reed that being a franchisee has more advantages than disadvantages; it’s clear that those who are researching their investment options f ind franchising an attractive proposition based on the model’s core principles

Interestingly, franchising appears to be equally popular amongst f irst-time entrepreneurs and those looking to expand, with 37% of respondents cur rently employed and 36% existing business owners

When asked which components of the model were most attractive to them, respondents indicated:

● 57% believe a franchisor’s commitment to helping them succeed is cr ucial

● 53% are looking for effective marketing strategies with proven retur n

on investment to suppor t their long-ter m g rowth

● 49% are looking for ongoing training and suppor t throughout the length of their franchise ter m

● 47% of entrepreneurs are looking for a franchise with g rowth potential, to enable them to build an asset to sell or pass on.

Perhaps one of the more sur prising f indings is that 48% of entrepreneurs would pay close attention to the franchisor’s commitment to environmental, cor porate and social responsibility when choosing which brand to invest in.

This reflects consumer concer ns as highlighted in a repor t by PwC, the professional ser vices and accountancy brand, which found that 76% of shoppers avoid purchasing from companies that treat the environment, communities or employees poorly, posing impor tant questions for prospective business owners

The biggest hindrances to commitment

Investing in a franchise is a big decision, and entrepreneurs are transparent about their concer ns Data from the sur vey revealed that several factors cause people to pause before committing to a franchise:

● 48% of entrepreneurs f ind additional costs and commitments an obstacle

To manage these expectations, franchise investors should ask as many questions

as possible before making a choice

Many franchisors have close relationships with funding providers, and will assist with business plans, lease negotiations and supplier contracts to ease these pressures

● 42% of investors are still looking for the right franchise brand

When searching for a franchise, entrepreneurs should consider their goals, f inances and skills in the f irst instance

Discovering your perfect franchise match

Even with such compelling reasons to embark on your jour ney to franchise ownership, fur ther investigation is essential so that you f ind the right business for you Lots of infor mation can be found online or in industr y publications, but there is no substitute for getting to know the people you’ll be working alongside

The sur vey found that 70% of respondents indicated meeting franchisors face-to-face will be a cr ucial element of their due diligence before investing Likewise, 52% of entrepreneurs indicate that speaking to existing franchisees is impor tant to them.

These, and many other requirements prospective franchisees have as they embark on their research, are easily met during a visit to one of The Franchise Exhibitions held twice a year at Olympia London and the NEC, Bir mingham

The next event – The National Franchise Exhibition – will take place on 4th and 5th October 2024 with the exclusive suppor t of the British Franchise Association (BFA)

A visit to the NEC, Bir mingham, offers the perfect oppor tunity to unlock the lucrative potential of the franchising business model The UK’s flagship event allows entrepreneurs to network with franchisors, franchisees and a whole community of industr y exper ts all under one roof to fully immerse themselves in the world of franchising

Bringing together an ar ray of business oppor tunities – from management to hands-on, premises-based operations and

working from home – there’s a franchise to suit any budget, interest or ambition

The exhibition offers visitors the unique oppor tunity to meet industr y-leading franchise brands face-to-face from a vast range of industries, including Fireaway Pizza, Home Instead, McDonald’s, Subway, T4, Vodafone Business IT Hubs, and many more

Choose from a packed prog ramme of 50 plus free talks across four theatres covering all the fundamentals of franchising to more specif ic nuances within the industr y. Visitors will gain an in-depth understanding of the business model, lear n more about the latest trends and get practical tips on ever ything it takes to become a franchisee.

The unparalleled line-up includes representatives from many established brands, franchise exper ts and successful franchisees, alongside a series of exclusive educational seminars from the BFA

Plus, take advantage of free, one-to-one advice from a range of industr y exper ts These include independent advisors, f inance providers, specialist lawyers and consultants who will all offer complimentar y face-to-face advice throughout the event

Business owners thinking about franchising their business will also f ind a wealth of infor mation and exper t guidance The event’s Grow Your Own Business area is the perfect place to obtain insights and knowledge about whether a business might be at the right stage to franchise

Wherever you are on your franchise jour ney, from lear ning how the model works to actively researching your investment options, The Franchise Exhibitions are carefully designed to help future franchisees take the next steps towards fulf illing their dreams of business ownership n

● To book free tickets to The National Franchise Exhibition at the NEC, Bir mingham on 4th and 5th October 2024 or to f ind out more about what’s going on, visit FranchiseInfo.co.uk.

“

ust a great restaurant concept; it works franchise. It has delivered a competitive current franchise partners, most of which second or third store. – Matteo Frigeri

Fat Phill’s signs UK franchise agreement for 100 stores

Fat Phill’s, the Amsterdam-based smash burger brand, has announced it has entered into a franchise ag reement with Auntie Anne’s UK master franchisee, Freshly Baked Ltd , to develop the brand across the UK

The par tnership has been co-ordinated by the London-based food franchise consultancy, Seeds Consulting, with an ag reement for Freshly Baked to develop 100 locations over the next 10 years

Fat Phill’s was founded by Ar min Vahabian in 2019 and has since expanded to 17 locations across the Netherlands The brand specialises in fresh to order smash burgers, Americanstyle sandwiches and cheesesteak fries and says it has become the fastest g rowing burger brand in the countr y

Vahabian commenting on the ag reement said: “We are excited about par tnering

with Freshly Baked Their track-record as a master franchisee for Auntie Anne’s speaks for itself: they are str uctured to roll out and have a deep understanding of our sector and the franchise relationship ”

Matteo Frigeri, director at Seeds Consulting, added: “Fat Phill’s is not just a g reat restaurant concept; it works equally well as a franchise It has delivered a competitive ROI and g rowth for all its cur rent franchise par tners, most of which are already opening their second or third store ”

Max Bur ton, managing director of Freshly Baked Ltd , said: “We are delighted to be par tnering with Ar min and his team in Holland. Initially we are focussing on opening three stores

between 1,000 sq ft and 1,800 sq ft, more likely to be in Greater London high streets with stores being centrally located within busy conurbations.

“What attracted us to Fat Phill’s is the quality of their smash burgers and associated offers, their moder n shop f it design and attention to detail from the franchisor ”

Freshly Baked Ltd. operates 38 Auntie Anne’s locations in the UK Last year it ag reed to renew its master franchise ag reement with the U S -based Focus Brands for a fur ther 10 years, to more than double its UK estate of pretzel stores n

matteo@seeds-consulting co uk max@auntieannes.co.uk

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 Benefit

ADVICE FOR FRANCHISORS

‘The age-old problem of franchisee recruitment’

By Rik Hellewell, Founder, Ovenu

It is suggested by many that the largest franchise in the world is Subway Others put forward McDonald’s and KFC

But where does this leave the latest winners of the U S Super Bowl LV111, the Kansas City Chiefs? Or even the Star Wars franchise Do the UK for mer railway franchises such as Virgin Trains make the list

There are potentially hundreds, if not thousands, of people ever y week throughout the UK contemplating setting up a business of their own and seeking a better work-life balance The vast majority would not have considered a franchise, as the def inition of a franchise has become ‘muddled’ over the past 20 years or so

Let’s be clear, teams that play American Football are football teams, Star Wars is a series of f ilms and Virgin Trains r un trains.

Here’s the perennial problem – often when people in the UK see the word franchise they visualise something completely different to what we franchisors would like them to see a proven business concept

I believe the demise of the ‘Franchise Sections’ within some of the national newspapers has not helped This is where readers ‘stumbled’ across the franchise sector and the benef its of business-for mat franchising as a route to self-employment

Once having been made aware of the UK franchise sector, readers subsequently engaged with franchise specif ic magazines and franchise exhibitions – all a for m of networking, gaining traction for the sector

And then along came the inter net –technology that has seen off many in the ‘tangible media’ It changed and

impacted all industries, not just franchising, in favour of the hand-held connected devices for infor mation

However, as the UK franchise sector had a g rowth spur t during the late 1990s and the 2000s, many businesses decided to adopt the franchise model – some did ver y well by all accounts; others not so

Those who fell by the wayside str uggled to attract franchisees into their network and the problem remains the same today since people ‘stumbled’ across the franchise sector by accident.

What can franchisor’s do to solve franchisee recruitment?

● Contact their franchise trade association and request it allocates a propor tion of membership fees back into acquiring more prospects to f ind franchises – this time by design and not ‘stumbled’ upon

● Find out what existing franchisees were looking for online before they invested My guess is they were not necessarily looking for a franchise

Whilst the franchise sector in the UK is proving to be successful for many, more franchises could and should be thriving with an ever g rowing list of applications from prospective franchisees for the hundreds of top-notch, proven franchised business models out there just waiting to be discovered.

Franchisors in the UK are doing their best to raise awareness of the franchise they are offering, the ‘shar p thinking’ suggests that signif icantly more needs to be done collectively to raise the sector’s prof ile to the wider audience. n

nicenstripy adds North Wiltshire to its network

NICENSTRIPY has launched in Nor th Wiltshire as its newest franchisee, Adam Payne takes the ter ritor y and will be providing garden maintenance ser vices across Swindon, Cirencester, Chippenham and the sur rounding area.

