May 2018 Franchising USA 6#7 (1)

Franchising usa The magazine for franchisees

VOL 06, ISSUE 7, may 2018

$5.95 www.franchisingusamagazine.com

exciting times

for 60 Year Old Mattress Franchise

special

automotive franchsing feature LATEST NEWS

How to Hire

the Right Employees

for Your Franchise

FINANCIAL ADVICE FROM THE BANKS

Starting Your Own Business: is this for you?

TOP LAWYERS’ ADVICE

GRAB A PIECE OF THE PIE WITH THE FASTEST GROWING PIZZA CHAIN IN AMERICA! *

Visit LittleCaesars.com or Call (800) 553-5776 to learn more about exciting franchise opportunities. *Based on 2015 U.S. store growth. © 2017 LCE, Inc. 62622

Franchising usa The magazine for franchisees

FRANCHISING USA VOLUME 6, ISSUE 7, 2018 president: Colin Bradbury. colin@cgbpublishing.com

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f r o m t he p u bl i s he r & e d i t or

Publisher: Vikki Bradbury. vikki@cgbpublishing.com

advertising: advertising@cgbpublishing.com

Editorial Department: managing editor: Diana Cikes editor@cgbpublishing.com

Editorial team: Gina Gill Rob Swystun

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DESIGN: Jejak Graphics. jejak@bigpond.com

COVER IMAGE: Verlo Mattress

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Welcome to the May issue of Franchising USA. Times are a changin’, and lately there’s been a lot of discussion in the franchising world about how the industry is shifting and adapting to the rapidly evolving consumer landscape. Franchising USA is dedicated to providing you with the latest industry news and information so you can stay on top of changing trends, and this issue is no exception as our Industry Experts offer tips on how to evolve and grow your business to keep up with these changing times.

On the Cover this issue is Verlo Mattress, a franchise that is no stranger to change after six decades of success in the business. Founded in 1958 and franchising since 1991, the brand is now reaping the rewards of people’s new found love of slumber. Turn to page 10 to find out why it’s now Exciting Times for this 60 Year Old Mattress Franchise.

This month our Special Feature takes a look at Automotive Franchising, an industry that is in the midst of rapid change and evolving to meet the needs of changing consumers. Our Feature Industry Experts look at how to close the gap on new businesses entering an already competitive industry, and how established brands can adapt their

business model to stay competitive.

How can your brand influence the next generation of entrepreneurs and customers? We cover that too with advice on how to attract a new generation of franchisees and customers through modernization.

Subway is on the Cover of our Veterans in Franchising supplement this month and is offering A Great Opportunity for Veteran Entrepreneurs. Turn to page 44 to read how veteran entrepreneurs are thriving with the brand’s franchising model and hear from Chief Marketing Officer Don Fertman, who discusses how the dedication and work ethic of veterans makes for great Franchisees and how proud he is of the veterans in the Subway family.

Ask the Expert is back, as Evan Hackel answers a Connecticut reader’s question on “Should I stop doing annual reviews?”

Turn to page 38 to read Evan’s advice on this often dreaded annual task and find out whether or not it’s worth your time to continue this common HR practice.

Don’t forget to check out the latest in Industry News on page 6, and take some time to scroll through some of the great opportunities currently available in our A-Z listing at the back of the magazine.

Happy reading!

“When you’re finished changing, you’re finished.” - Benjamin Franklin

The information and contents in this publication are believed by the publisher to be true, correct and accurate but no independent investigation has been undertaken. Accordingly the publisher does not represent or warrant that the information and contents are true, correct or accurate and recommends that each reader seek appropriate professional advice, guidance and direction before acting or relying on all information contained herein. Opinions expressed in the articles contained in this publication are not necessarily those of the publisher. The publication is sold subject to the terms and conditions that it shall not be copied in whole or part, resold, hired out, without the express permission of the publisher.

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contents

may 2018

On the Cover 10 Cover Story: Verlo Mattress: Exciting Times

for 60 Year Old Mattress Franchise

19 Automotive Franchising Feature

10

16 How to Hire the Right Employees for Your Franchise 12 Starting Your Own Business: Is This For You?

In Every Issue

12

6

What’s New!

Announcements from the industry

19

Automotive Franchising Feature

41 Veterans Supplement - News and Information

for Veterans in Franchising

55 A-Z Franchise and Services Directory

Focus 14 Hooters

14

Expert Advice 12 Starting Your Own Business: Is This For You?

David Banfield, President, The Interface Financial Group

16 How to Hire the Right Employees for Your Franchise

Evan Hackel, CEO of Tortal Training and Founder of Ingage Consulting

36 Three Steps to Being a More Philanthropic Small

16 Franchising USA

Business Owner

Ann Windell, Franchise Owner, Ann’s Chem-Dry in Southern Indiana

52 The Care and Nurturing of a Franchise Whale

George Knauf, Senior Franchise Business Advisor, FranChoice

Ask the Expert

24

38 “Should I stop doing annual reviews?�

Evan Hackel, CEO of Tortal Training and Founder of Ingage Consulting

Automotive Franchising Feature On the Cover

28

28 The Evolving Automotive Franchise Market 32 Adapting a Solid Business Model to Fill Holes in an Industry 34 Attracting Fresh Prospective Franchisees and Consumers Through Modernization In Every Issue 20 Feature News

32

24 Feature Article Expert Advice 28 The Evolving Automotive Franchise Market

Christopher Conner, President, Franchise Marketing Systems

30 Creating a Strong Brand Culture and Reliable Relationships

with Franchisees and Customers Mark Carr, President and CEO, Christian Brothers Automotive

34

32 Adapting a Solid Business Model to Fill Holes in an Industry

Dennis Elliott, Vice President of Franchise Development, Maaco Auto Painting & Collision Repair

34 Attracting Fresh Prospective Franchisees and Consumers Through Modernization Ed Pearson, Vice President of Sales and Development,

Meineke Car Care Centers, Inc.

