Elite Business Magazine Aug 2016

August 2016 ÂŁ4.50

We Love Pets

Meet the franchise caring for all creatures great and small

elitefranchisemagazine.co.uk

A reason for being The Steve Jobs management lesson franchisors must take to heart

Snap-On Tools Ensuring the world has the right tools for the job

top gear

For former professional rugby player Mark Llewellyn, tackling challenges head on is second nature. Thanks to this, his vehicle repair franchise Revive! UK is now entering the fast lane and is set to turn over ÂŁ8.5m this year

Cover.indd 1

05/08/2016 10:54

philipphilipo-fish o-fish I am I am a franchisee a franchisee && this this is my is my McDonald’s McDonald’s ‘We’re ‘We’re very very active active in the in the community, community, likelike helping helping local local business business groups groups andand sponsoring sponsoring grassroots grassroots football football teams. teams.

TheThe most most satisfying satisfying partpart of being of being a franchisee a franchisee is developing is developing my my people. people.

Seeing Seeing them them enjoy enjoy themselves themselves andand be proud be proud to work to work at McDonald’s at McDonald’s – that’s – that’s thethe bestbest thing.’ thing.’

Phil,Phil, operates operates 6 restaurants 6 restaurants in North in North Wales Wales

www.mcdonalds.co.uk/franchising www.mcdonalds.co.uk/franchising

McDonalds Feb.indd 1

29/01/2016 12:13

h

& s

y, d e e m k .’

s

MCDO002 McDonalds Feb.indd 2

29/01/2016 12:13

Develop your

sustainable business growth strategy PRESENTING business leaders & successful entrepreneurs, including:

Lara Morgan

Mark Foster

Oli Barrett MBE

Lara Morgan is best known for growing Pacific Direct, from start-up to successful exit, and now invests her time in fast growth companies. Lara is founder of Company Shortcuts and represents UKTI as an Export Ambassador.

Since retiring from swimming, Mark Foster has become a familiar face on television including appearing on Strictly Come Dancing. Inspired by this experience, Foster teamed up with Natalie Lowe and Ian Waite and formed Fitsteps.

Oli Barrett MBE is one of GQ magazine’s 100 most connected men in 2016.

Co-founder of Cospa which helps companies and causes to create and grow ventures which make both money and a difference.

EBL DPS July 2016 (EF).indd 1

05/08/2016 09:43

The event for SMEs looking to grow, develop or diversify business

80+ free to attend seminars and workshops – be inspired by business leaders 150+ SME friendly suppliers and service providers in the exhibition Conference hosting a speaker line-up of successful entrepreneurs and titans of industry Network with thousands of SME owners and decision-makers and dedicated drop-in areas

Join the very best of the UK’s small and medium sized businesses to secure growth and build a smarter enterprise.

Register for your FREE ticket

elitebusinessevent.co.uk

@EliteBizEvents

EBL DPS July 2016 (EF).indd 2

EliteBizEvent

Elite Business Live

05/08/2016 09:43

CONTENTS 64

40 REGULARS 9 Editor’s letter 10 Contributors 13 News & events 81 Franchise diaries COLUMNS 15 17 27 29

Pip Wilkins Claire Robinson Nigel Toplis Tony Bowman

40 Tools of the trade

60 Taking the blame

46 The perfect partner

64 Teach with tech

54 Making a marketing masterplan

70 Doing your homework

Snap-On Tools UK’s Steve Jones doesn’t let borders get in the way of business

Need cash? This is how you find the right funder for your franchise

Help franchisees become marketing whizzes with our no muss, no fuss guide

Avoid taking the hit for franchisees’ bad behaviour

Ensure a consistent service across your network with e-learning

Why carrying out due diligence is key before signing franchising contracts

FEATURES

30 Paws for effect

We Love Pets is a diamond in the rough

34 A reason for being

What franchisors can learn from Steve Jobs on the value of a mission statement

FREE INFORMATION SERVICE Don’t miss our free information service for franchisees. You can find this at the back of the magazine.

6

30

elitefranchise | August 2016

Contents.indd 1

05/08/2016 12:14

20 THE ELITE INTERVIEW

As a former professional rugby player, Mark Llewellyn is no stranger to getting his hands dirty

August 2016 | elitefranchise

Contents.indd 2

7

05/08/2016 12:15

SUPPORTING BRITISH BUSINESS

WE COMMIT TO GROW OUR LENDING TO BRITISH BUSINESS

We help brilliant British businesses grow. In the last four years we have helped over 500,000 businesses start up, and we back over 80% of the FTSE 100.

We approve 8 out of 10 loans and are lending to all types of businesses across Britain.

To find out how we can support your business, please contact Richard Holden, Head of Franchising on 07802 324018 or at franchising@lloydsbanking.com Find out more at lloydsbank.com/business

Any property given as security, which may include your home, may be repossessed if you do not keep up repayments on your mortgage or other debts secured on it.

All lending is subject to a satisfactory credit assessment.

Over 500,000 start-up figure relates to Lloyds Banking Group, correct as at December 2014. Lloyds Bank FTSE 100 figure correct as at January 2015. 8 out of 10 relates to period April 2012 – November 2014.

Calls may be monitored or recorded. Please note that any data sent via e-mail is not secure and could be read by others. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority under Registration Number 119278. We subscribe to The Lending Code; copies of the Code can be obtained from www.lendingstandardsboard.org.uk. The Lloyds Banking Group includes companies using brands including Lloyds Bank, Halifax and Bank of Scotland and their associated companies. More information on the Lloyds Banking Group can be found at lloydsbankinggroup.com

LLOY001 EliteFranchise0216.indd 1

29/01/2016 17:29

WELCOME

VOLUME 04 ISSUE 08 / 2016

EDITORIAL Josh Russell – Acting Editor josh.russell@cemedia.co.uk Maria Barr – Acting Web Editor maria.barr@cemedia.co.uk Eric Johansson - Feature Writer eric.johansson@cemedia.co.uk DESIGN/PRODUCTION Leona Connor – Head Designer leona.connor@cemedia.co.uk Jenny Allen – Junior Designer jenny.allen@cemedia.co.uk Dan Lecount – Web Development Manager dan@cemedia.co.uk SALES Gemma Campion – Sales Manager gemma.campion@cemedia.co.uk Jazmin Humphreys – Account Manager jazmin.humphreys@cemedia.co.uk MARKETING David Thomas – Group Marketing Manager david.thomas@cemedia.co.uk Laura Hyde – Marketing Assistant laura.hyde@cemedia.co.uk CIRCULATION Paul Kirby – Circulation & Data Manager paul.kirby@cemedia.co.uk ACCOUNTS Sally Stoker – Finance Manager sally.stoker@cemedia.co.uk ADMINISTRATION Rosie Maughan – Administrator rosie.maughan@cemedia.co.uk DIRECTOR Scott English – Managing Director scott.english@cemedia.co.uk Circulation enquiries: CE Media Call: 0124 567 3700 Elite Franchise is published by CE Media, 1st Floor, Regency House, 16 Victoria Road, Chelmsford, CM1 1NZ Copyright 2016. All rights reserved No part of Elite Franchise may be reproduced, stored in a retrieval system or transmitted in any form or by any means, without the prior written consent of the editor.

Elite Franchise will make every effort to return picture material, but this is at the owner’s risk.

Due to the nature of the printing process, images can be subject to a variation of up to 15%, therefore CE Media Limited cannot be held responsible for such variation. cemedia.co.uk

Follow the leader W

ith Theresa May becoming the new prime minister of the UK, Jeremy Corbyn facing an increasingly bitter contest for his position at the helm of the Labour Party and Donald Trump and Hilary Clinton trading blows in their bid for the US presidency, leadership has definitely been on a lot of people’s minds this last month.

But a strong guiding hand is is not only important in the political sphere. Having spent much of his early life out on the rugby pitch, Mark Llewellyn is certainly no stranger to how great leadership can help you climb the league tables. But it is his journey growing the

SMART vehicle repair franchise Revive! that marks him out as a true luminary, having helped define the standards for industry and growing the company’s network to 65 franchisees on target to turn over £8.5m this year.

There’s a great deal we can learn from Llewellyn and entrepreneurs like him.

Following the shining example set by the sector’s brightest success stories can help guide the way for the next generation. And, whilst our political leaders would rather scrap over territory, the franchising industry is at its best when we’re all heading in the same direction.

JOSH RUSSELL - ACTING EDITOR josh.russell@cemedia.co.uk

August 2016 | elitefranchise

Welcome.indd 1

9

03/08/2016 11:08

CONTRIBUTORS

Pip Wilkins

Given Wilkins is CEO of the bfa, it can hardly be surprising that much of her time lately has been occupied with its annual conference. Not only did it give her the chance hear Karren Brady speak about leadership and culture but it also helped inspire this month’s column on the importance of openness, transparency and inclusivity within a franchise network.

Rachel Ray

As the founder of domestic cleaning services franchise Bright & Beautiful, Ray has helped expand the company to more than 50 franchises nationwide, that employ 460 staff. And you cannot grow a business to this size without being something of a marketing whizz. This month she taps into her experience to outline how franchisors can help support franchisees with a limited marketing expertise.

10

Claire Robinson

Extra Help was founded to assist elderly and vulnerable clients, busy professionals, new parents and anyone who needs a helping hand.

As you can tell, its founder Robinson believes in franchises giving back to the community, as her first column for attests. Robinson is also a self-confessed foodie, loving to dine out and then burn off the calories at fitness boot camps.

Gemma Tumelty

Prior to stepping into the role of managing director of The HR Dept, the provider of outsourced HR for SMEs founded by her mother Sue, Tumelty worked in a wide variety of roles such as communication, marketing and policy development. This issue she’s penned a piece on how franchisors can avoid being made liable for the employment misconduct of franchisees.

elitefranchise | August 2016

Contributors.indd 1

02/08/2016 11:24

id ST MBE r is pa ffe its GU TE s U is o po EP Th o de ST A TH S t en 31 e 30 op RE efor FO tion b BE ple om ll C Fu

Insurance claims management & building repair

GUARANTEE...

As part of our summer recruitment, Concept Building Solutions are coming to Swindon on the 15th and 16th of June at the Hilton Hotel Swindon and we would love to discuss our exciting franchise opportunity with you.

R

The Concept Building Solutions WORK VOLUME Due to continued success in acquiring new business, leading claims management franchise Concept Building Solutions now need to recruit new professional, focussed partners quickly for the upcoming months.

To speed up the recruitment process Concept Building Solutions are providing a Work Volume Guarantee that a new franchisee will receive in the first year of trading.

HOW CAN WE DO THIS? We already have claims coming through the door in your area and we need you to manage them. The work is there, ready to be serviced, for this reason we are extremely confident that we are able to deliver on our promise. What happens if a new franchisee does not receive the volume of work guaranteed in the first year of trading? Then we will not charge the management service fee in the month where the volume guarantee was not met - worth ÂŁ700 a month!*

Come and explore Concept Building Solutions and uncover how you could earn a six figure sum and be part of the UK’s leading insurance claims management franchise. To arrange a one on one meeting with a member of our team please do not hesitate to contact us.

* Subject to Terms and Conditions

CONTACT US TODAY

0800 037 0315

Telephone: 01772 799 750 (Head Office) Email: info@concept-solutions.co.uk follow us on twitter: @conceptCBS like us on facebook: conceptbuildingsolutions

www.conceptpropertyclaims.co.uk CONC003

Untitled-1 1

02/08/2016 12:31

Congratulations to HomeXperts who scooped the coveted prize of Franchisor of the Year at the EWIF Awards last month.

Sussanne Chambers, being the very proud recipient of the award for her and her team’s hard work and success in the industry, wanted to celebrate in a huge way, and she has decided to run this amazing competition to encourage another woman in to the franchise industry.

You could secure your financial future working from home or a small serviced office by working hard and following the proven HomeXperts estate and letting agency franchise model.

Entrants are to pass any initial interviews and due diligence as per HomeXperts Franchise Discovery Procedures showing themselves to be of the right calibre to succeed.

how to enter To apply to the competition you can visit the Franchise Opportunity Directory on elitefranchisemagazine.co.uk and click on competition. You can also contact EWIF or the Franchisor of the Year themselves. email: franchise@homexpertsuk.com or call: 01905 678853 www.home-xperts.co.uk/win-a-franchise elitefranchise & EWIF would like to thank HomeXperts for running this competition with them and helping to Encourage Elite Women In Franchising. What a great way to celebrate success, showing what’s made you FRANCHISOR OF THE YEAR 2016.

Home Xperts Competition F PJune 16.indd 1

03/06/2016 12:02

NEWS McDonald’s believes in the UK Following the Brexit vote, McDonald’s has served up a big vote of confidence in the UK economy by announcing the creation of 5,000 new jobs. While it may sound like a tall order, McDonald’s plans to have all roles filled by the end of 2017. The jobs are part of the franchise’s drive to open 250 new restaurants throughout 2016 and extend its opening hours, with half of its stores already open 24/7.

Welcoming the news, Greg Clark, the secretary of state for business, energy and industrial strategy, said: “The government is committed to ensuring businesses have the support they need to thrive and today’s announcement underlines that businesses are confident that the UK remains open for business.”

With the referendum shaking up the financial sectors, it is good to hear some good news.

Home Instead cofounder appointed new bfa deputy chair

practice in the UK and I’m honoured to be part of the team that continues to raise our industry’s profile,” said Brocklebank.

Taking this opportunity to congratulate him, we are certain his entrepreneurial spirit will benefit the bfa and the industry in the years to come.

In the UK, 1.3 million elderly people can spend the equivalent of two months a year without seeing a single person. This stark statistic is at the heart of a new nationwide campaign launched by Bluebird Care, the home care franchise. Having surveyed 1,000 people about the state of loneliness among over 65-year-olds, Bluebird Care revealed that 4.5 million older people feel lonely either often or sometimes. Additionally, some two million British seniors have spent an entire week without seeing anyone.

In light of these statistics, the franchise launched the campaign Every Visit Counts, designed to draw attention to the ‘loneliness epidemic’ and recognise how home carers challenge the isolation felt by the elderly. The campaign centres around a dedicated microsite featuring polling results, interviews and expert tips on beating loneliness.

Bluebird Care is hoping its new campaign will help recruit carers in specific areas of the country where they’re needed most and raise awareness about the rise in chronic loneliness.

Prelude Group - Getting a return on investment from social media August 4 10 Bloomsbury Way, Holborn, WC1A 2SL

Coconut Creatives - Exhibiting for franchisee recruitment August 10 Best Western Yew Lodge Hotel, Packington Hill, DE74 2DF

bfa Prospective Franchisee Seminar September 8 Riverbank House, 2 Swan Lane London, EC4R 3TT

The Super Sunday Travel Franchise Event August 7 London Hilton Metropole Hotel, 225 Edgware Road, London, W2 1JU

bfa Prospective Franchisor Seminar September 7 Riverbank House, 2 Swan Lane London, EC4R 3TT

The Franchise Show Ireland September 9-10 RDS, Merrion Road, Ballsbridge, Dublin 4

A full event listing is available on our website: elitefranchisemagazine.co.uk/events

August 2016 | elitefranchise

News Aug 2016.indd 1

WORDS: MARIA BARR, ERIC JOHANSSON

Events

Few franchisors embody the qualities the bfa celebrates more than Trevor Brocklebank, cofounder and CEO of Home Instead Senior Care. Having helped his business receive regular nominations for the bfa HSBC Franchisor and Franchisee of the Year Awards – not to mention win the Queen’s Award for Innovation – he is now stepping up as the bfa’s new deputy chair. Brocklebank’s appointment comes after the former bfa chair Michael Eyre left to become the chair of the European Franchise Federation.