Payne brings a wealth of experience to his new business venture, following a 15-year tenure in a facilities management company specialising in landscape maintenance

His transition to nicenstripy is driven by his profound love for gardening and the outdoors, and his professional jour ney combined with a personal connection to nature, positions him as the ideal custodian for commitment to excellence, said nicenstripy

Payne said: “I can’t wait to bring stripey lawns to Swindon and the sur rounding area After looking for gardening business oppor tunities for a while I found nicenstripy’s high levels of training, professionalism and core values, which all align with my personal ethos perfectly

“I have a passion for helping people and making the most of their outdoor space, from small front gardens to commercial off ice workplace gardens This marks the next step in my gardening career and I am ready to kick off and make a massive impact to my clients ”

Chris Tinsley, managing director of nicenstripy, added: “Adam has a wealth of experience having achieved a wide range of qualif ications in the gardening space. He is a friendly and talented gardener who will deliver high standards of communication and workmanship ”

Payne will offer a comprehensive suite of ser vices, including lawn mowing and maintenance, hedge trimming and garden clearance ser vices n

www.nicenstripy.com

XCELERATE GYMS opens its latest family-focused fitness facility in Hackney, London

XCELERATE GYMS, the f itness brand that has built its concept around ever y member of the family, has opened its latest family-focused f itness facility at London Fields, Hackney in East London.

At the hear t of the gym is the large studio, designed to enable all members –including younger X-Nation members aged f ive to 15 years-old – to maximise their training with bespoke and exclusively designed f itness, combat spor ts and mar tial ar ts classes led by spor t-specif ic coaches and exper ts

XCELERATE said it launched membership sales for London Fields in November last year which saw new Founder Members signing up within minutes of the sale going live and since opening, the gym has been met with really positive feedback

Iain Mur ray, managing director of XCELERATE GYMS, commenting on the opening of the London Fields facility, said: “All those involved have worked really hard to get the new gym open and it looks g reat! We have had a brilliant response from the local community and there was a lot of

excitement sur rounding the new site which led to a strong pre-sale

“The XCELERATE GYMS team were all delighted to welcome new business owner Sasha into our family of franchisees. Together, we are set to make a positive impact on the London Fields

to launch our new gym and enjoyed r new members to our launch party. ted, supporting all our Founder Members b that is a genuine asset for the local

community, and on the XCELERATE GYMS brand, as we secure new ter ritories and open new gyms across the UK.”

Commenting on their new business, franchisee Sasha Kaveh, said: “We are delighted to launch our new gym and enjoyed welcoming all our new members to our launch par ty We can’t wait to get star ted, suppor ting all our Founder Members and creating a f itness hub that is a genuine asset for the local community ”

The new location joins the g rowing por tfolio of XCELERATE GYMS at

facilities in East Grinstead, West Sussex and London gyms at Edgware and Forest Hill

XCELERATE GYMS was founded in the UK in 2020 with the vision to be the ‘beating hear t’ of local communities, as individuals and families focused on their health, wellbeing and f itness

The company explains that its unique family offering is at its core, taking a full 360-deg ree view of its members’ health, f itness and wellbeing; and gives them the suppor t, the tools and advice from exper ts to help them maximise ever y element of their mind, body and soul

XCELERATE says ever y member is suppor ted with bespoke prog ramming based on scientif ically proven suppor t strategies founded in elite spor t to empower members, ir respective of their cur rent f itness level to help them unlock their full potential and achieve their personal best.

The franchisor added that it has prime ter ritories available across the UK and its franchise oppor tunity aims to get new franchisees into business with an open gym within six months n

www.xcelerategyms.com

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.

www.stocktakeuk.co.uk

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.

0800 027 4128

Co-op unveils first Welsh franchised store

The Co-op has launched its f irst Welsh franchised store to ser ve and suppor t the Parc Derwen community of Bridgend, South Wales

The convenience retailer operates approaching 40 franchise stores and says it is committed to g rowing its franchise model to bring its products and the benef its of Co-op membership to more communities

The 2,700 sq ft Parc Derwen outlet includes an in-store baker y and Costa coffee alongside a focus on fresh, healthy products; meal ideas; ever yday essentials; food-to-go; Fair trade products, and free-from items including vegan and plant-based products

Customers will also be able to order online for home deliver y through

Mar tin Rogers, director of par tnership development at Co-op, said: “We are delighted to open our f irst franchise store in Wales. It is a tried and tested model, where our franchise par tners utilise Co-op’s market leading convenience exper tise to operate their own store under Co-op’s iconic brand –allowing us to bring Co-op products to more places, closer to where our member-owners and customers live and work.

“It is a channel we are focused on g rowing, as we work closely with par tners of pedig ree who share our values and principles in order to expand our franchise operation ”

Suresh Edirimuni (above), Parc Derwen joint franchisee with Ramesh Nadarajah, added: “We are delighted to launch and really looking forward to welcoming member-owners and customers. Our aim is to operate at the hear t of local life, and we’ve worked to develop the range, choice and ser vices to create a compelling offer to suppor t our community ”

As one of the world’s largest consumerowned co-operatives, the Co-op says its members own the business and play an intrinsic par t in the gover nance of the organisation, enjoying a wide number of benef its including member-only pricing across ever yday essentials and personalised offers through the Co-op Membership app n

www coop co uk/franchise

LAWN CARE FRANCHISE

Greensleeves unveils new brand identity

Greensleeves Lawn Care has launched a new brand identity and website to reinforce its position in the UK lawn care market. The new look is designed to represent the core values of the business – tr ust, quality and exceptional customer ser vice

The company says the comprehensive rebranding, the f irst in its 25-year histor y, completely refreshes the franchise’s visual identity and builds on it becoming the largest lawn care provider in the UK, while continuing to put the customer at the hear t of the business

The branding is being introduced throughout its network of over 100 locations with new van liver y and unifor ms, in addition to marketing materials and its social media Greensleeves adds that the new logo builds on brand recognition while being cleaner, fresher and moder nised

Greensleeves consumer website has been redesigned to improve user experience and engagement to increase customer enquiries, conversion rates and generate more leads for its franchisees.

Cher yl Har per, managing director of Greensleeves, said: “In our mission to reach and ser ve our 80,000 plus customers, we have carefully designed and developed our new website to streamline the ser vice experience This digital platfor m is tailored to ensure ease of access to our ser vices for ever yone,

whether they are new or long-standing customers, reflecting our commitment to convenience and customer satisfaction ”

‘Valuable insights and feedback from franchisees’

Greensleeves explained that it worked collaboratively with an exter nal agency par tner and in consultation with its Franchise Advisor y Council (FAC) to ensure the rebrand met the needs of their customers and their franchise network This par tnership involved workshops, focus g roups, and market research to gather valuable insights and feedback from franchisees

Chris Dibble, a member of the FAC and franchisee of Greensleeves Tunbridge Wells, added: “This investment in the brand is a huge step forward and will give the franchisees a fantastic set of tools to make 2024 the best year yet The website is going to make it easy for customers to book treatments for their lawn, which can only be a good thing for customers and franchisees alike ”

Har per concludes: “Our new slogan

‘The UK’s number one tr usted lawn care provider’ reflects our customers’ 5-star reviews on Tr ustpilot and encapsulates our ethos and promise to our customers to be a leader in the lawn care sector.

With the rebrand implemented across the network, we can now focus on the continued g rowth of Greensleeves ” n

www.greensleevesfranchise.co.uk

What is ‘content creation’ and why is it vital for your franchise?

By Lucy Archer, Co-founder, Rev PR

Content creation – it’s a phrase we hear ALL the time now But what does content creation actually mean? Understanding its impor tance for brand awareness and tr ust building is vital if you’re going to g row your franchise

In case you didn’t know, Rev PR is a PR agency that specialises in franchising Over the last two years, we’ve witnessed the transfor mational impact of content creation in the fastevolving landscape of public relations And yes, ‘content creation’ has become something of a buzzword, yet its tr ue essence and its pivotal role in PR, especially for franchisees and franchisors across the UK, merits a deeper exploration

Let’s delve into the meaning of content creation, understand its signif icance, and uncover the best practices for utilising content to enhance brand awareness and foster tr ust

Unpacking content creation

● Definition and scope

Content creation, in the world of business, involves the crafting of engaging, relevant, and valuable materials that are aimed at attracting and retaining a def ined target audience. Wow, that’s a mouthful even for us! In laymen’s ter ms, it’s creating things that

“Unless your product or service is extremely niche, you’re going to have competition – whether that’s locally or nationally W ith this in mind, content creation serves as a beacon, illuminating your brand amid a sea of alter native options for your customers

attract and keep the right people reading, listening, and watching

This encompasses a wide range of for mats – from blogs, ar ticles, and social media posts to videos, podcasts, and infog raphics Bringing to life messages that not only resonate but also infor m and connect on a personal level

Essentially, anything you write, f ilm, print, post, and even say about your franchise falls under the scope of content creation You can’t do business without it

● Evolution of content creation

The advent of digital signif icantly broadened the scope of content creation, transitioning it from traditional press releases and broadcasts to a complex ar ray of online content

This evolution underscores the necessity for franchisees to adopt a multifaceted approach in your content strategy Put simply (because that’s how we like to do things) you must ensure you reach your audience across numerous channels,

About the author

with multimedia content tailored to their preferences

The importance of content creation in PR

● Building brand awareness

Unless your product or ser vice is extremely niche, you’re going to have competition – whether that’s locally or nationally With this in mind, content creation ser ves as a beacon, illuminating your brand amid a sea of alter native options for your customers. The content you create should distinguish your franchise through stories that are compelling and nar ratives that are memorable, ensuring you stand out for all the right reasons

● Establishing trust and credibility

No matter the sector your franchise operates in, tr ust is paramount. If we’ve said it once, we’ve said it a thousand times People buy from brands that they KNOW, LIKE, and TRUST

Insightful and consistent content creation helps establish your brand as a leader

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

Do I need PR for my business?

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.

