Franchise World magazine | Summer 2024

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

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

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

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

20

Immersive Gamebox and Gravity expand franchise partnership

The entertainment gaming company, Immersive Gamebox, launched by the founders of the global obstacle endurance series Tough Mudder, has opened its fourth venue with Gravity in Westfield Stratford City 9

Nolte Kitchens launches franchise model to fuel UK expansion

Further to its highly successful entry into direct-toconsumer retail in the UK market, Nolte Kitchens is targeting rapid expansion through the launch of its new franchise model 12

Why opening a Paris Baguette franchise is a savvy investment

Embrace the opportunity to open your own BoulangeriePatisserie in London, the vibrant epicenter of culture and commerce, renowned for its bustling streets, diverse communities, and eclectic culinary scene 17

WNGZ announces ambitious expansion plans for the UK

WNGZ, the quick service restaurant chain with four London branches, has outlined its ambition to expand to 100 stores in the next two years

7

SureCare targets 30 new franchises in its thirtieth anniversar y year

SureCare’s husband-and-wife team, managing director Gary Farrer and wife Stephanie, who acquired the company 10 years ago have set their sight on 30 new franchises in the company’s thirtieth year

8

British Franchise Awards announced for 2024

The annual BFA HSBC UK British Franchise Awards, now in its 35th year, are considered to be the pinnacle of recognition and achievement in the UK franchise sector, celebrating the achievements of the British Franchise Association (BFA) member franchisors and franchisees

11

‘A decade at the helm of Stagecoach Performing Arts’

As Andy Knights celebrates a decade with Stagecoach Performing Arts, he reflects on his tenure, the evolution of the brand, and his plans for the future

15

Empowered Brands signs master licence agreement with fit+ gyms

Empowered Brands, the UK fitness franchise investor spearheading the growth of énergie Fitness and UBX Boxing & Strength, has announced the signing of a master licence agreement with fit+, a German-based staffless gym concept

20

Franchise World magazine

Boss Pizza sells North East Scotland master franchise

Goheer Ventures has purchased the North East Scotland master franchise for Boss Pizza The Goheer’s are looking to draw on family history and collective experience to expand Boss Pizza across the region

22

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.

26

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

Establish a Just Eat-style platform that caters specifically to your area The Order Tiger innovative digital franchise model will help you create your presence in the lucrative online food ordering sector

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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

26

Ovenu founder reports... ‘30 years on and we’re still going strong’

A week might be a long time in politics, but 30 years in the franchise sector feels like a lifetime and in many respects it is Rik Hellewell, founder of Ovenu, reflects on the past 30 years and the challenges ahead

31

Slim

Chickens UK expands into Germany

Slim Chickens, the American-style chicken brand with 51 UK outlets, is expanding into Germany in partnership with the Foodelity Group, which has signed a 20-site development plan 38

Club Pilates announces its third UK studio in London

Club Pilates will open its third studio later this summer in London at

Wapping, following the successful launch of studios at Bankside and Fulham Broadway 42

Neighbourly UK celebrated record-breaking year at its annual reunion conference

Neighbourly UK hosted its largest-ever annual reunion conference in Birmingham earlier this year, bringing together over 500 franchisees from across the UK 45

Revive! Trafford is the latest member of the £1m Club

The management franchise for SMART vehicle repairs, reports that it now has four franchise members in its Revive! £1m Club 46

ADVISORY ARTICLES

The importance and implementation of training across UK franchising

With many traditionally ‘man in a van’ brands now pivoting to ‘management’ franchises and others leaning towards more multi-unit owners, the right training is crucial in keeping everyone up to date and moving forwards together

By Pip W ilkins, chief executive, BFA 23

How to write a winning award entr y

Award programmes aren’t just for recognition of your hard work and achievements; an award win is a powerful tool for boosting your brand’s credibility and gaining market exposure

The catch is that writing a winning entry takes time, skill and lots of practice

By Lucy Archer, co-founder, Rev PR. 47

Establishing customer loyalty as the foundation of franchise success

In today’s highly competitive business landscape, the relationship between a brand and its customers has never been more critical For franchisees, this relationship is the linchpin of success –serving as both the foundation and the driving force behind sustained business growth

By Cheryl Harper, managing director, Greensleeves Lawn Care 50

We Love Pets awarded Ethical Accreditation in The Good Shopping Guide

We love Pets are awarded ethical status by the guide and is commended for its rigorous animal welfare standards, such as its ‘No Pack Walking’ policy, and its commitment to minimising its environmental impact

57

Vodafone Business IT Hub offers the chance to run your own IT franchise

Each Vodafone Business IT Hub will have a local territory in which it will offer an outsourced one-stop-shop for IT and communications managed services

Support on offer will include help with hardware and applications, alongside connectivity and security 65

Managing expectations when buying or selling a franchise resale

Understanding the timeline, engaging professional help, conducting thorough due diligence, and maintaining clear communication with all parties is crucial when buying or selling a resale

By Emma Bohan, operations manager, Franchise Resales 53

Perfecting your preparation: the importance of staying ahead of the cur ve to ensure you are compliant

Successful franchises do more than just keep up with industry trends; they anticipate them and position the franchise network to be at the forefront of innovation. But what role do franchisees play in keeping their own franchise ahead of the curve to ensure they are compliant within their own business?

By Jess McCarthy, senior early years quality manager, Monkey Puzzle

58

Knowledge-sharing environment as opposed to the operations manual

Advocating the reinvention of the traditional operations manual as a knowledge-sharing environment to unlock the full potential of the franchise network for long-term success

By Penny Hopkinson, founder, Manual Writers Inter national 61

FITNESS FRANCHISE

Snap Fitness opens its largest UK gym

Snap Fitness, the global f itness franchise, has launched the brand’s largest UK site in Fareha with franchisee Zabir Ali

The Fareham gym (pictur f irst for franchisee Ali wh wealth of franchising exp him, having spent over 12 operating multiple Boots franchise locations

The new 13,000 sq ft sit floors, includes state-of-t equipment and new techn will reflect the future dire company’s consumer offe Snap Fitness.

Ali says it’s a real honour to have launched the UK’s largest Snap Fitness site: “To have the oppor tunity to launch a site with an enhanced offering was one of the main reasons I joined Snap Fitness – this is a brand that is tr uly innovative and responds to the changing landscape of f itness in the UK ”

Snap Fitness said that as the largest Boots Opticians franchisee in the UK with seven locations, Ali wanted to embark on a fresh challenge, one that could have a lasting positive impact on the community

Ali continued: “I’ve always tried to f it going to the gym into my busy lifestyle, so I recognise the immense benef its it can have to your physical and mental wellbeing I’d looked into star ting an independent gym, but I thought I’d stick to what I know and go with franchising

“

there was a g reat energy around the brand ”

‘For the feeling’ culture

starting an independent gym, uld stick to what I know and ir Ali

Snap Fitness Fareham offers new personal training pods equipped with Myzone technology – a platfor m for tracking workouts by displaying realtime f itness statistics In addition to a dedicated cycling studio, which is par t of a new g roup f itness training initiative, club members can experience the same inclusive ‘for the feeling’ culture with a moder n look and feel throughout the sizeable gym floor

Finding the right site for this development was cr ucial for Ali: “We needed to wait for the right site to become available One thing I’ve taken from my other franchises is that location is paramount. I’ve been lucky to work with the exceptional team at Snap

proper ty sourced in Fareham ”

Kevin Yates, chief executive of Snap Fitness said that the addition of Ali to the network is a real statement of intent for the brand: “Zabir brings a wealth of knowledge and will be a key player in our network’s evolution – we’re excited to welcome him to the Snap Fitness family. As a brand, we are committed to making our gyms a welcoming environment for all Fareham is the f irst step in enhancing what we offer for our members.

“Our upcoming strategy is data-driven, focusing on locations where we can deliver the most value and make a signif icant impact on community health and wellbeing, without compromising on the impor tance of our values I’m excited to bolster the ongoing and unparalleled g rowth of the brand ” n

www.snapfitness.com

WNGZ announces ambitious expansion plans for the UK

WNGZ, the quick ser vice restaurant (QSR) chain specialising in chicken wings, has outlined its ambition to expand to 100 stores in the next two years across the nation

Established in the UK in late 2021, WNGZ cur rently has four London outlets in Camden, Clapton, Mile End and Poplar, with each new branch becoming a go-to destination for locals

The brand’s co-founders Arif Ahmed and Zahir ul Islam say they spotted a gap in the market for local Halal and Americanstyle g rilled and fried chicken wings. So they set about fulf illing the demands of wing lovers and catering to a wide selection of customers, with their house sauces being the hero.

Ahmed, WNGZ’s operations director, brings his extensive real estate experience to the brand, ensuring outlets are situated in prime locations with plenty of local foodies looking to tr y something new

Islam is the company’s f inance and legal director and has over 20 years of experience in the food sector His focus will be to drive prof itability and sustainable g rowth of the brand

The co-founders are aiming to build on the success of the London locations to propel WNGZ towards becoming one of the most popular chicken-based QSR brands in the UK

‘On the menu’

Each WNGZ restaurant brings its own identity with a classic American-style décor with open kitchens preparing customer orders Its wings come in por tion sizes of six, eight, 12 and 24, and are accompanied by one of WNGZ eight signature sauces

The restaurant menu also offers burgers, loaded fries and shakes, and caters to all dietar y requirements, from being

to offering vegetarian and vegan options

A spokesperson from WNGZ said:

“With our proven track record of success in the London food scene we felt it was time to expand the brand even fur ther and make WNGZ the game-changing brand in the UK QSR market

“The London food scene can be a hard one to break into, so it was key to have success there before we took the brand elsewhere We can’t wait to show the rest of the UK what has made WNGZ such a popular food destination ” n

www.WNGZ.co.uk

cer tif ied Halal

● From left: Zahirul Islam and Arif Ahmed.

SureCare targets 30 new franchises in its thirtieth anniversar y year

SureCare, the provider of personal care and suppor t at home, has set its sights on adding 30 new franchises as it celebrates its 30th anniversar y

The company was originally founded in 1994 to provide care for the elderly in the Chester area The cur rent owners, managing director Gar y Far rer (below) and his wife Stephanie, acquired the business 10 years ago from the founders John and Gill Ford In 2016 Josh Far rer (right), son of the cur rent owners, joined as franchise recr uitment manager.

During Gar y’s ownership, SureCare has expanded from a domiciliar y care provider to a provider now offering a complete range of home care ser vices, such as shopping calls for clients

Today the company still has its head off ice in Chester but now with a network of franchises across the UK In the last six months, it has opened its f irst two branches in Scotland, ser ving communities in Glasgow and Ayrshire

Gar y said: “The original founders were a family business just like ourselves and we have the same pur pose to provide our clients with the best possible care

“For SureCare today that means offering a complete range of ser vices for life’s jour ney, whether that is working parents who need childcare, an elderly person needing companionship or someone requiring our full domiciliar y care ser vice

“We’re also now providing clients with their cleaning and handyman requirements and even looking after their pets! The breadth of ser vices we offer makes us tr uly unique

“Some of our franchisees have been in business for over 25 years which is amazing Having the right franchise

Our success would not have been possible without the support of a fantastic head office team, the passion and dedication of our franchisees and their teams, who are committed to providing personcentred care of the highest possible quality

model is so impor tant in enabling franchisees to have this kind of longevity

“Our success would not have been possible without the suppor t of a fantastic head off ice team, the passion and dedication of our franchisees and their teams, who are committed to providing person-centred care of the highest possible quality

“There are still many par ts of the UK that do not have a SureCare franchise including Wales and Nor ther n Ireland, but we expect this to change in the near future We are targeting 30 new franchises and see no reason why we can’t become a 150-franchise company in the next two years.”

Founder John Ford commented: “Gill and I are delighted that the SureCare brand is still going strong after 30 years and that Gar y, Josh and the rest of the team remain as passionate about the impor tance of delivering person-centred care as we did when we launched the business in 1994 ” n

www.surecarefranchise.co.uk

The original founders were a family business just like ourselves and we have the same purpose to provide our clients with the best possible care.

Immersive Gamebox and Gravity expand partnership

The immersive enter tainment gaming company, Immersive Gamebox, has launched its four th franchise venue with experiential leisure g roup Gravity This brings Immersive Gamebox’s total global footprint to 30 venues – with f ive in the Greater London area

Based in Gravity’s new Westf ield Stratford City site, Gravity MAX, the Immersive Gamebox has four individual ‘gameboxes’, enabling up to 24 players to play at the same time

In launching this latest venture with Gravity, Immersive Gamebox hopes to capture a diverse range of bookings from friends and couples, to families and cor porate bookings

Every day we’re seeing more people around the world experiencing our unique concept This spurs us on to keep creating new game experiences and collaborate with exciting partners to launch new venues and concepts

Immersive Gamebox says its three existing sites with Gravity in Liver pool, Yorkshire and Wandswor th in South London attract on average 1,000 visitors ever y week.

Har vey Jenkinson, chief executive of Gravity, comments: “Immersive Gamebox has proven to be a popular concept for visitors in all of our par tnership venues We know that it’s a hit with families, couples, friends and more, and have big ambitions for this new launch in Gravity MAX in Westf ield Stratford ”

Co-founded in 2018 by Will Dean, founder of the global obstacle endurance series Tough Mudder and David Spindler its for mer vice-president of strategy and development, Immersive Gamebox was launched in the belief that technology

should enable families and friends to live in the present, rather than getting lost in unhealthy escapism like vir tual reality, the metaverse or social media

It’s g roup enter tainment of shared experiences combines projection mapping, sensors, touch screens and sur round sound within a 12ft x12ft interactive ‘gamebox’, in which g roups of 2-6 players play 30-60 minute interactive and physical gameplay

Dean comments: “Ever y day we’re seeing more and more people around the world experiencing the unique concept of Immersive Gamebox This spurs us on to keep creating new game experiences and collaborate with exciting par tners to launch new venues and concepts

“We’re excited to launch this new venue in time for the summer r ush and look

forward to offering visitors to Westf ield Stratford a new, exciting enter tainment experience ”

‘Bringing well-loved shows and films to life’

Immersive Gamebox says its digital and augmented reality games are designed by its in-house studio in collaboration with creators at the likes of Netflix, Colombia Pictures and Paramount – bringing wellloved shows and f ilms, such as Ghostbusters, PAW Patrol, Shaun the Sheep and Squid Games to life through games designed to build connection and collaboration and combat the global loneliness epidemic

The company adds that it has reached over one million gamers in 30 cities across the U S , UK, Ger many and the United Arab Emirates, with over 300,000 minutes of Immersive Gamebox played ever y week. n

www.immersivegamebox.com

British Franchise Awards announced for 2024

The annual BFA HSBC UK British Franchise Awards, now in its 35th year, are considered to be the pinnacle of recognition and achievement in the UK franchise sector, celebrating the achievements of the British Franchise Association (BFA) member franchisors and franchisees

The judges for this year’s awards are:

● Pip Wilkins (Chair of Judges), chief executive of the BFA

● Gillian Morris, UK head of franchise, commercial banking, HSBC UK

● Natalia Shvarts, par tner at Excello Law

● Adam Lovelock, director of Coconut Marketing

● Alan Wilkinson, head of franchise development at The Franchising Centre

● Roz Goldstein, par tner at Par tnerWise Franchise

Commenting on the awards, Wilkins said: “Just f ive months after we announced the 2023 winners (pictured above), the BFA team are back with the 2024 awards We have two new awards this year, ‘Business Builder’ and ‘Inter national Expansion’ Both are looking at businesses that have g rown successfully, but in ver y different ways ”

Franchisor Award categories

● Franchisor of the Year

● Established

● Expanding

● Emerging

● Lifestyle

● Leadership and Culture

● Brand Awareness

● International Expansion

● Trailblazer

Franchisee Award categories

● Lifestyle

● Next Generation

● Community Focus

● Business Builder

● HSBC Best in Class

● Multi-unit: single brand

● Multi-unit: multi-brand

● Trailblazer

● Franchisee of the Year – People’s Choice

Wilkins continues: “Franchise resales are a g rowth area for franchising and when you see the results, it’s not hard to understand why When you invest in a franchise ter ritor y that is already operational, you hit the g round r unning with a ver y big head star t, meaning the entrepreneur can achieve impressive g rowth results within a shor t space of time. The ‘Business Builder’ categor y will give us the chance to shine a light on people investing in resale ter ritories and making a huge successes of them

“The ‘Inter national Expansion’ award for franchisors is going to make for fascinating reading too as we examine the inter national success of some of the larger franchise brands. Many franchisors who have built f ir m foundations with their UK operations are now looking to expand abroad

“The ‘Brand Britain’ is still a valuable commodity in the expor t market and our franchise brands are taking advantage of this like never before We are looking forward to hearing about their jour ney’s to inter national franchise success ”

Recognising the role of the judges, Wilkins said: “My thanks, as always, go to the judges who have ag reed to give up an enor mous amount of their working time to judge the entries we receive Each brings with them their own valuable area of exper tise, to this highly experienced judging panel

“In a change for 2024 we are leaving the London-based studio behind and renting out a multi-million pound ‘location’ house in the Midlands for our f ilming week, which we hope will not only add to the fun for our f inalists but also give us some g reat footage for our Best in Franchising campaign that will come out before the awards.”