“The bfa works extremely hard to promote ethical franchising

Bluebird Care fights loneliness

13

02/08/2016 11:25

Untitled-2 1

05/08/2016 14:17

Pip Wilkins, chief executive, bfa

Franchisors must stop, collaborate and listen The best franchises are those that recognise that collaboration with franchisees is key

which has franchisee input stamped While Vanilla Ice probably throughout its model. It calls it a hasn’t inspired too many ‘three-legged stool’ approach: a business headlines over the years, his collective of company, franchisees and advice to “stop, collaborate and listen” suppliers, all of whom play a major seems apt when I think back to the part. McDonald’s didn’t get where it is bfa’s annual conference. Time and today by dictating to franchisees but again one message came through by working with them. loud and clear: a brilliant leader is The same notion was emphatically someone that takes a collection of illustrated by two of the nonpassionate people and shapes it into franchising speakers at something much bigger the conference: baroness than the sum of its McDonald’s Karren Brady and former parts. And successful didn’t get F1 ­­pit-crew mechanic head honchos do that where it is Marc Priestley. through engagement today by Brady’s entertaining and empowerment. and insightful talk The franchisor panel, dictating to focused on leadership featuring four networks franchisees and culture, which she with outstanding but by working highlighted as some reputations – Water with them of the most important Babies, Signs Express, areas of focus for any Home Instead and business owner. She underlined TaxAssist Accountants – couldn’t have that culture should be inclusive to emphasised this enough. The quartet maximise results; it definitely seems placed collaboration right at the top to have worked for her so far. of their list of tips for those looking to In turn, Priestley was effusive follow in their footsteps. about those on the frontline having Then there’s McDonald’s – probably unrivalled insight into where the best-known franchise brand to improvements can be made. He the average person on the street –

cited his own experience of telling the famously uncompromising Ron Dennis that he knew best about how pit stops could be streamlined because it was what he did every day. Dennis agreed and Priestley’s crew proceeded to set a new world record for the fastest stop.

That collective approach is an inherent advantage available to every franchise. Franchisees have invested time, money and livelihood in the success of their business and the franchisor’s brand. It’s an incredibly powerful motivator. The result is a continuously replenishing pool of potential initiatives from multiple sources. Properly harnessed, they’ll strengthen the performance of all concerned. Nonfranchised companies can’t replicate that resource.

Every good franchisor, at any stage of development, establishes channels for franchisees to feed back their ideas. And, by doing so, they create engaged, empowered franchisees who are truly invested in the success of their brand and are more passionate, loyal and determined to thrive.

August 2016 | elitefranchise

Column - Pip Wilkins.indd 1

15

02/08/2016 11:26

A new concept in franchising Game developers Project M Global are offering the world’s first franchise opportunity where you can be part of a unique mobile gaming concept and the good news is you do not need to know anything about gaming to be part of this very lucrative market.

The mobile gaming industry has now outgrown both the movie and music market and has become the biggest entertainment medium in the world.

Everyone has heard about the multi-million dollar global success of games such as Angry Birds and Candy Crush, but until now the opportunity to tap into this booming market and be part of the next new game that everyone wants to play has not been there.

Join a $93 billion global market Training and support

What is in it for you

• Training at the Tech Hub in London (monthly training days before and after game launch) • Design toolkit • Operations and business manuals • Video tutorials via our website • A monthly discovery day at the Tech Hub in London to meet the team and knowledge sharing

• Whatever your employment status, you can be the master of your own destiny • Work the hours that suit you • Low start-up costs, work from the comfort of your own home or office • Expected high returns • Quarterly pay outs from launch of the game • It’s a business the whole family can get involved in (including the kids)

Investment Level from £17,500 - £160k + VAT

Next Step To find out more about this unique franchise opportunity, please contact us via any of the below.

0207 608 5591 info@projectmglobal.com www.projectmglobal.com PROJ001 Project M FP June16.indd 1

31/05/2016 14:15

Claire Robinson, managing director, Extra Help

Act local: why franchises should get involved in the community Whether it’s taking part in charity events or sponsoring local sports teams, giving back to the local area can prove invaluable for franchisees

Many people think of franchise outlets as being part of big, faceless corporations rather than local businesses and often franchisees don’t do anything to change this perception. However, to truly understand their local market and grow their business, franchises need to connect and get involved with their communities. Understanding and giving back to their local area means franchisees get the best of both worlds, benefitting from the franchise’s established, national brand while still being seen as a local business that has a positive impact on the immediate community.

Increasing the value of regional engagement doesn’t have to be an onerous task. It can be as simple as being aware of and getting involved in local events. Towns often hold fund-raising events and local charities are always in need of a pair of

extra hands. As an example, over the past year our franchisees have taken part in charity walks and marathons, attended coffee mornings in residential homes and volunteered for homeless charities. Even if you want to organise your own event, it doesn’t have to be something big to have a significant impact.

We’ve previously organised a fundraising afternoon tea to help raise money for the dementia ward of a local hospital.

Many franchisees, especially those who operate smaller businesses, could argue that they don’t have the time or staff to volunteer their skills and that those commitments can only be made by big corporates. However, community engagement doesn’t require corporate-sized teams or budgets.

Moreover, franchise owners need to keep in mind that the relationship between small businesses and the When franchisees areas in which they operate give back to their can be mutually beneficial.

Franchises giving back to their communities, those communities can rest assured communities can, in that they will help support them turn, help support in return. them Participating in existing local events is a great way to become more involved in your community and find out about the challenges it faces. We got involved in the activities I mentioned because they align with our business’s core values and beliefs but you can explore other avenues to give back to your community, such as partnering with other businesses or sponsoring local teams and organisations.

Engaging with your community will only benefit your franchise in the long-term. It could mean brand exposure, meeting potential clients or the development of partnerships. And cultivating relationships with the community certainly isn’t something businesses should do in order to look ‘nice’. Local engagement shouldn’t be seen as an addon but as a central tenet of your business activities.

August 2016 | elitefranchise

Column - Claire Robinson.indd 1

17

02/08/2016 11:26

ADVERTISING FEATURE

W

DOCTOR’s ORDERS

here does a small or medium-sized business owner turn to take their company to the next level? Business Doctors, a network of consultants offering specialist support for SMEs, thinks it has the answer.

When Rod Davies and Matt Levington launched Business Doctors in 2004, they had big aspirations.

With over 40 years of high-level experience between them, the pair promised to make management consultancy accessible to SMEs. Starting small and local, Davies and Levington spent their first three years perfecting their craft in the Merseyside area.

Their own brand of small business support was affordable and jargon free. “We always aimed to put MBA theory into the kind of language a hairy arsed plumber could understand,” says Davies.

And it seemed small businesses were crying out for their style of no-nonsense help in areas such as sales planning, performance management, recruitment, fundraising and team building.

Rapidly the entrepreneurs realised they had hit upon a winning formula.

Davies says: “We recognised there was a substantial gap in the marketplace between the big four consultancy firms and a number of one-man bands.

“Our plan has always been to develop and grow an instantly recognisable brand and we knew that franchising was the fastest way to achieve this.”

Despite rapid UK growth, the business partners 18

always had their sights set on the global marketplace and, in May 2014, Davies and Levington sold the master franchise for South Africa. In January this year, the new Indian master franchisor launched his first territory in Gujarat. Business Doctors Malta and Ireland are both due to begin trading next month.

Next on their hit list – and closer to home – the pair plans to recruit master franchisors for London and Scotland. “With over 930,000 SMEs, London is often talked of as a country in its own right,” says Davies. “It is a prime opportunity for someone who has the skills and experience to take it on.”

London’s SMEs saw the highest rate of growth in business income in the UK in 2015. In this aspirational setting, Davies believes there is the opportunity for a master franchisee to recruit 15 franchisees.

From the Highlands to the Borders, Business Doctors sees a similar opportunity for a Scottish master franchisee.

Outlining what qualities and experience they require from a master franchisor, Davies says: “We need someone with presence, gravitas, scars and war stories as well as success stories gained either in a corporate environment or in their own business.

“They need to understand what a balance sheet looks like, have good people skills and, above all, the entrepreneurial flair to help other people set up and succeed on their own. We are happy to discuss funding options with the right person,” he adds.

Business Doctors hopes to appoint master franchisors for Scotland and London before the end of 2016.

Those with the right experience should contact Rod Davies directly at rod@businessdoctors.co.uk

elitefranchise | August 2016

BD Advertorial.indd 1

05/08/2016 14:58

DEDICATED TO HELPING SMALL & MEDIUM SIZED BUSINESSES ACHIEVE THEIR VISION

Are you passionate about business, with a desire to help others?

"I love doing what I do, helping business owners to realise their goals"

Business Doctors is a business support franchise that provides hands on support to SMEs, helping them to achieve their vision.

We are now actively seeking a master franchisee for London and Scotland as well as looking for franchisees to join our existing network.

If you are looking for a new challenge with a better work life balance, contact Rod Davies for more information.

0845 219 7077 | www.businessdoctors-franchise.co.uk

August 2016 | elitefranchise

BD Advertorial.indd 2

45

05/08/2016 14:59

Mark Llewellyn

Having played on rugby pitches in both France and Canada, Mark Llewellyn is now running vehicle repair franchise Revive! to the try line

BY JOSH RUSSELL / PHOTOGRAPHY BY Natalie Seery

serendipitous meeting in Mark Llewellyn’s former life as a rugby player led him to the idea that would one day become Revive!

UK. Going from scrumming on pitches to serving as managing director of a vehicle repair business mending the nation’s scuffs and scratches, he has grown it to a 65-strong franchise network set to turn over £8.5m this year.

Given Llewellyn was born and bred in Rugby, the birthplace of the sport, it’s hardly surprising that he grew up with a real passion for the game. “I used to play for Coventry and Saracens,” he says. Whilst studying for a degree in literature and French at Hatfield Polytechnic, he received several offers to play for clubs in France once he’d graduated. Being something of a francophile, he soon decided it was too good an opportunity to pass up.

“Going to France had always been an idea that really appealed to me,” he says.

Once Llewellyn finished his studies, he relocated to Sainte-Foy-la-Grande in the Gironde region, playing for its team Stade Foyen for the next five years and helping it to climb to the top of the league. “We actually 20

won the second division championship,” he says. However, it was when new player Richard Bice joined the team from Canada that Llewellyn’s life took a different turn; as Llewellyn had helped him to settle into the new opportunity, Bice offered to repay the favour. “He said: ‘I know you’re looking to move on with your career – I’m sure the rugby club in Canada would sort you out, if you were interested?’” Llewellyn recalls. “I thought: ‘what have I got to lose?’”

So, in 1992, Llewellyn moved to Vancouver and began playing for the Vancouver Rowing Club. But it wasn’t to last long. When Llewellyn was introduced to Bice’s brother-in law, he discovered that he owned a franchise that provided a small to medium area repair technique (SMART) service – a system that effectively allowed him to fix minor vehicle damage on the go. And it’s safe to say the idea really excited him. “It’s a great business concept in a busy world,” he says. “You can have your car repaired to an extremely high quality wherever it happens to be. That convenience factor really appealed to me.”

Just six months after moving to Canada, Llewellyn found himself moving into a spare

elitefranchise | August 2016

Cover Story.indd 1

02/08/2016 11:21

Mark Llewellyn

You can have your car repaired wherever it happens to be

August 2016 | elitefranchise

Cover Story.indd 2

21

02/08/2016 11:22

Mark Llewellyn

room in his parents’ house back in the UK and trying to scrape together enough money to launch his business. “Because I’d been away for so long and I’d never really had any savings, starting a business was tough,” he says. Fortunately, he had some luck: both his grandfather and NatWest agreed to lend him the funds he needed to buy his first van and a master license from the Canadian operation.

Getting a new business off the ground is never easy but, fortunately, there was plenty of demand for the service Revive! was offering.

“Ultimately, it’s about solving problems and fixing cars,” Llewellyn says. Focusing on minor repairs – including scratched paintwork, damaged alloy wheels, scuffed bumpers and dinged single-panel doors – Revive! is able to mend customers’ cars wherever they may be. And because these services are very much in demand, the franchise can capitalise on multiple different markets. “We do work for dealers fixing up used cars before they get sold, fleet and insurance companies who have damage to their vehicles mid-lease and the general public when their cars have been scratched,” he says.

In light of this, it was relatively straightforward for Llewellyn to start securing customers for the new company. “With it being a mobile business, you could basically turn up at a car dealership, introduce yourself to a sales manager and show him the work that you could do,” he says.

Thanks to this proactive approach, Revive! was able to quickly build up a roster of clients that were hungry for its services.

But even with a bunch of new clients on the books, not everything was cut and dried: there were still plenty of parts of the Revive! system that needed tailoring to the UK market. “For example, the paint system that they used in Canada wasn’t available over here so I had to switch to a completely different one,” says Llewellyn. And there were even more significant cultural adaptations that had to be made: when he started out, his franchisor

£8.5m this years network turnover

£20m target turnover for 2020

expected him to ape the Canadian model, which required larger franchisees to work from home offices rather than commercial premises. “If you’re building a bigger business, people in the UK will expect to be able to come to an office,” Llewellyn says. “They don’t want to come to your house.”

After working out these kinks and successfully piloting Revive!, Llewellyn passed his territory and van on to his brother before turning his attention to recruiting franchisees. And, thanks to the buzz surrounding the franchise, he was able to start bringing new recruits on board without significant financial investment.

“The initial ten or so franchisees were all word of mouth,” says Llewellyn. During training, each of these franchisees stayed with him at his parents house, something

The strongest franchisees that we have are the ones that aren’t afraid of knocking on doors 22

elitefranchise | August 2016

Cover Story.indd 3

02/08/2016 11:22

Mark Llewellyn

that allowed him to rapidly expand without worrying too much about pulling in revenue. “When you’re first starting a business, it’s not about money: you’ve got to get those bodies out there,” he explains.

It was during this period that Revive! began to define the blueprint that all future franchisees would follow. As well as having a degree of drive and determination, he believes that those working for themselves need to be able to look inward to find solutions to problems, rather than looking outward to apportion blame. “Our franchisees need to be capable of a certain amount of introspection,” says Llewellyn.

Some of Revive!’s most successful businesses have gone through periods where they’ve questioned whether they were doing the right thing. “But, with introspection, those guys can push through that,” says Llewellyn. “They come to understand that they are doing the right thing and it just takes a bit of time to grow a business.”

And Revive! franchisees receive plenty of help in achieving their goals: the franchise has developed a comprehensive training package that supports them every step of the way, from trainee to high performer. “There’s different support tailored to them at each stage of the

journey,” says Llewellyn. Starting out, new recruits are given four weeks’ technical and business training before being launched in their territories; after this there are periodic reviews to ensure they’re on track. However, this is far from the end of the road: franchisees are subsequently provided supplementary business modules to help them grow and further their operations. “The first thing that the guys need to learn is how to paint cars but the second is how to run a business,” he says.

“They’re completely different skills.”

Whilst this training package saw the business go from strength to strength, by 2004 Llewellyn’s relationship with his master franchisor had begun to sour. “It became clear there was a significant difference of opinion on how I wanted to run my business and how the Canadians wanted me to do things,” he says. “Things weren’t particularly amicable.”

As a result, Llewellyn staged a management buyout of the UK business and brought on board Terry Mullen, the NatWest bank manager who had leant him the initial capital for the franchise, as his partner. “From 1994 to 2004, it was all about learning about the business,” he says. “But when Terry came on board, we really started to make progress.”

Perhaps a measure of just how much progress Revive! was making was when it began experiencing pushback from the body shops, which started casting aspersions on mobile SMART repairs. Thankfully, the Institute of the Motor Industry (IMI) was a little more open-minded. “They realised that SMART repair skills themselves were a significant part of the sector,” says Llewellyn. Because of this, the IMI put together a focus group – to which Llewellyn was the only SMART repairer to be invited – eventually resulting in the creation of an accreditation for businesses providing the

August 2016 | elitefranchise

Cover Story.indd 4

23

02/08/2016 11:23

Mark Llewellyn

service. “For years, we’d had to hear the body shops saying ‘this is a load of rubbish’,” he says.

“Having an accreditation gives us something to fight back with.”

And fight back it has. Not only has Revive! grown its network to 65 franchisees and 148 technicians on target to hit a combined turnover of £8.5m this year but it’s aiming to hit £20m by 2020. Moreover multiple franchisees turned over £100,000 last month, meaning that they’re all in with a chance of being the first in the network to top a £1m annual turnover. “All of a sudden that takes us to a completely different level,” Llewellyn says.