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

“The cor nerstone of effective content creation is a deep understanding of your target audience or audiences – it’s common to have more than one! This means delving into the needs, preferences, and challenges of your potential customers.

both in your local community and your sector Your content creation strategy should showcase your exper tise and commitment to quality, all interwoven with your unique culture and values. Laying this foundation of tr ust will attract loyal customers and even potential staff

● Engagement and relationship building

Beyond mere broadcasting, content creation should be used to spark meaningful conversations and build a community around your brand Done well, it offers an oppor tunity for direct engagement with your target audiences

The best strategies are ‘closed loop’, allowing for genuine engagement and feedback that foster deeper connections

Effective content creation strategies for PR

● Understanding your audience

The cor nerstone of effective content creation is a deep understanding of your target audience or audiences – it’s common to have more than one! This means delving into the needs, preferences, and challenges of potential customers

Tailor your content to offer solutions, add value, and avoid the hard sell For the love of Pete, please avoid the hard sell, will you? If you’re still f inding yourself doing this, give us a shout There’s no judgment here but we can help

● Stor ytelling and brand narrative

The ar t of stor ytelling is a powerful tool in content creation Wor ried you don’t have a ‘stor y ’ to tell? Think again!

● The jour ney of your franchise – why and how you star ted

● Personalities in business – who are your people and why are they special?

● Celebrating success and milestones

● Charitable effor ts and community involvement.

● Exciting and enter taining customer feedback.

All of this ser ves to make your franchise attractive and relatable

● Quality over quantity

While the urge to consistently chur n out content is understandable, prioritising quality over quantity is cr ucial Ar tif icial intelligence engines such as ChatGPT can create hundreds of pieces of content daily – so exercise caution

Audiences are already savvy to AI content and are actively seeking out authentic, human-led resources Use AI to speed up your processes and suppor t your content creation, but don’t rely on it completely

● Search Engine Optimisation (SEO) and visibility

Following on from the above – there is now so much content out there. By way of example, bloggers publish around 7 5 million posts on the inter net per day

Ensuring your content is discoverable is essential It’s therefore impor tant that your most powerful keywords (and general SEO best practices) are incor porated into your content creation process This will enhance visibility and drive long-ter m organic search rewards

Measuring the impact of content creation

● Setting objectives and Key Performance Indicator’s (KPI)

Someone ver y well meaning and clever once said, ‘What gets measured gets managed ’ It wasn’t renowned management theorist, Peter Dr ucker, before anyone r ushes to tell us. The Dr ucker Institute categorically denies it For good reason

Not all things that matter can be

“ADVICE FOR FRANCHISORS

measured And not all things that get measured matter

So, how do we measure the impact of the content we create? Sadly, there’s no ‘one size f its all’ approach You must set your own clear objectives and identify measurable KPIs with which to monitor your activity Perfection is not the goal –instead, star t with what you think you know, then review and ref ine the most successful activity to replicate and improve as you g row

● Analytics and adjustments

The digital nature of content allows for unparalleled measurability. Utilising analytics to assess the perfor mance of your content provides insights into what resonates with your audience This enables you to ref ine and adapt your strategy for even g reater impact

Is content creation still king?

In 2024, all businesses face an increasing demand for authenticity and engagement in a highly automated digital media landscape It’s quite the juxtaposition The role of content has undeniably become more nuanced, yet its sovereignty remains undisputed.

Aim to produce regular, consistent, quality content Create content that is suitable for multiple platfor ms, is tailored specif ically for your target audiences and tr uly reflects your brand Measure your activity against specif ic metrics and ref ine over time for maximum impact

If your content creation strategy feels lacklustre after reading this, don’t wor r y We’re here to help Drop us a line or give us a call because we’re passionate about this stuff Email lucy@revpr co uk or call 07921 572554

At Rev, we regularly write ar ticles about hot topics and share advice like this to help you make the most of your PR activity Follow us on social media: LinkedIn, X or Instag ram n

Create content that is suitable for multiple platforms, is tailored specifically for your target audiences and truly reflects your brand Measure your activity against specific metrics and refine over time for maximum impact

"Great presentation from Michael to explain to our franchisees about how they go about getting their business ready for sale. An open and transparent process and lots of interesting information." - Becky H

Why selling your franchise resale through a broker makes sense

By Emma Bohan, Operations Manager, Franchise Resales

If you’re considering selling your franchise business, you might be tempted to handle the process yourself After all, who knows your business better than you do? However, enlisting the exper tise of a specialised business broker, such as Franchise Resales, can offer numerous benef its and streamline the selling process Here’s why tr usting a broker is a smar t move:

● Maximising your profit

Specialised brokers possess in-depth knowledge of the franchise market, understanding the nuances that influence valuation They conduct thorough analyses of your business’s f inancial perfor mance, brand reputation, and g rowth potential to accurately deter mine its wor th By leveraging this exper tise, brokers ensure that you receive the highest possible price for your franchise resale, optimising your retur n on investment

● Managing stress

Selling a business can be emotionally taxing, par ticularly when balancing dayto-day operations alongside the sale process Brokers shoulder the burden of administrative tasks, marketing effor ts, and negotiations, allowing you to maintain focus on sustaining business perfor mance Their guidance and suppor t throughout the transaction alleviate stress, enabling you to navigate the transition smoothly

● Acting as liaison

Effective communication is critical in any business transaction Brokers ser ve as inter mediaries between you and potential buyers, facilitating dialogue and addressing concer ns promptly. By maintaining open lines of

communication, brokers foster tr ust and transparency among all par ties involved, fostering a conducive environment for negotiation and collaboration

● Negotiation expertise

Negotiating the ter ms of a sale demands f inesse and strategic acumen Brokers possess extensive experience in navigating complex negotiations, adeptly balancing your interests with those of prospective buyers They skilfully navigate contentious issues, such as price negotiations, asset allocations, and contractual ag reements, ensuring a mutually benef icial outcome for all par ties

● Effective marketing Brokers employ targeted marketing strategies tailored to the unique characteristics of your franchise business Leveraging their comprehensive network and industr y connections, they showcase your business to qualif ied buyers actively seeking franchise oppor tunities. By deploying multi-channel marketing campaigns encompassing online platfor ms, industr y publications, and

About the author

networking events, brokers maximise visibility and generate interest in your franchise resale

● Screening time wasters

Identifying genuine buyers amidst a pool of inquiries is essential to expediting the sale process Brokers conduct rigorous vetting procedures to screen out nonserious or unqualif ied prospects, saving you valuable time and resources. By qualifying prospective buyers based on their f inancial capabilities, industr y experience, and alignment with franchisor requirements, brokers ensure that only qualif ied candidates prog ress to the negotiation stage

● Franchisor relations

Collaboration with franchisors is integ ral to facilitating a successful franchise resale Brokers maintain close relationships with franchisor representatives, gaining insights into their criteria for prospective franchisees By aligning buyer prof iles with franchisor expectations, brokers streamline the candidate selection process, expediting approval and minimising potential roadblocks

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

● Financial guidance

Navigating the f inancial aspects of a franchise resale requires specialised exper tise Brokers provide comprehensive guidance to both buyers and sellers, elucidating complex f inancial considerations and str ucturing transactions to optimise tax eff iciency and cash flow By facilitating discussions on f inancing options, payment ter ms, and asset valuation, brokers ensure that f inancial ar rangements are mutually benef icial and conducive to a seamless transition of ownership

● Refreshing marketing strategies

To maintain momentum and sustain buyer interest, brokers continuously adapt and ref ine marketing strategies throughout the sale process. They leverage data analytics and market insights to identify emerging trends and consumer preferences, tailoring marketing effor ts to capitalise on evolving market dynamics By implementing innovative marketing initiatives, such as social media campaigns, vir tual tours, and targeted email marketing, brokers keep your franchise resale at the forefront of buyers’ attention, maximising exposure and driving demand.

● Introducing to banks

Securing f inancing is often a signif icant hurdle for prospective buyers Brokers leverage their relationships with banks and f inancial institutions to connect buyers with reputable lenders offering competitive f inancing options By facilitating introductions and providing

“Entrusting your franchise resales to a specialised broker offers numerous benefits, including expert valuation, strategic marketing, efficient negotiation, and seamless transaction management

insights into lending requirements, brokers empower buyers to navigate the f inancing process conf idently, expediting the transaction and minimising delays

● Accurate business valuation

Deter mining the fair market value of your franchise business is essential to achieving a successful sale Brokers conduct comprehensive business valuations, taking into account factors such as revenue streams, asset valuation, brand equity, and industr y benchmarks By leveraging their exper tise and proprietar y valuation methodologies, brokers ensure that your franchise resale is priced competitively, attracting qualif ied buyers while maximising your retur n on investment

● Honesty and integrity

Integ rity is paramount in the brokerage industr y, and reputable brokers adhere to the highest ethical standards throughout the sale process They prioritise transparency, honesty, and integ rity in all dealings, fostering tr ust and conf idence among clients and stakeholders By maintaining unwavering integ rity and conducting business with utmost professionalism, brokers safeguard your interests and uphold the integ rity of the transaction

● Time management

Effectively managing timelines and deadlines is essential to expediting the sale process and minimising disr uptions to business operations Brokers meticulously coordinate all aspects of the transaction, from initial listing to closing, ensuring that key milestones are met in a timely manner

● Creating heads of terms

The preliminar y ag reement, or Heads of Ter ms, lays the foundation for the sale transaction, outlining key ter ms and conditions ag reed upon by the par ties involved Brokers collaborate with both buyers and sellers to draft comprehensive heads of ter ms that reflect their respective interests and expectations By clarifying cr ucial aspects of the transaction upfront, brokers set the stage for productive negotiations and minimise the risk of disputes later in the process

● Coordinating with solicitors

Legal complexities are inherent in any business transaction, and collaboration with experienced solicitors is essential to ensuring a smooth and legally sound sale process Brokers work closely with solicitors on both sides of the transaction, facilitating communication and providing necessar y documentation and infor mation By ser ving as a liaison between par ties and overseeing the legal aspects of the transaction, brokers expedite due diligence, mitigate risks, and facilitate a successful closing

In summar y

Entr usting the sale of your franchise business resale to a specialised broker offers numerous benef its, including exper t valuation, strategic marketing, eff icient negotiation, and seamless transaction management

By leveraging their industr y exper tise, extensive networks, and unparalleled dedication, brokers maximise value for sellers while facilitating a seamless transition for buyers, ultimately ensuring a successful outcome for all par ties involved – contact our team at Franchise Resales to see how we can assist you n

emmab@franchiseresales.co.uk

www franchiseresales co uk

Monkey Puzzle reports year-on-year revenue growth

After a strong year for Monkey Puzzle Day Nurseries which saw it celebrate revenue g rowth, new franchisees opening nurseries and winning a number of awards, the brand repor ts its on course to not only replicate last year but sur pass this success in 2024

Richard Blunden, chief executive off icer of the children’s nurser y franchise said: “Ever yone at Monkey Puzzle can be really proud It is always nice to be recognised for your achievements, but we know there are always ways in which you can improve. We are committed to inspiring excellence in early years education, and we’re excited to continue on our mission in 2024 ”

Monkey Puzzle said it marked 2023 with multiple new nurseries and welcomed franchisees for the London ter ritories of Stoke Newington, Streatham Common and Cheam, which reopened following investment from new franchisees

Fur ther franchises opened at Bishop’s Stor tford, Her tfordshire; Seer Green,

Buckinghamshire and Timperley, Manchester Sites later this year have also been announced for Nor thampton and Wokingham in Berkshire.