Sponsor’s comments

Gillian Mor ris (below) added: “In the 35 years we have been sponsoring the British Franchise Awards the entries have never failed to impress Ever y year we read stories of good strategy, g reat planning and, sometimes, enor mous braver y.

“People in the franchising world are invariably totally committed and their passion for their businesses shines through I know we’re all looking forward to reading this year’s entries, hearing how they are suppor ting their brand, their franchisees, their local communities, and the franchising sector as a whole ” n

www.thebfa.org

www.business.hsbc.uk/hsbc-franchising

Nolte Kitchens launches its franchise model to fuel expansion across the UK

Fur ther to its highly successful entr y into direct-to-consumer retail in the UK market, Nolte Kitchens UK is targeting rapid expansion through the launch of its new franchise model

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

The f ir m has been making homeenhancing, tailor-made kitchens of the highest quality since 1958 – all overseen by the Nolte family.

This means Nolte Kitchens franchise par tners will be suppor ted by generations of knowledge, craft and innovation to make their franchise a success, as well as being able to promise customers the most Ger man of traits –effectiveness, reliability and eff iciency. In fact, Nolte’s ‘Made in Ger many’ quality promise is par t and parcel of its worldwide success

Nolte kitchens are made to order and shipped from Ger many pre-assembled, saving on installation time, and the brand’s breadth of por tfolio allows for complete flexibility, from contemporar y handle-less to more traditional, classic shaker style

Ever y kitchen ingredient covered Customers can choose from three class-leading, high-quality collections: Express, Nolte, or the luxur y range, Nolteneo For projects requiring a co-ordinated aesthetic, Nolte offers a range of living and utility fur niture.

Creating stunning kitchens is a team effor t, and Nolte works with select and highly regarded suppliers that they can tr ust to make sure ever y project goes to plan These include leading brands such as Miele, Caesar Stone, Quooker and Bora, and many more So, from worktops to appliances, sinks to f inal f ittings, whatever your kitchen budget or desired design, they have ever y kitchen ing redient covered

The leading manufacturer of f itted kitchens prides itself on creating kitchens tailored specif ically to each customer’s lifestyle, with several extra special features

With beauty in ever y hidden detail,

Nolte’s kitchen fronts are t colour inside and out, and provides 20 per cent more over the standard 75cm ca Various planning depths fo available too The 75cm dr not only means more spac on and storing items, but a more storage space in the beneath.

Nolte franchise par tners w from a business model tha cash flow quickly, a high g on products (and a high tu showroom square metre), even potentially matching Nolte’s top showrooms that tur n over more than £1m a year after two years

acting existing single or se owners or entrepreneurs an organisation and commit pment plan, with growth wn.

Par tners can look forward to a realistic three-year tur nover of £500k-£2m, with typical f irst-year r unning costs of £100k-£125k, and holding little in the way of stock means cash flow is freed up. Ver y little infrastr ucture is required, as franchisees will use Nolte’s logistics and warehousing, plus only a few employees are needed per showroom

An engaging retail space

The Nolte team will help franchisees create an engaging retail space that encourages interest, ear ns customer tr ust, and sells the dream of owning a breathtaking kitchen The brand uses tried-and-tested layouts to make things easy when setting up a showroom but can also be ver y flexible to accommodate any bespoke requirements or suggestions.

Dedicated teams will help par tners f ind the perfect location, suppor t with the design, build and f it-out of par tners’ showrooms and provide suppor t for managing showroom openings and ongoing f it-outs

Upon completion of a franchise contract ag reement, new par tners will embark on a three-week training prog ramme which is split into two modules

Module one, a one-week course, will encompass brand and value, franchise par tnership, Nolte systems and more while module two, a two-week course, covers topics such as product knowledge, sales, retail excellence and after-sales ser vice. E-lear ning in between modules will look at areas such as leadership, materials and designers

Continued support

Par tners can expect a high level of continued suppor t from Nolte’s retail teams and designated operations team once up and r unning; a dedicated order processing team in Ger many will be assigned to each account to check and ensure accuracy, and Nolte will provide account management suppor t with third-par ty suppliers

The regional retail team will conduct frequent showroom visits and business reviews, in addition to sharing access to all operational tools such as operations manuals, processes and showroom health and safety

Finance and HR advice are also available, covering payroll systems, production of monthly management accounts, ongoing suppor t in recr uiting the best candidates, building and maintaining strong employee relations, and improving employee perfor mance

Par tners will have access to all Nolte Kitchens design, operational and CRM

systems and software, plus ongoing IT helpdesk assistance

For a small monthly fee, franchisees will benef it from a central marketing function Nolte uses a host of marketing tools to promote the brand, including digital marketing, print adver tising, visual merchandising, and national exhibitions to make the brand a household name.

Brand heritage

The Nolte Küchen brand has been going strong since 1958, and the business plans to make it even stronger in the UK Franchise par tners will play a key role in this success – and enjoy the benef its from it

With ambitions of being the UK’s biggest and most respected name in the premium kitchen market, after being named Ger many’s favourite kitchen brand for f ive years r unning, the introduction of Nolte Kitchens’ franchise proposition is set to signif icantly accelerate the brand’s g rowth and geog raphical reach

The f ir m will be focusing par ticularly on f inding par tners in Leicester, Newcastle and the Nor th East, Leicestershire, Berkshire, Oxfordshire, London and South Wales Meanwhile, Nolte Kitchens will also be opening many more of its own showrooms over the coming few years

Proud to be a climate-neutral company, Nolte makes nearly 900 kitchens ever y day and expor ts to over 60 countries

Neutralising its effect on the planet is vitally impor tant to the f ir m – more than 99 per cent of the wood it uses comes from cer tif ied sources, it offsets CO2 emissions by suppor ting a project in Ur uguay where a forest now g rows where cattle used to g raze, and like its kitchens, its company lighting comes from sustainable LEDs

On average, its par ticle boards have 50 per cent recycled material, and Nolte Kitchens keeps a close eye on its 300 suppliers to ensure they’re playing fair with the planet too For customers, this means owning a kitchen that hasn’t har med the planet, so they can cook with a clear conscience

Liz Hall, Head of Sales at Nolte Kitchens UK comments: “We have ambitious g rowth plans in place that will see us expand from the cur rent 15 showrooms we own and operate in the UK – without compromising our dedication to kitchens that work like a char m, look like a dream and feel like home ”

Liz added, “We anticipate attracting existing single or multi-unit franchise owners or entrepreneurs who will be able to build an organisation and commit to our showroom development plan, with g rowth mindsets to match our own

“Nolte Kitchens franchise par tners will ideally have sales and business management skills, be willing to lead, delegate and motivate, and have retail experience.” n

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

‘Shining example of how to do franchising well’

Kristy Roff (left) and Suzanne Evett of Get Ahead South, are celebrating f ive successful years as franchisees. Friends for over 16 years, the pair joined Get Ahead in 2019 to work flexibly around their families and gain a better work-life balance

Following a successful star t the pair had to navigate the challenges of Covid-19 and homeschooling But as restrictions eased they seized the oppor tunity to accelerate business g rowth by expanding in Sur rey to create a new Get Ahead South ‘superhub’ and winning the Great British Franchisee Awards 2023.

Commenting on the milestone, Kristy said: “Becoming par tners with Get Ahead was a g reat decision for us, and we would wholehear tedly recommend it Suzanne and I are living proof that going into business with a friend can be rewarding and highly successful.

“We are both mums juggling work and family life But we boldly decided to put life in our own hands by star ting our own business It was a scar y step, but we wouldn’t change a thing There have been tough times for both the business and us personally, but it has all been par t of the jour ney ”

Rebecca Newenham, founder of Get Ahead, said: “I am so proud of all that

As both mums juggling work and family life, we decided to put life in our own hands by starting our own business It was a scary step, but we wouldn’t change a thing.

Kristy and Suzanne have achieved in the last f ive years They are a shining example of how to do franchising well.

“They have g rown their own ter ritor y and expanded into new ter ritories to accelerate the development of their business They launched a new monthly networking event, Get Connected, which proved to be so successful that it has now spread to seven cities across the South East

“Kirsty and Suzanne have suppor ted their local business community and played a vital role in suppor ting the franchise network, mentoring new franchisees and transfor ming our inter nal processes. They have so much to reflect on and celebrate I look forward to continuing to suppor t them in the coming years I’m sure g reat things are ahead for this brilliant par tnership.”

Get Ahead offers a range of nationwide marketing and business suppor t ser vices to small and medium-sized business across the UK n

www.getaheadva.com

‘A decade at the helm of Stagecoach Performing Arts’

Since joining Stagecoach Perfor ming Ar ts in 2014, chief executive Andy Knights (below) has guided the brand’s school on a jour ney of g rowth, innovation and impact

Drawing from a backg round in regional management for prominent UK retailers and extensive experience in management consultancy, he has infused Stagecoach with his exper tise since day one.

As he celebrates a decade on, he takes a moment to reflect on his tenure, the evolution witnessed within the perfor ming ar ts school and his plans for the brand’s future

“It’s hard to believe that I’m marking a decade with Stagecoach already It’s been an extraordinar y jour ney of g rowth and innovation and I feel deeply honoured to have been at the head of it From my early days as director back in 2016 to my cur rent role as chief executive of Trafalgar Education, our parent company, I’ve had the privilege of witnessing Stagecoach’s transfor mation into a global leader in perfor ming ar ts education

Our shared values, behaviours and practices have been the bedrock of our success throughout my tenure and were what initially drew me to the brand in 2014. Since joining the franchise, we’ve introduced ‘The Stagecoach Way’, which

encompasses our philosophy, ethos and operational processes across the perfor ming ar ts

It fosters a culture where ever yone feels welcomed, respected, celebrated, and heard, creating a sense of belonging within our global family I f ir mly believe these values remain fundamental to Stagecoach’s status as one of the most renowned and established children’s perfor ming ar ts franchises globally

‘From just three schools in rented rooms in Surrey’

Providing a platfor m for passionate, talented individuals to pursue their dreams, and witnessing the g rowth of each franchise in our network has been so rewarding It’s tr uly remarkable to think that Stagecoach began over 35 years ago with just three schools in rented rooms in Sur rey, and has since evolved into the global franchise it is

today, with 60,000 weekly students worldwide across eight countries.

As for the future, we hope to continue expanding Stagecoach’s global reach, promote innovation in perfor ming ar ts education and empower even more passionate individuals to discover their talents and pursue their dreams

Our ambition, which has not altered in 35 years, is to ensure our franchisees are equipped with the resources they need to r un a business that suits their needs and those of their students

Seeing children’s lives change as their conf idence and self-esteem g row is the driving force behind ever ything we do By continuing to uphold this mission, I hope to lead our continued g rowth in the UK and around the world.” n

www stagecoachfranchise com

My Window Cleaner adds six franchisees to its growing network

In the last two months, six new franchisees have joined exterior proper ty cleaning specialists, My Window Cleaner (MWC). Launching ter ritories from Essex to South Wales, MWC says the ambitious half-dozen bring a raft of passion, skill and experience with them to its awardwinning network

Like many franchisees, these entrepreneurs were looking for a business in which they would feel suppor ted and able to be par t of something bigger than themselves Having all been self-employed, in one for m or another, they understood the value in having a collaborative network, and a motivated franchisor behind them, adds MWC

James Cook, the franchisee for Caer philly, Wales, says: “The stor y behind the business and the strong g rowth was incredibly appealing but it was the constant thread of suppor t with a family feel that really drew me in It’s the whole package ”

MWC prides itself on being a moder n and dynamic business with traditional values of customer ser vice, quality and care AI-fuelled and data-driven, the brand says it offers franchisees impressive systems and unheard of

levels of automation as well as insights into their business, customers and market data

Victoria Phelps of MWC Maldon & Witham, Essex, added: “MWC is a moder n, sophisticated franchise – it’s a high-demand ser vice, extremely well r un with the scope to become a multi-van, multi-ter ritor y operation It’s exactly what my husband and I were looking for and we’re so excited to be par t of the network ”

Equally enthusiastic, one new recr uit, Ashley Stevens of MWC Kingswinford, West Midlands, is no stranger to franchising having been a for mer Snap-on Tools franchisee Stevens repor ts that he has already smashed MWC records for the most successful launch in the histor y of the network

Stevens said his long-ter m plan is to be multi-ter ritor y: “I was a franchisee a number of years ago and made a success of that, so I’m no stranger to hard work This time round, I wanted something that would give me a g reat life, with time for my kids, and a g reat lifestyle I did

The story behind the business and the strong growth was incredibly appealing but it was the constant thread of support with a family feel that really drew me in. It’s the whole package

wonder if I was tr ying to ‘have it all’ but as it tur ns out, you can, with MWC ”

‘5-Star’ franchisee satisfaction

Founded in 1996, MWC says it identif ied and leveraged a gap in the market and today, the brand is f ir mly established as a highly prof itable, award-winning, multi-van franchise oppor tunity And adds that its franchisees ag ree, as in December last year in the WorkBuzz Franchisee Satisfaction Survey, it rated the franchise as ‘5-Star’ for two years in a row

In addition to window cleaning, MWC’s ser vices include gutter cleaning and jet washing of hard surfaces such as driveways, patios and exterior walls to fencing and garden fur niture n

www.mywindowcleanerfranchise.co.uk

Indulge in success: Why opening a Paris Baguette franchise in London is a savvy investment

Embrace the oppor tunity to open your own Boulangerie-Patisserie in London, the vibrant epicenter of culture and commerce, renowned for its bustling

streets, diverse communities, and eclectic culinar y scene

Amidst this dynamic landscape, there

lies an extraordinar y oppor tunity for aspiring entrepreneurs: opening a Paris Baguette franchise. With proprietar y recipes, an impressive lineup of food ➥

Unique product range

Proven franchise concept

Attractive commercial terms

Franchise support

Online customer ordering

PARIS BAG UETTE

NEIGHBOURHOOD BAKERY & CAFÉ

onsumers crave authenticity Paris Baguette delivers on both nu featuring artisanal bread, ourmet sandwiches.

n training model, and a record of global success, Paris Baguette beckons franchisees a compelling and rewarding business to be par t of

A recipe for success:

The Paris Baguette advantage

What sets Paris Baguette apar t from other franchise oppor tunities? It’s the winning combination of tradition, innovation, and unwavering suppor t for franchisees

Paris Baguette’s proven business model, coupled with its comprehensive training prog rammes and robust franchise suppor t system, empowers franchisees to thrive in the competitive culinar y landscape of London. From site selection to marketing strategies, Paris Baguette provides the tools and resources necessar y for success

Catering to modern tastes

In an era where consumers crave authenticity and convenience, Paris

Baguette delivers on both fronts

With a diverse menu featuring ar tisanal bread, exquisite pastries, and gour met sandwiches, Paris Baguette caters to the discer ning tastes of Londoners while staying tr ue to its French-inspired roots

Moreover, the brand’s emphasis on community engagement and sustainability resonates with the values of moder n consumers, making it a compelling choice for franchisees looking to make a positive impact

Seize

the opportunity: Join the Paris Baguette family

For entrepreneurs with a passion for food and a drive for success, opening a Paris Baguette franchise in London is a tantalizing prospect

With the suppor t of Paris Baguette’s seasoned team of franchising exper ts, including industr y veterans like Tony Newnham, managing director of BPW Consultancy Ltd., and the well-known inter national franchise exper t, Dr Mark Abell, franchisees can embark on their entrepreneurial jour ney with conf idence

Whether it’s creating memorable dining experiences or contributing to the local community, Paris Baguette offers franchisees the chance to indulge in the sweet taste of success in the hear t of London n

info@parisbaguette.uk www.parisbaguette.uk

Empowered Brands signs master licence agreement with fit+ gyms

Empowered Brands, the UK f itness franchise investor spearheading the g rowth of énergie Fitness and UBX Boxing & Strength, has announced the signing of a master licence ag reement with f it+, a Ger man-based staffless gym concept, projecting 2024 tur nover of €30m with 87,000 members and 250 locations across Europe

The deal will see the f itness franchise investor Empowered Brands, roll out f it+ gyms through a traditional franchise model across the UK & Ireland, and has already identif ied over 200 potential locations

The f it+ gyms concept was co-founded by Ger man f itness club operators and entrepreneurs, Torsten Boorberg and Björ n Krämer, following staff ing challenges they faced in the industr y. The staffless gym model has seen

“exponential g rowth of 200% in just three years, says f it+ with the expectation that this f igure will rise to 300% with 320 gyms targeted worldwide by the end of this year

The franchise model targets smaller ter ritories than traditional gyms, namely smaller towns, suburban and even r ural areas with a target population of 6,000 –15,000 people

Empowered Brands aims to make f itness even more accessible and convenient for more people across the UK and Ireland through the f it+ ultra-convenient model that often includes 24-hour access

Mark Pinner, chief executive of Empowered Brands, explains:

“Convenience is a driving force in the industr y now more than ever before, with gym goers looking for a well-

Convenience is a driving force in the industry now more than ever before, with gym goers looking for a well-equipped fitness club in the immediate vicinity of where they live, and fit+ will provide exactly that and more

equipped f itness club in the immediate vicinity of where they live, and f it+ will provide exactly that and more ”

“It’s game-changing for the industr y as it’s a concept that’s able to reach underser ved communities easily, where perhaps they don’t cur rently have a convenient f itness facility, or where they do, but it has restricted hours etc.