Given this success, it’s hardly a shock that Revive! has won a whole host of awards in recent years, including the HSBC Franchisee Support Award 2010 and Express Newspapers Brand Builder 2013 at the bfa HSBC Franchisor of the Year awards. “I’m really chuffed that we won those,” says Llewellyn.

Not only this but Adam and Nathan Holmes, the franchisees for Revive! East Anglia, are up for the Customer Service category in the upcoming bfa HSBC Franchisee of the Year Awards this September. “We don’t work to win awards: we work to do the best that we can,” he says. “But it’s a great pat on the back for them and for the work that they’re doing.”

And whilst Llewellyn is no longer lifting trophies on the rugby pitch, he’s still pushing for the burn and has transferred much of his energy into running marathons. “With a busy business and a young family, sometimes the only time that I get peace and quiet is when I’m running so it’s actually quite therapeutic,” he jokes. Sharing his time between family, fitness and his firm, it does seem like Llewellyn has managed to strike the perfect balance. “I’ve been doing this for 22 years now and I’m still having fun and enjoying coming into work,” he says. “That’s a testament to the fact that something’s going right here.”

24

When you’re first starting a business, it’s not about money: you’ve got to get those bodies out there

elitefranchise | August 2016

Cover Story.indd 5

02/08/2016 11:23

BIO-RITE Working with the NHS

FRANCHISE OPPORTUNITY BENEFITS: • A BFA provisional member • 40 years experience in infection control • Providing services to the NHS, Local Authorities, Care and Nursing Homes and other institutions where infections are a threat • Job security, a growing market and high income potential • Large and exclusive territory • Comprehensive training and full business support

THE MARK OF QUALITY IN INFECTION PREVENTION AND CONTROL

Call 01420 549 659 | franchising@bio-rite.com

www.bio-rite.com/franchise Untitled-2 1

05/08/2016 14:15

rs’ ca unce Best s ‘O no for ard to an ated 016.

C 2 g d in

s tin hte om rie ee delig een n e Hen r G is

b h he C) as at T n t ny (OP nge h nge i ted pa d ra s Ra na om car ent

i C g om oster eetin Sentim N P s l d gr

e a sh gin hes s an Wi e Ori r Wis Word Th t ou nal tha ditio Tra

Our franchisees distribute our quality greeting cards, wrap, bags and displays to a variety of independent retailers and national groups around the World using the sale or return (consignment) method.

The greeting cards market is now worth over £1.6 billion per annum in the UK alone with online sites sharing only around 5% of this market, (GCA 2015). The convenience market now represents a year-on-year increase of 5.1% and social and economic changes are still helping to drive this channel (IGD).

How much does an OPC franchise cost?

• The minimum total investment is £33,000* with a personal investment of £15,000 • No royalty payments or management fees are charged • We offer a five year renewable franchise agreement

I bought a ready-made business with an income from day one Mark Quinlan (Huddersfield & W Yorkshire) You can work around special occasions or holidays. No more 9 to 5!

Mike & Fiona Davies (West Kent) All the mistakes have been made in the past and solutions put in place.

PaulHodgkinson&IoneBrown(NWLondon& Harrow) Knowing I can ask for advice when required gives me confidence Penny Scott (Cambridge)

What you can expect from us: • Existing profitable business • Income from day one • High-quality products • All cards produced in the UK • Full training & support • Cloud and iPad based technologies • Opportunities available now Your next steps For us to be able to send you details on the resale territory most suited to you, we need to have a brief conversation. Call Andrew Cutler today on: 01932 267 300 or email: andrewc@originalposter.com

www.originalposter.com * Banks can lend up to 50-70% percent of the cost – subject to your financial history.

Original Poster Company FP 06.16.indd 1

THEO003

05/08/2016 15:44

Nigel Toplis, managing director, The Bardon Group

Franchise agreements help ensure a lengthy franchise relationship Perhaps the most important piece of paperwork in your business, the franchise agreement is the keystone that keeps everything else in place

and have the opportunity to sell on a valuable capital asset. In a good franchise system, people seldom refer to the franchise agreement until it’s time to sign an option to renew but it should also contain provisions that will allow you to renew when the term ends.

Consistency in a franchise agreement is absolutely vital: every franchisee should be signing exactly the same agreement. Be very cautious if the franchisor is willing to change their franchise agreement A successful franchise system depends on the franchisor simply to suit the needs of prospective franchisees. and the franchisee working together as one with a Franchises work because everybody rows the boat in common objective of business success. The only way to establish the same direction, with every franchisee having the such mutuality is for each party to understand their specific same opportunities, rights and obligations. If you, as responsibilities from the beginning. This is where the franchise a prospective franchisee, cannot accept agreement comes in. the franchisor’s standard agreement Spelling out in detail the contractual terms, The franchise then you should look elsewhere. conditions and obligations of both the franchisor The magic of franchising is that it and the franchisee, a franchise agreement sets out agreement combines local knowledge, drive, the rules of the game and forms the basis of the contains all ambition and individual skills formal relationship between the two parties. I’ve the elements with a proven business system, often said that franchising is a marriage and both required to on-going corporate support and sides need to follow the rules to maintain their make this professional guidance to hopefully post-nuptial bliss. If they do so then it will be a create a successful business venture happy and successful relationship; problems only franchising for both parties. Essentially, the arise when people break the rules. magic work franchise agreement contains all the In essence, a franchise agreement has three elements required to make this fundamental objectives: to accurately franchising magic work. set out the terms and conditions of However, this is not to say the arrangement between franchisor that the franchise agreement and franchisee; protect the franchisor’s is the be all and end all. For all intellectual property rights; and that the franchise agreement specify the ground rules for operating can lay down the rules, provide the franchise units. the parameters and document The franchise agreement is often the means of working quite lengthy and will cover a plethora together, it cannot detail the of conditions running the franchise most important attributes of – including the length of the contract a successful relationship – period. As a franchisee, you need to attitude, honesty, integrity. ensure that you have enough time to They need to come from you. reap adequate reward for your efforts August 2016 | elitefranchise

Column - Nigel Toplis.indd 1

27

02/08/2016 11:27

Interested in Starting an Estate & Letting Agency?

Are you Ready to Deliver a World-Class Customer Service?

Join a Multi Award-Winning Property Franchise - HomeXperts Jason & Gaya chose HomeXperts for their support and training...

“There are a number of reasons why I chose HomeXperts. I have worked in estate agency for approximately 17 years and enjoyed building a good name, contacts and market awareness. I have also been a landlord and let property for over 10 years.

The HomeXperts franchise enabled me to continue working in the area that I have great knowledge and contacts while offering me Jason & Gaya Barnett, greater flexibility running my business working from home. As I enter my second year my business is healthy, growing at a rate of HomeXperts Worcester knots and I have established a reputation for excellent customer service which is creating some excellent referral business for HomeXperts.

Sussanne Chambers, Managing Director and Founder, accepting The Sunday Times’ Gold award for Best Estate Agency Franchise from Matt Dawson MBE

It scares me now that I may have missed out on this amazing opportunity by not having the courage to branch out on my own.

But with the support of the amazing team at the Central Support Office my dreams are coming true.”

Happy Franchisees 





HomeXperts received a rating of 88% in the Lloyds TSB Franchise Benchmark Satisfaction Survey, the highest rating for any property Franchise.



Impressive Training



HomeXperts is the only property franchise delivering an industry-leading monthly programme of Continual Professional Development.



Serious Franchisee Support 



An individual launch marketing plan and marketing campaign enable franchisees to hit the ground running.

We work with you to make your business a success.

To register to attend a Discovery Meeting near you, visit www.home-xperts.co.uk or email at us at franchise@homexpertsuk.com





Our top franchisees become members of the HomeXperts ‘Altitude Club’ by earning more than £25,000 in a month in invoiced commissions.

Clever marketing has helped our franchisees to achieve profitability and sustainable businesses.

Our intensive training academy trains to National Federation of Property Professional (NFOPP) standards.

22 weeks of ongoing support to guide new franchisees through their business set up process.

Each franchisee has a Support Manager to guide them through the launch processes and business development.

Monthly one-to-one’s to discuss your progress.

To join HomeXperts call us on

01905 678853

HOME002 Untitled-3 1 advertorial Jun16.indd 2 Home Xperts

07/07/2016 12:04 18:15 03/06/2016

Tony Bowman, managing director, etyres

Why franchisees can’t take their foot off the accelerator Before you commit to investing in a franchise, it is very important to be totally honest with yourself, especially when it comes to one key question: “Why do you want to be your own boss?”

If your response is that you have a burning desire to be successful, take charge of your own future, earn more money and develop a highly valuable, sustainable business, then you are heading in the right direction.

However, if the reason you’re doing it is so you can clock off work whenever you feel like it, take long holidays, give yourself a couple of ‘duvet days’ a month and spend lots more quality time with your family, you might be in for a bit of a shock once you embark on running your own franchise.

Owning a franchise isn’t like working for someone else’s business.

If you were on another person’s payroll and during the summer months your workload got lighter, you might clock off a bit earlier, spend a leisurely lunchtime basking out

If you are building your own business, you cannot afford the luxury of taking it easy during the quiet times

Franchise owners shouldn’t just put their feet up this summer. When entering the world of franchising, you get out what you put in in the sunshine or surfing the net for a last minute mini-break.

Naturally, you might feel a bit guilty that you are not giving your employer your all but everyone does it, right?

Well, if you are building your own business, you cannot afford the luxury of taking it easy during the quiet times. Instead you have to seize every opportunity to rev up you sales or market your venture – and what’s more, you have to relish the challenge.

In my experience, two of the biggest opposing drivers that fuel most people are the thrill of success, counterbalanced with the fear of failure. With your own business, you get out of it what you put in. From engaging with customers via social media to handing out leaflets, there’s a great deal you can do to drive more business to your door.

You can lessen this to a degree by choosing a franchise for all seasons, one that does not experience massive weather-related peaks and troughs. In the tyre business, seasonality can actually be a selling tool but whether we are promoting caravan tyres or winter tyres, we are always marketing.

Moreover, a dip in sales should not equate to a drop in business activity. If orders are slow, this should not be seen as an opportunity to sit back and take it easy but instead make a concerted surge forward to attract new business. Owning a franchise is not a ‘do less, earn more’ scenario but if you are prepared to invest your time, effort and hard work – as well as your money – into your new venture, you will be rewarded with a great return.

August 2016 | elitefranchise

Column - Tony Bowman.indd 1

29

05/08/2016 11:40

PAWS FOR EFFECT Joanne Tomlinson has turned her lifelong passion for animals into entrepreneurial success with We Love Pets

BY ERIC JOHANSSON

30

elitefranchise | August 2016

A

t an age when most kids want to become astronauts, Joanne Tomlinson was already proving herself as an entrepreneur. The first sign her parents had of her enterprising proclivities was an almost Harry Potterish flurry of letters that suddenly started to drop through their letterbox. “My mum had no idea what was going on,” laughs Tomlinson.

What her parents didn’t know was that their ten-year-old daughter had not only founded a pet-care club but been industrious enough to place ads in the paper, resulting in the avalanche of letters containing subscription fees of £5. For this small sum, Tomlinson wrote newsletters to subscribers, packed with pet care tips and quizzes. “You could say that I’ve always had a passion for running my own business,” she says.

Given that decades later, Tomlinson would become the founder and franchise director of We Love Pets, the animal care franchise, this was certainly an auspicious start. With that in mind, it’s surprising to hear that she didn’t originally go to university to pursue an entrepreneurial career. “My goal was

WE LOVE PETS

pets in the UK. “And that’s excluding the gold fish,” she says.

However, Tomlinson wasn’t the only entrepreneur eyeing the market. “The retail side was packed,” she says. “There were a hell of a lot of pet shops. However, I realised that the service side offered plenty of opportunities.” Having seen that services offering pet sitting and dog walking were underrepresented, Tomlinson came up with the idea of Dog Day Care, the company that would eventually become We Love Pets.

With enthusiasm and an idea in the bag, she set about tackling her next entrepreneurial to become a solicitor,” she says. This led hurdle: funding. Never one shrink from a Tomlinson to enrol for a business degree challenge, Tomlinson decided to bootstrap and a postgraduate law degree at the her business and save up the University of Reading, seemingly money she needed herself. “I setting herself on a path towards a had four jobs at one point,” she The best starting future bursting with legal endeavours. says. Fortunately, the hard work point for anyone However, two things convinced her paid off and in 2007 Tomlinson to reassess her plans. The first was had enough capital to launch launching a the sheer amount of time required to Dog Day Care. “Within a week business is to become a solicitor; even after finishing of the website going live, I look at what the postgrad qualification, she’d be was inundated with calls and you’re passionate facing an additional course and years messages,” she says. “It took a about. For me, of training at law firms, which was an month and then I had to employ that’s always unappealing prospect. The second thing someone to help me out.” been animals that inspired the change in her trajectory From there on, Dog Day Care were the project management jobs she grew exponentially, expanding took on at the end of her postgrad. from Reading, across Berkshire “They made me realise that I wanted to and into Yorkshire. However, go into business for myself,” she says.

Tomlinson was careful not to grow the business But ambition alone is not enough to launch too fast or to accept too many customers at the an enterprise: you also need the spark of a same time. “We couldn’t overcommit,” she says. great idea. “The best starting point for anyone While other dog-walkers can be seen walking launching a business is to look at what you’re a whole kennel’s worth of canines, Tomlinson’s passionate about,” says Tomlinson. “For me, businesses have never walked more than three that’s always been animals.” Looking to turn at a time. “You cannot give each dog 100% of her passion into profit, Tomlinson began your attention if you are walking a big pack of researching Blighty’s pet market and revealed them,” she explains. a sector ripe for the taking, with 58 million Never relinquishing her standards ensured both a steady influx of customers for Dog Day Care and the continuous growth of the company. In 2009, Tomlinson branched out further by moving beyond dogs to caring for everything from cats to reptiles. Reflecting the change, the business was rebranded as We Love Pets and the new strategy proved a hit.

“We really took off,” she says.

The company continued to grow exponentially until 2013 when Tomlinson decided to take things to the next stage, settling on franchising as the best method to help bring the business to new audiences.

August 2016 | elitefranchise

31

We Love Pets

Passion and enthusiasm is amazing but we also need longevity However, she didn’t jump in headfirst and instead decided to test the waters. “I can be quite impulsive,” continues Tomlinson. “So I took the time to research what my options were and talk with people who were in similar situations.”

One of the important issues to solve was who would be the first franchisee. Eventually, Tomlinson settled on Amy Pearson, a long-time employee of We Love Pets. However, it wasn’t just her experience with the brand or her previous job working with animal insurance that set her apart. “It was her enthusiasm and personality, which is more important than anything,” says Tomlinson. And the choice quickly proved to be the right one, with Pearson going on to become the franchise’s highestperforming franchisee.

The pilot’s success proved the importance of hiring franchisees with the right type of personality but that isn’t all Tomlinson looks for.

“Passion is amazing but we also need longevity,” she explains. “We don’t need someone who thinks it’s a great idea at first but then changes their mind three months down the line. We need commitment.”

Guaranteeing the longevity and commitment of franchisees has become paramount in the increasingly competitive pet service market. While Tomlinson may have been the only game in town back in 2007, that’s no longer the case.

With the meteoric rise of franchises like Wagging Tails, Barking Mad and Petpals in mind, it is no wonder why one Scottish franchisor recently dubbed 2015 the ‘The Year of the 32

Dog’. However, what sets We Love Pets apart is not only the range of animals under its care but the extensive training employees receive.

“We have a partnership with Wiltshire College,” Tomlinson says. “They’ve got a massive animal centre with all sorts of animals, from dogs and cats to snakes and horses.”

Laughing, she reveals that she just finished a course with some franchisees, learning to deal with exotic animals like tarantulas, snakes and even cockroaches, which are often kept as food for lizards. “So there was a lot of screaming, especially from the girls,” says Tomlinson.

This combination of pedagogy and personality has proven a knockout combo; after just three years, We Love Pets has 12 franchisees covering 16 franchise areas, an impressive expansion considering that the company hasn’t done any advertising whatsoever. With results like that, it is no wonder that Tomlinson was nominated for the Natwest EWIF Franchisor of the Year Award this spring. And, be certain, Tomlinson is only warming up. “We plan on going nationwide,” she says. “We want another 12 franchisees by the end of the year.”