In a standout year for the brand culminating in a series of milestones, it ear ned the Great Place to Work Cer tif ication for the four th consecutive year and was recognised as one of the UK’s Best Workplaces for Women 2023, awarded by Great Place to Work. Monkey Puzzle adds that f ive nurseries also received nominations for the National NMT Nurser y Awards

Monkey Puzzle explains that its tried and tested business model, allied to franchisee’s local knowledge, is central to the network’s collective achievements and after a strong year it’s on course to

open between f ive and seven more nurseries this year

Blunden comments: “Our model has evolved and been f inessed over nearly two decades and this framework is at the hear t of our g rowth Year-on-year, our total network revenue has g rown by nearly £7m, a 14 per cent increase, but more impor tantly, quality of early years education is what drives us

“Demand for our ser vices continues to g row, so we plan to meet this need and ser vice more communities by adding 25 to 30 nurseries by 2028. A key par t of our g rowth is organic, enabling existing owners to become multi-unit franchisees within the same timeframe ” n

www.monkeypuzzlenurser

their advice on Buying a Franchise and Franchising a Business

For prospective franchisees; the basics of franchising, understanding the franchisor’s projections, rights and obligations in a franchise agreement, benefits of buying a franchise resale, and advice if the franchisee/franchisor relationship fails

For prospective franchisors; turning a business into a franchise, recruiting franchisees, setting performance targets and fees for franchisees, preparing the operations manual, and expanding internationally.

Plus: sample franchise and master franchise contracts

TaxAssist’s franchisee for Dorking celebrates 15 years

Keen to achieve independence and freedom from cor porate life, Alan Chesterf ield (above), joined TaxAssist Accountants as the franchisee for Dorking in 2009, and has since built up a business with over 700 clients from his shop premises in Sur rey

Chesterf ield says it’s been a fantastic jour ney becoming a franchisee with TaxAssist: “It didn’t take long to star t bringing some clients on board and now with a successful practice of many years, I look back at that leap and reflect that actually it tur ned about to be more of a ‘hop’.

“This is down to the outstanding suppor t along this jour ney from all of the team at our franchise suppor t off ice which has helped to make it so enjoyable and rewarding at the same time Running your own business can feel lonely at times but I’ve always felt par t of a big team

“There’s a real demand for our ser vices and has been since I f irst launched the practice, even though it was at the height of the last recession I have seen how economic uncer tainty drives the need for a tr usted advisor and it’s been enjoyable and rewarding to have met and helped so many people in my local community

“I enjoy providing good quality suppor t and advice to my clients, and through my staff and myself this has enabled me to build a substantial practice, which has scope to g row even fur ther ”

Chesterf ield is one of more than 200 TaxAssist franchisees operating from over 400 shops and off ices across the UK providing accounting, tax and advisor y ser vices to a variety of clients including personal taxpayers, sole traders, par tnerships and business owners n

www.taxassistfranchise.co.uk

Tortilla’s ‘key ingredients for a successful travel food offering’ with SSP outlets

Tor tilla Mexican Grill, the UK’s fast-casual Mexican restaurant brand, repor ts a continuing successful relationship with the SSP Group who will open four new locations this year, with a pipeline of oppor tunities for 2025

SSP, an operator of food and beverage outlets in travel locations worldwide, cur rently has f ive Tor tilla outlets across the UK, with Manchester Piccadilly train station being the most recent to open

Tor tilla sees franchise par tnerships as a key par t of its g rowth strategy, as transpor t hubs, universities and other such locations become an increasingly impor tant channel to access consumers

The brand says its franchise proposition and operating model are perfectly suited to franchising with the simple kitchen setup being easy to replicate, while its central production food model provides consistency of food quality and enables franchisees to quickly train employees. Richard Mor ris, chief executive of

Tor tilla, said: “Our fundamental pur pose is to provide outstanding food, at excellent value for money and g reat ser vice Our relationship with SSP has been hugely successful since we launched with them in 2019 at Euston station in London

“Whilst Covid inevitably impacted the rate at which we opened sites, we have since launched record breaking sites in London Gatwick and Bristol Air por t, as well as Leeds MSA and Manchester Piccadilly station

“We are excited to continue our par tnership with more UK travel locations, and potential European equivalents over the coming years given SSP’s strong foothold across 37 countries globally ”

Cathy Granby, business development director at SSP, added: “We see the brand becoming more and more popular across all our locations within our travel hubs

“The offer is good value, travels well and is g reat quality All the key ing redients for a successful travel food offer. We look forward to opening more locations with Tor tilla over the coming years ”

‘Food provenance and quality’

The franchisor said food provenance and quality are a critical component of Tor tilla’s proposition Fillings for bur ritos, tacos and quesadillas are prepared in-house and toppings are prepared fresh daily, free from ar tif icial flavours or preser vatives The brand says it ser ves more than six million customers ever y year

Tor tilla operates more than 85 locations across the UK through nationwide par tnerships Inter nationally, Tor tilla operates in the Middle East with 10 restaurants in Dubai and Saudi Arabia through an exclusive franchise par tnership n

www.tortillagroup.co.uk

Busylizzy’s fitness programmes for pregnant and postnatal women

Julie Clabby, founder of Busylizzy, the pregnancy and postnatal f itness franchise, has set her sights on getting more women to embrace an active lifestyle during the busiest phase of their lives. Here she explains why Busylizzy aims to empower women to under take 150 minutes of physical activity per week

Pregnancy and motherhood are transfor mative experiences that bring joy and fulf ilment but also come with their set of challenges. One aspect that often takes a backseat is maintaining a healthy and active lifestyle

However, a g roundbreaking study by the

Active Pregnancy Foundation in June

2023 revealed the cr ucial benef its of regular physical activity for pre and postnatal women Recognising this need, Busylizzy has crafted specialised Pregnancy and Mum&Baby Prog rammes for its franchisee network

Active Pregnancy Foundation findings

The study emphasised the impor tance of physical activity for both the physical and mental well-being of pre and

“postnatal women Healthy pregnant and postnatal women were encouraged to accumulate 150 minutes of activity per week

The benef its ranged from reducing the risk of complications such as preeclampsia, gestational hyper tension and gestational diabetes, to addressing issues like excessive weight gain, deliver y complications, and postnatal depression Moreover, babies of active mums experienced fewer complications,

Babies of active mums experienced fewer complications, emphasising the holistic advantages of exercise during this crucial period.

emphasising the holistic advantages of exercise during this cr ucial period

Challenges faced

Despite the proven benef its of physical activity, many women f ind it challenging to incor porate exercise into their routine due to various reasons Common obstacles include a lack of childcare, demanding work commitments, or apprehension about engaging in appropriate for ms of exercise during pregnancy or the postnatal period

The Busylizzy Pregnancy and Mum&Baby Prog rammes are designed to cater to the unique needs of women during these stages, ensuring a safe and effective f itness jour ney that a traditional gym cannot provide

Pregnancy Programme

The Pregnancy Prog ramme offered by Busylizzy franchisees seamlessly blends yoga and Pilates sessions with cardio and strength workouts, led by qualif ied pre and postnatal professionals

These classes provide comprehensive care for ever y par ticipant, whether at a local studio or through live Zoom sessions at home. This flexibility addresses the time constraints and concer ns about par ticipating in the cor rect for ms of exercise, making it accessible for all.

Mum&Baby Programme

Transitioning into the Mum&Baby Prog ramme, new parents receive dedicated suppor t from six weeks postpar tum onwards. Focused on pelvic floor health, gentle stretches to alleviate common postpar tum discomfor ts, and inclusive strength and cardio sessions, these workouts cater to the unique needs of postnatal bodies

The emphasis is not just on the mothers; the prog ramme incor porates activities that engage the baby, making it a holistic and enjoyable experience for both

Conclusion

Since 2011, Busylizzy’s commitment to the well-being of pre and postnatal women shines through and with our dedicated prog rammes, franchisees can offer even more tailored suppor t to women during this special time

By par ticipating in our prog rammes, women can easily achieve the recommended 150 minutes of exercise per week, all while enjoying quality time with their babies.

Empowering women to overcome

“common bar riers to exercise, we offer a pathway to a healthier and more active lifestyle during pregnancy and beyond n

julie@busylizzy.co.uk

www.busylizzy.co.uk/franchise

Despite the proven benefits of physical activity, many women find it challenging to incorporate exercise into their routine due to various reasons. Common obstacles include a lack of childcare, demanding work commitments, or apprehension about engaging in appropriate forms of exercise during pregnancy or the postnatal period.