“f it+ gyms will provide a range of strength, resistance, and free weights equipment, and QR codes feature on each piece of equipment to guide users on how they work We’re really excited to roll the concept out, providing ever ything that people need for a complete training prog ramme ”

‘An obvious choice to partner with’ Boorberg says Empowered Brands were an obvious choice to par tner with given their extensive experience in the sector, and their passion to bring the direct positive benef its f it+ gyms can have to people across local communities

“It’s an incredible prospect for

franchisees – our gyms are operated entirely digitally, managed with just a few hours work per week It keeps the gym’s operating costs to a minimum and provides an amazing leve and flexibility for the bu enthuses Boorberg

As a tech driven model, that its gyms are fully au how members sign-up an gym, to membership man admin which is all proce From minimising overhe costs, this also frees up t resources for franchisees

f it+ highlights that the le investment, star ting at £2 considerably more acces entrepreneurs than other

To date, f it+ has launched in 10 countries in six years and plans to expand its reach fur ther to 28 countries across Europe, Africa and Asia with 1,000 gyms targeting €100m tur nover worldwide

Pietro Nicholls, chair man of Empowered Brands and por tfolio manager at RM Funds, the alter native investment management f ir m backing Empowered Brands, comments: “f it+ will help more people to own their own gym through franchising as one of the most affordable and convenient options to get into business with a gym franchise

“The addition of the f it+ franchise enhances our expanding por tfolio of

“y automated, from how and enter the gym, to membership which is all processed internally.

complements our existing franchise propositions, which includes large for mat gyms and HIIT studios to now focusing on convenience and accessibility.”

‘End-to-end ser vice to franchisees’

Pinner of Empowered Brands explains the ease of scalability of the f it+ model and the level of suppor t it will give is a key selling-point for franchisees: “We provide an end-to-end ser vice to franchisees – it’s something that’s helping us achieve g reat success across both énergie Fitness and UBX Boxing & Strength as we roll out those concepts across the UK and Ireland

“We will provide demog raphic analysis to help franchisees establish a suitable

ter ritor y for their f it+ gym, and will provide broader access and suppor t across training, marketing campaigns, funding, systems, technology, operations and infrastr ucture ”

Pinner commenting on new locations for its énergie Fitness and UBX Boxing & Strength brands, said: “We’ve an exciting pipeline of new openings to come and we anticipate appeal for f it+ franchisees being just as strong, with interest already being shown among existing franchisees in our network

“It’s an exciting time for the business as we look to continue to transfor m the UK and Ireland’s f itness landscape, both in ter ms of the oppor tunities we are able to provide for consumers, and for potential franchisees ” n

www.franchise.fitplus-club.co.uk

Boss Pizza sells North East Scotland master franchise

Goheer Ventures has purchased the Nor th East Scotland master franchise for the Hamilton-based takeaway chain, Boss Pizza

Imran, Bilal, Kamran and Aman Goheer, the quar tet behind Goheer Ventures, said they have family histor y in the restaurant sector and are the descendants behind

the renowned Shalimar, whose Gibson Street restaurant, helped pioneer the dining scene in Glasgow during the 1960s and 70s

The Goheer’s are looking to draw on this family histor y and their collective experience to expand Boss Pizza across Nor th East Scotland

Founded in 2020, Boss Pizza said it has g rown into a successful independent pizza chain with a steadfast commitment to quality ing redients and flavours, and aims to go head to head with the established takeaway brands

‘Larger and more affordable’

Boss Pizza adds that it was established in response to a market demand for fresh dough pizzas and offers pizzas crafted 40 per cent larger and 50 per cent more affordable than those offered by other outlets

Regarding expansion plans, Imran said: “We’re ver y excited about the future of Boss Pizza as we look to bring their fresh style of pizza across the countr y.

“Goheer Ventures always aims to continually push boundaries and set new standards of excellence in the food and beverage sector Boss Pizza is the next stage of that and we have some ambitious plans to tur n the brand into a household name.

“We’re looking for passionate individuals to come aboard and help us bring the brand to pizza lovers in ever y city in the region ” n

www.boss-pizza.co.uk always aims to continually and set new standards of d beverage sector… Boss that.

The importance and implementation of training across UK franchising

By Pip Wilkins, Chief Executive Officer, British Franchise Association

In an ever-evolving franchise sector, training is becoming increasingly impor tant, not only to educate and motivate franchisees, but also to positively affect a franchisor’s bottom line

With many traditionally ‘man in a van’ brands now pivoting to ‘management’ franchises and others leaning towards more multi-unit owners, the right training is cr ucial in keeping ever yone up to date and moving forwards together

At the British Franchise Association (BFA) we see f irst-hand the impact of strong leadership teams across our member’s franchise networks Franchisors that are investing in training and coaching suppor t with their franchisees are cultivating g reat business owners, who are able to build strong teams.

It is also tr ue that these franchisee owners often go on to own multiple businesses, become high perfor mers and g reat ambassadors not only for their brands but for the entire franchising sector, so we are passionate about suppor ting g reat training across the board

But how are UK franchisors addressing training, what systems are they using and what kind of results are they seeing?

Renewal training

Homecare franchise Home Instead introduced renewal training for their franchisees 10 years ago They r un two sessions, one for franchisees on their f irst f ive-year renewal point and one at their second, 10-year renewal

Although both sessions are held over

two days and r un by an exter nal coaching company, the two sessions are ver y different, each recognising the franchisees, their needs, and where they are in their jour neys

Imogen Clarke, head of franchise development at Home Instead explained: “The f ive-year renewal training is a chance for our franchisees to step back from the day to day r unning of the operation and really look at their business as an asset

“Initially we ask all the franchisees attending to value a mock business, in reality it is a combination of all their businesses; it gets them thinking about the value of a franchise and be able to look at it more objectively than if it was solely their own We also ask them to draw up an action plan for their business, star t to consider their retirement plans and how they can g row their business to suppor t those plans in their future

“The 10-year renewal training is a chance to look at how far they have come with their business, and what they would like it to look like in the future and what more they need to invest to achieve those goals It’s quite a holistic session including coaching on mindfulness It’s also a chance for the senior leadership team at Home Instead

to thank them for their hard work and to join them as they recharge and reflect for a couple of days ”

High achievers training

Many franchisors create invite only clubs and g roups for their top perfor ming franchisees, to har ness their enthusiasm and entrepreneurialism and fur ther drive sales and g rowth.

Five years ago, Mark Llewellyn, managing director (sales and marketing) at mobile body shop brand Revive! launched their Accelerated Growth Prog ramme (AGP) and it ended up leading the business down a different and ver y f inancially advantageous path.

Llewellyn explains: “Initially we were selling ‘man in a van’ franchises, and our franchisee training was teaching people how to paint cars When we introduced our AGP in 2019, all that changed

“We wanted to increase sales signif icantly, one of the ways we thought we could achieve this was by changing the mindset of our franchisees, getting to see themselves as managers and leaders of businesses, not just car painters We for med the AGP and put training blocks together that would be interesting and motivational to our franchisees.

ADVICE FOR FRANCHISORS

“To be accepted into the g roup the franchisee f irst had to commit to increasing the size of their business by 20 per cent ever y year. I used to ask franchisees, ‘Would you like to double the size of your business?’ of course they all said yes, but that they didn’t know how to do it. When I explained that if they simply built their business by 20 per cent each year, for four years, they would have doubled the size of their business. Little tricks like this really helped shift their mindset

“To fur ther engage our franchisees, we used a bit of car rot and stick; we asked them to put together a business plan of how to g row their business and told them that ever yone who submitted a plan would be invited on a weekend away, abroad, to present the plan to their peers No plan, no weekend away Needless to say, it worked

“Once we star ted, the training sessions focused on areas such as marketing, leadership, operational eff iciencies etc., anything to help shift their mindset away from painting cars and into being leaders Of the f irst eight or so franchisees who star ted on the inaugural prog ramme, some dropped out, but the few that were left changed the face of the business

“Whilst most of the g roup were g rowing their franchises at 18 per cent a year, the AGP members were g rowing at a staggering 86 per cent a year Why? Because they took themselves out of the ever yday function of painting cars and focused solely on g rowing the business The results have been phenomenal We now have four, million-pound tur nover franchisees and by the end of 2024, we expect to have eight

“The results of the AGP have completely changed the way we r un our business We now don’t train our franchisees to paint cars anymore, we train them how to g row businesses and the AGP is our standard training across the board for all new franchisees

“The bottom line is, as franchisors, we can’t keep saying we sell ‘tried and tested’ business models We’ve got to keep evolving our processes and business systems, making sure we are

offering the ver y best franchise oppor tunity to our franchise business owners,” concluded Llewellyn

Using external training companies

Many UK franchisors hire specialist training companies to deliver their training, but do they work, is it wor th the ROI (retur n on investment) and is it a one-off investment or should brands be investing regularly in new training for staff and franchisees?

Jane James, founder and managing director of children’s drama and singing education franchise Little Voices has been using training specialists to deliver training to her franchisees

She says the results they get from the sessions make a huge difference to her franchisees, to their businesses and therefore, ultimately, to her: “I’ve been

working with exter nal training provider Training Academy for over 13 years now and I couldn’t recommend them enough. They facilitate our annual conference, which we call our symposium My franchisees love the sessions, they are the fur thest you can image from death by PowerPoint

“They are always interactive, experiential and cater exactly to our business and the areas we need to focus on Some topics we’ve covered previously have been sales training, increasing your bottom line, communicating with customers and how to have diff icult conversations,” said James

QFP – Qualified Franchise Professional

As the acknowledged ‘hub’ of franchising in the UK, in 2011 we established the QFP qualif ication The QFP is a for mal recognition of a

person’s professional knowledge and experience in franchising

Aimed at anyone in the franchise sector, but par ticularly useful for franchisors, their staff and franchise sector suppliers, the qualif ication covers four main pillars of franchising; how to understand a franchisee’s f inancial perfor mance, how to market a franchise and recr uit for network g rowth, how to motivate franchisees and how to monitor franchisee perfor mance

Students must also attend various educational BFA events, to add to their knowledge base, something they are required to continue doing even after g raduation

Delivered by exter nal professionals the sessions are online and done in a team or cohor t setting. Aside from the core elements and a written submission, the f inal par t of the QFP process is an inter view by a panel of experienced franchising luminaries.

The success rate is high; the course generally takes 12-months to complete, and a summer ‘boot camp’ will r un in August 2024 for those who wish to fast track their prog ress.

With over 200 QFP qualif ied individuals now across the UK franchise sector, the course is now well established and recognised throughout the entire industr y. Delegates who pass the course benef it from a competitive advantage in the marketplace, increased knowledge of the sector, improved business effectiveness and enhanced career oppor tunities

Jake Abson, franchise suppor t co-ordinator from estate agency board specialists Agency Express, who recently completed the course said: “Embarking on the QFP jour ney has tr uly been a game-changer for me within the franchise suppor t team at Agency Express The comprehensive modules provide a solid foundation, while the networking oppor tunities with fellow franchisors have been priceless

“Through insightful discussions on implementing innovative ideas and ref ining processes in our franchises,

I’ve gained invaluable knowledge and insights that have signif icantly enhanced my skillset I wholehear tedly recommend the QFP qualif ication to anyone looking to excel in franchise suppor t and management ”

QFC – Qualified Franchise Coach

October 2024 sees the launch of our brand new QFC qualif ication. The QFC prog ramme is an accredited coaching methodology, developed by leading franchise training company Franchology and our own BFA Academy.

The prog ramme, which is divided into eight modules, is recommended for both franchisors and franchisees and anyone in the franchise sector who wishes to improve their skills and demonstrate their commitment to raising the bar of coaching Cr ucially, it also pledges to improve franchise relationships and perfor mance at ever y level

Emily Price, chief operating off icer of the BFA, said: “This new prog ramme will address the unique challenges that exist between franchisors and franchisees using the ‘Coaching with Compassion’ methodology, which draws on experience, research, neuro and behavioural science, to help achieve lasting change

“The QFC prog ramme has been accredited by the Universal Coaching Alliance, a specialist global coaching body which has a code of professional conduct and ethics, aligned with the BFA’s own code of ethics Completing the QFC prog ramme will achieve 600 Academy Points towards a candidate’s continuing professional development records

“Those who g raduate from the course can expect signif icantly improved franchisor/franchisee relationships and perfor mance, improved attraction and retention of high-quality franchisees and employees, and the ability to engage in positive exit strategy coaching conversations, reducing the risks and costs associated with disputes and litigation ”

Price added: “Online Discover y Calls are held each week for interested par ties to f ind out more about both the QFP and

QFC courses For more infor mation email events@thebfa org ”

BFA Event – Leadership In Action 14th June, 2024

As an association that demonstrably recognises the impor tance of highquality leadership, we are excited to bring the UK franchise sector a brandnew event, Leadership in Action. Sponsored by The Franchising Centre, the event is open to members and non BFA members alike

Leadership In Action is designed for the leaders of today and tomor row to enhance their skills and discover new strategies. It is led by Team Academy, the trainers so highly recommended by Jane James from Little Voices

Attendees will take par t in highly interactive and motivational workshops, where they will reflect on their own leadership jour ney Attendees can expect to g row personally and professionally and empower both themselves and their teams with a wealth of tools and techniques for effective leadership

By the end of the day, delegates will feel inspired, empowered, and equipped to drive rapid and meaningful change within their organisation. To book, visit www thebfa org/leadership-in-action

In summar y

The BFA are talking to franchisors on a daily basis and the subject of highquality training and leadership are at the forefront of most conversations and quite rightly so As we can see from the stories above, with the right training to the right people at the right time, the results can be phenomenal.

We are fully committed to ensuring we suppor t our members in their training goals, not only with our own QFP and QFC courses, but also the new Leadership in Action event which we know will be a sell-out success

We would urge members to keep an eye on our events calendar and take advantage of all the sessions we offer, to supplement their own training schedule, and together, we can help more people to ‘discover their tomor row’ with UK franchising. n

Successful TaxAssist resale in Basingstoke

AFTER 17 years at the helm of TaxAssist Accountants Basingstoke, retiring franchisee Steve Rayner has sold his accountancy practice on Hackford Road, to new franchisee Chitrang Shah

Rayner said: “I’ve thoroughly enjoyed building my practice up from nothing to where it is today, ser vicing the needs of more than 450 clients I’m so proud of what I achieved in my local community in and around Basingstoke and my thanks go to my staff and the many g reat people I’ve met over the years ”

‘Ambition to run his own practice’ Shah has long held the ambition to r un his own practice, utilising over 20 years’ experience in f inance and business, to suppor t businesses and individuals in the local area with their tax, accounting and advisor y needs

“I’d like to thank Steve for passing on such a well-r un practice I’m looking forward to meeting with clients and explaining more about the range of ser vices we offer,” said Shah

TaxAssist said this franchise resale was the four th to be successfully completed this year n

www taxassistfranchise co uk

● Steve Rayner (left) and Chitrang Shah.

Get onboard and become a GoCruise & Travel cruise and holiday operator

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

Our business

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

Our mission

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

Our vision

Is to have positive and like-minded franchisee members who put their customers at the hear t of ever ything they do Who are focused on building a

“successful business with our guidance and business leadership as the franchisor With success that comes to those who work for it

Our franchisee model is designed to appeal to individuals who dream of r unning their own business in the travel industr y, providing them with the suppor t, processes, and protection under the GoCr uise & Travel umbrella. This empowers the franchisee to build a customer database and effectively sell cr uise and holiday products, all while benef iting from the strong backing of Fred Olsen Travel

Are we right for each other?

GoCr uise & Travel is rooted in the ethos of quality, and we invest time and attention in nur turing and developing you to be the best you can be We

GoCruise & Travel is rooted in the ethos of quality, and we invest time and attention in nurturing and developing you to be the best you can be We provide you with the knowledge and opportunities needed to build your own successful business, all while maintaining a focus on quality service.

provide you with the knowledge and oppor tunities needed to build your own successful business, all while maintaining a focus on quality ser vice

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

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

What we look for in a GoCruise & Travel franchisee

● Friendly and outgoing personality.

● Professionalism

● Drive and deter mination to succeed

● Good sales skills

● Polite telephone manner

● Great at building relationships.

● Business acumen.

● Passionate about travel and cr uising

What’s in it for you?

● Pride and satisfaction in a job well done

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

● Being par t of a fun and exciting industr y

● Taking par t in industr y events

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

● Discounted rates for your own personal holidays and educational experiences

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

Uncapped earning potential

GoCr uise & Travel have excellent oppor tunities with our travel and cr uise

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

par tners for you to ear n a good income from the holidays you sell to your customers

Our commission ear ning potential is literally uncapped and our highest ear ner in 2023 exceeded £80,000 in commission payments. So, the more time

and effor t you put into your business, the more f inancial rewards you will gain

As a franchisee you can ear n up to 100% of the commission paid to us on the holidays and cr uises you sell (based on our in-house offering) Cur rently commissions paid by holiday and cr uise operators ranges from 8% – 25%. Your income percentage range is between 69% – 80% of the commission paid to us by our par tners (cur rently with the exception of our in-house offering). n

View our franchisee prospectus.