Nine years have passed since she abandoned the legal route in favour of launching We Love Pets. “And I haven’t looked back,” concludes Tomlinson. “It has been absolutely amazing.”

elitefranchise | August 2016

One to watch.indd 3

02/08/2016 11:29

ADVERTISING FEATURE

Day in the life of Zipyard’s Graeme Mulheron Graeme Mulheron has successfully run a number of businesses over the years. Having looked at a number of franchises opportunities, he opened The ZipYard Bedford in August 2013. Here he describes a typical day.

12.30-1pm

Lunch for me is taken as I work to ensure I am available to customers at all times.

1pm

7am

Grab cycling helmet, set off on 35 minute commute to Bedford, arriving just after 7.30pm.

7.45-8.30am

Prepare the store for opening. Log on to the system, check emails, social media and order and supplies required. Schedule seamstresses workload. We work flat out so affective planning is vital.

8.30am

Staff arrive, team briefing.

8.45am

Collection/ deliveries. We pride ourselves on excellent customer service and offer a local collection and delivery service for local clothing retailers such as Moss Bros.

9am

Doors open! During the day we deal with over 60 customers, each requiring and receiving a first class service. In addition to routine zips, minor alterations and repairs, we also take on more complicated tailoring work and upcycling is all the rage at moment. I complete all the required information for the customer and obtain payment in advance. Throughout the day I will carry out regular checks on the presentation of the Centre and the fitting rooms.

Check that each seamstress is getting through the day’s work and where necessary start allocating them work for the following day. Continue to deal with any queries that they may have. There is an ongoing communication between us all throughout the day.

5.30pm

The store closes. I cash up and close down the system. After tidying the store, it’s time to review the target/productivity board and discuss the day’s performance with the team.

Before locking up, I allocate the following day’s work for each seamstress.

6pm

I action any paperwork before finishing the day. I set the security alarm, lock up and cycle home arriving around 6.45pm in time for a lovely meal (and sometimes a nice glass of wine) with my wife and three teenage daughters. The eldest of whom works in store with me on Saturdays, our busiest working day.

11am

Prepare drinks for the team (includes cake on a Saturday). This ensures they are focussed on getting work completed and of course demonstrates that I am a caring boss.

2016 August | elitefranchise

ZipYard Jun16.indd 1

56

05/08/2016 16:02

Mission Statements

A reason for being Franchisors are well-advised to take a note out of Steve Jobs’ handbook and sharpen up their mission statements

by ERIC JOHANSSON

S

teve Jobs must have been shocked upon returning to Apple in 1997; this was not the same company he’d left. What had been a tech startup devoted to elevating mankind prior to his losing an internal power struggle in 1985 had disintegrated into producing substandard computers like the highly criticised low-cost Performa series.

Instead of devoting themselves to producing top-ofthe-line desktops, Apple’s diversified product line – which included a range of digital cameras, speakers, TV appliances and portable CD players – was hardly making a dent in Microsoft’s profits. “Apple was doing so many things that weren’t on message, which diluted the brand value,” says Ken Segall, former creative director at TBWA\Chiat\Day, the agency behind Apple’s Think Different campaign, and author of Think Simple – How Smart Leaders Defeat Complexity.

Eager to get the company back on track, Jobs slashed the complex product line. Apple devoted itself to producing a small number of technological marvels easily counted on your fingers, instead of uncountable shoddy products. And, to keep Apple from losing its way again, Jobs presented the

34

Analysis.indd 1

company with a new mission statement: “Provide relevant, compelling solutions that customers can only get from Apple.”

While the mission statement has changed since then, in 1997 it laid the foundation that enabled Apple to become the world’s most valuable company.

“Jobs’ vision gave everybody a focus,” says Segall. For franchisors, the story highlights the importance of having a clear mission statement. “It’s a company’s reason for being,” he continues. “A mission statement is like guard rails; it makes it more difficult to steer off the road.”

However, a mission statement doesn’t exist in isolation: it is intimately linked to company culture and brand and is the cumulation of everything the business is. “The mission statement is a company’s

A mission statement is like guard rails; it makes it more difficult to steer off the road Ken Segall, Think Simple author

elitefranchise | August 2016

03/08/2016 17:37

Mission Statements

MISSION STATEMENT

DNA,” says Paul Thompson, co-founder of Water Babies, the national toddler swimming-lesson franchise. “It is everything from what it believes to who its clients are.”

Few companies highlight the intimate relationship between values and mission statements like Ben & Jerry’s, the American ice-cream manufacturer and scoop shop franchisor. Ben Cohen and Jerry Greenfield formalised the franchise’s mission statement in 1988, based on the values and culture they’d established within the business. That meant they didn’t just stop at saying it would make delicious frozen desserts. Instead they outlined that it would be used in “innovative ways to make the world a better place”.

That phrase has guided Ben & Jerry’s to take a stance against genetically modified crops, use only

Fairtrade products and minimise its carbon footprint.

Additionally, the mission statement and the values drive how Ben & Jerry’s select its franchisees. “We only seek franchisees who are passionate about our mission and values, including making a positive change in the world,” says Eric Thomas, franchise development manager at Ben & Jerry’s. “We look for a commitment from our candidates to operate in a socially responsible manner, including active participation in making their communities a better place.”

Closer to home, Water Babies has taken the relationship between the mission statement and the attraction of its franchisees one step further. The franchise’s vision is to become the leading provider of world-class aquatic teaching programmes for babies, children, pregnant women and new mothers.

Recognising the key role franchisees and teachers play in achieving that goal, the mission statement is almost solely devoted to finding the right talent. “The culture of us being a people business has been there from the beginning,” says Thompson. But it wasn’t until six years after the swimming school’s launch that the franchise officially formalised its mission statement. “As we grew, we realised that we needed to have it spelled out in black and white,” he continues.

Part of the reason establishing a written mission statement became so important for Water Babies was that it had begun to see a slight dip in the quality of the franchisees and teachers it was recruiting. “We took our eyes off the ball,” explains Thompson. And while having the excellence of hires drop can prove detrimental for any business, for Water Babies it could have had terrible consequences if left unchecked.

“Our clients bring their most precious thing in the world into our classes, so they have to be able to trust us,” says Thompson. Bringing the wrong people on board could have seriously damaged confidence in the brand.

Highlighting how essential people are to the culture, Water Babies’ employees and franchisees all had their say on what the mission statement should be. “We didn’t just write something down and put it up on the wall,” says Thompson. “It was a group effort.” And spelling out its values in a mission statement enabled Water Babies to attract more likeminded people,

August 2016 | elitefranchise

Analysis.indd 2

35

03/08/2016 17:37

Mission StatementS

which has led to the business not only making a splash in the UK but launching schools in China, as well as winning the title of bfa HSBC Franchisor of the Year 2016 in July. “It has been the root of our success,” says Thompson.

And other business leaders are advised to follow Water Babies’ example, as it looks like the mission statement will become even more important to recruiting the right staff in the future. In fact, 38% of millennials say that companies’ vision and mission statements would be the deciding factor The mission when selecting one employer over another, according to a survey Korn statement is a Ferry Futurestep released in July. company’s DNA. It By investing time and energy is everything from in its mission statement, Water Babies has helped defend consumer what it believes to trust in its brand. And it isn’t the who its clients are devoted the only company that has seen better company engagement as a result of clearly Paul Thompson, Water Babies to creating defining its mission, with Ben & elegant tools Jerry’s also reaping the rewards of only it could communicating its mission inside produce. And if a franchise is aiming and out. “There is no question in our minds that our to gain that kind of clarity in a mission mission statement and values-led business decisions statement, it’s important to remember create a deeper sense of loyalty with our customers,” that less is often more. “The strongest says Rob Michalak, global director of social mission at mission statements are usually just a Ben & Jerry’s. “We have data that tells us that our fans sentence or a phrase that is extremely are 2.5 times more loyal to us than they are to other easy to comprehend,” says Segall. “Put brands due to our mission and values.” in too many things and people won’t But if a mission statement is to attract customers, it remember any of them.” must be clear. For instance, Apple’s mission statement However, many companies don’t get that right. One revealing example can be found in Think Simple. While Jobs was aligning Apple to the company’s new mission and slashed the product line, Dell went the other way. The company offered 53 different computers at one point, with the result that as Apple climbed to the top of the corporate world, Dell suffered continuous losses. “I don’t want to be simplistic and say that the lack of a clear mission statement is the source of all its problems but it certainly doesn’t help,” says Segall.

A clear mission statement enabled Jobs to turn Apple into a tech giant, Thompson to set up franchises in China and Ben & Jerry’s to be a force for good.

But, most importantly, it can offer your franchise something to navigate by.

“Without it, you’re just working at a place that does stuff,” concludes Segall.

36

Analysis.indd 3

elitefranchise | August 2016

03/08/2016 17:37

EnviroGroup’s Franchise Model is focused on the highest standards of service in kitchen and air duct hygiene within the hospitality sector.

We are your best business opportunity.

Offering: • • • • • • • •

Sales Support Bookkeeping Support 24/7 Helpline Ongoing Training and Operational Guidance Exclusive Regional Offices Established Since 2001 Highly Accredited Your Growth..

Rapidly Expanding

Our Support

e.tmwJohnbrooks@enviro-group.eu t.emw0161 766 8679 m.wte0333 8003 808 w.mtewww.envirogroupfranchising.com

ENVI001 Envirogroup FP copy.indd 1

31/05/2016 14:24

ADVERTISING FEATURE

A Dynamic and Recession-Proof High-Street Franchise The ZipYard is the fastest-growing garment-alteration franchise in the UK. With distinctive branding and well-planned shop fits that minimise square footage for maximum profit, the opportunity provides owners with a business that is welcome on any high street

O

fficially launched in Britain

by The Bardon Group in 2011, The ZipYard’s growth has been very strong and the company is well on the way to achieving its first target of 50 centres in the UK. The business provides a much needed service and has a real role to play in the rejuvenation of UK high streets.

The ZipYard concept offers total flexibility, providing the opportunity to simply run one centre or build a bigger business through owning multiple ZipYard centres throughout the country.

Specifically designed to project a stylish, high quality image, the ZipYard offers a wide range of alteration and tailoring services, all done on site by trained professionals in purpose-built, beautifully shopfitted centres, branded with the ZipYard’s signature eye-catching yellow and black colours.

From dress restyling and taking in or letting out to bridal-wear fitting and formal wear alterations, The

38

ZipYard provides convenient, speedy and cost-effective clothing alterations and repairs.

The ZipYard franchise package is a total turnkey operation, comprising a complete shop fit, state-of-the-art machinery, computer systems and a comprehensive marketing package that includes regional PR activity.

The package includes industrial sewing machines, specialist alteration and repair machinery, a computer, software, EPOS system, signage, fixtures and fittings, various consumables, starting stock, plus training and ongoing support from the franchisor, and a marketing and PR campaign to launch each centre.

Why choose The ZipYard?

Former driving instructor Richard McConnell opened England’s first ZipYard franchise in Altrincham in 2011 followed by a second centre in Wilmslow in 2013.

“We did lots of research in the franchise press and online, and looked into a wide variety of franchises,” says McConnell.

“The Altrincham ZipYard has exceeded all of our expectations and the model is so well thought out that it was easy to replicate in Wilmslow.

Our reputation went before us and the customer base in the new ZipYard is building very nicely.

“Initially it was my wife who noticed the ZipYard advert and she thought it was a fantastic idea. We did some research and quickly realised that there was no real competition in our area. Most of the time clothing repairs

are done as a bolt-on service at dry cleaners. The turn-around time isn’t very good and they don’t offer a very wide range of services.”

Marketing Head office provides a wide range of marketing support to the network including email marketing, a comprehensive range of promotional collateral and window posters that are supplied free of charge throughout the year to each centre.

All franchisees also have access to a retained PR agency that carries out regular activity on behalf of the ZipYard to raise awareness and generate footfall.

I have been extremely pleased by the success of our ZipYard store so far. As with any business, if you can combine excellence in service with excellence of products you have a winning formula and we certainly have that here at the ZipYard Bedford Graham Mulheron, The ZipYard Bedford

Contact: Emma Downes t: 01530 513307 e: edownes@thezipyard.co.uk Total Cost:£38,500 + VAT plus shop fit

elitefranchise | August 2016

ZipYard Jun16.indd 1

05/08/2016 14:34

THEB002

ZipYard Jun16.indd 2

05/08/2016 14:35

SNAP-ON TOOLS

T LS OF THE TRADE

BY JOSH RUSSELL

40

elitefranchise | August 2016

SNAP-ON TOOLS

It was Snap-On’s entry into the Antipodean market that first brought it to the attention of the young Jones, who was certainly no stranger to working with tools. “I used to enjoy rebuilding cars with my brother and drag racing the ones we’d put together,” he recalls. Whilst he admits neither of them were stellar mechanics, this did start him thinking about employment opportunities that would allow him to work in an adjacent industry. “So when I saw the white trucks driving around with the big red Snap-On logo on the side, I decided I’d like to join,” he says.

After 12 months working a route as a driver in New South Wales, Jones was promptly promoted into a field manager role. Given a previous position working in the gambling industry had given him plenty of experience working with franchisees, he seemed the natural choice. “One of the main responsibilities of the field manager was growing the franchise network,” he says. “I had to fill a bunch of territories and create growth in that area.” At the time, Snap-On Tools Australian franchise Having brought on Australian Steve network was still in its infancy and Jones Jones as its new managing director, proved instrumental in getting the area off the “There are about three or four guys that Snap-On Tools UK has a truly global ground.

I signed that are still part of our network now,” perspective he says.

In recognition of his hard work, within a couple of years Jones was promoted to sales ithout doubt, Snap-On Tools is global manager and made responsible for the sales franchise with a truly impressive heritage, development team. “Their job was to ride with after Joseph Johnson and Bill Seidemann the franchisee, usually on a three-month cycle, created the world’s first interchangeable socket tools in to help them with their business, and talk them Milwaukee almost a century ago. “Up until 1920, all of through any issues they’re having,” he says. the tooling that you used was a specific tool; you couldn’t Jones continued to rapidly rise through the change any of the parts,” explains Steve Jones, managing ranks, becoming national sales manager and director of Snap-On UK. “Our founders developed an then national sales director. “That meant I was interchangeable socket and handle, calling the business looking after the whole of Australia and New Snap-On Tools.”

Zealand,” he says.

Although Snap-On’s wares were first distributed through Snap-On clearly recognised that it retail outlets, the arising of the Great Depression led to a had an ambitious up-and-comer on radical shift in the company’s model, seeing the business Snap-On its hands. “The company knew that switch to van-based distribution and adopt a new approach I wanted to progress through the to payment. “We introduced a system where the guy could Tools is organisation and that I wouldn’t be take the tool today and pay it off over a period of time so the same limited by international travel,” he that in the meantime he could earn a living,” says Jones.

For the next 30 years Snap-On Tools concentrated largely the world says. Gradually he became more and more involved with the franchise’s on the domestic market. “It was a very small business over global operations and before long a outside of North America up until the 1960s,” Jones new opportunity arose. “The chance says. However, this all changed in 1965 when the brand to become UK managing director came up and launched in the UK, which has remained one of its largest I said that I’d like to be considered for the role,” markets to this day. It followed this up with expansion he says. Given the impressive year-on-year into Australia, Japan, the Netherlands and Germany in growth Australia and New Zealand had been the 1980s and New Zealand in 1991. “Those are our main seeing, Snap-On gladly gave him the job. international franchise territories,” he says.

W

August 2016 | elitefranchise

41

Snap-On Tools

Moving halfway round the world and taking on one of the franchise’s most successful networks was certainly a challenge. “I’m not going to try and tell you it wasn’t daunting; it absolutely was,” Jones says. “But what made it much easier was the fact that the Snap-On business is very similar worldwide.” Not only had Jones already worked side-by-side with many of those working in the UK operation but the fact that the franchise has the same route to market in every country helped smooth the transition. “Snap-On Tools is the same the world over: the only thing that changes is the accent of the people delivering the product,” he says.