ActionCOACH franchisee, Andrew Sperring, invited to 10 Downing Street

● Andrew Sperring

Andrew Sper ring, ActionCOACH Bristol, was honoured with an invitation from Prime Minister Rishi Sunak to visit 10 Downing Street for an exclusive gathering of small business leaders to address key aspects of scaling a successful business in the UK.

ActionCOACH sees the landmark event signifying the impor tance of business coaching in entrepreneurial success and shares insights of the occasion

Hosted by the Exchequer Secretar y to the Treasur y, Gareth Davies MP, and the Prime Minister’s Special Adviser on Business and Investment, Franck Petitgas, roundtable discussions delved into the critical subject of f inancial accessibility for burgeoning enter prises

In a panel helmed by Sunak, three exemplar y founders shared their jour ney of scaling their operations from local to global heights, epitomising the entrepreneurial spirit of small and medium-sized enter prises (SMEs)

“It was interesting to see what the panel and the g roup of entrepreneurs all had in common – passion and ambition to make a difference. I was sur rounded by strong, resilient, hard-working people and felt I was def initely in the right room,” commented Sper ring

The like-minded entrepreneurs discussed the hurdles faced by SMEs, par ticularly in funding, g rowth and sustainable success. The conversations also highlighted the indispensable role of a

unif ied vision and mission, propelling a diverse workforce, inclusive of all backg rounds, to achieve collective and individual triumphs

Sper ring adds: “With my own experience of dyslexia and ADHD, I highlighted the challenges within the education system and its one-size-f its-all approach I didn’t feel like I really star ted lear ning until I left education to work and found my own way of lear ning

“Then going into business, I felt I was on my own to make it or fail, as most SME owners still feel now – it can be a lonely place By making work accessible to people from all backg rounds, leaders and teams can leverage talent to succeed and, by extension, for tify the UK economy ”

Award-winning mentor

Instr umental in Sper ring’s invitation to the event was winning the UK’s No 1 Business Mentor for the Biggest Impact to SMEs at The National Mentoring Matters Awards 2023

Summing-up Sper ring said: “It was a privilege to contribute to the vital conversation about nur turing SMEs, which constitute 99 2 per cent of our business population As we step into 2024 with over 5 6m private sector businesses, my commitment as a business coach is to ignite substantial prog ress and unlock the vast potential that awaits Britain’s entrepreneurial spirits ”

Through its network of business coaches, ActionCOACH is dedicated to improving the operations, eff iciency and prof itability of businesses in the UK and globally n

www franchise actioncoach co uk

Key developments in UK franchising case law – a year in review

By Gordon Drakes, Partner, Fieldfisher

As 2023 drew to a close, I reflected on the key developments in UK franchising case law in the year that was There were four cases of note, three judgements awarded in favour of the franchisor, and one in favour of the franchisee

Interestingly all four cases are related to the topic of non-renewal and ter mination, and there are number of key takeaways for franchisors to bear in mind.

This ar ticle will not consider lear nings from wider commercial case law, which is applicable to franchise systems, but sets out (in reverse chronological order) an over view of the cases and the key takeaways

1 Burke Partnership (TBP) v The Body Shop International Ltd (Body Shop)

The Body Shop and TBP entered into two franchise ag reements in 1981 and 1982 in respect of a retail store franchise for three Body Shop stores across the ter ritories of Norwich and Cambridge (the ‘Ag reements’) The Ag reements were materially identical, and continued for a f ive ter m year, with a right to renew for a fur ther f ive years. The Ag reements were renewed over a thir ty year plus period, by way of extension letters, which extended the ter m of the Ag reements by f ive years.

Body Shop attempted to end this practice by ser ving a notice to ter minate on three years’ notice, stating that the Ag reements were not intended to r un in per petuity, and had become hopelessly out of date TBP rejected the notices, stating that the Ag reements are not per petual as they

can be deter mined, but the right to renew is ongoing, and Body Shop had no right to ter minate on convenience TBP sought a declaration from the cour t that the notices to ter minate were invalid, and the Ag reements should continue

The cour t rejected Body Shop’s arguments for the following reasons:

● The Ag reements already had express provisions relating to duration, renewal and ter mination, and the Ag reements did not lack commercial or practical coherence in the absence of an implied ter m to ter minate on reasonable notice

● The ter m sought was not so obvious that it went without saying, meaning it could not be implied so easily

● The argument that the ter ms were outdated, and so an implied right to ter minate was needed, was not accepted as the Ag reements and their extensions had been entered into willingly Such a ter m would not have been contemplated at the time, and the commercial bargain str uck in the early 80s endured to now

Takeaways:

● All franchisors should take the oppor tunity to review their renewal processes, criteria and contractual ter ms,

About the author

“

There were four cases of note, three judgements awarded in favour of the franchisor, and one in favour of the franchisee All four cases are related to the topic of non-renewal and termination

to ensure there are no “ticking time bombs” woven into the fabric of their networks

● Franchisors with “legacy contracts” should think carefully before engaging in a process of imposing a new franchise ag reement or ter minating on reasonable notice, if the underlying ag reement does not allow for this

● The English cour ts remain hesitant to imply ter ms. The cour t will only do so if the implied ter m does not interfere with the express ter ms, is required to cor rect a manifest er ror or is so obvious that it does without saying.

● In relation to inter pretation, the cour ts will not consider commercial hindsight, but will look at the factual matrix as it existed at the time, and what would have been commercial common sense to the par ties when they entered the ag reement Time is ir relevant – the commercial bargain as ag reed over 40 years is still persuasive

● A repeating right to request a renewal does not amount to a per petual contract

Gordon Drakes is a Par tner and co-head of the franchising and commercial team at European law firm, Fieldfisher

He is a BFA affiliated solicitor The Legal 500 ranks Drakes as a ‘Leading Individual’ and Who's Who Legal: Franchise 2023 ranks him as a Global Thought Leader

gordon.drakes@fieldfisher.com www.fieldfisher.com

ADVICE FOR FRANCHISORS

● Cour t declarations are a useful tool in litigation, par ticularly where damages would not be an adequate remedy, enabling par ties to resolve uncer tainty over major aspects of their claims before proceeding to full trial

● Finally, don’t underestimate the power of a longstanding franchisee

2 Winkworth Franchising Ltd v Goble

Winkwor th and Goble entered into f ive 20-year franchise ag reements (the ‘Ag reements’) in respect of the sale and letting of proper ty in London. Goble had a right under the Ag reements to twice extend them by ten years Winkwor th could refuse to extend on specif ic g rounds, including if Goble had breached any contractual obligation

Goble was obliged to provide Winkwor th with annual accounts for the year of 2020, by May 2021 Goble failed to produce the accounts following several requests from Winkwor th In 2022, Goble notif ied Winkwor th that it wished to renew the Ag reements Winkwor th issued a counter notice refusing the request for renewal, on the basis that Goble had failed to provide the required infor mation

Goble contested the validity of the counter notice, on the basis that:

● The breaches were not suff iciently material to justify the sanction of a refusal of an extension.

● The requests for infor mation by Winkwor th were insuff iciently clear and that no rent receipts existed.

● Winkwor th was estopped by convention as an understanding had arisen that there was no specif ic time frame for the provision of accounts

● Winkwor th was unfairly tr ying to f ind fault so that it could take over the franchises or enter into new ag reements on different ter ms

This was a summar y judgement, and the cour t had to deter mine if Goble had a ‘realistic prospect of success’ at full trial The cour t g ranted a declaration that Winkwor th’s counter notice was valid

Essentially, the renewal ter ms were clear and an additional requirement of materiality should not be impor ted in the Ag reements. Winkwor th’s requests for accounts had been ‘legitimate and suff iciently clear’ and Goble’s argument that a common assumption had arisen to estop Winkwor th was not relevant to whether the ter ms of the franchise ag reement had been breached

Takeaways:

● This case highlights the impor tance of having clearly drafted conditions for renewal

● The cour ts are reluctant to impor t an additional requirement of materiality if a franchisee is in breach of those conditions

● It is impor tant to follow up on breaches In this case, that Winkwor th has issued breach notices for the late submission of accounts easily overcame the argument for estoppel by convention.

3 London Business House Ltd v Pitman Training Ltd

London Business House Limited (LBH) entered into a franchise ag reement in 2015 with Pitman Training Limited (Pitman) to provide career focussed training courses and qualif ications for individuals looking to develop their professional skills.

LBH ter minated the franchise ag reement in 2017, blaming the failure of the franchise on Pitman’s supply of “white labelled” course materials to another course provider, which was operating in the same ter ritor y LBH claimed Pitman’s activity breached an implied ter m of exclusivity, and that Pitman misrepresented to LBH in precontractual negotiations by stating LBH would enjoy an exclusive ter ritor y from which to trade the Pitman brand

The cour t held that Pitman’s actions had not breached any contractual exclusivity, and LBH, which was advocating as a litigant in person without legal representation, had failed to produce suff icient evidence of pre-contractual misrepresentation, which could overcome the entire ag reement and nonreliance clauses in the franchise ag reement.

Takeaways:

● Despite f inding against LBH, the cour t was persuaded by the argument put forward by LBH that there was an exclusive aspect to the g rant of the Pitman franchise, despite an absence of the word “exclusive” in the g rant of rights Language used elsewhere in the franchise ag reement cer tainly created an impression of exclusivity over the use of the brand and system in a dedicated area

● Franchisors should review their g rant of rights carefully (typically nonexclusive, sole or exclusive, or perhaps a franchisee right of f irst refusal), and ensure this is consistent throughout the franchise ag reement, and reflected in all pre-contractual discussions and documents.