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

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

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

Order Tiger – a proven, profitable digital franchise model

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

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

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

What is included in our franchise package

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

● Your custom-branded ordering apps.

● Your custom-designed ordering website

● Your own suppor t team

● Your own marketing team and collateral

● One-to-one training

The support

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

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

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

● Dedicated assistance for you, your

customers, and your restaurant par tners

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

● Eliminates the need to hire additional staff

The marketing

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

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

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

● Top-notch print marketing collateral and tools provided

● Dedicated client success manager with comprehensive training

The technology

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

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

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

A solid foundation

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

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

Benefits of our digital franchise model include:

● Low-cost investment, high ear ning potential

● Low overheads, high prof its

● Superior technology developed over eight plus years.

● Full suppor t and training provided

● No need to hire staff

● No need to rent off ice space

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

● Be your own boss.

● Fully flexible working schedule.

● Eventually work from anywhere.

● Exclusive ter ritorial rights.

● Less risky than opening a physical location

● Less stressful than r unning a physical location.

● Tried, ‘tested’ and proven business model

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

franchise@ordertiger.com www.ordertiger.com

TaxAssist’s new look and ser vices to its clients

TAXASSIST Accountants has unveiled a new look series of brands to highlight that it has evolved its ser vices to offer clients increased suppor t for both their business and personal needs by assisting them with more than its long-established accountancy and tax ser vices

A new refreshed logo and brand strapline ‘We can do more for you ’ has been designed to reflect the additional ser vices which include business planning and advisor y ser vices, pensions and investments, mor tgages and protection

Daren Moore, g roup chief executive of TaxAssist, said: “We know that most people want and need more from their accountant Detailed customer research identif ied that our previous branding did not reflect the range of innovative and personalised ser vices that we offer for both business owners and individuals

“The TaxAssist por tfolio offers huge value and we are delighted that the moder nisation of our brand demonstrates that we can do more for our clients to suppor t them towards a successful future, whilst continuing our focus on delivering friendly, personal, and exper t advice that can be tr usted

“We expect the new branding to increase client attraction and retention and be even more appealing to potential TaxAssist Accountants looking to g row or buy a professional practice with a clearly def ined suite of ser vices ” n

www.taxassistfranchise.co.uk

Ovenu founder reports... ‘30 years on and we’re still going strong’

By Rik Hellewell, Founder and Managing Director, Ovenu

Aweek might be a long time in politics but let me assure the readers of this ar ticle, 30 years in the franchise sector feels like a lifetime and in many respects, it is

In my personal life, our then ver y young children back in 1994 have all now g rown up with f ive out of the six having children of their own Par tly personal and par tly business, three of our children now work with me along side my wife, Sue, at the ‘Ovenu HQ’ helping to suppor t our network of franchisees both in the UK and overseas

Purely on the business side, having star ted Ovenu in April that year as an ‘owner operating sole trader’, the world at large has since changed, almost out of all recognition but the business-for mat franchise has remained remarkably similar in most aspects

Indeed, the essence of franchisees star ting their own business by duplicating and replicating an existing business model that has been tried and tested by a franchisor is exactly the same today as it was 30 years ago

What’s also remained ver y constant is the diversity of our franchisees over the past three decades – they still come to us from a myriad of different backg rounds and for lots of the right reasons.

Of the numerous shifts over the years, perhaps the most notable is that of communications, what with the advent

of the mobile phone initially and the ‘smar t’ phone more recently Oddly though, the question of communication eff iciency is a tricky one – here’s why

Back in the day, a question would be asked and probably answered over a landline phone call From suppliers, these calls would be between nine and f ive o’clock From franchisees, more likely to be ‘out of hours’ but only up to a point

With the advent of the text message came the extended hours of business for franchisors and the star t of the nonverbal revolution, not to mention much mir th and mer riment caused by typog raphical er rors Even more so when the ‘predictive’ algorithm was introduced as almost anybody reading this will attest to.

The essence of franchisees starting their own business by duplicating and replicating an existing business model that has been tried and tested by a franchisor is exactly the same today as it was 30 years ago.

It seems the mindset of the time was, and maybe still is I can get a response to my quer y anytime night or day now without disturbing anybody All well and good unless the recipient has ‘notif ications’ tur ned on

‘Fangled way to communicate’

So, here was a new fangled way to communicate albeit in a way that often took longer to type than talking and cer tainly ended up being more regularly misconstr ued or misunderstood than talking ever did

We were for tunate in many ways to have used the printed media when we star ted our franchisee recr uitment in ear nest from the late 1990s into the 20s and this involved prospects picking up the phone to star t the process It was, and still is, good to have verbal communication with prospective franchisees and the same applies to meetings a bit fur ther down the recr uitment route

It would have been easy to bow to the ‘shield’ that is the digital media and type out responses but standing our g round has stood us in good stead.

The above being said, we have hear tily embraced most, if not all, of the technological advances over the years as

● Rik Hellewell at conference.

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getting most ‘onside’ for the majority of the time should be seen as a triumph

“We’ll carry on as we have for the past 30 years, offering the Ovenu franchise to keen, willing and able prospects who, in tur n, look to us for a tried, tested and thoroughly proven business model that they can replicate to benefit from for many years to come

they have been introduced but like to think we’ve never lost sight of the fact that franchising is extremely people centric We’ve stuck to our principles of meeting prospects in person and having face-to-face discussions whenever and wherever possible

Personally, as we expanded into Australia and the U S in 2005 and 2006 respectively, I made a point of meeting our master franchisees face-to-face both initially and on an on-going basis and at their annual conferences

Likewise in the UK, we meet up ‘live’ at least once a year at a conference venue and the social interaction has a hugely benef icial impact across the board We acknowledge the ‘vir tual’ facilities that are out there but equally feel there is a time and a place for such things and their exclusive use

There is a stark irony in the moder n world that the digital arena and the social media circus in par ticular is crammed full of people having been f ilmed, all wanting the world and his wife to listen and/or see what they are doing How that’s changed over the past few years from the days when texting and emailing in 100 per cent silence was all the rage.

And to bring us right up to date, a repor t earlier this year stated that a quar ter of 10-34 year olds have never answered their phone I wonder how long it will

be until we call for an ambulance over WhatsApp?

The 30 years of Ovenu has brought unmatched success stories of franchisees securing an almost perfect working life balance and the f inancial security that working for yourself can provide by following our time-tested systems Some would suggest that we’ve been ‘lucky’ to have seen the success that we have – I put it down to sheer hard work, a lot of planning, preparation and astute execution by a whole lot of people including family, franchisees and retained exper ts There’s no way I could have achieved what I have with Ovenu on my own

‘Ignorance is bliss’

Has it all been plain sailing no, it has not There have been many challenging times over the years and whoever suggested that ‘ignorance is bliss’ was wrong

Dealing with ignorance is extremely challenging when it comes to the franchise sector as, almost unbelievably, it is still a self-regulating ‘industr y ’ sector This means it is fundamentally ‘gover ned’ by common law and that, in tur n, is subject to inter pretation Put another way, there are g rey areas, things as a Yorkshireman I far rather avoid

But that’s rarely possible in the franchise world as disputes with individuals can have a far wider impact if not dealt with or, worse, dealt with ineptly

The majority in life prefer to go about their working lives avoiding conflict and conjecture but those two facets sometimes r ub along hand in glove where franchising is concer ned. There’s no pleasing ever ybody all of the time so

But that’s not been the case for a good few franchisors over the time Ovenu have been in play and that’s a pity because some who have fallen over the hurdles they have encountered are ver y decent people, who were looking to expand their businesses via franchising only to have been thwar ted by one thing or another

On the plus side – now that we’ve been able to get Covid out of the mainstream media and the economic picture is a little less bleak than it was a year or so ago, we’re looking forward to the future here at Ovenu.

There are going to be some inevitable challenges ahead not least with the advent and super-fast development of Ar tif icial Intelligence – the latest and potentially most testing technical innovation to challenge actual intelligence!

We’ll car r y on as we have for the past 30 years, offering the Ovenu franchise to keen, willing and able prospects who, in tur n, look to us for a tried, tested and thoroughly proven business model that they can replicate to benef it from for many years to come

And as we do just that, we’ll continue to function within the franchise world; a world that’s prog ressed from the franchise sector trading in vir tual anonymity 30 years ago to a world where vir tual reality is prevalent and the global populus are now much more aware of the sector and the brands trading within it

That’s not to say it’s a job well done as there are millions of folk out there who are still oblivious to the fact that they use trades, ser vices and products provided by franchises almost daily; equally unaware that they too could invest into the ver y business-for mat franchise that they are trading with right there and then

There’s still a lot of awareness to raise and we’re cer tain that, in conjunction with publications such as this, we’ll get there in the end! n

Learn more about joining Ovenu.

Six essential questions to ask before investing in a franchise opportunity

When delving into the world of franchising and the vast range of oppor tunities available, gaining insights that go beyond mere facts and f igures is cr ucial

While it can be tempting to focus on the f inancials, investing in a franchise is a long-ter m commitment Building a strong working relationship with your franchisor will be cr ucial to your continued business success, so you need to ensure that your values and expectations are aligned to avoid unforeseen sur prises down the line

As we look ahead to The National Franchise Exhibition which takes place on 4th and 5th October 2024 at the NEC, Bir mingham, here are six fundamental questions you should ask potential franchisors before you decide to invest

1 What is your USP?

Once you know the basics – how long the brand has been operating, how many franchisees there are in the UK etc – it’s impor tant to understand what sets each franchise oppor tunity apar t

Ask the franchisor what they see as their brand strengths or USPs They should be able to summarise these succinctly, and explain how they communicate these to potential customers too!

This will help you to identify where the franchisor’s priorities lie, how clearly they are able to ar ticulate their vision for the future and where the brand sits within their specif ic market

2 What does a typical day look like as a franchisee?

If you are considering becoming your own boss, you will probably have an idea of what you foresee your working life to look like

If you are interested in being an owner operator; will the training and suppor t offered by the franchisor plug any skills gaps and enable you to jump straight in? While sector experience isn’t essential for many franchise oppor tunities, asking this question will help you understand what specialist skills you might need to lear n

Perhaps you have ambitions to scale at speed and build a multi-unit por tfolio If so, you need to gauge if day-to-day commitments would make this a realistic goal – whether that is straight away, or after one/two/f ive years of operation Finding out what percentage of their time the average franchisee spends working on their business, rather than in their business is a good star ting point

3 What costs do I need to consider?

Over and above the initial franchise fee, what other costs and commitments do you need to account for? This could include leasing premises, refurbishment, equipment, or marketing and

promotional costs This will help you to calculate when you can expect to achieve a retur n on your investment

You will generally be provided with f inancial projections, but remember these are not promises of perfor mance The success of your business will depend on your commitment and skills, as well as exter nal factors. It can be useful to ask for past perfor mance of existing franchisees so you can see what a typical year one, three and f ive looks like to help you identify whether a specif ic franchise will help you achieve your f inancial goals

4 How would you describe your organisation’s values?

Not only is it cr ucial to understand the core values of the brand, but also to see some examples of this in practice If you are passionate about giving back to your local community, for example, is this something that the franchise network is committed to and weaves into the daily workings of their businesses? When you’re passionate about your work, it

ADVICE FOR FRANCHISEES

signif icantly boosts your morale, ultimately translating into tangible business results

5 How do you support your franchisees when they are ready to move on?

Although it may seem premature to talk about what happens after your franchise ter m before the ag reement is even signed, you can’t skip over this point. It is wor th asking what their franchisees typically re-sell their businesses for, how they will assist you, or whether you can gift your business to a member of your family

6 Are you a member of the British Franchise Association (BFA)?

The BFA is the voluntar y, self-regulator y body for the UK franchise sector In order to become a member, franchise brands must prove they operate a genuine, business for mat franchise model and commit to uphold a code of ethics This commitment provides you with peace of mind as you explore your franchising options

Do your own due diligence

Either way, it’s essential to do your own due diligence before you invest – which hopefully these six questions will help you with! Don’t miss your chance to chat to the BFA team, legal exper ts and

franchise consultants face-to-face at The National Franchise Exhibition –exclusively suppor ted by the BFA

No matter where you are on your entrepreneurial jour ney, attending the UK’s flagship franchise exhibition is the perfect oppor tunity for budding business owners 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.

A visit to the exhibition offers the perfect oppor tunity to unlock the lucrative potential of the franchise business model You’ll have the chance to meet the faces behind industr y-

leading franchise brands including McDonald’s, Vodafone Business IT Hubs, Home Instead, Subway, Anytime Fitness and many more!

With oppor tunities in food & beverage to care, education to f itness, and investment levels star ting from less than £10,000, there is a franchise to suit all budgets and ambitions

Educational seminars

You’ll gather invaluable insights during a packed prog ramme of 50 plus talks across four theatres covering ever ything from the fundamentals of franchising, to more specif ic nuances within the industr y

Visitors to the exhibition 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 franchise owner

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

Business owners considering franchising their business will f ind a wealth of infor mation and exper t suppor t in the Growing Your Own Business area – the perfect place to obtain insights and knowledge about whether a business might be at the right stage to franchise.

All visitors can take advantage of free, one-to-one advice from a range of industr y exper ts, including independent advisors, f inance providers, specialist lawyers, and consultants who will be on hand to offer complimentar y face-to-face guidance throughout the event.

Whether you have just star ted lear ning about the franchise model or are actively researching your investment options, The National Franchise Exhibition is carefully designed to help future franchisees take the next steps toward fulf illing their dreams of business ownership

To book free tickets to The National Franchise Exhibition or to f ind out more about what’s going on, visit www.franchiseinfo.co.uk. n

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

Slim Chickens UK expands into Germany with a 20-site development plan

Slim Chickens UK is expanding into Ger many with the f irst location in Berlin, in par tnership with the Foodelity Group, which has signed a 20-site development plan.

The American-style chicken brand, Slim Chickens UK, is operated by the Boparan Restaurant Group (BRG) and cur rently has 51 UK outlets offering customers its signature hand-breaded

butter milk marinated chicken tenders, crispy wings, sides, a choice of 15 handcrafted dipping sauces alongside plant-based options to cater for dietar y preferences.

“sed to be working with Over the past several ped a deep partnership, upporting the growth nd across Germany.

Satnam Leihal, chief executive of BRG, commenting on the ag reement said: “We are really pleased to be working with Foodelity Group Over the past several months, we have developed a deep par tnership, and we look forward to suppor ting the g rowth of the Slim Chickens brand across Ger many ”

Max Beutler, chief executive of the Foodelity Group, shared his enthusiasm for bringing Slim Chickens to Ger many: “I’m excited to be bringing fresh, delicious chicken to Berlin and beyond I have been thoroughly impressed with the food quality, standards, and ser vice that Slim Chickens UK delivers day in and day out

“It’s a brand I love, and our team has been training in the UK for months to ensure that we can offer chicken lovers in Berlin the same fresh, delicious experience ”

Slim Chickens added that the Foodelity Group already has the f irst f ive sites in legal processes and plans to have them open within the f irst 12-months.

Sam Rothschild, chief operating off icer of Slim Chickens, commented: “We have developed a g reat par tnership with

Boparan Restaurant Group collaborating with our knowledge, capabilities, and suppor t that now enables Slim Chickens to initiate a relationship with Foodelity

“We are thrilled to introduce Slim’s

quality food and hospitality that will drive Slim Chickens as an exceptional fast casual chicken brand across Ger many and beyond ” n

www.boparanrestaurantgroup.co.uk

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Chopstix opens in the Entertainment District at The O2 arena

Chopstix repor ts it has opened its hotly anticipated new London site in the Enter tainment District at The O2, which is owned and operated by Waterfront Limited Par tnership, a joint venture between AEG and Crosstree Real Estate Par tners

The Pan-Asian quick ser vice restaurant (QSR) launched over the Easter weekend, signalling the entr y of the noodle brand into the world’s most popular live enter tainment, leisure, and retail destination said Chopstix

Visitors to the new site (right) will experience Chopstix’s state-of-the-ar t technology of slimline ordering kiosks and ‘robo-woks’, created to keep pace with the thousands of hung r y customers on event nights, along with an 8m by 4m video wall to g rab their attention on their way to an event

Guests at The O2 can enjoy all of Chopstix’s menu favourites, such as the brand’s unique Caramel Drizzle Chicken, Sweet & Sour Chicken, and the vegan favourite topping All Leaf No Beef Teriyaki, ser ved fresh by Chopstix Wok Masters

“The franchisor said the opening of Chopstix at The O2 represents a fullyleased Enter tainment District A destination which is rich in g rab-and-go, family-friendly dining, and high-quality leisure experiences attracting leading independent and inter national operators, making it a key destination in the capital for retailers, operators, and visitors alike

‘Final piece to the puzzle’

Janine Constantin-Russell, managing director of the Enter tainment District and Outlet Shopping at The O2, said: “We are pleased to welcome Chopstix, marking the f inal piece to the puzzle as we celebrate a fully-leased Enter tainment District and commend the success that we have achieved over the last few years

“Grab-and-go was an area that we were keen on expanding to deliver a variety of Food and Beverage (F&B) concepts for visitors And, mixed with our fantastic leisure operators and high-quality dining offers, Chopstix complements the destination and reaff ir ms our position as being one of London’s most desirable retail, F&B, and leisure locations.”