After all if it ain’t broke, don’t fix it: thanks to Snap-On’s strong USP, there has been little need to reinvent the wheel when entering new markets. “There’s not another tool manufacturer in the world that has the same product range we have,” Jones explains. “The quality and the depth of range of the products is one of our major points of difference.” Even during the recent global economic downturn, Snap-On secured serious growth,

42

something that’s a real vindication of its approach. “Our customers need tools, no matter whether it’s hot or cold, whether the economy’s good or bad,” he says. “It’s a model that’s stable and has real longevity.”

In light of this, Snap-On has no trouble attracting franchisees but when recruiting it has a very specific kind of character in mind. “When you walk into the bar of your local pub, a great Snap-On Tools franchisee is the one that everybody’s stood around and who is holding the conversation,” says Jones. As long as a candidate has a strong character and an entrepreneurial flair, Snap-On is able to turn them into an effective

Our customers need tools, no matter whether it’s hot or cold, whether the economy’s good or bad

franchisee. “We can’t train you to have a great personality or work ethic but if you’ve got those two things we can train you how to be a good businessperson,” he says.

As you might expect from this, Snap-On dedicates a lot of energy to helping franchisees get up to speed.

“There’s a lot of training and support that goes on prior to business even commencing,” Jones says. After an initial 12 to 14 weeks training, prospective franchisees are sent over to Dallas in the US to take a seven-day crash course in running the franchise before returning to the UK to spend a week at SnapOn’s Kettering-based distribution centre. Even once a new territory has launched, franchisees will receive ongoing on-the-job instruction and support tailored to their requirements. “The training alters from year to year: we try to develop our training around what the needs of the franchisees are,” says Jones.

Whilst Jones’ tenure as head of the UK network is still relatively short, he has inherited a thriving network.

“The UK business has been very strong since the global financial crisis,” he says. “It’s really come a long way.” Already this year, the franchise’s receivables are up by 9.7% compared to the previous year and Jones has no intention of resting on his laurels.

“There’s a real growth opportunity for us,” he says. “The size of the UK economy is growing and we should be growing in relation to that.”

Evidently Snap-On Tools is here to stay, thanks in no small part to its highly committed franchisees. “We’ve got franchisees that have been in the business for 38 years,” says Jones.

And not only does the franchise have very high retention rates but many of its older franchisees are now passing their businesses down to the next generation; Jones refers to a recent meeting with the sons of one of his franchisees who are now running a van of their own. “It’s becoming a generational business for our franchisees, which is a great place to be,” he says.

elitefranchise | August 2016

International.indd 3

02/08/2016 11:32

The Ultimate Professional Franchise Opportunity

An IFG Franchise provides you with an opportunity to earn an above-average return on your working capital, plus: • No Long Hours or Extensive Travel • No Employees • No Inventory or Equipment Get the full story today.

Contact us at 0845 834 0332 or ifg@interfacefinancial.com

www.interfacefinancial.co.uk/franchise INTE002 IFG June16.indd 1

03/06/2016 13:47

ADVERTISING FEATURE

Creating a better life

for my clients and my family

J

eff Shrimpton admits to having the realisation that he stopped working for other people and began to work for a lunatic – himself – when he chose to start his own business after 15 years of frustration in the nightclub management business. But don’t take our word for it. Here’s the man himself.

“I decided to set up a business with my wife, Lucy,” says Shrimpton.

“Soon, our marketing and events company had gained clients like Sainsbury’s and Ted Baker. But as I began to get a grip of my inner lunatic, it dawned on me that I was never actually part of these wonderful events, I was just stuck behind a computer screen. So, I decided to find a buyer for the business.

“During the sale of the business, I set up an online marketing consultancy. Even though the main service was lead through online

marketing, I found many of my clients didn’t have a sales process or framework to deal with leads as they came in and so I began coaching them around systems and how they could improve business performance.

I had never really considered myself as a business coach. But I now found myself coaching and knew I needed more substance behind me if I wanted to do more of it and make it a fulltime career then.

“I put a call in to ActionCOACH, spoke to one of their team and went on a discovery day. To be truthful, I would have signed the agreement by 11am on that day as it just seemed right for me. It was only five or six weeks from my first enquiry to arriving in Las Vegas for initial training in September 2015. I liken that training to standing in a wind tunnel but it’s information coming at you – it was hardcore learning for ten days.

Jeff Shrimpton having a transformational impact on a client’s business and life

44

“I attended the UK franchise conference in Grantham in October 2015 and the Monday morning following that I launched my new ActionCOACH business in Southampton. I did exactly what I promised to do during my training in Las Vegas, I went and knocked on the doors of some local businesses to challenge my biggest fears of cold calling. However, we have lots of other sales and marketing techniques and support from the franchise team.

I got my first client within seven working days of launch, I followed the sales process and I realised I had it in the bag when they started asking buying questions that had been discussed during training – it was difficult to keep a straight face and hide my shaking hands!

Clients almost handed on a plate “So far I have used our client generation centre to secure several one-to-one clients with the latest two almost handed to me on a plate as the centre had booked the sales meetings with the prospects and then our sales closing genius, Jon Asquith, sat in on those meetings to guide me. I regularly hold seminars with our online marketing partner, Luv4 Marketing, helping to fill the room.

From one seminar I signed a one-toone client and five group clients and it’s working out that the seminars are allowing me to acquire a new client at the cost of £17 per lead – that’s just one of the many ways I measure my business success.

“One of my clients left school at the age of 14 and now has a £2m turnover business. We set him some goals in

elitefranchise | August 2016

Action Coach Advertorial.indd 1

05/08/2016 14:53

ADVERTISING FEATURE

Jeff Shrimpton creating a better life for his family

January and he met them in 45 days. We are now on track to grow his business to £10m in the next five years. That feels great and not just for me, but for my client too. That is what it’s all about as a business coach. Once you are making enough to pay the family bills, it stops becoming about me and instead it’s all about the clients.

Life-changing role “When I first met one of my clients he was working 80-90 hours a week and had lost his marriage. In his latest session he told me he’d taken time out of his business to see friends and was happy to report that his business hadn’t fallen apart without him – real progress. The thing I enjoy the most is removing the box of limiting beliefs that my clients can often put around themselves. Remove the box and see the endless possibilities – that’s brillaint.

“The UK franchise support team are creative and inspirational. I don’t lean on them too much but do use the structures and processes they’ve created to support all the franchise owners. In fact, they fund new franchise owners to have one-to-one coaching from a master coach until you reach a good level of client income.

£24,000 a month in 12 months “I never thought I would be wealthy or successful but my mindset has changed. Now I’m driven to achieve both. I’m aiming for £24,000 a month in client income by September 2016. If I hit that target then I’ve promised myself a Maserati. Lucy is now looking for our family dream home and our children are able to attend one of the best schools in the UK. We could not have dreamed of any of this before joining ActionCOACH. “I try to inject warmth into what I do. I like clients who want to have fun with their coaching and I can’t help but become emotionally engaged in their happiness. As a business owner, I know it can be lonely and you can get in your own way sometimes.

My mission is to help business owners be greater than they thought possible in order to create a successful business that works like clockwork and a life that is full of fun, abundance and wonderful experiences.”

Would you enjoy improving the lives of business owners while you grow your own income and develop the life you really desire? Contact ActionCOACH on 01284 701 648 or watch the opportunity overview video at: actioncoach.co.uk August 2016 | elitefranchise

Action Coach Advertorial.indd 2

45

05/08/2016 14:54

Finding the right funder

The perfect partner By carefully weighing up their options and asking the right questions, franchisees can find their ideal funder

by Alex Littner, managing director, Boost Capital

W

hen franchise owners seek capital from a lender, typically they think about how much they can borrow and what it will cost. Of course lending criteria are paramount but there is another factor to consider: finding the right chemistry between funder and franchisee.

However, although having a good working relationship with your finance partner is as important as interest rates or repayment terms, recognising a good match in terms of temperament, knowledge and experience can be much harder than crunching the numbers.

Money may be the primary motivation for getting together but what are the other ingredients for a beautiful union?

Weigh up your options Most smaller businesses only seek a loan from their main banking provider.

But, despite this, franchisees today have more choice, greater flexibility and a broader range of bespoke offerings available if only they know where to look.

46

Finance.indd 1

Established franchises often have existing relationships with funders and can make introductions between banks and franchisees, although even franchisors may not be fully aware of the wealth of options now on offer.

This is not to diminish the work done by the banks in the franchising field. Several of the financial giants have a strong track record working with franchises – HSBC, Lloyds Bank, NatWest and RBS have long boasted specialised franchising teams.

And now challenger entrants to the UK banking scene, including Metro Bank, are also going after the franchise market.

The shame is many franchisees don’t realise what they’re missing when they only look to the big names for funding.

While the financial establishment has had less appetite for lending to smaller enterprises after the economic downturn, a new generation of providers has emerged that wants to work with SMEs. Some call this industry fintech, others alternative finance or altfi. But, whatever the name, these providers are technology

elitefranchise | August 2016

02/08/2016 12:10

Finding the right funder

led, focused on creating new rules for business finance and have money to invest in firms with potential.

Crowdfunding, peer-to-peer lenders, asset-based finance and short-term unsecured loans are all innovative options for franchises looking for capital. Savvy business owners will consider all possibilities, researching online or talking to experienced commercial finance brokers to find what’s best for them.

Many franchisees don’t realise what they’re missing when they only look to the big names for funding

Lenders that understand Just like in any romantic relationship, a franchisee wants a partner that understands them and their needs.

At its most basic, this means finding a finance provider with franchising expertise. But, beyond that, it’s important to determine how well the lender knows your specific sector.

Our business, for example, helps established franchisees to grow and expand but we’re also strong in the food and hospitality sectors – as much as a third of the work we do is with firms in these areas. Automotive and

service-based businesses are also well-represented on our loan books.

These are all industries that boast large numbers of franchise operations.

Hotels and catering were the biggest growth areas in British franchising in recent years, according to the British Franchise Association, equalling almost 30% of the UK franchise total in 2015.

Additionally, it’s important to find a provider that understands what makes franchises tick, as well as the particular demands of your area of operation. Lenders with knowledge of a given industry will be better placed to discuss the pressures on a franchise in that sector and will be familiar with their common needs.

It could be a coffee-shop franchise looking to invest in new equipment or a hotel hoping to extend a dining area to increase available covers. Perhaps it’s a need for bridging finance during a low point in seasonal trade.

Experienced providers will know the most appropriate type of product for the circumstance.

The key questions But how can you identify the right financial match for you? You should determine if a funder has a background in working with franchises in your sector, as well as calculating any charges on borrowing. To get more detail, simply ask questions. Don’t forget you’re weighing up funding providers as much as they’re assessing you.

Engaging with a potential lender before making your application could enhance your chances of success, as you’ll be less likely to make rudimentary errors when applying.

They should also be prepared to offer guidance – if not, that’s a bad sign in itself. Even if the result of this is that you acertain may not get funding, by learning this now you avoid the risk of a rejected loan application and the damage this can do to your future chances of securing borrowing.

August 2016 | elitefranchise

Finance.indd 2

47

02/08/2016 12:10

OVER TWO DECADES OF SUCCESSFULLY SETTING Cleaning

Franchise owners say:

PEOPLE UP IN BUSINESS JOANNE Previously Project manager at Bank of Scotland Starting turnover: £50k Current turnover £200k

“The Dublcheck Franchise was U.K. based, was relatively recession proof and was a basic business concept easily scalable.

Most importantly of all it was backed by the support of an established Franchisor that really appealed to us” - Mark

Previously Textile Manufacturers

Cleaning

CK

DU

Current turnover £620k

CH BL E

ESTABLISHED

LEN DONNELLY

1993

19

Previously Retail Manager

93-2013

Purchased resale Current turnover £350k

Previously Logistics Manager Starting turnover: £48k Current turnover £140k

MARK & JAMES

“Once I met the Dublcheck team I found the concept of commercial cleaning very appealing” - Joanne

Franchising

PETER & DENISE

“We found Dublcheck during our research into the franchise industry and immediately liked its concept of guaranteed turnover*, with Dublcheck finding your clients and guaranteeing the level of turnover you desire.”

- Peter

“A big thank you to the Dublcheck team, and o receive an award was brilliant” - Len “Sonal and I can’t belive a year has past since we decided to join this wonderful franchise.

We both wish we had done this years ago.”

- Mitesh

SONAL & MITESH Previously Quantity Surveyor Starting turnover: £14k Current turnover £150k

BUILD YOUR BUSINESS THE EASY WAY LARRY

NO NEED TO DO ANY SELLING...

WE GET THE BUSINESS FOR YOU!

GRAHAM & JAN

We Guarantee:

Previously Finance Director Starting turnover: £60k Current turnover £250k

• Turnover • Growth • Support

Previously Police Officers Starting turnover: £48k Current turnover £200k

Full training, support and low investment Invest from £9,950 to £190,950.

Turnover from £12,000 to half a £1/2 Million per annum.

With over 100 franchisees nationwide, and many more areas and opportunities available, you too could benefit from the proven Dublcheck system.

Dublcheck’s unique franchise system is a proven way to build a successful business in a multi-billion pound cleaning industry.

Further Details:

0800 317236

email: franchise@dublcheck.co.uk web: www.dublcheck.co.uk

Carol Stewart-Gill, Founder and Chairman of Dublcheck

Dublcheck, The 20th Fastest Growing Company in the UK - Official Source, Sunday Times

FULL MEMBER

*Guarantee turnover is not a guarantee of profit. All figures correct at the time of going to press.

Untitled-3 1

05/08/2016 14:40

ADVERTISING FEATURE

Current Turnover in excess of half a million pounds

DUBL VISION Dublcheck co-franchise owners Mark Howarth and James Kitwood look back on their journey from single business owners to co-franchise owners and how it has changed their lives.

T

here is the old saying ‘it’s grim up North.’ Six ago years that was most certainly the case working in the cut-throat world of retail fashion manufacturing in Leeds. Dublcheck co-franchise owners Mark Howarth and James Kitwood had spent 20 years manufacturing garments for major blue-chip retailers such as Next, Ted Baker and Austin Reed.

However, as for many companies in the UK whose businesses relied on the British manufacturing market, the writing was on the wall. Says Howard, “In the beginning business was quite lucrative and enjoyable, but slowly the times changed, as did the manufacturing locations for our products. Manufacturing in the UK became based in Poland, then Romania, Hungary, Macedonia,

China and India. I spent more and more time abroad. Slowly the worklife balance began to tip and my family life bore the brunt.”

Working an average 40-hour week initially, that quickly became a 70hour week, Mark and James could no longer spend quality time with their families and when coupled with the gruelling travel schedule, both ended up with the same thought: ‘something has to change and we need some inspiration!’ A visit to The British Franchise Exhibition in 2009 led to a moment of inspiration. “In front of us was an array of different opportunities.” explains Kitwood.

“Up and down the aisles, a discussion here, a goodie bag there, but none were exactly right, until we stopped at the Dublcheck stand.”

During the two-hour drive back home, Mark and James discussed what they had seen at the expo.

Business after business was ruled out until they got to Dublcheck.

After weighing up the pros and cons between their current role and what Dublcheck offered, both men realised that a Dublcheck Cleaning franchise might in fact be what they were looking for. “It was UK based, it was relatively recession proof and it couldn’t be outsourced abroad,” Howarth highlights. “It was a basic business concept that was easily scalable and most importantly of all it was backed by the support of an established franchisor and that was something that really appealed to us.”

In June 2011 , Howarth and Kitwood took the plunge and bought an established franchise from another Dublcheck franchise owner who was looking to retire. The transition was not an easy one but they were helped by the mentoring system that Dublcheck had put in place where an established franchise owner offered guidance and advice for as long as it was deemed necessary.

After three months of strong support and guidance, Howarth and Kitwood felt they were capable of spreading their wings and running the business. “With the continued support of Dublcheck and ideas of our own we continue to flourish as a business,” Kitwood reveals.