● If franchisors overlay geog raphical areas with “channels”, they need to take care over how their franchise ag reements regulate exclusivity The same applies if franchisors themselves sell goods or ser vices into the same areas, perhaps via online sales, or in this case, white labelled goods or ser vices

4 Hunters Franchising Ltd v Br ybond Ltd

Br ybond, the master franchisee, had entered into a renewal regional master franchise ag reement (MFA) in 2014 for the Hunters estate agency The MFA included a development schedule requiring Br ybond to meet cer tain development targets (appointing approved sub-franchisees) within its allocated ter ritor y, failing which Hunters could withdraw exclusivity

When the time came for renewal of the MFA, it was not disputed that Br ybond had failed to comply with the development targets

However, Br ybond argued in defence of the breach that Hunters did not act in good faith because it allowed a position to develop in which the only question Hunters asked or answered, when deciding whether to approve each of Br ybond’s proposals for sub-franchisees, was whether an existing franchisee (who had reached a settlement with Hunters which affected the par t of allocated ter ritor y in the MFA), would suffer under that proposal and Hunters did not

allow itself to either measure that disadvantage objectively or to contrast it with the disadvantage to anyone else with whom it had legal relations by the rejection of that proposal

In consequence, it was argued, Hunters did not use its power (or veto) to reject (or approve) proposals, for the pur pose for which that power was g ranted, but, rather, used it for an ulterior pur pose; either to favour the other franchisee or to put Br ybond in breach of the MFA

Counsel for Br ybond abandoned the contention that there was a broader, more free-standing, implied duty of good faith in the 2014 MFA, but instead asked the judge to consider if Hunters had breached a Braganza implied ter m when exercising its contractual discretion to approve or disapprove a development proposal

The cour t held there was no breach of the Braganza duty (an implied obligation in the absence of clear language to the contrar y) either on g rounds of ir rationality or for an ulterior pur pose Hunters had a consistent policy relating to exclusivity and allocation of development oppor tunities, it did consider the impact of its decisions on the relevant franchisees and it dealt openly with Br ybond, reminding Br ybond of this policy, considering other proposals with an open mind, and suggested ref inements to the proposals in question

Takeaways:

● The cour ts are unwilling to imply general duties of good faith, unless there is a clear contractual gap to address.

● The Braganza duty differs from a general implied duty of good faith and applies only to where one par ty is able to exercise discretion on a matter that affects both par ties with differing interests

● Franchisors should develop criteria for all matters requiring contractual consent (such as site/candidate approval, contract renewal, or approving a sale of business) n

gordon.drakes@fieldfisher.com www.fieldfisher.com

Sarah Cressall, founder of The Creation Station, awarded an OBE

Sarah Cressall, founder and chief executive of The Creation Station, the multi-award winning ar ts and crafts franchise has been awarded an OBE in the King’s New Year Honours List 2024 for ser vices to Creativity in Education, Enter tainment and Business

Cressall launched The Creation Station in 2002 after f inding that local activity g roups she attended with her three preschool aged children were to prescriptive as all the children in the g roup had to do the same activity. This led her to identify a gap in the market for activities that engaged and sparked each child’s natural curiosity

In 2007 the f irst Creation Station franchise was awarded and today Cressall has 61 franchisees offering creative ar ts and crafts experiences for children and adults These include parent and baby workshops, preschool STEM classes, afterschool and holiday camps, bir thday par ties, adult creative craft workshops and Paint & Sip events Activities are also r un in par tnership with leisure centres, holiday camps, local pubs and care homes.

The company’s head off ice also r uns a creative activity enter tainment agency, which provides franchisees with leads and contract work for enter tainment activities at locations such as shopping centres, in-store events and festivals, in addition to Kids Zones at the Olympics and Commonwealth Games

Creation Station highlights that its brand has shared its classes and events

with 1 8 million people to date, and has the largest number of reviews on the customer review platfor m, Tr ustist, for any children’s activity provider in the countr y

‘Give back’ to an association that has been so supportive

Cressall joined the British Franchise Association (BFA) in 2009 and ser ved on the board of the association from 2019 to 2022 She said it was impor tant to do things the right way: “I went to the BFA for that help and advice and stepped up to ser ve on the board, not only to continue to raise standards in the industr y but also to ‘give back’ to an association that has been so suppor tive to me and my business ”

On her award Cressall said: “I think the benef its of investing in a franchise are still not fully recognised by many people and I hope this award will help to fur ther raise the prof ile of franchising as an ethical, professional business model that can offer fantastic self-employment oppor tunities to millions of people across the UK.”

Pip Wilkins, chief executive of the BFA, added: “I remember having my ver y f irst meeting with Sarah as she launched the franchise over 20 years ago From that day to this, she has been a prime example of a franchisor who has r un their business in an ethical and professional manner, abiding by our and her own, strict code of conduct ” n

www.thecreationstation.co.uk

Replicating a successful business system: the link between SOPs, operational audits and quality

By Penn y Hopkinson, Founder, Manual Writers Inter national

The cor nerstone of franchising success lies in meticulously crafting an operations manual that ser ves as a navigational beacon for franchisees, guiding them to accurately replicate the franchisor’s proven business system

Without a manual, rich in detail and clarity, franchisees are left to navigate the complexities of the business with mere conjecture, potentially deviating signif icantly from the franchisor’s blueprint

Franchising’s essence is to duplicate a model of success, which hinges fundamentally on transfer ring the franchisor’s accumulated knowledge and operational methodologies. When franchisees are handed anything less than a comprehensive, well-str uctured operations manual, they are inadver tently set on a path of guesswork.

This not only under mines the franchise’s consistency and integ rity but also dilutes the value of the investment made by the franchisee in acquiring the franchise and the franchisor in developing a replicable system of success

Franchisees are likely to be off-brand, leading to confusion among customers if different messages, logos, and nonstandard colours are used in marketing and promotion The repercussions can be catastrophic

Say, for example, that a franchisee fails to operate according to the laws and regulations covering all food businesses These laws and regulations protect

consumers in many par ts of the world because the food and beverage industr y is considered to pose a potential danger to consumers In this instance, our franchisee operates purely on instinct and what they think they know from cooking at home.

Consequently, a child with a nut allergy dies after eating a cheese and pickle sandwich made with walnut bread –although this type of bread is not on the franchisor’s approved list of products that franchisees are allowed to source The franchisor has provided training, and the manual has a section about preparing, labelling, and selling items with nuts The local health authorities closed the franchise, and the franchisee/manager was jailed for two years This is repor ted in the local, regional, and national press, damaging the brand per manently.

Customers must be 100 per cent conf ident that the outlet prepares and ser ves excellent, safe food the f irst time, ever y time, in a hygienic and risk-free

About the author

environment Therefore, the franchisor should have operated and fully documented a comprehensive food safety management system across the whole food supply chain – from g rowers or manufacturers through distribution and preparation – to the customer’s plate.

Linking know-how to business system

Understanding that know-how for ms the bedrock of a franchise’s success, it’s cr ucial to recognise how this know-how translates into an effective business system. This transition is not just about accumulating knowledge but about organising it to become actionable within the franchise model

Know-how is def ined as conf identially or closely held infor mation This will include technical data, for mulas, standards, technical infor mation, specif ications, processes, methods, handbooks, and raw materials – i e , all infor mation, knowledge, assistance, trade practices, secrets, and improvements

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 awarded 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

An established franchisor’s know-how will have been accumulated over many years – much of it lear ned the hard way Know-how will likely be scattered like confetti in f iles across a digital network Even in a mature franchise, much good content may be found as hard copy or, most likely, reside in a team member’s head

Know-how may live purely in the founder’s head in a newly established franchise Teasing it out to create comprehensive content is cr ucial in replicating a process faithfully

Transitioning know-how into a business system

The distillation of know-how into a str uctured, operational for m is where the business system comes into play Through this system, the franchisee is equipped to not only meet but exceed customer expectations consistently, ensuring the brand’s integ rity and success across various locations.

The business system is how the franchisee will meet customer expectations by systematically analysing, measuring, comparing, and testing all the possibilities of what the customer does or doesn’t want A robust business system, capable of sur viving the highs and lows of a business cycle, is at the hear t of any high-perfor ming franchise model and should provide the franchisee with a process to f ix their operations –e g by perfor ming inter nal and exter nal audits

A sound business system will help the franchisor and franchisee reduce costs and prevent the erosion of prof its Applying it to safety, hygiene, and quality or getting the job done promptly will give them practical, eff icient, and repeatable results It should also provide a clear plan to develop the business and improve top-line perfor mance.

Business system to SOPs: the critical bridge

The effectiveness of a business system is inherently tied to the clarity and precision of its Standard Operating Procedures (SOPs)

These procedures are the tangible expressions of a franchise’s know-how,

distilled into actionable steps This streamlines operations and ensures unifor mity and quality across the franchise network.

Let’s explore how SOPs function as the cor nerstone of operational excellence.

The franchisor’s know-how and business system will be presented in the operations manual as a stand-alone, str uctured set of SOPs These procedures capture organisational knowledge for all repeatable core processes. The franchisor’s objective is to ensure that the franchisee gets a reliable result the f irst time, ever y time To quote Aristotle: ‘We are what we repeatedly do Excellence, then, is not an act but a habit ’

In a franchise, SOPs are detailed instr uctions describing executing routine activities or tasks They’re designed to ensure that ever y step in a process is explicitly def ined, leading to consistency and unifor mity of perfor mance, and reducing miscommunication

Compliance with SOPs is essential for achieving standards and operational excellence, as they describe the ‘ideal’ way a process should be perfor med and lead to eff iciency, consistency, and compliance

Operational audits: the lens of improvement

Once SOPs are established, their realworld application and effectiveness must be continuously assessed This is where operational audits come into play, ser ving as the critical lens through which the practical application of SOPs is evaluated and ref ined

Operational audits ensure the franchise operates and thrives by complying with the highest stated and implied standards and are systematic reviews of effectiveness, eff iciency, and compliance with an organisation’s policies, regulations, and procedures.