This is a huge moment for us – The O2 is an iconic location that we’ve long had our eyes on. The Entertainment District is a space with such a buzz, delivering live entertainment, popular retailer destinations and leading hospitality outlets, and we know Chopstix will add to this.

Menashe Sadik, co-founder and director at Chopstix, said: “This is a huge moment for us – The O2 is an iconic location that we’ve long had our eyes on. The Enter tainment District is a space with such a buzz, delivering live enter tainment, popular retailer destinations and leading hospitality outlets, and we know Chopstix will add to this, bringing tasty Pan-Asian dishes to more people than ever ”

The Chopstix Group adds that it has a strong pipeline of new sites, through both company-operated and franchise ownership models, and has set its sights on becoming the largest Asian QSR on the continent n

www.chopstixnoodles.co.uk

Club Pilates announces its third UK studio in London

Club Pilates has announced its third UK studio will open later this summer in London at Wapping, following the successful launch of its f irst two studios at Bankside and Fulham Broadway.

The franchisor’s announcement follows news of its global g rowth of 1,000 studios, as it continues its franchise rollout in the UK with a long-ter m ambition of launching 50-75 studios in the next three to f ive years.

The Wapping studio will be operated by Deblankson Fitness Group, led by the founder Chief Richard Uku, who opened the f irst two London studio’s and owns the Master Franchise Licence for Club Pilates in the UK.

Uku, delighted to be stepping up the UK rollout, said: “Despite Pilates and par ticularly Refor mer Pilates booming in London and across the UK, there are not many Pilates studios in the area, and we’re looking forward to ser ving the local community with a unique and engaging workout experience that’s a fantastic alter native to traditional gym workouts ”

Club Pilates says the Wapping location was chosen due to the area’s wider business network where par tnerships may be tapped with synergetic businesses to g row the studio’s customer base and it is also well connected by transpor t links, making it convenient for customers from nearby areas to reach and enjoy its benef its

The concept was founded in Ir vine, Califor nia, U S in 2007, to offer fullbody Refor mer-based workouts that

“Our studios break away from the elitist perception of Pilates, to offer accessible and diverse class options with eight different formats and four levels to choose from.

integ rate a mix of cardio, strength and inter val style training, suitable for all ages and f itness levels.

Club Pilates adds that its studios break away from the elitist perception of Pilates, to offer accessible and diverse class options with eight different for mats and four levels to choose from Its most popular classes are Cardio Sculpt, CP Suspend and Refor mer Flow

The brand says is also distinguishes itself by enhancing the 50-minute class experience with 11 different pieces of equipment It has also introduced a proprietar y 500-hour Teacher Training Prog ramme, ensuring Pilates is accessible to ever yone, fostering community, and delivering holistic f itness experiences

‘A myriad of health benefits’ With classes available ever y day of the week, Club Pilates highlights that enthusiasts can expect a myriad of health benef its from Pilates including increased flexibility, improved posture, enhanced core strength, stamina, and an overall contribution to healthier, happier lives

Club Pilates is a par t of Xponential Fitness, a global franchisor of boutique f itness brands such as AKT, CycleBar, Pure Bar r, Row House, StretchLab, and YogaSix, with locations across 23 countries n

www.clubpilates.uk/franchise

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.

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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.

Neighbourly UK celebrated record-breaking year at its annual reunion conference

Neighbourly UK hosted its largestever annual reunion conference in Bir mingham earlier this year, bringing together over 500 franchisees from across the UK

The three-day event ‘Reaching New Heights’ brought together and celebrated the success of its franchisees from Bright & Beautiful, Countr ywide Grounds Maintenance, Drain Doctor, Dream Doors, Greensleeves and Pimlico Plumbers

Guest speakers at the conference were Dave Fishwick, the successful Bur nley entrepreneur who featured on Netflix with the screening of ‘Bank of Dave’; Bonita Nor ris, the for mer youngest

British woman to reach the summit of Mount Everest; and Brendan Hall, a winning skipper in The Clipper Round the World Yacht Race.

Neighbourly said the invited speakers provided a diverse range of perspectives and knowledge, leaving attendees inspired and empowered

Last year was also another recordbreaking year for the g roup said Neighbourly, with Greensleeves launching a comprehensive rebrand (below), Drain Doctor eclipsing 5,000 plus reviews on Trustpilot, Dream Doors celebrating 25 years, and Countr ywide, Bright & Beautiful, and Pimlico all achieving record revenues

“

Reunion was a fantastic event We came together, celebrated success, shared insights and knowledge, and collaborated, enabling us to reach new heights together in 2024

Phillip Car r, Neighbourly’s managing director, commented: “Neighbourly has had another excellent year of g rowth, demonstrating our franchise business owners’ commitment and hard work Their dedication has been instr umental in driving their businesses forward

“Reunion was a fantastic event We came together, celebrated success, shared insights and knowledge, and collaborated, enabling us to reach new heights together in 2024 ”

Franchisee of the Year winners 2023

● Rob, Sam and Paul Simpson Drain Doctor, East Anglia

● Jon Brown Dream Doors, West Nottingham

● Mike Bar ney Greensleeves, Norwich

● Delpreet Shergill Bright & Beautiful, Henley In Arden

● George Beaty Countrywide, Dorset

Parent company

Neighbourly UK is par t of the U S parent company Neighborly, which is the world’s largest home ser vices franchisor with over 30 ser vice brands and 5,000 franchises ser ving in excess of 12 million customers in six countries, focused on repairing, maintaining and enhancing homes and businesses n

www.neighbourlybrands.co.uk

Revive! Trafford is the latest member of the £1m Club

Revive!, the management franchise for SMART vehicle repairs, repor ts that it now has four franchisee members in its £1m Club

The newest members of the £1m tur nover club are husband and wife team Dan and Natalie Nor manton of Revive! Trafford. The couple, who launched their business 16 years ago, employ nine people and operate eight vans

Initially Dan had worked as a Revive! technician in a neighbouring ter ritor y where he saw the oppor tunities that r unning a Revive! franchise could provide, so when the couple’s f irst child was bor n, they decided to buy their own franchise ter ritor y to build a stable f inancial future for their family

Revive! says that all the members of its £1m Club acknowledge that they received g reat suppor t from the head off ice team to help them g row and achieve their goals

Cathr yn Hayes, franchise director of Revive! said: “We know that r unning your own business can seem like a ver y daunting prospect, which is why we suppor t and train franchisees at ever y stage of their Revive! jour ney. Franchisees receive training tailored to each owner’s individual needs and meet regularly with other franchisees at similar levels of g rowth to share ideas and mentor each other ”

£1m Club members

Revive! East Anglia was the f irst to reach the £1m milestone in 2019 and is now on the way towards its two million pound target Revive! Sur rey was the second to join the club, followed by the ter ritories of Nor thampton and Trafford

The East Anglia franchisees – Nathan Holmes, Andy Blackhurst and Adam Holmes – joined forces in 2012, after Nathan invited Andy and Adam to join him following his success as the

franchisee for Cambridge, which he launched in 2007 They subsequently bought adjacent ter ritories to create Revive! East Anglia.

The trio now operate a business employing 22 people, r unning 10 vans with 17 technicians, in addition to two workshops

Healthy competition is what motivates them to strive for continual g rowth, explained Adam: “Revive! has a g reat franchise model and ever ything else that goes with it, but sometimes it’s that drive of competition that makes you want to be the best Whether that’s being the best with customer ser vice or quality of repair it’s competition from the network that motivates us to be always at the top ”

Jay Belahm, Revive! Sur rey, was a sergeant in the ar my before he launched in Guildford in 2010 He now has 20 employees, 10 vans and a workshop, with 17 technicians He also set up the f irst Revive! dedicated alloy wheel repair centre

Revive! Nor thampton franchisee, Iain Wallis, star ted his career as a trainee technician at the Revive! training

We know that running your own business can seem like a very daunting prospect, which is why we support and train franchisees at every stage of their Revive! jour ney.

academy in Rugby, before joining the Nor thampton branch as a technician. He later became a par tner and in 2016 took sole ownership of the business

With 10 employees, Wallis said: “One of the biggest personal benef its is seeing the guys who work for the business g row, having children and buying houses. I f ind that really rewarding.”

Revive! explained that all its franchisees are placed in cohor ts in the Accelerated Growth Potential prog ramme that provides tailored and targeted training courses, coaching and fur ther development, which has helped numerous franchisees g row and build their businesses

Revive! franchisees repair minor vehicle damage including alloy wheels and bumper scuffs, to minor dents and paint damage n

www.revivefranchise.com

● From left: back row; Andy Blackhurst, Emma Holmes, Natalie Normanton and Adam Holmes. Middle row; Gemma Casburn, Nathan Holmes and Jay Belam. Front row; Dan Normanton and Iain Wallis.

How to write a winning award entr y

By Lucy Archer, Co-founder, Rev PR

It’s award entr y time! Regardless of which prog rammes you’re choosing to enter this year – good luck! We all know that being shor tlisted for an award and getting to go to a fancy event and celebrating with your team and peers is just lovely.

But the point of award prog rammes isn’t just for recognition of your hard work and achievements; an award win is a powerful tool for boosting your brand’s credibility and gaining market exposure The catch is that writing a winning entr y is hard work. It takes time, skill and lots of practice Just ‘having a go’ is not a strategy that we would recommend, at any point in your business jour ney.

Luckily, here at Rev, we have a proven track record when it comes to f illing up those trophy cabinets in our client’s off ices Here are our top tips to help you write an award entr y that stands out

Egos don’t win awards

In 99 per cent of cases, the awards you enter are designed to be a testament to your ability to function and excel as a team, not as an individual If you f ind yourself praising ‘me, myself and I’ throughout your award entr y, it’s time for a do-over

Look for ways to highlight collaborative effor ts that have directly contributed to milestones and success Quantify your team’s achievements and illustrate the collective drive and problem-solving capabilities within your franchise and

In 99 per cent of cases, the awards you enter are designed to be a testament to your ability to function and excel as a team, not as an individual If you find yourself praising ‘me, myself and I’ throughout your award entry, it’s time for a do-over.

network For added authenticity, use a testimonial from a franchisee that reflects your brand’s collaborative spirit.

The criteria are there for a reason

Use the criteria as the backbone of your award entr y Align your answers to the specif ied requirements, treating them as non-negotiables This ensures your entr y is precisely tailored to what the judges are looking for

For example, if innovation is specif ically referenced in the criteria, don’t just state that your franchise is innovative; show it by describing a par ticular scenario where an innovative approach led to a breakthrough in your offering or suppor t str ucture Use numbers to suppor t your claims, such as percentage increases in revenue or customer conversions

Whilst it might not be comfor table to admit, if you can’t hit all the criteria points then this is either the wrong entr y for you or you’re not ready to enter this award quite yet

Craft full yet concise responses

Most award entr y for ms will allow you 1,000 words In reality, it’s sur prisingly diff icult to distil a year’s wor th of activity, even in one specif ic area of business, down into 1,000 words

About the author

If it’s not on the ‘paper’ you cannot and will not be judged on it Judges are the epitome of professional and have an uncanny knack of wiping all prior knowledge and sentiment of your brand from their minds in the judging process

To write clearly and concisely is an ar tfor m. If your award entr y is overflowing tr y to:

● Use bullet points to make an impact.

● Make shor t, strong statements backed up with statistics.

● Avoid ‘scene setting’ and get straight to the point where you can

● Be r uthless when editing. If it’s not directly addressing a criteria point, lose it.

Tr y to away from industr y jargon that could obscure your message Plain language paired with statistics and testimonials will cut through the noise.

Showcase achievements, not aspirations

An award entr y is a historical record, not a business plan Focus on what has been completed and verif ied. Judges are looking for evidence of a proven track record, not the potential

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

That depends. Only if you want to:

Build trust and credibility with your prospects

Set yourself as the expert in your eld

Raise awareness and boost your brand pro le

Connect with your audiences on a meaningful level

Compel people to act!

Words are powerful. Use them wisely.

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

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

ADVICE FOR FRANCHISORS NEWS

“Imagine that you’re being compared to several other brands, you have an award-win logo on your website or email footer that the others don’t. Do you think that helps to elevate you above the competition? Exactly

With the g reatest respect in the world to all entrants, if you can’t prove it, don’t write it Anyone can say anything about what they plan to achieve. Whilst good intentions and ambition is admirable, when it comes to an award entr y, it is all but meaningless

To demonstrate your points, use beforeand-after data sets, f inancial results and testimonials to evidence the value delivered for and by your franchisees.

Make a plan

An excellent award entr y is never a lastminute endeavour Tr ust us, we know! At Rev, we allow six to eight weeks to research, collate, write and ref ine an award entr y.

The best entries are a product of thoughtful planning and collaboration

Begin by mapping out the entr y process and setting inter nal deadlines for content collection, writing, and review stages

Ensure that each section of the entr y is assigned to the team member best equipped to address it Then, gather all necessar y data and compose your draft well in advance of the deadline

It’s a g reat idea to schedule a review session with key team members This collective brainstor m not only polishes the entr y but also ensures all sections align

Never assume

Write your award entr y for an audience that knows nothing about your franchise

This approach ensures that your entr y is comprehensive and self-contained, painting a full picture for the judges

If appropriate and within the word count, offer backg round infor mation succinctly, providing context for your accomplishments If your franchise has a unique origin stor y or has overcome signif icant industr y hurdles, include this to add depth and relatability to your entr y

Remember that if it’s not on the ‘paper’

you cannot and will not be judged on it Judges are the epitome of professional and have an uncanny knack of wiping all prior knowledge and sentiment of your brand from their minds when the judging process begins

Is it worth it?

Yes Awards matter! Prospective franchisees and customers will only buy from, or invest in, a brand that they feel they can tr ust An award badge –provided it’s for a suitable categor y – is a tr ust credential, and it’s ver y appealing Imagine that you’re being compared to several other brands, you have an awardwin logo on your website or email footer that the others don’t Do you think that helps to elevate you above the competition? Exactly

Awards are also a g reat morale boost for your inter nal teams and even your franchise networks That’s reason enough in itself sometimes

PR, darling!

It would be remiss of us to not mention another massive benef it that can come from an award entr y, in the for m of PR. Being shor tlisted for, or winning, an award is a fantastic news stor y that you can share with your target audiences From traditional media relations to social media coverage and sharing with your pipeline in a newsletter The content you can create from this activity and its myriad of uses is extremely valuable

If you don’t have a large team, or if it’s just you, you may want to think about outsourcing your award entr y to someone who specialises in them Yes, that’s a shameless plug! The downside to this is that there will be a cost associated, but the obvious positive is after a phone call or two, you can sit back and relax while things get done

If you want our advice on what to enter and which categories would work best for you, just drop us a line or give me a call. Email: lucy@revpr.co.uk or call 07921 572 554 n

The Zip Yard on ‘Pinfold Street’

THE Zip Yard’s latest alterations and repairs store has opened in Bir mingham by franchisee Yasmin Ali (right), an experienced seamstress with a passion for sewing and interior design

The store on ‘Pinfold Street’ offers a wide range of ser vices, including gar ment alterations, custom tailoring, button and zip replacements to vintage gar ment restoration, and alterations to leather and suede items.

Ali said her passion for sewing star ted in childhood: “I’ve developed a keen eye for detail and a strong sense of craftsmanship, ensuring that each piece I work on meets the highest standards of quality and aesthetics While transitioning into the retail sector is a new challenge, it aligns perfectly with my backg round and dedication to exceptional customer ser vice ”

Enthusiastic about her role within the local community, she added: “Our goal is to establish a thriving business that not only provides valuable ser vices to the community but also contributes to local economic g rowth and job creation

“The Zip Yard offers a proven business model and strong brand recognition They are known for a consistently high level of ser vice and f inish. The comprehensive training and suppor t the head off ice offer will be invaluable as we strive to establish our presence in the local market.

“The cost of living crisis and awareness of the environmental impact of clothing means there is more reason than ever to prolong the life of your clothing ” n

www.thezipyard.co.uk

Establishing customer loyalty as the foundation of franchise success

In today’s fast-paced and highly competitive business landscape, the relationship between a brand and its customers has never been more critical. For franchisees, this relationship is the linchpin of success – ser ving as both the foundation and the driving force behind sustained business g rowth.

The concept of being customer-centric is not just a trendy buzzword but a strategic approach that ensures the loyalty and satisfaction of customers

Cher yl Har per (right), managing director of Greensleeves Lawn Care, discusses why embracing a customercentric approach is imperative for franchisees who aim to foster loyalty, ensure customer happiness and secure a competitive edge in the market

Ask any CEO or business owner what’s more impor tant, customer retention or customer acquisition, and they’ll probably tell you both!