August 2016 | elitefranchise 49

Dublecheck advertorial July16.indd 1

05/08/2016 14:36

Finding the right funder

Just like in any romantic relationship, a franchisee wants a partner that understands them and their needs

50

Finance.indd 3

To avoid catastrophe, there are three fundamental questions budding franchisees must ask.

Firstly, what does the application process involve and how long will a decision take?

When a business applies for finance, the need is often immediate, so find out how long you’ll wait for a result. How much paperwork is involved? Additionally, check if the lender can provide subsequent funds quickly if you may need it in the future.

Secondly, what lending criteria and qualifying factors are taken into account?

Some franchises can struggle because they rent premises and the funder demands assets to secure against a loan. If you are hoping to use an asset as collateral, it’s sensible to know how much can be borrowed against it. Other providers may want evidence of consistent cashflow, which can be a challenge for enterprises with fluctuating income.

Thirdly, what penalties may be payable against a loan, including if the business settles up early? If the business is growing and you acquire the money to pay back the debt, ask if you’ll be penalised if you do so ahead of schedule. If you’re expanding, you may need further funds to invest at a later date, so you want to establish whether this is a relationship with a degree of understanding and flexibility.

The signs of a good match On a simple level, any lender will want to see that a business is solvent; has a clear grasp on its financials and forecasts; has transparent and sensible reasons for seeking capital; and is demanding the right amount – both in order to achieve its stated aim and in terms of its ability to repay. But the secret ingredient – and a very positive sign for a franchise looking to borrow – is a finance provider that also wants to talk about the business’s potential for growth in the future.

Ideally, you want to deal with someone who is actively engaged in making your franchise a success. About eight out of ten of Boost Capital’s clients come back to us for a second or third tranche of funding and it is both gratifying and useful to develop such long-term relationships. We know our customers, as well as their companies’ progress, and they know us. It makes for a happy, hassle-free and mutually beneficial way of working.

Like marriage, the ideal is to find a long-term partner who will work alongside you, offering support and encouragement. If you can develop this winning formula, the relationship should be reliable, satisfying and lucrative for many years to come.

elitefranchise | August 2016

02/08/2016 11:33

Untitled-7 1

05/08/2016 15:46

Untitled-7 1

05/08/2016 15:47

Untitled-7 1

05/08/2016 15:48

Marketing resources

For franchisees with no prior marketing experience, promoting their brand new business can be intimidating indeed.

Fortunately there’s plenty a franchisor can do to help out

by Rachel Ray, founder and director, Bright & Beautiful

I

n this ever-changing digital world, marketing has never been more accessible to franchisors and franchisees but that availability doesn’t necessarily make it any easier to understand or implement. On the contrary, while traditional advertising and PR are fairly straightforward concepts to grasp, these days a franchise also needs to occupy the digital space with equal authority, from content marketing to social media.

For a franchisee who may have come from a role that demanded no marketing output at all, the thought of committing to any or all of these marketing tools can be overwhelming. This is especially the case while they’re also running a business for the first time, trying to find new clients and managing staff.

Fortunately, by refining their strategy and ensuring that national brand building sits alongside, works with and compliments local marketing campaigns, there is plenty franchisors can do to give franchisees a helping hand.

54

elitefranchise | August 2016

Sales & Marketing.indd 1

02/08/2016 11:34

Marketing resources

Thinking national and local As a franchise, the more recognition your brand has nationally, the easier it is to sell it locally. So I’d recommend having a clear marketing strategy at the head-office level that combines your national awareness and brand building with local and individual tactical plans for each franchisee. While you are running the brand’s social media accounts, posting blogs and articles, generating PR and placing adverts, it is important to track and be aware of what is bringing in enquiries and new business for your franchisees.

For example, our franchisees get at least 50% of their enquiries from the online marketing that we do for them and we train and equip them with a local tactical marketing plan for the other half. This kind of approach equips franchisees to build the brand locally using a combination of PR, referral schemes, partnering with local businesses, postcards and brochures, effective low-cost local advertising, targeted networking and social media campaigns.

Backing this up with an optimised website with a number of local pages just for them also allows them to have unique articles, testimonials and reviews, all of which helps to drive web traffic and build credibility.

The overall effect this multi-strand marketing has is creating high brand recognition in franchisees’ target areas so that potential clients or team members will have seen their business in a variety of places.

Create confidence in the brand Despite what people think, advertising doesn’t have to be expensive. Howard Schultz, CEO of Starbucks, once said: “Starbucks is not an advertiser; people think we are a great marketing company but in fact we spend very little money on marketing and more money on training our people than advertising.” That is a quintessential part of any marketing training – if your franchisees really want to live and breathe the brand they will naturally communicate its values, whether that’s sponsoring a school fair or speaking on the radio.

Spotlight on success Our franchisees love to share which marketing tactics have worked for them and give each other ideas of new things to try, so we always encourage this at conferences and online webinars. There will usually be some franchisees who really seize the marketing role with both hands. Because of this we make a point of working with them to help others learn and develop, especially when it comes to social media, which is often an area many are nervous about venturing into.

Make sure you share any national activity and success that you’ve generated at head office level with the franchisees too. If you’re going to be appearing in a national magazine or have just won a major award, make sure the franchisees are aware of it so they can share and build on it in their own territories too.

August 2016 | elitefranchise

Sales & Marketing.indd 2

55

02/08/2016 11:34

Inspiring, educating and supporting women considering or involved in franchising

The mission of the group:

The EWIF group is dedicated to encouraging women into franchising. Its members come from all areas with franchising industry and include: Franchisors, Franchisees, Banks, Consultants, Accountants, Solicitors, Media Providers, Exhibition Organisers, as well as other associated businesses.

3 target groups:

Women looking to become franchisees

Women business owners looking to expand through franchising

Existing Franchisors that have businesses suitable for woman franchisees

EWIF also....

ď‚&#x; Undertakes research into women in franchising ď‚&#x; Raises the issues facing women in franchising ď‚&#x; Publicise "Women in Franchising" in the media

www.ewif.org | info@ewif.org Inspire | Educate | Encourage | Support

EWIF.indd 1

04/04/2016 18:35

Marketing resources

Being social Getting franchisees engaged with and active on social media channels is one of the most effective ways to help them build networks and a client base. As well as giving them a very simple outline of what the channels are and providing training via video modules, it’s worth running Facebook and Twitter accounts of your own from head office and deliberately posting content that franchisees can share and retweet to their audience.

These channels can be used to start conversations, offer support, comment helpfully, share funny pieces and build trust and credibility; hard selling of their services should be right at the bottom of the list.

And don’t forget to put in place a complaints or trolling policy too – this should cover everything from taking issues offline as an immediate action to reporting or blocking followers if necessary.

Regular bite-size training I love the fact that iPhones come with no instruction book because I know if someone gave me a whacking great manual, I’d put it straight in the drawer and probably never get it out again. But if I can look up a quick video guide to solve certain problems I’ll do it and move on.

The same applies for any marketing training, which is why it’s worth introducing bite-sized video training with interactive sessions to support them. These work incredibly well: put together a hands-on video for franchisees to watch, then set up a number of sessions during which they can dial in and post questions throughout. Creating an annual calendar of workshops, conferences, webinars and one-to-one marketing coaching will also really help the franchisees to get under the skin of your brand, understand and embrace new services and ensure they are all part and parcel of their marketing plan.

Becoming an expert As confidence in their marketing abilities grows, franchisees should be encouraged to look for regular opportunities to create impact above and beyond their launch campaign. Give them a list of their local media outlets and encourage them to get to know them so they can be called upon to comment for a piece or place the occasional advert. This can be supported by a bank of service and brand description pieces that they can use for anything they may want to run.

As they develop a flair for this kind of local marketing, encourage them to share what they’re doing with head office, whether these are charity partnerships, anniversaries or quirky stories – one of our housekeeping teams recently helped to deliver a lamb. This means you can then share these stories with a wider audience on social media channels, internal newsletters and on the website.

As the franchise industry continues to grow and expand, it has never been more important to be noticed. Helping franchisees to build and develop their marketing plans and activity is an ongoing commitment that, if managed well between head office and your network, will play a huge part in building customers, brand awareness and appreciation for years to come.

August 2016 | elitefranchise

Sales & Marketing.indd 3

57

02/08/2016 11:34

Profit from print with Cartridge World Delivering cost saving print management services Office printing is a highly lucrative £90bn market. With a Cartridge World franchise you’ll be part of it, providing SMEs with a local print management service that offers up to 30% cost savings.

• Perfect for ambitious, sales-driven people • Sales are largely on contract, guaranteeing cash flow • Full support and guidance from day one • Part of an established global brand • Access to industry partners to help your business grow

A business-to-business print services opportunity Leading franchisor Cartridge World developed Cartridge World Print Services -- a flexible print management service for its franchisees to sell to thousands of small and medium-sized businesses. For a fixed monthly fee, Cartridge World manage their printers, provide an automated supply of printer cartridges, paper and ongoing maintenance. Most importantly, it delivers tangible customer cost savings.

“Research shows 90% of businesses have no idea how much they spend on print,” says Cartridge World’s General Manager Gavin Askew. “Cartridge World Print Services capitalises on this. It’s a simple, cost effective way of running their business printing with savings of up to 30%.”

“Our franchisees benefit from in-depth support at every level of their business,” says Gavin Askew. “They also have access to our industry partners, giving them the opportunity to offer print hardware/software solutions, full service and repair contracts and finance, if required.”

Contact our franchise sales team for more information: Phone: 01423 878 528 Email: franchise@cartridgeworld.co.uk www.cartridgeworld.co.uk/franchise CART001

EMPLOYMENT LAW LIABILITY

TAKING THE BLAME With more international cases emerging where franchisors are being held liable for employment law breeches committed by franchisees, how can they protect themselves?

BY GEMMA TUMELTY, MANAGING DIRECTOR, THE HR DEPT

I

n early July, two 7-Eleven franchisees in Melbourne were fined $150,000 in a prosecution by the Fair Work Ombudsman (FWO).

They had built a property portfolio worth approximately $3m while systematically underpaying their staff $84,000 over a 12-month period. As a result, the parent company had to set up a wage repayment program to settle an average of almost $40,000 per worker for more than 3,000 claims. So why did 7-Eleven end up footing the bill for this bad practice?

The FWO report found that 7-Eleven operated an atypical franchise model, in that it received 57% of its franchisees’ gross profits but covered some expenses they would usually bear such as rent and utilities. 7-Eleven also exerted a high degree of control over its franchisees’ businesses, including requiring franchisees to maintain

60

elitefranchise | August 2016

specific stock levels, participate in certain promotions at the franchisees’ expense and manage the range of products sold in stores.

As a result of this, the report found that around 85% of expenses borne by franchisees related to employee wages. This led the FWO to conclude that controlling labour expenditure was “possibly the only lever available to franchisees [that would allow them to] significantly reduce their costs and increase net profit”.

The 7-Eleven case has begun to erode the tradition of ‘separate legal entities’ – whereby the risk of employing people lies with the franchisee. The Australian government has since announced workplace law reform to shift responsibility for franchisees’ conduct regarding employment practices to the franchisor. They will now be held liable for the breaches committed

EMPLOYMENT LAW LIABILITY

by their franchisees “where [they] should reasonably have been aware of the breaches and could reasonably have taken action to prevent them from occurring”. Meanwhile, penalty hikes for breaches – from $51,000 to $510,000 – have been introduced to act as a further deterrent.

And this is not an isolated case. In July 2014, the US National Labor Relations Board (NLRB) ruled that – despite legal distinctions that classify franchisors and franchisees as separate entities in terms of liability – McDonald’s could be classed as a ‘joint employer’ when it came to several cases dealing with franchisees’ infringement of their employees’ rights.

One way of dealing with this is keeping franchisees at arm’s length as far as possible to ensure that franchisors can prove they are separate legal entities. However, a major problem with this is that customers only see the one brand, whether it be the McDonald’s on their local high street or its global headquarters. The two are intertwined.

Whilst these cases are happening thousands of miles away, what happens in the US or in Australia could certainly happen here. Our culture and society is changing, with more emphasis than ever on customer rights and growing moral responsibility being placed on corporations. UK franchisors must consider the arrangements they have in place with their franchisees concerning workplace practices.

Because of this, it is high time franchisors got on the front foot when it comes to their franchisees’ workplace compliance. So what can you do to protect your brand and

August 2016 | elitefranchise

61

Employment law liability

support your franchisees to run their businesses properly?

First of all, every business needs to ensure it is legally compliant at a minimum. As a franchisor, you have a duty to the people that are buying into your brand and model.

You need to ensure that the franchise model you are selling is viable, can turn a profit and that the person has appropriate resources behind them.

In the UK, this is not regulated by government like it is in Australia and Canada. The onus is on the franchisor to get these crucial aspects of its model right.

Business owners are not always aware of employment legislation and case law and are at risk of making costly mistakes. Franchisors should thoroughly induct and train their franchisees on their systems and model, whilst outlining how to run their business and uphold the brand. But, despite it being incredibly important to minimise risk, many franchisors do not educate and support their franchisees in employing staff.

First of all, get your franchise agreement right. Make sure these issues are covered off and that the

It is high time franchisors got on the front foot when it comes to their franchisees’ workplace compliance

62

People.indd 3

liability for employment of staff within a franchise sits squarely with the franchisee. Secondly, ensure that you reiterate this in the business manual and during the induction.

Be clear on what you expect in terms of treatment of staff and where the liability lies. Thirdly, implement an HR system of support that, at a minimum, includes contracts, handbooks and policies. And, finally, monitor this along with the rest of your business compliance, taking action where necessary.

There are also various options for supporting your franchisees with their HR and employment law that go beyond compliance and could help them recruit and retain the best staff.

First of all, try issuing standard contracts and handbooks for your franchisees to use; these will need to be kept up to date every time there is a legislative or case law change.

Additionally, look at introducing training courses on good recruitment and employment practices, guidelines on staff engagement and an employee benefits offer. Other important protections might include sourcing employers indemnity insurance for your franchisees, ensuring the values of the organisation are adopted by all staff members and introducing an helpline for when franchisees have queries or are facing tricky issues.

The old adage that happy staff make happy customers, which in turn creates happy shareholders is absolutely true. And in light of the changing attitudes surrounding a franchise’s responsibility for the employment practices of its franchisees, this is increasingly becoming something franchisors should involve themselves in.

elitefranchise | August 2016

02/08/2016 11:35

Buy a property franchise with Why buy a property franchise?

A lucrative market: UK house prices are soaring and demand

always outstrips supply

A resilient sector: Renting or buying, everybody needs a home Large earning potential: Property franchisees could earn as much

as ÂŁ150,000 a year

Visit FranchiseSales.com to find out more about buying a property franchise – and more!

Talk Business Advert - August 2013.indd 1

19/08/2013 16:17:50

E-learning

Teach with tech

With e-learning, franchisors can ensure great service without employees ever having to step into a class room by eric johansson

64

S

uccessful franchisors are no stranger to rapid expansion. Yet training franchisees and employees to deliver consistently high levels of service throughout a network becomes trickier as they get further away from the head office. Fortunately technology can supply the ideal solution: e-learning.

“Digital learning enables you to support a dispersed workforce much more easily than traditional methods,” says Andy Lancaster, head of learning and development content at the CIPD, the professional association for HR management professionals.

But franchises are not the only companies turning to tech to enhance employees’ knowledge; according to the CIPD, 88% of public companies have invested in e-learning. “More companies want to enable staff to learn what they need exactly when they need it,” comments Lancaster.

However, don’t slash your offline learning sessions just yet. According to Lancaster, some subjects are much more suitable for e-learning than others. “You must ensure digital learning is the most appropriate way of teaching,” he says. “For instance, things like cultural change, behaviours and attitude training are better supported with face-to-face interactions.”

Additionally, there are some serious security issues surrounding e-learning. Restricting access solely to the office means employees cannot study during commutes or at home and because of this many organisations require staff to circumvent their firewalls to access the courses, opening the business up to hack attacks.

“So you got to consider the security issues if you are enabling that,” says Lancaster.