An operational audit evaluates the SOPs in action, measuring whether they are followed and have the desired effect The goal is to identify operational improvements and increase eff iciency

Operational audits often identify areas

for improvement in the SOPs This continuous loop of evaluation and improvement drives operational excellence by constantly ref ining processes and procedures to optimise results

The link between SOPs and operational audits

The symbiotic relationship between SOPs and operational audits cannot be overstated Together, they for m a dynamic ecosystem that fosters continuous improvement, operational excellence, and quality assurance By systematically reviewing the adherence to and the eff icacy of SOPs, operational audits pinpoint areas for ref inement and validate the integ rity of the business system itself

Quality: the ultimate goal

The pursuit of quality is at the hear t of all these mechanisms – from know-how to SOPs, through operational audits

Quality is not a static benchmark but a dynamic goal that evolves with customer expectations and industr y standards. It encapsulates ever ything from product excellence to customer ser vice, embodying the franchise’s commitment to being the best in its f ield.

Quality is ever ything that adds up to providing complete customer satisfaction so that the franchisee can build on the franchisor’s desire to be the customer’s ‘No 1 Choice’ – e g extensive choice of locations, highly trained personnel, and longer opening hours It is superior in knowledge, selling skills, and all-around professionalism and essential in communicating the franchisor’s vision and brand values – it’s their DNA This will lead to more loyal customers who become g reat brand advocates.

Perception of quality: meeting and exceeding expectations

The jour ney towards quality is per petual, driven by the understanding that customer satisfaction is paramount The franchise’s commitment to quality in ever y aspect of its operations ensures that it meets and exceeds customer expectations, securing its position as a leader in the marketplace.

Quality is critical, no matter where we are and what the product or ser vice may

ADVICE FOR FRANCHISORS

be Yet, quality is in the eye of the beholder Our perception of quality varies and may change many times during a lifetime.

Remember the thin, synthetic shir t made with nylon or polyester that crackled with static when you took it off? It was easy to wash, drip-dr y, non-iron, practical, cheap – and uncomfor table to wear, especially in hot weather. It suited a lifestyle and a budget

Next came the more expensive cotton shir t that was gentle on the skin, comfor table, and kept us fresh longer, whatever the season

Finally, the elegance and sophistication of a silk shir t moulding softly to the body, conveying a pleasant sensation of freshness, smoothness, and softness to the touch – the epitome, to some, of exceptional quality

Whatever their perception of quality, the franchise team must understand that franchise quality must confor m to the customer’s needs and expectations This is not necessarily their own perception.

The franchisor’s task is to communicate the customer’s perception of ‘quality’ through the operations manual

Descriptions such as ‘best, highest, exceptional’ and ‘good’ are inadequate They don’t convey anything to the reader, so this description must be qualif ied to avoid confusion

The essence of quality in the franchise business extends beyond mere product or ser vice offerings; it embodies the totality of the customer experience From the moment a customer interacts with the franchise, ever y touchpoint, whether ser vice, product, or environment, contributes to their perception of quality This holistic approach to quality distinguishes a successful franchise and fosters brand loyalty

Conclusion: the interconnected path to success

The jour ney from capturing and codifying know-how through the meticulous application of SOPs to the rigorous scr utiny of operational audits culminates in achieving unparalleled quality This prog ression illustrates a

series of steps and a cohesive, interconnected path towards replicating a successful business system

The link between SOPs, operational audits, and quality is not linear but cyclical, each element reinforcing and enhancing the others This dynamic inter play is at the hear t of operational excellence, ensuring that a franchise can consistently meet and exceed both its own standards and those of its customers

By prioritising these components, a franchise establishes a robust framework that suppor ts sustainable g rowth, brand integ rity, and customer satisfaction. Through this dedication to continuous improvement and a relentless focus on quality, a franchise can tr uly thrive, setting a benchmark for success in its sector or industr y

Summar y

In summar y, replicating a successful business system within the franchising model hinges on the seamless integ ration of SOPs, operational audits, and a steadfast commitment to quality

SOPs are the foundation, providing clear, actionable guidelines derived from the franchisor’s accumulated know-how Operational audits act as the mechanism for continual improvement, ensuring SOPs are followed and optimised for eff iciency, compliance, and effectiveness

Ultimately, the pursuit of quality, influenced by the franchisor's standards and customer expectations, binds these elements together, driving the franchise towards excellence This interconnected approach safeguards the brand’s reputation and enhances customer satisfaction, laying the g roundwork for sustained success and g rowth n

Visiting Angels wellbeing workplace award

VISITING Angels, the home care provider who puts their caregivers at the hear t of its business, has been awarded Suppor t Network of the Year in the Great British Workplace Wellbeing Awards 2024

Honoured for their exceptional suppor t systems and dedication to employee welfare, Visiting Angels stands as a model for organisational empathy and suppor t, spearheading the drive for a healthier workplace

Dan Archer, chief executive off icer of Visiting Angels, said:

“This award is a powerful endorsement of our vision for a workplace where wellbeing is woven into ever y aspect Our team’s passion for providing unparalleled suppor t to each other is the hear tbeat of Visiting Angels

“Happy, valued and properly rewarded carers deliver exceptional care We don’t just believe this statement; we have concrete evidence to suppor t it We believe our dedication to enhancing the wellbeing of our team set us apar t and makes Visiting Angels tr uly deser ving of the award

“Our carer-centric ethos means that we put our caregivers at the hear t of our business – the only way we can deliver exceptional care to our clients is through our caregivers feeling like their wellbeing is our priority ”

The awards highlight the effor ts of employers, individuals and ser vice providers who are dedicated to improving the work-life balance and health of Britain’s workforce, in response to the global wellbeing crisis

In a fur ther cause for celebration, Visiting Angels said that Bella Hallam, head of franchising, has been recognised as a f inalist in the Leading Women in Care Awards n

Floozie Cookies announces its first UK franchise partner

Floozie Cookies, the plant-based cookie brand from renowned pastr y chef Kimberly Lin, has announced the opening of its f irst UK franchise at Bicester Village, Oxfordshire

With suppor t from Game Changers Investments (GCI) the franchisee, Har nek Dharar of HSD Capital Limited, operates Floozie from a food tr uck space at the high footfall shopping destination

and is the f irst UK Floozie outside of London.

Floozie offers customers a range of seven cookies plus a rotating monthly special. All the handmade cookies and drinks are 100 per cent vegan Popular flavours of the stuffed cookies include Cinnamon Cr unch and a gluten-free option, Peanut Butter and Jam.

Honed pastr y skills

Floozie was founded in 2020 by Lin, who honed her pastr y skills in some of London’s most acclaimed kitchens, including Claridge’s, the Corinthia and the U S -based Dominique Ansel Baker y Floozie opened overseas also in 2020 at Expo City Dubai; and last year launched at Al Mamlaka Social Dining in Riyadh, Saudi Arabia

Chef Lin comments: ‘It’s been a rollercoaster of a jour ney since we launched and it’s exciting to see the brand being

taken nationally to Bicester Village With our original store situated in Covent Garden Market, we know that our offering is ideal for shoppers who are looking for an on-the-move treat

“When the oppor tunity arose to open our f irst franchise in Bicester Village we knew it was going to be a success We’re excited for the shoppers to tr y our delicious, plant-based products ”

‘My own venture’

Dharar said: “Having come from a family that have been franchising and investing in hospitality brands, I’m excited to take on my own venture with Floozie Cookies

“I love the simplicity of the brand as it manages to perfectly balance it being a vegan brand without overwhelming customers with the label of being plantbased The launch of the tr uck has been hugely successful so far, and so we’re looking to scale up and take over multiple sites with Floozie Cookies ”

Andrew Clover, development director of the London-based hospitality investment platfor m GCI, commented: “Teaming up with Har nek to open Floozie Cookies in Bicester Village is exactly what GCI was created for: bringing together talented people with chef led brands to scale in world class locations ” n

www.flooziecookies.com

Duncan Berr y appointed head of franchising at Get A Drip

Get A Drip, the health, wellbeing and diagnostics provider, has appointment Duncan Ber r y (right) as head of franchising, to scale the brand signif icantly following the opening of its flagship clinic in Chelsea, London

Having already seen its por tfolio of UK and Europe franchises substantially rise from 11 to 34 in the last year, Get A Drip says Ber r y will propel and drive forward its operations and franchise model through leadership, sales development and strategic management; and nur ture relationships with key personnel to achieve business objectives and franchise g rowth

Ber r y has over 20 years’experience in the franchise sector and is a for mer British Franchise Association board director Previous positions include; chief operating off icer of Bluebird Care, and chief executive off icer of Choice Hotels Europe Ber r y also owns a franchise in the wellbeing sector

The franchisor says that Ber r y will be recr uiting new team members for its franchise depar tment; consult on how to provide the optimum client experience to maintain and increase its impressive customer retur n rate of 86 per cent; and unite the company’s registered medical team, franchisees and staff to enable them to achieve both business and personal development goals

Working closely with Get A Drip founder and chief executive, Richard

Chambers, Ber r y will look to deliver on the business vision to secure 120-130 new clinics within the next two to four years across the UK, Europe and worldwide

Commenting on his appointment Ber r y said: “I am delighted to have joined the Get A Drip team The g rowth that has been accomplished already is phenomenal and as a leading UK wellness technology provider, there is a strong foundation in place for Get A Drip to continue to lead the way within the industr y