Customer acquisition is about attracting new prospects, understanding their needs and convincing them that your product or ser vice is the solution they’ve been

“searching for It’s an essential element of expanding your customer base and entering new markets

But attracting new customers has a cost – in fact, it’s estimated that acquiring a new customer is f ive times as expensive as retaining an existing customer. And if you fail to nur ture these new customers, you’ll quickly f ind your shor t-ter m investment gar ners shor t-ter m results

But businesses that effectively retain their customers historically succeed

A Harvard Business study stated that increasing customer retention rates by 5% increases prof its by 25-95% It’s cr ucial to note that customer retention doesn’t just happen over night It involves listening to customer feedback, anticipating needs and providing value

Customer feedback

The success rate of selling to an existing customer is 60-70%, while the success rate of selling to a new customer is 5-20% Simply put, there is a f inancial incentive for customer retention. Plus, loyal customers can also become brand advocates, sharing their positive experiences with others

The jour ney towards becoming a customer-centric franchisee is both rewarding and essential... invest in your customers Their loyalty, happiness, and advocacy are not just the by-products of exceptional service but the cor nerstone of sustainable growth.

You can have the best marketing strategies in the world but there’s no substitute for word-of-mouth refer rals And, in today’s digital marketplace, online testimonials play a cr ucial role in ser ving as moder n-day word of mouth They can signif icantly influence potential customers and have the power to either enhance or har m a business’s reputation

Think of your online presence as your digital shop window, where online

“The success rate of selling to an existing customer is 60-70%, while the success rate of selling to a new customer is 5-20% Simply put, there is a financial incentive for customer retention Plus, loyal customers can also become brand advocates, sharing their positive experiences with others

reviews heavily influence new customers’ perceptions Positive reviews can provide a substantial advantage, especially in a competitive market, by boosting your credibility and attracting more customers

It’s equally impor tant for customers to have a platfor m to express both positive and negative feedback A negative review, while initially dishear tening, can be invaluable as it highlights areas for improvement, helping you ref ine your business strategies

At Greensleeves, we’re incredibly proud of the feedback we’ve had from our customers With over 8,500 reviews and an average rating of 4 8 out of 5, our customer reviews have been cr ucial for building tr ust and g rowing our business Being customer-centric isn’t an over night f ix; it’s a culture that you need to instil in your business and constantly ref ine

Anticipating needs

Successful franchisees don’t just react to customer needs and issues; they anticipate them By proactively engaging, you can identify trends ahead of time, allowing for smoother and more eff icient solutions

At Greensleeves, our franchisees have collected a lot of data over the years We know what ser vices our customers need and when they need them Lawn care is a year-round ser vice, but the treatments required for the perfect lawn are largely seasonal Using this infor mation, we can tailor our marketing effor ts for the best results It also helps guide our franchisees tr ying to upsell or offer new ser vices to our clients

It’s also impor tant to ensure that there is a seamless method for customers to provide feedback and that this feedback

is quickly addressed This could involve follow-up calls or emails after a ser vice is rendered to enquire about the customer’s experience and any additional needs that were not met Utilise this feedback to ref ine products and ser vices continually

Providing value

If you were to look on the Greensleeves website, you’d f ind a treasure trove of infor mation – packed with handy tips and advice on lawn maintenance This resource is invaluable for homeowners that are looking to understand the essentials of lawn care, including when they can manage tasks themselves or when it might be wise to call in a professional

This blend of guidance not only empowers users by boosting their gardening conf idence but also highlights the accessibility and exper tise of Greensleeves

Whether it’s through engaging social media posts, infor mative blogs, or personalised email marketing campaigns, by showcasing your value to potential customers, you’re star ting to build stronger customer relationships.

This approach doesn’t just enhance brand visibility; it also signif icantly boosts word-of-mouth refer rals. Satisf ied customers are more likely to share their positive experiences with others, ultimately driving more business to their local franchisees.

In conclusion

The jour ney towards becoming a customer-centric franchisee is both rewarding and essential for car ving out a signif icant presence in today’s competitive market Invest in your customers. Their loyalty, happiness, and advocacy are not just the by-products of exceptional ser vice but the cor nerstone of sustainable g rowth and competitive advantage.

Embrace the strategies that prioritise customer needs and values and you will not only meet but exceed expectations, setting your franchise on the path to enduring success n

www.greensleeves/franchise.co.uk

Newly launched franchise secures 194 partners

THE Mental Wellbeing Company founded and owned by Caroline Strawson (above), a mental health and ner vous system exper t, repor ts that it has secured 194 brand par tners in the UK and inter nationally upon launch

Strawson who is passionate about making a real difference to others after str uggling with her own mental health after the breakdown of her mar riage and domestic abuse, says the only suppor t that really helped her was lear ning about the ner vous system by bringing together trauma infor med practice and positive psychology

The Mental Wellbeing Company says each of the new brand par tners will be trained to take an ar ray of workshops and teachings into schools, public sector organisations or cor porate workplaces

Strawson adds: “As a recognised Mental Health and Ner vous System Educator, Therapist and Coach, I’ve seen the need to f ind innovative and next generation solutions to improve mental health and wellbeing

“Through the training we’re providing with The Mental Wellbeing Company, we know that we can have a huge impact in the way that mental health is perceived and subsequently approached. We don’t think mental illness, we feel it ”

As a qualif ied Somatic Practitioner, Strawson integ rates ner vous system regulation, somatic healing, and positive psychology, as she says that breaking through the cur rent mental health crisis must begin with understanding the ner vous system that under pins human behaviour n

www.thementalwellbeingcompany.com

WATER LEAK DETECTION FRANCHISE

he partnerships and major brands in the insurance e will be a valuable source of new coming on board.

The Leak Detective recruits five new franchisees

The Leak Detective repor ts it has recr uited f ive new franchisees in the past few months for the ter ritories of Bir mingham, Devon & Cor nwall, Humberside, Milton Keynes and Oxford

The original business behind the franchise, Water Loss Solutions and Paradigm Reinstatements, said it has a 10-year track record of success and prof itability in the leak detection sector, where demand for its specialist ser vice is outstripping supply across the UK

Co-founder David Hunt, an ex-police off icer said:

“Ever yday businesses and households are losing many thousands of pounds through water leaks Often these go undetected for some length of time and are only discovered when a large water bill ar rives in the mail.

“Most insurance companies offer ‘trace and access’ cover today which means they will pay for a qualif ied tradesman to trace the source of the leak

“

Everyday businesses and households are losing many thousands of pounds through water leaks Often these go undetected for sometime and are only discovered when a large water bill arrives.

“Sometimes the source is obvious but in many cases it is more diff icult to locate, as moder n building techniques mean pipes are often boxed in for cosmetic reasons There is therefore a high demand for trained water leak engineers who have the skills to quickly trace the leak, stop it and rectify any damage as required

“For the past 10 years we have operated successful leak detection and proper ty repair businesses in Scotland However, we have experienced signif icant demand for our specialist ser vices throughout the UK To meet this demand we are now establishing a franchise network of trained technicians throughout the UK

“We already have the par tnerships and aff iliations with major brands in the insurance industr y which we believe will be a valuable source of new business for franchisees coming on board ”

The Leak Detective franchisees become specialists in leak detection and remedial work using proven techniques and cutting edge technology The franchise oppor tunity, aimed at plumbers and those with a technical backg round, can deliver potential ear nings of up to £100,000 a year, said the franchisor

Alex Golding, the franchisee of Leak Detective Oxford, said: “I’ve been involved in the building industr y since the early 1990s I was the main contractor for the conversion of an off ice block into 158 luxur y apar tments

“When that contract was completed I moved into civil engineering/utilities and in par ticular water mains repair and maintenance Covid was a diff icult time and I decided to sell the company

“After that I became involved in repair/renovation of proper ties damaged by the escape of water and I came across the Leak Detective franchise. As it was relevant to the work and experience I have and links well with other businesses I collaborate with, I decided to invest ” n

www.theleakdetective.co.uk

Managing expectations when buying or selling a franchise resale

By Emma Bohan, Operations Manager, Franchise Resales

Purchasing or selling a franchise resale can be a complex and timeconsuming process, often taking up to 18 months to complete, with an average duration of about 12 months This timeline includes the initial search for a buyer, due diligence, legal processes, and obtaining necessar y approvals from the franchisor

It’s cr ucial for both buyers and sellers to manage their expectations and understand the intricacies involved Franchise Resales Ltd., can assist throughout this jour ney, but knowing what to expect and how to prepare can make the process smoother and more eff icient

Understanding the timeline

When engaging in a franchise resale, patience is key While the process can sometimes be quick, it typically takes several months due to the various stages involved

1 Finding a buyer: This initial phase can var y g reatly in length depending on market conditions, the attractiveness of the brand, the condition of the business, and the effectiveness of the marketing strategy On average, f inding a suitable buyer can take several months

Additionally, the quality of the brokerage’s database plays a signif icant role; a brokerage with a well-maintained and extensive database might already have potential buyers or have access to high-quality buyers The number of platfor ms on which the franchise is adver tised, as well as whether the sale is public or private, also impacts the duration of this phase

2 Due diligence and negotiations: Once a potential buyer is found, they will

conduct thorough due diligence to assess the business’s f inancial health, operational stability, and g rowth potential This phase can range from a few weeks to a few months, and sometimes even longer as it involves detailed f inancial analysis, site visits, and negotiations

3 Legal processes and approvals: After due diligence, the sale must navigate various legal hurdles, including creating and presenting business plans to the f inance provider (if required) and the franchisor, and obtaining franchisor approval This stage involves drafting and reviewing contracts, transfer ring licenses, and ensuring compliance with franchise ag reements Depending on the complexity, this can take several more months

Key considerations for sellers

Selling a franchise requires meticulous preparation and attention to detail Here are some critical aspects sellers should focus on:

● Comprehensive due diligence – a prospective buyer will scr utinise ever y aspect of the franchise, so it’s essential to

About the author

be well-prepared Gather and organise all necessar y documents, including:

● Up-to-date f inancial statements: Ensure your prof it and loss statements are cur rent and accurate Monthly repor ts are prefer red, as they provide a clear picture of the business’s f inancial health over time If you’re not already using a platfor m for monthly repor ting, consider implementing one to facilitate transparency and tr ust.

● Operational infor mation: Provide detailed infor mation about daily operations, staff ing, supplier contracts, and customer demog raphics Transparency in these areas helps buyers understand the business’s operational dynamics

Engage professional help

● Franchise solicitor: Engage a solicitor experienced in franchise resales They can navigate the legal complexities, ensuring all ag reements comply with franchise regulations and protect your interests

● Experienced broker: A broker specialised in franchise resales can provide valuable guidance, market your

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

franchise effectively, and connect you with serious buyers They can also help manage the sale process, from initial listing to closing the deal

Franchisor involvement

The franchisor will be heavily involved in the resale process They must approve any potential buyer, which includes evaluating the buyer’s backg round, f inancial stability, and ability to uphold the franchise’s standards Additionally, new franchisees are often required to complete training prog rammes provided by the franchisor, ensuring they are wellprepared to operate the business successfully

Key considerations for buyers

Purchasing a franchise resale can be a lucrative oppor tunity, but it's impor tant to conduct thorough due diligence to avoid potential pitfalls Here are some critical steps for buyers:

Financial and operational analysis

● Financial health: Review the franchise’s f inancial statements meticulously Look for consistent revenue, prof it margins, and any signs of f inancial instability Understanding the franchise’s f inancial perfor mance is cr ucial in assessing its viability and g rowth potential.

“The franchisor will be heavily involved in the resale process They must approve any potential buyer, which includes evaluating the buyer’s background, financial stability, and ability to uphold the franchise’s standards.

An underperforming franchise may still offer substantial opportunities if you have the skills and resources to tur n it around, in addition to the support of the franchisor

● Operational stability: Assess the operational aspects of the business, including staff eff iciency, customer satisfaction, and supplier relationships A well-r un franchise with stable operations is a strong indicator of future success

Market and reputation research

● Local reputation: Investigate the franchise’s reputation within the local community Customer reviews, local market conditions, and competitive landscape can provide valuable insights into the business’s potential for g rowth and prof itability

● Franchise perfor mance: Evaluate the overall perfor mance of the franchise. If the business is under perfor ming, understand the reasons behind it An under perfor ming franchise may still offer substantial oppor tunities if you have the skills and resources to tur n it around, in addition to the suppor t of the franchisor

Engaging professional help

● Franchise solicitor: Just as for sellers, having a solicitor experienced in franchise law is invaluable for buyers. They can help navigate the legal aspects of the purchase, ensuring all ag reements are fair and compliant

● Experienced broker: A broker can provide cr ucial insights into the franchise market, help identify suitable

oppor tunities, and assist with negotiations Their exper tise can signif icantly streamline the buying process.

Attracting the right buyer

For sellers, attracting the right buyer involves strategic marketing and careful management of infor mation

● Targeted adver tising: Use targeted marketing strategies to reach potential buyers who are genuinely interested and f inancially capable Highlight the franchise’s strengths, market position, and g rowth potential in your adver tisements

● Conf identiality: Maintain conf identiality to protect the business’s interests and prevent disr uptions Limit the amount of sensitive infor mation disclosed in public adver tisements and provide detailed infor mation only to serious buyers under a non-disclosure ag reement.

Information disclosure

● Balanced disclosure: Provide enough infor mation to attract interest without compromising the business’s competitive position This includes f inancial summaries, operational highlights, and g rowth oppor tunities

● Transparency: Be transparent with serious buyers about the business’s strengths and weaknesses Honest communication builds tr ust and facilitates smoother negotiations

Managing expectations is cr ucial when buying or selling a franchise resale. Understanding the timeline, engaging professional help, conducting thorough due diligence, and maintaining clear communication with all par ties involved can signif icantly enhance the chances of a successful transaction

Franchise Resales Ltd., can suppor t you throughout this process, but being wellprepared and infor med will help ensure a smooth and rewarding experience

Whether you are a buyer seeking a prof itable oppor tunity or a seller looking to exit your business, patience, preparation, and professional guidance are your best allies. n

www.franchiseresales.co.uk

GoCruise & Travel’s ‘Don’ t Stop Us Now!’ conference

GOCRUISE & TRAVEL, alongside parent brand Fred Olsen Travel, hosted its largest annual conference at the Latimer De Vere Estate, Chesham, Buckinghamshire

The two day event, with 186 attendees, included key business sessions from its trade par tners, both cr uise and travel focused, to help improve franchisees knowledge on the products they sell

Presentations covering the prog ress of the business as a whole gave the oppor tunity to network and generate ideas to improve their businesses

There was also an ‘Interactive Marketplace’ which allowed franchisees the oppor tunity for one to one time with the trade par tners they prefer to offer to their customers.

The f inale of the themed conference, ‘Don’t Stop Us Now!’, was celebrated at a gala dinner event with a Queen band tribute act

The feedback from the attendees was extremely positive as they felt emersed in the event and thankful for all the effor ts that went into the planning of the conference n

www.joingocruiseandtravel.co.uk

Restructure of the BFA’s management team

Pip Wilkins, chief executive off icer of the British Franchise Association (BFA), has restr uctured the association’s core management team which coincided with the depar ture of Emily Price, for mer chief operations off icer (COO).

Price joined the BFA in 2013 and is acknowledged to have been a vital par t in the moder nisation of the association. Her new role is COO at Mathnasium UK, the children’s maths franchise

The depar ture of Price has created new oppor tunities for integ ral members of the BFA team, who will now operate under three distinct and autonomous sections:

● Membership and Standards

James Sedwick

● Central Services and Projects

Jo Stannard

● BFA Academy

Donna Hall

The newly for med, but experienced, management team will repor t directly to Wilkins, who celebrates her 25th anniversar y with the BFA later this year

Wilkins said: “We wish Emily the ver y best for the future and look forward to working with her in new and exciting ways on some interesting BFA facing projects

“We have taken this oppor tunity to introduce our new-look management team who all have been on a strategic career jour ney with us, to create the next generation of leadership at the BFA

We have taken this opportunity to introduce our new-look management team who all have been on a strategic career jour ney with us, to create the next generation of leadership at the BFA.

“It is well known that Emily and I both came up through the ranks of the BFA and as a passionate believer in training and suppor ting our staff, I am delighted to be continuing that process with James, Jo and Donna who are long standing members of our team and highly experienced in their individual roles

“Alongside them, we are for tunate to have suppor t from Emma Cook, executive suppor t manager, and the highly experienced Louise Br uce, Big Red Box PR, who provides the BFA with public relations suppor t ”

On her depar ture, Price said: “I will be forever g rateful for my time with the BFA, the head off ice team, our members, and the many relationships I have built over my decade in the job. My role at the BFA did not come without its challenges, and it is those challenges that have helped me develop into the leader I am today.

“I would like to thank Pip for her unwavering suppor t and for providing me with the oppor tunities to add value and be a par t of the association’s evolution over the last 10 years ” n

www.thebfa.org

● Pip Wilkins (right) and Emily Price

We Love Pets awarded Ethical Accreditation in The Good Shopping Guide

We Love Pets, the UK pet care franchise, has been awarded Ethical Accreditation status by The Good Shopping Guide (GSG)

Founded over 20 years ago, The GSG gives consumers an independently researched ethical comparison of companies and brands, ensuring they r un along sustainable lines and do not suppor t prof it over human and environmental wellbeing

The GSG said: “Ethical Accreditation cer tif ies that the company, brand or product in question has reached our benchmark standard in our overall analysis of its cor porate social responsibility record – a highly respected mark of independent endorsement, which can benef it consumer sales, trade sales, employee relations, public relations as well as company and brand value ”

On completion of the We Love Pets screening, the GSG research team made the following comments: “We are

pleased to verify We Love Pets as an ethical brand that places respect for the environment, animals, and people at the hear t of its values

“The brand has therefore been approved as one of The Good Shopping Guide’s leading ethical companies We Love Pets is commended for its rigorous animal welfare standards, such as its ‘No Pack Walking’ policy, and its commitment to minimising its environmental impact ”

Jo White founded We Love Pets in 2008 and with her husband Ryan, has g rown the business into a successful pet care franchise, said: “We could not be more delighted to have received this accreditation from this highly respected and inter nationally recognised guide and will be flying the logo with pride across our website and marketing collateral

“From the ver y star t, it was impor tant to

us to r un the business ethically, not only in ter ms of the franchise but also sur rounding the standards we uphold for the care of the pets we are entr usted with ever y day

“No pack walking was something we adopted early on, even though it doesn’t make f inancial sense, but we stuck to our guns because we knew it was the right thing to do for the dogs Being recognised for our ethical stance is g reat and underlines our commitment to always doing things the right way.”