So, in light of these perks and pitfalls, how are franchises getting the most out of their teaching tech?

elitefranchise | August 2016

Technology.indd 1

02/08/2016 11:36

Untitled-2 1

05/08/2016 14:19

E-learning

Setting the standard Puddle Ducks, the national children’s swimming lesson franchise, has certainly made a splash in recent years. In the decade since Jo Stone and Tracy Townend launched the company, Puddle Ducks has acquired 33 franchisees and now employs over 250 swimming teachers across the UK. However, like any business presiding over that kind of expansion they faced the dilemma of how to maintain a consistently high standard.

“Obviously, it is very hard to train every franchisee at the head office because they’re based all over the country,” says Stone.

The franchise’s solution was to call on iflourish, the e-learning developer, for assistance. It created a platform with over 300 hours of training, offering franchisees detailed lessons on how to recruit and retain staff and providing teachers resources like video walkthroughs on how to perform different exercises. Additionally, new recruits can also access information like Puddle Ducks’ history, values and mission statement through the platform, which communicates something that is usually far more intangible. “It helps keep our culture alive,” says Stone.

However, enlisting a developer like iflourish is not cheap: running the platform costs Puddle Ducks between £3,000 and £5,000 a year. “But overall it actually reduces costs as people don’t have to travel to the head office as much,” says Stone. And with the overwhelmingly positive response it has received from both franchisees and teachers, the debate over whether or not the investment was worth it is no contest. “They think it is absolutely amazing,” concludes Stone. at arm’s length With about 300 franchisees, ServiceMaster is undoubtedly a leading British franchisor. However, managing a portfolio of franchise brands that includes ServiceMaster 66

Clean, Merry Maids, TruGreen and Furniture Medic doesn’t come without challenges. Upskilling employees has become trickier as the company has grown, in part because staff aren’t always immediately on hand. “We have a lot of remote staff, guys who are on the road all of the time,” says David Burton, the franchise’s PR and communications executive.

For this reason, ServiceMaster has invested in a new e-learning platform developed by Croner, the HR solutions experts, that holds courses in antibribery, data protection and health and safety. “They can do it wherever they are, whether that’s in South Hampton or Leicester,” says Burton.

App it up Bluebird Care, the homecare franchise, is no stranger to using technology to improve employees’ working experience and e-learning definitely forms a part of this. In fact, Bluebird Care’s teaching tech has previously won the Skillsoft Inspire Award. Now the franchise is taking the concept one step further by developing a handbook app offering staff continuous e-learning.

“We wanted something our staff

would really appreciate, enjoy and use more than the paper-based handbook everyone gets at the beginning but that just ends up gathering dust,” says Fiona Williams, the company’s director of operations.

Once the app goes live in October, carers will be able to instantly look up procedures and policies both in the field and when studying at home.

“If they are looking at hand-washing techniques, they can use the app to find short, sharp information,” she explains.

Those handy pointers will be accessible in a variety of forms, ranging from text to short video clips. “We recognise that our staff all have different learning skills,” says Williams. “Some of us learn best from visual materials, others from audio and some from reading. So it’s important to have that blended approach to learning and self-development.”

To ensure Bluebird Care’s employees will chirp the praises of the app, it has involved them in its development.

Ultimately, for any franchisor to successfully implement e-learning, it has to be relevant to the employees.

“You have to embrace your employees’ views,” concludes Williams.

elitefranchise | August 2016

Technology.indd 2

02/08/2016 11:36

Visit us today to find your Dream Franchise www.franchisesupermarket.net

Franchise Opportunities with Franchise Supermarket ‘Franchise Supermarket is here to help you find the right Franchise Opportunity. Starting your own business can be a daunting process, so Franchise Supermarket aims to ease this process and help you become one of the 97% of franchisees within the UK that are achieving profitability. The Franchise Supermarket team wants to be more than just a directory - we aim to be the one stop shop for Franchise Recruitment!’

Franchise Supermarket provides YOU with • • • •

Detailed up to date franchise profiles Franchisee success stories The latest franchise news Upcoming franchise exhibition dates and franchisee Discovery Day dates

info@franchisesupermarket.net

Fran Supermarket.indd 1

/FranSupermarket

05/08/2016 14:44

BE PART OF THE EXCITING NEW CURRENCY REVOLUTION

visit us on stand 69!

Largest cashless banking facility globally

Generate revenue 24/7

22 year old pedigree

Enjoy exponential profits

Franchising in 13 countries

Be part of a franchise community

Over 60% of businesses need our service

working ahead of the curve

UNITED KINGDOM

CHINA INDIA

SOUTH KOREA HONG KONG TAIWAN

THAILAND MALAYSIA

COSTA RICA

SINGAPORE AUSTRALIA Established herehere in Aprilin1993.

Established 1993 Currently operating in twelve with over, 70,000 card countries with over 15,000 card holders in 12 countries.

LSPHIVW ERH WXEǺ

NEW ZEALAND

BBX001

Enquire to: franchising@bbxuk.com 0333 4002014 www.bbxuk.com/bbx-franchise BBX.indd 1

BB UK

BUSINESS BANK EXCHANGE 07/07/2016 09:34

Operate your very own branch of The Bank of Spare Capacity.

Now is your chance to be part of the CURRENCY REVOLUTION with the rise of alternative currencies gathering pace along with the acceptance of new methods to fund business growth.

BBX has been a leader in the marketplace since inception in 1993 and is proud to have a strong franchising pedigree allowing it to expand into 12 countries covering 4 continents.

Our franchisees invariably have a background in sales management and are good motivators and communicators. Depending on the individual strengths a franchisee will chose to build either a Regional or District franchise, details below, which both enjoy the following key benefits: • Worldwide brand and proven business model.

• A product at the forefront of the currency revolution currently taking place.

• Earnings 24/7 due to international reach and automated systems.

• High profitability and re-sale values.

Regional Franchise As one of 14 regional franchisees you would be responsible for client acquisition within a defined territory and developing a sales team of up-to 15 individuals to recruit 30 new clients for each of the 5 district offices in your territory. You would also be responsible for running a regional sales office and forging links with the business heads in the area.

District Franchise A district franchisee is responsible for the ongoing client management of the accounts within a defined area involving:

Regional P&L Forecast YEAR

P&L

1

£64,906

2

£133,956

3

£313,006

4

£418,342

5

£535,943

District P&L Forecast YEAR

P&L

1

£50,838

2

£121,015

3

£251,935

• Running periodic networking events

4

• Maximising the clients usage of our currency

5

£305,135 £347,396

• Establishing a District Branch office • Building a team of account managers

Enquire to: franchising@bbxuk.com 0333 4002014 www.bbxuk.com/bbx-franchise EliteFranchise1015.indd 2

BB UK

BUSINESS BANK EXCHANGE 06/10/2015 14:12

Due diligence

Doing your homework Given the commitment they are making, carrying out thorough due diligence is vital for any franchisee before they sign on the dotted line

BY Kate legg, Ceo, Komerse

T

ypically franchise agreements are easy to get into but difficult to get out of. They usually involve a commitment of at least five years and will include restrictions that could impact on your future activities even after the agreement ends. In light of this, it’s wise to do your homework and thoroughly investigate the franchise network before you sign.

Questions about the business model When you purchase a franchise, you are essentially buying the recipe for operating a business, together with the training and support you need to help you put all of the ingredients together properly. This means it’s crucial that you choose a recipe for a successful business, not a damp squib. All the basic questions that apply to an independent startup apply

70

Legal.indd 1

to a franchise – questions about the product, market, competition and customer will all need to be answered.

In addition, you will need to satisfy yourself that the model has been fully proven. Ask how long the business has been operating as a franchise and check whether it has been tested in locations with similar demographics to the area you’re considering. A business that is successful in a busy, city-centre location won’t necessarily achieve the same results in a rural one.

Additionally, how robust is the demand for the products and services that the business offers? A franchise that specialises in selling Christmas crackers will clearly experience seasonal demand and the business model will need to be able to account for that. Similarly, if a product is the next big thing, how will the business respond when the subsequent next

big thing comes along? Is demand for your product or service likely to continue for years to come?

Questions about the franchisor and the network Franchisees’ fortunes are inextricably linked to those of the franchisor and the other members of the network.

Franchisees will be relying on the franchisor to give them good advice about how to run the business, so it’s important that the franchisee knows who will be giving that advice and what their credentials are.

Knowing how many franchisees have joined or left a network can provide valuable clues as to the viability of the business. Naturally, warning flags will be raised if a significant number of franchisees have left in recent times unless the reasons for them leaving can

elitefranchise | August 2016

02/08/2016 11:37

Due diligence

be properly explained and justified.

Most networks will expect some leavers each year as franchisees retire having, hopefully, made their money. However an unexplained or significant number of leavers may suggest that there are problems in the network.

Equally, be wary of a network that is growing too fast. If it’s taking on a significant number of franchisees in a short space of time this may point to a franchisor that is more interested in selling new franchises than it is in supporting the business owners it already has. In addition, if the number of franchisees is growing then the number of support staff at head office ought to be growing too, so ask about plans to recruit additional support staff.

The finance bit You will need to make sure that the maths adds up. This includes creating a business plan with a detailed cash flow forecast and profit and loss projection. If the franchisor provides information to help with this, make sure you verify the figures independently. Be clear on how the figures that the franchisor is providing have been calculated and remember that much of this data

It’s crucial that you choose a recipe for a successful business, not a damp squib

will be estimates, not fact. It’s often helpful to create multiple versions of the business plan, changing the figures each time. This will help you see how sensitive the bottom line is if, for example, costs turn out to be higher than anticipated or if you don’t achieve the level of sales you were hoping for.

Sources of information The franchisor’s glossy recruitment literature will provide a good starting point but potential franchisees should never rely on this alone. Financial information in particular should be independently checked and verified.

Additionally, a quick Google search will be helpful in seeing the sort of publicity that the network attracts – both good and bad. The network you choose ought to have a buzz about it for the right reasons.

One of the most valuable sources of information will be the other franchisees. So you should aim to

speak to as much of the existing network as possible before you make your final decision. Reputable franchisors will give potential recruits a list of all franchisees in the network and invite the potential recruit to choose who they would like to speak to. Be wary if a franchisor will only let you speak to certain individuals or gives you a very short list of franchisees to call.

Plenty of fish in the sea When it comes to franchising, there really are plenty of fish in the sea.

Potential franchisees can and should be discerning when it comes to choosing their network and there are plenty of sources of information that are worth looking into. After all, putting effort and research into choosing the right opportunity for you could make all the difference between choosing the recipe for an impressive soufflé or a plate of undercooked tripe.

August 2016 | elitefranchise

Legal.indd 2

71

02/08/2016 11:37

Franchise RESALES

Why buy a sandwich franchise?

• The British ‘on the go’ sandwich market is currently valued at £3 billion • 1.8 billion sandwiches are bought in the UK every year • A healthier fast food option

Visit FranchiseSales.com to find out about buying a sandwich franchise – and more!

DYNA001

Franchisee: East London

A resale opportunity has arisen in one of our franchises based in East London.

Investment: TBC

The franchisee started the business in 2004 and operates from a ‘visible’ office, complete with signage in a prominent location. The business services around 186 clients and enjoys gross annual recurring fees of circa £180,000.

Location: East London Established: 2004

Turnover: £150,000

Any purchaser would be walking into an established business, complete with furniture, IT and telephone systems along with experienced, well qualified staff.

The business has enjoyed regular growth with the majority of new clients coming from recommendations and inbound leads generated from the Support Centre.

This opportunity represents an excellent foundation upon which a new franchisee can further develop and grow an established business.

For a franchise re-sale you only pay us a half franchise and training fee as we recognise that you will also be investing in purchasing the business. For further information please call us today on 0800 0188 297 or visit us at www.taxassistfranchise.co.uk/resales

TAXA001

Franchise RESALES - sponsored by Franchise ReSales Aug16.indd 1

05/08/2016 15:02

Franchise RESALES

Why Did We Choose OPC? I bought a ready-made business with an income from day one Mark Quinlan You can work around special occasions or holidays. No more 9 to 5! Mike & Fiona Davies All the mistakes have been made in the past and solutions put in place Paul Hodgkinson & Ione Brown Knowing I can ask for advice when required gives me confidence Penny Scott For more information call Andrew Cutler on:

01932 267 300 andrewc@originalposter.com

www.originalposter.com

Exhibit at Europe’s Fastest Growing

Franchise Exhibitions... ...and put your brand in front of thousands of qualified investors the

New Start

Scotland

17th & 18th February 2017

Justin Livingston CFE

9th & 10th September 2016

10th & 11th November 2016

James Dixon Box Events Manager

Richard Holden, Head of Franchising

Had a great show in London! Talked to great potential clients about expanding Coyote Ugly in India, UK, Ireland, Italy, Slovakia, and more!

‘‘

The best exhibition I’ve attended in the past five years. Clearly a lot of effort has gone in to promoting the show and attracting quality visitors which has convinced me that Excel is the place to be for exhibitors wanting high quality enquiries

‘‘

‘‘

www.newstartscotland.com

www.thefranchiseshow.ie

‘‘

We attend this show every year and it just gets better and better. The organisation was seamless and the we will definitely be back next year.

‘‘

Secure your stand today!

‘‘

www.thefranchiseshow.co.uk

EXHIBITION

0330 1222 049 @FranchiseShowUK jemma.tonge@newstartexhibitions.com

Franchise RESALES - sponsored by Franchise ReSales Aug16.indd 2

05/08/2016 15:02

FRANCHISE FOCUS

HomeXperts

The innovative HomeXperts franchise model enables you to start your own estate and letting agency working from home or a small serviced office. You will be trained to industry standards, whilst receiving continuous, comprehensive support and receive access to the awardwinning HomeXperts Franchisee Hub. By working hard and following the proven franchise model, you could secure your financial future by earning more than £25,000 in invoiced commissions in a month.

• Industry leading training package • iPad, Wide-angle lens camera, Digital measurer • 24/7 access to the award winning HomeXperts Hub • Access to all of the major UK property portals • Local website and a national branch page • Full back office support

Phone: 01905 678853 | Email: franchise@homexpertsuk.com | www.home-xperts.co.uk

HOME002

Fantastic Services

Do you want to start your own business and be your own boss?

What if you could deliver high quality home services without investing in marketing or advertising? Join Fantastic Services today, the only UK franchisor that finds customers for you and arranges your work schedule so that it fits your skills and preferred territory. You can now become a Cleaning, Gardening, Handyman, or Removals franchisee with a minimum investment.

• Guaranteed customers • Industry leading brand • Unlimited trading territory • Full initial training and ongoing support • Fast easy start - up to 14 days • Franchise fee starting from £1490

Phone: 020 3404 0424 | Email: franchise@joinfantastic.com | www.joinfantastic.com

FANT001

The Interface Financial Group

IFG 50/50 is an affordable home-based franchise that provides short-term working capital to businesses by purchasing current, quality invoices at a discount. In IFG 50/50, all transactions are handled by both the franchisor and the franchisee. Both handle due diligence and funding.

The franchisor, however, handles 90% of the paperwork, leaving franchisees free to handle the ‘people’ part of the franchise.

• Above-average ROI • Low overhead - home-based • Virtually paperless • All transactions worked together • Non-territorial & Portable

Phone 0845 834 0332 | Email: ifg@interfacefinancial.com | www.interfacefinancial.co.uk

INTE002

TaxAssist Accountants

TaxAssist Accountants is the UK’s largest network of accountants servicing the needs of small businesses and the self-employed. TaxAssist takes on both accountants and business/finance professionals as franchisees can employ accountants while they concentrate on building their business.

With an established brand and known for breaking with tradition in an industry that has not experienced this before, TaxAssist Accountants stand out from the crowd operating from highly visible and welcoming shop front premises.

• 5 star franchisee satisfaction award for three years running • Awards from franchise and accountancy arenas • Accountancy fee banks are a saleable asset • In demand services • 1st class support and training

Contact Jody Macmillan | Call: 0800 0188297 | Email: jody.macmillan@taxassist.co.uk | www.taxassistfranchise.co.uk

TAXA001

sponsored by THE ZIP YARD 74

thezipyard.com

elitefranchise | August 2016

zFranchise Focus Aug16.indd 1

05/08/2016 17:18

FRANCHISE FOCUS

Franchise Sales

FranchiseSales.com is the leading internet resource for franchising. Online since 2001, we have extensive experience helping prospective franchisees find and buy the right franchise and franchisors find and recruit the right people for their business.