“One of our most immediate priorities is to work closely with our talented and loyal staff to fulf il both the company’s and their own professional goals, whilst ensuring the launch of new franchises and ser vices is as streamlined and lucrative as possible ”

Chambers adds: “We have high ambitions to secure over 100 clinics and franchises across the UK and Europe in the next four years, and Duncan’s appointment is key in helping us achieve this It is our aim to ensure that ever y client who uses one of our ser vices benef its from the ver y best experience and care. Whether that be in our core clinics, through our mobile clinics or via at-home testing, we will ensure the highest standard is met ever y time ” n

Capture those high-intent “open near me” searches

By James Lavender, Content Writer, Mayfly Inter net Marketing

Remember when f inding a g reat local business relied on word-ofmouth, flipping through the Yellow Pages, or even just luck? Those days are long gone

Now, when people are looking for local ser vices, their f irst instinct is to tur n to their phones and search “near me” for instant results

In fact, according to Google searches for “open now near me” have g rown globally by over 400 per cent year-onyear. And these are often high-intent searches – 28 per cent of searches for something nearby result in a purchase As a franchise owner, the question isn’t whether local searches matter, but how you can ensure your brand dominates the results

The answer lies in local SEO (Search Engine Optimisation) When people search for what you offer “near me”, local SEO makes sure your franchise is the f irst result they see. It helps you attract those ready-to-buy customers, get more website clicks, and makes your brand the go-to choice

Ready to leave the competition behind when it comes to local search? Let’s unpack the tactics that will give your franchise an unbeatable advantage.

Local SEO: Your franchise’s competitive edge

Local SEO is your toolkit for tur ning “near me” searches into paying customers Done right, it shows Google that your franchise is the best answer for the most relevant local searches This translates into top rankings on the search engine results pages (SERPs), increased website traff ic, and a steady stream of new customers

Mastering local SEO requires attention

to a few key areas You’ll need to ensure your online listings on Google and other sites are accurate and complete You’ll have to optimise your website to signal your local relevance, as well as actively managing your reputation to build tr ust

Properly executed, these tactics will boost your visibility in those vital local searches, positioning your franchise as the reliable, go-to choice for customers across all your locations

Sounds good, right? Well, here are a few easy-to-implement tactics that will help propel your franchise to the top of local search results

Google My Business: The cornerstone of local SEO

Think of your Google My Business (GMB) listing as your vir tual storefront in local search. When people search for your type of business in their area, it’s often your GMB prof ile that appears most prominently as par t of Google’s Local Pack – the dedicated box of local search results they display for “near me” searches

That means your GMB listings are the f irst impression potential customers will have of your franchise locations So, they should be your f irst point of focus

About the author

for local SEO This is your chance to stand out and project your brand identity, even before someone visits your website

It’s also impor tant to remember that your GMB isn’t just a static listing – it’s where customers f ind essential info like your opening hours and location, interact with reviews and photos, and sometimes even contact a given location directly Keeping your GMB active and responsive is cr ucial for maximising those “near me” searches and tur ning online interest into leads and foot traff ic

To optimise your GMB for local search success, you’ll need to:

● Claim your listings

Make sure each franchise location is verif ied so that you can have full control over what customers see when they search for your ser vice

● Maximise your NAP consistency

NAP is shor t for Name, Address, Phone number, but really it covers all your core business info, including opening times and email address These f ields should all be f illed out cor rectly on GMB for ever y single location And they should appear identically on other listing sites like Yelp, too

● Encourage customer reviews

Positive reviews are key to securing top rankings and driving clicks By asking

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

FRANCHISE MARKETING MADE EASY

Mayfly Internet Marketing is the go-to marketing expert for franchisors.

If you ’ re looking for memorable social media strategies, paid ads that convert and search engine optimisation that get you ahead of the competition.

Book a free consultation today.

your franchisees to proactively seek Google reviews from their customers, you can help them showcase their exceptional ser vice and enhance their search visibility at the same time

● Go beyond the basics

GMB is a highly versatile tool – you can include Q&As, photos and videos, and make posts that work like mini-ads And don’t forget about responding to those hard-ear ned reviews

● Update regularly

An inactive GMB hur ts your visibility Keep your opening times updated, highlight new products or ser vices, and make sure customers see you as an active, engaged business

These GMB tactics can make your franchise a local search powerhouse. And if you give your franchisees the tools to master their own GMB listings, you’ll see the results multiply across your entire brand.

Optimising Your website for local search success

GMB is undoubtedly an essential tool for local SEO, but it’s just one piece of the puzzle To fully har ness the power of “near me” searches, you also need to optimise your website for local relevance

Your f irst step is to ensure your website is mobile-friendly The vast majority of “near me” searches are on phones, and a clunky mobile experience makes people bounce away quickly, hur ting your rankings Ensure your menus are thumbfriendly and your loading speed is up-toscratch – mobile users are an impatient bunch Google’s own PageSpeed tool is a g reat source of insights here

You’ll also want to ensure you have dedicated location pages on your site These are essential for attracting local customers and boosting your visibility in local searches

Each location page should clearly display the location’s address, phone number, opening hours, as well as offering a localised description that mentions the specif ic city or region Including customer reviews, photos showcasing the area, and tailored infor mation about your ser vices in that

ADVICE FOR FRANCHISORS

“

Google searches for “open now near me” have grown globally by over 400% year-on-year and are often high-intent searches –28% resulting in a purchase As a franchisor, the question isn’t whether local searches matter, but how you can ensure you dominate the results.

location will fur ther enhance these pages and signal strong local relevance to search engines

Ultimately, you should think of location pages as mini-landing sites optimised for each area your franchise ser ves, maximising the oppor tunity to capture those targeted local searches

Monitor, Measure, Adapt

Local SEO shouldn’t be a “set it and forget it” tactic Think of it as an ongoing investment in the visibility and g rowth of each franchise location Here’s a simple approach to ensure your hard work keeps paying off:

● Monitor

Set up tools like Google Analytics and Search Console to track how people from your area are f inding your website (or get a specialist franchise marketing agency to do it for you) Pay attention to which keywords bring in the most local traff ic and optimise your pages to target these fur ther

● Measure

Set a regular reminder – whether weekly, monthly or quar terly – to revisit your GMB listings Are there new customer questions to answer? Can infor mation be updated to reflect changes in ser vices or hours?

● Adapt

Local search is dynamic – new competitors appear, search engine algorithms change You need to stay abreast of any shifts and be willing to adjust your listings and content to keep your franchise at the forefront.

By treating local SEO as a continuous process, you ensure your franchise consistently captures those high-intent “near me” searches As a result, you can consistently connect with local customers searching for your products or ser vices, driving g rowth for your entire franchise network n

Revive! appoints new recruitment executive

REVIVE! Auto Innovations, the UK SMART vehicle repair network has appointed Samantha Car r-Rober ts to the post of franchise recr uitment executive

She brings with her extensive experience of working within the franchise sector and joins from the Amplo Group, where she was franchise lending manager/ compliance and operations manager She has previously been a relationship manager at the British Franchise Association.

Working alongside Cathr yn Hayes, franchise director of Revive!, Car rRober ts new role includes recr uitment, onboarding and mentoring of new franchisees.

Delighted with her career move, she said: “Revive! have g rown hugely over the last decade and have no plans for this g rowth to slow any time soon. The business is based upon setting and adhering to the highest of standards, whilst maintaining our franchise family feel.

“I am honoured to now for m par t of this fantastic team and to be joining at such an exciting par t of the jour ney, I look forward to suppor ting us and our network in going from strength to strength ”

Hayes commented: “We’re committed to giving the best level of ser vice to franchisees at ever y stage of their jour ney with us, which begins from the moment they make their f irst enquir y Delivering that ser vice is down to the outstanding team we have here at Revive! We recr uit only the highest calibre of people, and we’re delighted that Sam has chosen Revive!”

Revive! adds that interest in joining its multi-award winning management franchise has never been higher n

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

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

QIf you have a question, email info@franchiseworld.co.uk

Swimtime joins a global mission to save lives from drowning

Swimtime, an award-winning UK swimming educator, recently teamed up with the Inter national Swim Schools Association (ISSA) to help save 5,000,000 lives over the next decade from drowning, which remains one of the leading causes of unintentional injur y-related deaths worldwide

Founded in 1998, Swimtime provides swimming lessons to individuals of all ages and abilities, promoting water safety and drowning prevention, with trained instr uctors teaching thousands of people each week through its franchise network

Theo Millward, director of Swimtime, travelled to Dubai to par ticipate in a four-day think tank, alongside other leading swimming educators from seven countries (pictured above)

The event, sponsored by the Coutts Foundation, resulted in the g roup creating an educational toolkit for swim schools and for those looking to establish one A Global Accreditation Standard was also created to enable schools to benchmark themselves against best practice

“Millward, expressing his enthusiasm for this collaborative effor t, said: “As one of the f irst swim schools in the world to be awarded the Inter national Swim Schools Accreditation, it was an honour and a privilege to join them in their mission to reduce drowning-related fatalities globally

“It was inspiring to work alongside other professionals and to have created this invaluable resource which will save lives across the world.”

Pip Wilkins, chief executive off icer of the British Franchise Association, said: “We are absolutely delighted to see Swimtime at the forefront of this innovative, inter national effor t to save lives

“Swimtime is a g reat example of a tr uly successful franchise, r un along the ethical and professional standards required from all our members, and we could not be more proud of Theo and his team for their work alongside the ISSA ” n

www.swimtime.org

As one of the first swim schools in the world to be awarded the Inter national Swim Schools Accreditation, it was an honour and a privilege to join them in their mission to reduce drowning-related fatalities globally It was inspiring to work alongside other professionals and to have created this invaluable resource which will save lives across the world.

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.