● We Love Pets cur rently has 116 franchisees in the UK covering 187 ter ritories n We could not be more delighted to have received this accreditation from this highly respected and inter nationally recognised guide and will be flying the logo with pride across our website and marketing collateral

www.welovepets.care/franchise

Perfecting your preparation: the importance of staying ahead of the cur ve to ensure you are compliant

Often, the appeal of investing in a franchise comes from the oppor tunities to capitalise on a market within an industr y that prospects do not necessarily have experience in However, franchisees need to be proactive to ensure they are not only providing customers with a quality ser vice or product but, above all else, are r unning a compliant and ethical business.

Successful franchises do more than just keep up with industr y trends; they anticipate them and position the franchise network to be at the forefront of innovation – perfecting its preparation to stay ahead of the cur ve But what role do franchisees play in keeping their own franchise above board?

Jess McCar thy (right), Monkey Puzzle’s senior early years quality manager, talks through the impor tance of franchisors knowing their sector guidelines, what franchisees should do to ensure they are compliant within their own operations and what it does as a franchisor to help its franchisees r un an ethical and safe business

Why is it crucial that franchisors are in the know?

For franchisors, staying abreast of industr y guidelines is critical, as franchisees rely heavily on being well infor med about r ules and regulations they have to adhere to Providing infor mation acts as a roadmap for franchisees so they can deliver a quality ser vice whilst navigating the relevant requirements that are essential for minimising the risk of legal consequences

Industries are also subject to constant

change and evolution Franchisors need to be prepared to be ahead of the game to stay updated on these changes and be able to communicate them effectively to franchisees This ensures that the network has the time to adapt its operations accordingly

By supplying the necessar y industr y guidelines, franchisors empower franchisees to thrive while maintaining brand consistency, compliance and relevance in ever-changing dynamic business landscapes, especially the sector in which we work at Monkey Puzzle – early years education

In our industr y, inspections from OFSTED (Off ice for Standards in Education, Children’s Ser vices and Skills) are pivotal They are the standard to which our settings are judged, so it is critical that franchisors like Monkey Puzzle are on top of providing comprehensive infor mation to all their franchisees

What to do as a franchisee to ensure you’re

compliant

The good news here is that franchisees themselves shouldn’t be responsible for seeking infor mation to ensure their businesses work within the guidelines –that is the job of the franchisor

The whole appeal of investing in a franchise rather than going it alone, is that any quality franchisor will take the pressure off its franchisees by communicating all industr y policies and legislation – hence the impor tance of the franchisors being in the know

For our franchisees the level of suppor t is invaluable as the Depar tment of Education sets out the standards that providers must meet to remain compliant We know that these standards constantly evolve, so rather than expecting our franchisees to manage this alone, we guide them through the process of an OFSTED inspection, being close at hand to ensure our franchisees know what it takes to be compliant

So, what does Monkey Puzzle do 0to prepare for OFSTED?

Knowing when OFSTED inspections will occur is not an exact science, but you can have a good idea when a setting is due We keep an up-to-date database where we predict which of our nurseries

are more likely to be inspected and when

After developing the general time frame, we can begin to supply the franchisee with the necessar y infor mation on how to prepare for their inspection Preparation extends beyond the franchisees too – our practitioners often haven’t experienced an inspection, so infor mation needs to f ilter down to allow them to feel conf ident and comfor table.

We have annual audits of our franchisees and their setting’s perfor mance In these meetings we forensically examine their whole framework and recommend areas for improvement from our f indings

To do this successfully, you need to establish good relationships with your franchisees Showing face with monthly visits is a g reat way to keep that line of communication positive When inspection time rolls around, we like to visit more frequently, perhaps ever y for tnight, so we know ever yone is prepared to the nth deg ree

We’re a f ir m believer that if you’re standing still, you’re going backwards. You need to keep that channel of communication open between franchisor and franchisees Developing that culture is vital as you look to stay ahead of the cur ve of industr y guidelines

Being compliant and ethical in your industr y is much more than a target within your business plan – but a necessar y component of long-ter m business success n

www.monkeypuzzlenurser y.com

GreenThumb partners with Somerset County Cricket Club

The commercial par tnership between GreenThumb and Somerset County Cricket Club (SCCC) will see the lawn care provider become the Club’s Off icial Lawn Care Par tner. Through the collaboration, GreenThumb branding will be displayed on the sleeve of the cricket club’s Vitality Blast shir ts

Commenting on the par tnership, Caroline Herber t, commercial director of SCCC, said: “It’s always exciting when we launch a new commercial par tnership and we are looking forward to working with GreenThumb Hopefully, with their suppor t, we can become the f irst team to retain the Vitality Blast trophy.

“With branches based across the county, they understand the impor tance of spor t to the future prosperity of the region as a whole We all begin our spor ting jour neys in our back gardens, and this is why the two organisations are so well suited.

“The South West is a region that is blessed with many beautiful and iconic cricket g rounds and GreenThumb work to help you create something akin to that at home ”

The company’s bespoke lawn treatment prog rammes are calculated and applied in person by the local GreenThumb branch, to provide the lawn with the exact nutrients it needs at that time. Over

the course of the year, it provides continuous guidance to customers so that the lawn can reach its tr ue potential as the centrepiece of the garden

‘Tend the lawns of future greats’ David and Claire Sargent who r un the local GreenThumb branch said: “We’re thrilled to be involved with SCCC and hope we tend the lawns of future cricket g reats such as Gar ner, Richards, Botham or Shr ubsole.”

Sam Forsyth, GreenThumb’s franchisee for the Bristol and Gloucester branches, added: “Gloucestershire might be one of our county rivals but our involvement, alongside David and Claire, speaks to the impor tance of cricket for the communities we ser ve.”

Paul Edwards, managing director of GreenThumb, commented “We look forward to working closely with SCCC to inspire positive change and get more people involved with g rassroots cricket We also can’t wait to see our logo in action on the f ield.”

GreenThumb, established in Nor th Wales nearly 40 years ago, has g rown to more than 220 branches across the UK and car ries out approximately 2 5 million lawn treatment visits to customers’ homes ever y year n

www.greenthumb.co.uk

Saks expands presence in Newark with the opening of a Saks Beauty salon

Saks Beauty Newark is aiming to become the go-to destination for premium beauty ser vices in the area, as franchisee Anna Leach, rebrands her own salon to join forces with Saks

“

I love being part of the industry because beauty treatments not only help make you look better, but they also help make you feel better

“I love being par t of the industr y because beauty treatments not only help make you look better, but they also help make you feel better ”

Leach (below) who had previously been an educator for the brand Gelish, has seen her for mer salon The Beautique, conver ted to Saks Beauty, enhancing and elevating the salon experience and beauty offering, and will benef it from the suppor t the company offers its franchisees

Leach says she was inspired to join the brand by the success of her friend, Zoe Horbur y, owner of a Saks hair salon that is also in Newark, Nottinghamshire

Expressing excitement of becoming a Saks salon owner, Leach said: “I am extremely honoured to bring Saks Beauty to Newark and look forward to welcoming customers to our new beauty home

Leach also emphasised the joy of connecting with customers and witnessing the positive impact beauty treatments have on conf idence and selfesteem. Her beauty tip reflects her commitment to self-care: “Make time for you Time out and self-care is so impor tant ”

Another salon in the g roup that conver ted to the brand is Saks Hair & Beauty Leeds City Franchisee Natalie said: “My Saks jour ney star ted when I made the decision to expand and introduce hair to my beauty salon

“I wanted suppor t during this time as it was a big step; but it was impor tant for me to be par t of a brand with the same passion and ethos for the industr y as me I looked at different options, but instantly fell in love with Saks, ever ything just clicked into place, and I’ve never looked back ” n

Visit saks.co.uk, call 0845 678 0290 or email ownasalon@saks.co.uk

Knowledge-sharing environment as opposed to the operations manual

By Penn y Hopkinson, Founder, Manual Writers Inter national

Ihave long advocated reinventing the traditional operations manual as a knowledge-sharing environment This is a more apt description for the 2020s and beyond, for what the erstwhile dull, textheavy operations manual can become with the increasing use of multimedia and ar tif icial intelligence (AI)

Knowledge sharing refers to the systematic process of capturing, organising, and disseminating intellectual proper ty, business systems, and best practices within the business This knowledge exchange is essential for maintaining brand standards, ensuring operational excellence, and providing a consistent customer experience across all franchise locations

The signif icance of tr ue knowledge sharing cannot be overstated because it enables franchisors to leverage their exper tise and intellectual assets while empowering franchisees with the necessar y tools and knowledge to succeed Effective knowledge sharing benef its the individual franchisees and contributes to the franchise system’s overall strength and competitiveness

The ter m ‘knowledge-sharing environment’ is likely to appeal more to the f ive generations that may be found in one workplace Work instr uctions are changing Instead of using traditional papers and PDFs, we’re shifting to more digital, next-generation methods that incor porate video, providing instant access when needed

Issue a dull, text-heavy operations manual to today’s tech-savvy Millennials and Gen Z, and you will be lucky to f ind one who can be bothered to log on and search for the infor mation they need –

let alone read it They want ‘bite-sized’ infor mation at the point of need –instantly They are the YouTube, Instag ram, and TikTok generations

This was evidenced recently when I asked a g roup of Worcester University Business School MBA underg raduates how they prefer red to lear n Their recall of the YouTube video of a barista preparing and ser ving a latte they’d viewed some weeks before was remarkable

Familiarity with digital platforms

Millennials and Gen Z comprise a g rowing third of the global workforce and have g rown up in the digital age They are accustomed to using online platfor ms, social media, and collaborative tools for sharing infor mation and knowledge A knowledge-sharing environment that leverages these platfor ms will align with their preferences and habits, making it more appealing and user-friendly

Participator y and collaborative nature

Traditional operations manuals are usually static and one-way, with infor mation flowing from the

About the author

organisation to the employees In contrast, a knowledge-sharing environment encourages active par ticipation, collaboration, and two-way communication This aligns with the values of Millennials and Gen Z, who prefer to be involved in creating and sharing knowledge rather than being passive recipients

Continuous learning and improvement

A knowledge-sharing environment facilitates continuous lear ning and improvement by allowing employees to contribute their experiences, insights, and best practices This dynamic approach resonates with Millennials and Gen Z, who value personal and professional g rowth and are eager to lear n and develop their skills.

Flexibility and accessibility

A digital knowledge-sharing environment offers flexibility and accessibility, allowing employees to access and contribute to the knowledge base from various devices and locations This aligns with the mobile and flexible work styles prefer red by Millennials and Gen Z, who value work-life integ ration and the ability to work remotely

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

ADVICE FOR FRANCHISORS

“Franchisors who prioritise and invest in knowledge management systems, training programmes, collaboration channels, and continuous improvement processes will be well-positioned to thrive and weather the economic and political challenges that may affect business

Social interaction and networking

A knowledge-sharing environment often incor porates social features like discussion for ums, messaging, and collaboration tools These features appeal to Millennials and Gen Z, who value social interaction, networking, and building connections within their professional communities

Gamification and incentives

A knowledge-sharing environment can incor porate gamif ication elements, such as badges, leaderboards, and rewards, to encourage par ticipation and engagement These gamif ication techniques resonate with Millennials and Gen Z, who have g rown up with video games and are motivated by challenges and recognition

By embracing a knowledge-sharing environment, franchisors can leverage the strengths and preferences of their tech-savvy young workforce, fostering a culture of continuous lear ning, collaboration, and innovation

IP as a valuable asset

At the core of a successful franchise system lies the franchisor’s IP This encompasses many assets, including trademarks, trade secrets, copyrights, and patents These IP assets represent the franchise brand’s unique value proposition and competitive advantage

Trademarks, such as logos, slogans, and brand names, are cr ucial for establishing brand recognition and protecting the franchise’s identity. Trade secrets, like proprietar y recipes, for mulas, or operational processes, provide a distinct competitive edge

Copyrights protect original works, such as training materials, manuals, and marketing collateral, while patents safeguard innovative products or processes Of course, protecting and

leveraging these IP assets is essential for maintaining the franchise’s competitive advantage and ensuring consistent brand deliver y across all locations Knowledge sharing is vital in disseminating these valuable assets to franchisees, enabling them to operate within the established brand guidelines and leverage the franchisor’s exper tise

Benefits of effective knowledge sharing

Effective knowledge sharing within a franchise system offers numerous benef its for franchisors and franchisees.

Benef its for franchisors include:

● By sharing knowledge and best practices, franchisors can ensure that all franchisees comply with brand standards and deliver a consistent and recognisable customer experience across the entire network

● Well-str uctured knowledge-sharing processes streamline the training and onboarding of new franchisees, reducing the lear ning cur ve and enabling them to become operational more quickly.

● Franchisors can leverage their franchisees’ collective knowledge and experiences to identify areas for improvement and drive innovation within the business system

● By providing ongoing suppor t, guidance, and access to the latest knowledge and best practices, franchisors can foster a sense of community and increase franchisee satisfaction, ultimately leading to higher retention rates

Benef its for franchisees include:

● Franchisees benef it from the franchisor’s established business systems, operational processes, and proven strategies, reducing the risk of star ting a new business

● With access to comprehensive training materials, manuals, and ongoing suppor t, franchisees can hit the g round r unning and achieve prof itability more quickly

● The franchisor provides continuous suppor t and guidance to franchisees, ensuring they stay updated on the latest industr y trends, best practices, and operational improvements

● A dedicated knowledge-sharing

platfor m can facilitate collaboration and networking among franchisees, enabling them to lear n from each other’s experiences and share best practices

Challenges in knowledge sharing

While knowledge-sharing benef its are evident, franchisors and franchisees may need help implementing effective strategies

● As knowledge is disseminated across multiple locations and individuals, maintaining consistency and accuracy can be challenging, mainly when dealing with complex operational processes or rapidly evolving infor mation

● Franchisors must balance sharing valuable knowledge and safeguarding conf idential and proprietar y infor mation, such as trade secrets or sensitive business data

● In a global franchise network, geog raphical distances and cultural differences can hinder effective knowledge sharing, requiring tailored approaches and localised strategies With AI, instant translation into almost ever y language is possible

● Fostering a culture of knowledge sharing and encouraging franchisees to contribute their experiences and insights actively can be challenging, especially in large or geog raphically dispersed networks

Strategies for effective knowledge sharing

Franchisors can implement various strategies and leverage technology solutions to overcome these challenges and maximise the benef its of knowledge sharing

For example, a centralised knowledge management system, such as The Ops Por tal, can be a comprehensive repositor y for all franchise-related infor mation

Functionality includes:

● Presentation of operations manual infor mation in a web-based for mat.

● Accessible on PCs and mobile technology.

● Dashboard facility to anchor all software systems/CRMs to one place

● Dashboard presentation of KPI data

● On-screen infor mation – no document download is necessar y except where required for local customisation.

● Content management – including links to videos, presentations, and documents.

● All the operating standards are presented in one place, with options for engaging for mats, including flow char ts, videos, and presentations

● Update management, broadcast, audit, KPI data, and review status

● Contacts and supplier director y functions

Alter natively, a dedicated knowledgesharing platfor m such as Manual.to –dubbed ‘TikTok for Training’ – enables franchisors to see what gets created, shared, and read and by whom to improve productivity, employee engagement and retention, quality, safety, and well-being

Imagine that you, an experienced barista, know how to strip down and clean the coffee machine at the end of the working day Then, with the help of a smar tphone or tablet, you can document all the steps, as you would explain them to a baristain-training

Save it once you’ve gone through that process, and the software gives you a QR code to stick on or near the machine In this way, anyone can refer to the practical knowledge of an exper t, even long after their retirement – instantly, anywhere and in any language

Training and development programmes

Comprehensive initial and ongoing training and development prog rammes are essential for effective knowledge sharing within a franchise system The franchisor provides franchisees with thorough initial training on the franchise’s operations, systems, and brand standards It offers ongoing

training to update them on new developments and best practices

Organising interactive workshops, webinars, and regional meetings facilitates knowledge sharing, addresses common challenges, and fosters a sense of community among franchisees

Mentorship and coaching prog rammes pair experienced franchisees with new or str uggling franchisees to provide personalised guidance, share best practices, and offer valuable insights

Collaboration and communication channels

Fostering open communication and collaboration among franchisees is cr ucial for knowledge sharing Franchisors can leverage these channels, for example:

● Establish advisor y councils or committees comprising franchisees to provide feedback, share experiences, and contribute to decision-making

● Create online for ums and discussion boards where franchisees can ask questions, share ideas, and discuss best practices with their peers and the franchisor’s suppor t team

● Utilise social media g roups and messaging platfor ms to facilitate realtime communication, share updates, and foster community among franchisees.