We aim to help you become an owner of your dream business, by making the process quick, simple and easy. Our clients are successful, wealthy and happy with their franchise business.

• High quality leads • High conversion rate • Number one in Google and other search engines • Global reach

www.franchisesales.co.uk

DYNA001

Mobile Workwear

Mobile Workwear is an innovative new franchise opportunity, bringing our range of reliable, hardwearing products to the businesses that need them most. Our success is built on being ‘tested to work’, from the products we offer, to our staff, suppliers and partners. As a franchisee, you can unlock the potential within that brand to create a mobile retail business limited only by your ambition.

• Low investment <£5k • Low running cost • High earning potential • Unprecedented level of support • Centralised accounts, stock and delivery control • Discounted samples

Phone: +45 87244700 or 07769 882775 | Email: mobile.workwear@mascot.dk | www.mobileworkwear.com

MASC001

Original Poster Company

OPC is celebrating over 25 years as the world’s leading distributor of greeting cards, selling quality products through independent retailers and national groups such as Costcutter, Nisa, etc. Our network benefits from two growing UK industries – the greeting cards industry, worth £1.6 million (GCA 2015), and the convenience sector, up 1.5% from last year (IGD). Our franchise opportunities are established businesses with stock and customers.

• Low overheads, high margin product • Proven simple business model using Cloud and iPad based technology • Attractive to retailers - they only pay for what they sell • We don’t charge royalty payments or management fees • We offer a five year renewable franchise agreement • Comprehensive training and support • Full BFA membership

Contact Andrew Cutler | Phone: 01932 267 300 | Email: andrewc@originalposter.com | www.originalposter.com

THEO003

BBX UK

Over 60% of businesses have the ability to service more customers without increasing their fixed costs – this is called their SPARE CAPACITY. If their spare capacity is not used its value will be lost forever which costs UK businesses hundreds of billions in lost revenue annually.

BBX is the largest Global Cashless Trade Exchange offering businesses a facility to turn their spare capacity into additional revenue without discounting. Building on 22 years of franchising we have opportunities in the UK offering:

• Multiple income streams – earning 24/7 • Dedicated territories • Renewable income leading to exponential profit growth • Immediate cash flow • Global market leaders

Contact Matthew Harding | Call: 0333 4002014 | email: matt.harding@bbxuk.com | www.bbxuk.com

sponsored by THE ZIP YARD

BBX001

thezipyard.com August 2016 | elitefranchise

zFranchise Focus Aug16.indd 2

75

05/08/2016 17:19

FRANCHISE FOCUS

Now Boarding Pet Hotels

Do you have a passion for small pets? Do you want to work from home with flexible working hours?

If this sounds like you, then why not open your own Now Boarding Pet Hotel. With our complete start up package, you could be ready to open for business within weeks! We provide you with everything you need to get started, and will help you every step of the way.

Phone: 01322 471801 | Email: enquiries@nowboardingpethotels.co.uk | www.nowboardingpethotels.co.uk

NOWB001

The New Driveway Company

We are the UK’s leading independent driveway and external landscaping company and can trace our consistent growth to a clear strategy – to bring a new level of professionalism, design and customer service to the homeowners of Britain. Each franchise significantly exceeded its performance and profitability targets, confirming the viability of our innovative business model. We are now successfully rolling out our best in class franchise opportunity across the UK.

• Your own unique, extensive territory • A 3-year business plan tailored for you • Assistance with financing via Franchise Finance • Full training • Support with marketing • Well set up your virtual office

Contact Darren Field | Phone: 01235 854071 | email darren@newdrivewaycompany.com | www.newdrivewaycompany.com/elite

NEWD001

Zip Yard

Are you ambitious to run your own business?

Customer driven and well organised?

Can you follow a proven business system?

All Zip Yard franchises are finished to a distinctive specification and you are presented with a fully operational and fully supported business with trained staff and comprehensive brand marketing from day one.

• Marketing and promotion tools • Group purchasing power • Internet and web support • Ongoing training programmes • Continued concept and product development • Day to day troubleshooting

Contact phone 01530 513307 | email: edownes@thezipyard.co.uk | www.thezipyard.co.uk

THEB002

To advertise in this section please call: 0124 567 3690

sponsored by THE ZIP YARD 76

thezipyard.com

elitefranchise | August 2016

zFranchise Focus Aug16.indd 3

05/08/2016 17:19

GET INSPIRED BY SOME OF THE UK’S MOST SUCCESSFUL FRANCHISORS Elite Franchise is the UK’s fastest-growing title for franchisees, start-ups and growing franchise businesses in the UK. A high-quality magazine, it’s packed with engaging content including interviews with the hottest franchises around, hints and tips to help aspiring entrepreneurs and columns from those in the know.

SAVE £20 on the cover price delivered free to your door. Subscribe to the print edition and enjoy free access to the digital edition every month.

Receive 12 issues of the UK’s best new franchise magazine for entrepreneurs for only £20* OFFER CODE:

EFSHOW16

Call us today on:

0124 567 3700

elitefranchisemagazine.co.uk/subscription

June 2016 £4.50

elitefranchisemagazine.co.uk

ALL IN THE FAMILY

Why franchising with a relative produces great results

SUIT THE CITY

The tailor is stepping up its sartorial success

GUINOT

Bringing the world scientific skincare

SHAPING UP Jan Spaticchia always wanted to head up his own business empire. Given énergie group currently turns over £26m and is on track to become the largest fitness chain in the UK and Ireland, it’s safe to say his dream has come true

*Limited to new subscribers at UK addresses only. Please allow 28 days for delivery. Overseas mail: Europe £60; rest of world £95 Offer closes 31.08.16

EliteFranchiseSubAd.indd 1

03/08/2016 11:10

DISCOVERY DAYS

To find out 100% of the information about the award-winning HomeXperts model, book your discovery meeting by emailing franchise@homexpertsuk.com.

IFG operates regular Franchise Office Discovery Days. For those interested in a self-employed career that involves a world connected to finance and who have a business curious analytical mind, we hope they will enjoy spending some time investigating this fascinating franchise opportunity.

A discovery meeting will explain the innovative franchise model in full, helping you to decide if HomeXperts is right for you. Discovery meetings are held around the country on a weekly basis, including London, Manchester and Worcester.

If you have any initial questions, call the HomeXperts Franchise Recruitment Team on 01905 678853.

Phone 0845 834 0332 Email: ifg@interfacefinancial.com www.interfacefinancial.co.uk HOME002

Find out about our seminars and book your FREE place at www.franchise-seminars.info.

Ahead for Business Franchise Seminars

STEP INTO FRANCHISING

I am a franchisee & this is my McDonald’s

Ahead for Business

‘The best part of being a franchisee is the responsibility that comes with Ilooking am aafter franchisee & a large workforce.

Givingis local a chance to this mypeople McDonald’s develop their skills, grow in confidence, progress their ‘The best partsomething of being a franchisee career – it’s I find is the responsibility really rewarding.’ that comes with looking after a large workforce.

Taimoor, operates four restaurants Giving people a chance to in Southlocal East London develop their skills, grow in confidence, progress their career – it’s something I find really rewarding.’

What is franchising? How does it work?

Can I be successful?

All of these questions and more are answered at the NatWest Franchise Seminars. We will provide advice and guidance to help you identify and choose the right franchise, so that you can enjoy the rewards and freedom of being your own boss.

You will be guided through our ‘Steps to Success’, an overview of the franchise industry, given financial advice and an insight into the operational and legal considerations of investing in a franchise.

Taimoor, operates four restaurants in South East London

The seminars are held regularly in Manchester, Birmingham and London.

Come and talk to us at our Insight Day in Elstree 22nd July 2016

02071 833 657

www.mcdonalds.co.uk/franchising

Come and talk to us at our Insight Day in Elstree 045116-250x148-CityAM.indd 1 22nd July 2016

Right from the start, the heart of IFG has been to place its franchisees in a serious leadership position. Only with a network of skilled, committed and industrious franchisees can we correctly find, service and underwrite our small business clients who need prompt payment of their bills.

We are proud of providing an ethical and sustainable source of fast finance to businesses. We’d be delighted if you wish to join us at one of our Discovery days to learn more.

Phone: 01905 678853 Email: franchise@homexpertsuk.com www.home-xperts.co.uk

taimoor milktaimoor milksheikh sheikh

There with you are co-attendees researching IFG; different ages, career backgrounds and perspectives...it all adds to a constructive, productive day.

MCDO002 INTE002

www.franchise-seminars.info I enquiry@franchise-seminars.info

30/06/2016 09:50

www.mcdonalds.co.uk/franchising

78

elitefranchise | August 2016

045116-250x148-CityAM.indd 1

zDiscovery Days DPS Aug16.indd 1

30/06/2016 09:50

03/08/2016 12:14

DISCOVERY DAYS

Having seen Now Boarding Pets Hotels, you are probably wondering what to do next regarding investing in your own franchise? You’ll be happy to know we work on a 1-2-1 basis with you, and after you’ve got in touch we’ll run through some basics over the phone and then invite you in to show you exactly how the Now Boarding Pets Hotels business operates and will work for you. Get in touch today to join us in this amazing, rewarding world.

Interested Investors

One of our franchise representatives will contact you shortly to introduce themselves and the opportunity.

Provided you are happy we will send you some more detailed information for you to digest. We then arrange a Q&A over the phone and if all your questions are answered satisfactory we will then invite you into the office to meet the developers and give you a full presentation covering best, conservative and worst case scenarios. From there we cover the contract and provided you are happy we welcome you on-board.

To find out more about this unique franchise opportunity, please contact us via any of the below.

0207 608 5591 info@projectmglobal.com www.projectmglobal.com

Phone: 01322 471801 Email: enquiries@nowboardingpethotels.co.uk www.nowboardingpethotels.co.uk NOWB001

What are you waiting for?

Lets get ‘Out There’ Come and find out about our amazing franchise opportunity. Easy and relaxed way to meet the team, ask questions, and learn about what we do and how we do it.

Contact Dave Palmer on 0151 347 9333 or email david.palmer@outthere.today www.outthere.today

IF YOU’D LIKE TO TELL POTENTIAL INVESTORS HOW YOU RUN YOUR DISCOVERY DAYS OR 1-2-1’s PLEASE CALL: 0124 567 3690

to speak to a member of our team

OUTT001

August 2016 | elitefranchise

zDiscovery Days DPS Aug16.indd 2

79

03/08/2016 12:15

Buy a coffee franchise with

Why buy a coffee franchise?

Coffee is big business: 800,000 people in Britain buy coffee at least 4 times a week It makes lots of money: Total turnover for this sector reached £5.8bn in 2012 And it’s growing: Analysts predict that the chain market will grow at least 6% by 2017, hitting 7,000 outlets and £3.7bn in sales revenue.

Visit FranchiseSales.com to find out more about buying a coffee franchise – and more!

Untitled-2 1 Advert - November 2013.indd 1 Talk Business

03/12/2015 15:30 12/11/2013 16:59:27

Franchise Diaries Jane Maudsley, founder & managing director, Little Voices

Treating franchise headaches E Whilst dealing with metaphorical migraines within your franchise is never fun, it’s worth seeing these challenges as opportunities to improve your business

very now and then, all franchisees feel that shooting pain that comes with knowing that not everything is going according to plan. But whilst these headaches can cause a lot of suffering, you can simply moan and clutch your head or you can view them as hurdles to overcome. I see every headache that lands on my desk as an indicator of something that isn’t working well enough. It is often a time to take stock, reflect and see how you can avoid problems reoccurring.

Headaches caused by customer complaints The customer is not interested in you so when you first speak to an unhappy customer leave the excuses and explanations at the door. It is really important to just listen. Don’t assume, jump to conclusions or simply passively hear what a customer is saying; listening is a very active function. Pay attention to the entire scenario, give the individual time to explain everything that has made them unhappy and then when they have finished ask: “Is that everything? Is there anything else that has been a problem?”

Remember it takes a lot for most people to complain. They will have had niggles for a while and the most effective way to run a business is to weed out each niggle before it has a chance to take root.

Better still, when making changes or implementing things, ensure that you have considered the possible implications to others. It is much better to do it this way than waiting for it to escalate into a real problem and then a complaint.

If you treat people with respect and understanding while leaving your own feelings out of it then you are much more likely to find a solution. You need to be clearly looking at the facts, not the emotions, whilst still being empathic to the person’s situation.

Another big lesson is to admit when you are at fault and apologise. However you have to genuinely feel that you are at fault because an insincere apology is worse than no apology at all.

August 2016 | elitefranchise

Franchise diaries.indd 1

81

02/08/2016 11:38

Headaches when your franchisor makes changes Given that a franchisor started the brand, in my opinion they are unlikely to make changes that are going to be detrimental to it because they have a duty of care to maintain brand excellence. You must be aware that you are not the only member of the franchise network that matters and there are going to be times when you are not happy with everything.

This is may be something that you need to consider when going into a franchise. If you are uncomfortable with change or want to control everything then franchising is not going to be for you.

I would always recommend my franchisees come to me in the first instance if they have any concerns over changes. It is less effective within a network to tittle tattle with other franchisees; in fact, it is much better to avoid playground antics altogether, as they achieve nothing. There is always a solution that can be found to a problem if you discuss it openly.

Unless a business is embracing change, it is not developing. There are many businesses that have got their noses so far into the operations that they cannot see that the tide is turning. So trust your franchisor and, if in doubt, always ask for clarification on the effect of changes to ensure that you feel that you have full clarity and understanding.

Headaches with cashflow This is a killer for most businesses at some time or another. Having a thorough understanding of the numbers in your business is absolutely critical to your success. Sit down and analyse everything that is coming in and going out. Shave off expenses that are not needed and then look at where your holes are.

Drill it down to daily and weekly breakdowns 82

of income and expenditure to get a firm handle on your numbers.

This will help you see who to chase and when, how many more customers you need and therefore what marketing you need to ensure you are breaking even or, preferably, making a profit. The first thing in my day is always my marketing implementation and the second thing is checking the banks and cashflows. It is a good habit to adopt.

Staff are going to make mistakes; get used to it, embrace it and don’t allow it to become a headache

Headaches with staff If you are in business, you are going to have employees. If you have staff, you are going to have problems sometimes. No one will care about your business as much as you do. Don’t expect that they will and you will not be disappointed.

Workers are going to get ill and they are going to make mistakes. Get used to it, embrace it and don’t allow it to become a headache because you cannot control it.

However, what you can control is your employees’ happiness, morale and loyalty. You need to lead your staff, not manage them. So take the time to really train them, help them to understand your raison d’être, the bigger picture for the business and their role within your future plans.

People that work for you are only human; they have feelings and lives and they are not just cogs in wheels.

They need you to trust and respect them at work.

In business, there are always going to be challenges to overcome. That is the nature of the beast. But don’t let the headaches get you down; lying under the duvet certainly won’t solve the issue. Whilst there is no tablet you can take to instantly eradictate the pain, if you treat issues as opportunities to make your operation stronger, those headaches will soon be a thing of the past.

elitefranchise | August 2016

Franchise diaries.indd 2

02/08/2016 11:38

Branch out on your own with the support of TaxAssist Accountants

take control of your career

build an asset for your future

grow your business

our Support Centre averages 1 person per 6 franchisees

over 200 franchised areas

marketing and lead generation

established business model

benefit from the support of a successful franchisor

be your own boss

119 franchisees on 10 year agreements

ongoing training & support

expanding worldwide 270+ branches accross UK

Key UK Franchise Industry Stats

Source: BFA NatWest Franchise Survey 2015

There are now 44,200 franchised units operating in the UK and the sector employs 621,000 people

ÂŁ15.1bn

estimated turnover of the UK franchise sector

901

active franchise systems in the UK

97%

of franchisees in the UK franchise industry report proďŹ tability

Call us today for a confidential chat 0800 0188 297 or visit us at www.taxassistfranchise.co.uk

tax Assist Advert.indd 1

TAXA001 04/04/2016 13:36

ACTI002 Untitled-1 1

05/08/2016 10:48