Continuous improvement and updates

Knowledge sharing is an ongoing process that requires continuous improvement and adaptation

Franchisors should implement strategies to:

● Plan to review and update shared knowledge to ensure it remains relevant, accurate, and aligned with the latest industr y trends and best practices

● Actively solicit their franchisees’ feedback and insights, and incor porate their best practices and experiences into the knowledge base

● Adapt to changing market conditions and trends by monitoring market conditions, consumer preferences, and industr y trends, updating the shared knowledge accordingly to maintain a competitive edge n

Franchising

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

FRANCHISE MARKETING MADE EASY

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

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

Vodafone Business IT Hub offers the chance to run your own IT franchise

Vodafone Business has launched a new channel called Vodafone Business IT Hubs, offering new local franchise oppor tunities for entrepreneurs and IT exper ts alike

The company says it is looking for more than 300 franchisees across the UK to set up a Vodafone Business IT Hub in their area, for ming par t of its new strategic drive to help SMEs (small to medium-sized businesses) better manage and get the most from their IT solutions

Each Vodafone Business IT Hub will have a local ter ritor y in which it will offer an outsourced one-stop-shop for IT and communications managed ser vices Suppor t on offer will include help with

“hardware and applications, alongside connectivity and security

The franchisor says the target market for the hubs will be SMEs who are resourcelimited and don’t have their own inter nal IT suppor t function available.

Vodafone adds that research by the British Chambers of Commerce found that many SMEs needed IT suppor t as 37% believed they lacked the capacity to manage multiple ICT suppliers, contracts, and licences Whilst 25% of SMEs felt their cur rent digital tools were not resilient enough to help protect their business from online threats including phishing, ransomware, and password hacking

We can offer our franchisees the capability, scale and confidence that comes from working with a large global brand, as well as finance and marketing support, while they can offer the technical skills and local knowledge to build a successful business that supports the local SME community.

Vodafone explains that its Hubs will be limited companies trading under the Vodafone brand, and will employ their own local technicians, account managers and engineers

The Hubs will also sell a por tfolio of Vodafone products and ser vices alongside selected products from worldclass par tner vendors, enabled by an industr y leading platfor m, with IT software, ser vices, and resources

Mir yem Salah, chief data off icer and head of Vodafone Business IT Hubs, said: “We know that business owners need to prioritise ser ving their customers and g rowing their business; in a busy world this doesn’t always leave the time or the resource to keep on top of their IT estate or manage multiple suppliers

“At the same time, we know there are IT exper ts sat at their desks across the UK who have a dream of setting up their own businesses but need some suppor t to get star ted That’s where we come in

“We can offer our franchisees the capability, scale and conf idence that comes from working with a large global brand, as well as f inance and marketing suppor t, while they can offer the technical skills and local knowledge to build a successful business that suppor ts the local SME community

“We’re excited to star t this jour ney with our new franchisees in 2024 and beyond I’d urge anyone with an interest to get in touch ”

People interested in taking on a Vodafone Business IT Hub franchise oppor tunity should click the link below for fur ther infor mation n

Vodafone Business IT Hub Franchisee | Vodafone UK.

ADVICE FOR FRANCHISORS

Future-proof your franchise marketing with Google’s Consent Mode

By James Lavender, Content Writer, Mayfly Inter net Marketing

For franchisors, customer data is a goldmine. It helps you tailor your marketing strategies and track their impact, following customers from the f irst impression to the last click It shows you which web pages are conver ting and where customers are dropping off It can even reveal oppor tunities for expanding your franchise into new areas

But customers increasingly want businesses to respect their privacy choices – and regulators are giving them legal suppor t. As new laws like the EU’s Digital Markets Act (DMA) come into effect, it’s more impor tant than ever that you take your customers’ privacy seriously.

And if you use any of Google’s powerful marketing tools, including Google Ads and Analytics, you don’t have a choice. In March, Google introduced a new version of Consent Mode This is a tool for allowing visitors to your website to opt in or out of tracking – and it’s now mandator y for gathering personalised customer data using Google’s suite of tools

So, how does Consent Mode impact franchise marketing, and how can you adapt?

Consent Mode: Putting customer privacy first

Want a cookie? This is the question at the hear t of Google’s Consent Mode.

Cookies have been fundamental to digital marketing since its inception

These small f iles are downloaded to a user’s computer and gather a wide range of infor mation about their online activity – from their general location to the specif ic pages they visit. Cr ucially,

cookies can also track users across different websites and during multiple visits to the same site, building a comprehensive prof ile of their behaviour, all without personally identifying the user.

For franchisors, this data is incredibly valuable It paints a detailed por trait of your customers – who they are, where they’re coming from, and how they interact with your website It reveals which pages capture their attention and which products or ser vices they’re most interested in

It’s also fundamental for measuring your marketing effor ts. It allows you to follow a user from their initial interaction with your ad, through their website jour ney, to the f inal conversion This is vital for optimising your strategies and reaching back out to potential customers through remarketing effor ts

However, there’s a downside. For some customers, this level of tracking can feel invasive They would prefer not to be followed across the web and have their activity recorded.

Respecting this choice has been a legal

About the author

requirement in the UK since 2002’s ePrivacy Directive, which required businesses to get consent before using “non-essential” cookies This was strengthened by the introduction of the General Data Protection Regulation (GDPR) in 2018

However, what counts as consent hasn’t always been clear. Many businesses have relied on “implied consent” – as long as a site makes clear it uses cookies, any user who doesn’t click off is assumed to have consented. But this has increasingly been viewed as insuff icient, especially under the GDPR

Now, with the recent introduction of the EU’s DMA, Google has made some key changes to how it approaches privacy r ules This regulation targets six “gatekeepers” operating digital ser vices in the EU, including Google, Microsoft and Meta These companies must adhere to various new regulations, including new cookie consent r ules.

In order to comply, Google made Consent Mode mandator y for any business using its core marketing tools to track users in the EEA (European Economic Area) or UK Let’s look at

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

how it works – and the potential impact on franchises

Consent Mode for franchises: What does it mean?

Google’s Consent Mode is essentially a streamlined and – most impor tantly –compliant way for businesses to obtain and manage user consent for data collection

In simple ter ms, it’s a tool that allows you to ask your website visitors for per mission before collecting their data through Google’s adver tising and analytics platfor ms If they say yes, you can track their behaviour and use that data to improve your marketing If they say no, Google’s tools will still work, but they’ll collect less detailed infor mation This is usually achieved by ser ving visitors a pop-up when they f irst ar rive on your site, offering them various tracking options

There’s no way around it: implementing Consent Mode will likely result in you losing out on some customer data If you give people the oppor tunity to say no to tracking, at least some of them are going to take advantage – especially if this comes as par t of an obtr usive pop-up

If they do opt out, you won’t be able to track their specif ic actions on your website, use remarketing to re-engage them, or accurately attribute conversions to your marketing campaigns This can make it harder to personalise your marketing effor ts and measure their effectiveness

This change affects all businesses using Google’s tools, but franchises face unique challenges If your franchisees have control over their marketing effor ts or their website, they may implement Consent Mode differently This can lead to differing levels of consent between locations Suddenly, it’s not as easy to compare data from across your network to draw conclusions about fluctuations in demand.

An overall decrease in location data across your network has other consequences, too. It becomes harder to understand local markets and tailor strategies effectively You might str uggle to assess interest in specif ic franchise locations, personalise marketing campaigns for those areas, or identify untapped markets for expansion Ultimately, optimising local operations and making infor med decisions about franchise g rowth might become signif icantly more challenging

Navigating the challenges of Consent Mode

As you may have gleaned from the above, Consent Mode is not necessarily good news for your franchise marketing

effor ts So, what can franchises do to minimise the impact?

Essentially, you have three options:

● Ignore it This is the easiest option in the shor t ter m, but it means that you won’t be able to gather new data about users in the EEA or UK using Google Ads or Analytics You also risk falling foul of data protection laws. Basically, this is a bad idea

● Implement it This is the most straightforward and compliant approach, allowing you to continue using Google Ads and Analytics However, this will likely result in you seeing less personalised user data than you’re used to.

● Find an alternative. Google’s tracking tools are free and powerful, hence their popularity But there are alter natives that will still deliver the level of user data you’re accustomed to – at a cost

This may feel like a lose-lose proposition – or lose-lose-lose, even But it’s wor th noting that there are ways to implement Consent Mode effectively and limit the decrease in customer data Here are three key tips you can use to guide your approach:

● Keep it consistent If your franchisees manage their own marketing activities, it’s essential you adopt a coordinated approach to Consent Mode across your network

● Deliver value Use your user data to deliver tailored offers based on past purchases or discounts on local ser vices This makes consent seem more of a twoway street.

● Craft a compelling message. A cookie consent pop-up is your chance to really convince the visitor that ag reeing to cookies benef its them, too Don’t rely on boiler plate – write something that speaks to them directly

Implementing Consent Mode will likely result in you losing out on some customer data If you give people the opportunity to say no to tracking, at least some of them are going to take advantage –especially if this comes as part of an obtrusive pop-up.

By embracing these strategies, franchises can adapt to the evolving privacy landscape, maintain compliance, and continue to har ness the power of customer data for g rowth n

www.may-fly.co.uk

NEW TO FRANCHISING?

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

By Nick Riding, Editor, Franchise World magazine

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

Q What is business-format franchising?

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

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

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

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

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

Q What is it going to cost me?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Q Which franchise should I buy?

This is the big question only you can answer It’s rather like asking what house or car should you buy? As with them, it depends on your personal situation, preferences and available finance

What can you afford? What are your personal aptitudes and working background? What would you really like to do for the rest of your career? Would the business need the support and participation of your family? Would the franchise be profitable enough to support your lifestyle? Would it meet your work/lifestyle balance aspirations?

Before looking at these questions in-depth, you need to ask yourself whether you are, in fact, suited for self-employment, and whether you

would be prepared to run the business according to the franchisor ’s ‘rules’

You will at the end of the day own your own business, but you must accept the fact that you are not entirely your own boss as you must run it according to the franchisor ’s system

This is necessary to maintain the quality and integrity of the whole network. After all, you are buying into the system not just to benefit from the brand but also its proven business system so why try to change it?

Q I often see franchisees described as franchise owners. Is this true? No, it’s misleading It is the franchisor who is the franchise owner

Cer tainly, the franchisee owns his business, but it is only able to trade in a par ticular franchise under a contract with the franchisor for a stipulated period, usually with the option to renew for a fur ther ter m

It is only by owning the business that the franchisor can be in the position to police the network and ensure that each franchisee maintains the brand’s standards and reputation

This issue was made clear by one of the UK’s earliest and successful franchisors who prefer red to call the system ‘business leasing’, as it is a process in which the franchisee ‘leases’ the franchisor’s brand and businessfor mat for a contracted period

Q Might the necessity to strictly follow the franchisor’s formula make the business insufficiently challenging? This question is often overlooked Some franchisees are, of course, more ambitious than others There are those who are looking mainly for a comfortable work/life balance, rather than making large profits

However, franchising does offer the ambitious the opportunity to become a multi-unit franchisee with a significant regional chain of outlets

If you are highly ambitious, negotiate with your prospective franchisor at the

buying stage to include in the agreement an option on extra territories/sites Some franchisors particularly welcome franchisees who have aspirations to open a number of outlets and are particularly looking for candidates with the ambition to become multi-unit franchisees.

The benefits for the franchisor is that it doesn’t have to face the costs of recruiting and training the ambitious franchisee and, most importantly, knows that he is successful in the business You suit them, and they suit you Also financing extra units is easier as it can come from the profits of the earlier outlets

True entrepreneurs are, however, unlikely to be fulfilled in conforming to what they increasingly see as restraints imposed by the franchisor and they may, in fact, be better suited to starting their own business from scratch and go on to develop it as a franchise system

Q What does the phrase, comfort zone mean in the context of franchising?

It describes the stage at which the franchisee’s business has become so profitable that he chooses not to develop it further He has reached his ambition and is happy with his work/life balance

This causes two problems for the franchisor Firstly, it puts a cap on the future royalties it receives from taking a percentage of the franchisee’s turnover Secondly, it gives competitors the opportunity to capture a greater share of the market

This situation is not easy for the franchisor to overcome It can offer incentives, such as a reducing sliding scale of royalties for higher turnovers and persuading the franchisee to sell back part of his area to create an extra territory for a new franchisee

Ultimately, however, the franchisor may have to try and entice the franchisee to sell by offering to buy him out at an inflated price

Q What are master and regional franchises?

A master franchise covers the whole of a country and a regional franchise,

an individual region of the country Such franchisees act similarly to a franchisor in respect to recruitment and control

In return, they pay a percentage of their income from initial and ongoing service fees from their franchisees to the parent franchisor The latter usually imposes a development target on the number of franchisees recruited over specific periods to ensure the holder develops the system

Franchisors sell such franchises, rather than franchising directly, to avoid the cost and risk of piloting and developing their system in a country in which they have no experience of the market or culture

They usually hedge their bet by including in the agreement a buy-back option that they can exercise after a period of time if the franchise proves successful

It is not unknown for a wealthy U S franchisee to take a master franchise for a foreign country in the system in which he has made his wealth. This is an example of the more unusual entrepreneurial opportunities within franchising

Q Are there any franchise laws to protect franchisees?

No, there are no laws in the UK specifically addressed to franchising, as there are in many countries, but the system is, of course, subject to commercial law

The relatively few cases that have reached the courts have usually been brought by franchisees for misrepresentation. Has the franchisor misrepresented the profits the franchisee could expect? Has the forecast for the sales figures been exaggerated or the setting-up costs reduced?

Q If there are things in the franchise contract I don’t like, can I change them?

No, not in a well-run franchise The contract sets out the rules under which the business has to be operated and, like the rules of a game, they must be followed to the letter

NEW TO FRANCHISING?

The quality and reputation of the system will depend on its standardised business formula which is spelt out in the contract and the operating manuals you must follow

If franchisees were allowed to make their own changes, standards would differ from outlet to outlet; the franchisor would lose control; and customers would not get the same service across the network.

As a result, the quality of the franchise and its brand would decline, and along with them the resale value of your business, when it comes to the stage you want to sell and make a substantial capital gain

The franchisor ’s refusal to make changes is an indication of the strength of its system Conversely, if it allows changes to its formula it is a sign of weakness and often its desperation to recruit franchisees One of the most essential ‘jobs’ of the franchisor is to police its network effectively.

Q If I can’t change the contract, do I need a solicitor?

Yes, the contract is complex and you need a solicitor specialising in franchising to explain it to you It should set out in detail what the franchisor is going to do for you and what you will have to do in return All this needs to be spelt out in the contract and, as it will govern how you run your business, you will need to understand it to the letter.

As the franchisor has to protect its interests and those of the network even beyond the point at which you may have left the franchise, the contract can still control the options available to you after the two of you have parted A franchisee just can’t take the sign down and continue trading as before but under a different name

FITNESS FRANCHISE

Studio Pilates’ second UK fitness studio opens

Studio Pilates Inter national, the Australian f itness franchise, has opened its second UK studio in Putney, southwest London, following the launch of its f irst outlet in Exeter, Devon.

With initial plans for nine studios in the UK and Ireland, the health and wellness brand is aiming to make fur ther strides across the UK over the next f ive years, with Studio Pilates’ projections indicating over eight million client visits and revenue exceeding £200m for its UK franchisees

Established in 2002 and now operating across f ive countries, Studio Pilates says it facilitated over 1 7 million workouts last year, underscoring its pivotal role in promoting health and wellness on a global scale

“The success of our studios demonstrates the enduring appeal of boutique f itness offerings and the positive impact they can have on local economies.”

The franchisor says the new locations have hit the g round r unning attracting over 2,000 customer sign-ups from day one, generating healthy revenue f igures, and with classes available mor ning, noon and night, the Putney studio is poised to accommodate the diverse schedules of a g rowing community of enthusiasts

‘A destination for health, wellness, and community’

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

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

Jade Winter (left), co-founder and chief executive of Studio Pilates Inter national, said: “We’re thrilled to see the continued interest in our franchise oppor tunities and the ambition of entrepreneurs to bring Studio Pilates to their communities

“From the moment you step through our doors and are g reeted by the soft glow of chandeliers and the war mth of dark hardwood floors, you’ll know you’ve entered a space that transcends traditional f itness centres

Rachel Franklin, franchisee of the Putney studio, said: “The opening of our Studio Pilates marks a signif icant shift in the UK’s f itness landscape With our luxurious studio setting and innovative approach to Pilates, we’re not just providing a workout – we’re creating a destination for health, wellness, and community

“As Refor mer Pilates continues to surge in popularity, we see an incredible oppor tunity to not only transfor m bodies but also contribute to the thriving business community in the UK ”

Studio Pilates, with the anticipation of a fur ther 55 worldwide studios in the pipeline, says it remains dedicated to its mission of changing the way the world workouts through its business model and value to customers. n

www studiopilates com

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