52 Franchising USA

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what’s new!

Doug Dwyer Appointed to Titus Center Advisory Board

Industry Professionals Will Guide Franchising Program at Palm Beach Atlantic University Doug Dwyer will join nearly four dozen franchising experts on the Advisory Board of the Titus Center for Franchising, a Presidential Center of Excellence at Palm Beach Atlantic University in West Palm Beach, Florida.

The Titus Center’s incoming Advisory Board includes franchisors, franchisees and franchise suppliers from the United States and Canada. Each member has been chosen for his or her ability to offer ideas, tools and resources to fulfill the center’s mission to become a top choice for students seeking franchise education internationally.

Doug Dwyer is President and Chief Stewarding Officer of DreamMaker Bath & Kitchen and has led the company

since 1997. His management expertise includes overseeing operations, franchise development and support, marketing development, national accounts and warehousing.

During their two-year terms, Advisory Board members will attend steering meetings, evaluate Titus Center programming, speak to undergraduate students, and advocate for the program.

They will also have the opportunity to participate in Titus Center Mastermind events dedicated to collecting knowledge and solving business challenges.

The Titus Center was established through an endowment from United Franchise Group CEO Ray Titus. His son, A.J. Titus, is a Palm Beach Atlantic graduate and Executive Vice President of United

Franchise Group. Both men also will serve on the board.

Dr. John P. Hayes serves as director of the Titus Center.

For more information, contact the Titus Center at www.pba.edu/titus-center.

The Future of Dry Cleaning Comes to Nashville…Again Lapels Dry Cleaning Opens Third Nashville Area Location Lapels Dry Cleaning, an innovative, environmentally friendly dry-cleaning franchise headquartered in Hanover, Massachusetts, recently opened a full-service satellite store at the site of the old Bellevue Mall and now the new $200 million-dollar development called One Bellevue Place in Nashville.

“With our dry-cleaning plant opening in early March and a satellite store opening in Franklin in mid-March and now the Bellevue location opening in late April, you could say it’s been a very busy few months,” said Chris Cooley, the owner of all three Lapels Dry Cleaning locations in greater Nashville. “I’m extremely excited to be opening this additional satellite

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location to ensure that everybody in greater Nashville has access to a Lapels and is able to enjoy the results and benefits of our sustainable, non-toxic method for dry cleaning clothes.”

Customers at the satellite location can enjoy the signature Lapels Dry Cleaning customer service, which includes FREE Home Delivery, a 24 Hour Drop Off Service, VIP and other Loyalty Programs, Electronic Notifications and a Smartphone App offering a modern twist to the old school dry cleaning experience.

For complete information on Lapels Dry Cleaning, please visit www.mylapels.com.

Glass Doctor Awards Top Performers at Annual Conference in Dallas

Mark Liston (President), Chad Wilcher (franchise owner), Ashley Bosserman (winner), Brad Roberson (VP of Operations)

Glass Doctor, a Neighborly Company, the global glass repair and installation franchise, recently held its annual conference in Dallas where franchisees nominated and awarded their top performers for significant accomplishments and contributions throughout the year.

• Ashley Bosserman, an employee of Chad Wilcher, owner of Glass Doctor of Shenadoah Valley, received the Office Professional of the Year Award. This award is presented to the customer service representative or office professional that is nominated, based on their performance during the award year.

This person must have a history of setting an example for other associates with their work habits, the customers’ satisfaction and in general is a model office professional that every franchisee seeks.

• Erin Kelly, an employee of Matt Kelly, owner of Glass Doctor of Cleveland/Columbus, received the Woman of the Year Award.

This award is presented to the women who has had the greatest contribution to the success of their franchise.

• Dave Stankiewicz, an employee of Matt Kelly, owner of Glass Doctor of Cleveland/Columbus, received the Specialist of the Year Award. This award is presented to the service professional who is nominated, based on their performance during the award year. The service professional must have a history of consistent high sales and add-on percent. They also must demonstrate a high degree of technical expertise and customer satisfaction.

• Chase Pierson, an employee of Larry Patterson, owner of Glass Doctor of North Texas, received the Sales Professional of the Year Award. This award is presented to the sales professional who exhibits leadership, professionalism, stellar customer interaction and attention to details.

For more information on Glass Doctor, please visit: www.glassdoctor.com.

NEW YORK CITY’S ACCLAIMED MAMOUN’S FALAFEL SETS SIGHTS ON OPENING LOCATIONS NATIONWIDE The Fast Growing Middle Eastern Eatery is Bringing its Iconic Falafel to 6 New Cities This Year Highly-acclaimed New York City legacy brand, Mamoun’s Falafel, is pursuing an aggressive franchising growth strategy that aims to take the concept nationwide before the end of 2018.

The fast growing Middle Eastern eatery is plotting store openings in Philadelphia, Long Island, and Fort Lee, NJ this spring, with additional units projected to open by year’s end in Staten Island, Northern California, and Chicago. Mamoun’s currently operates five corporate stores in New York, New Jersey, and Connecticut, and two franchised locations in New Brunswick, NJ and Dallas, TX, which opened earlier this year to much fanfare.

Now known for being the ‘oldest falafel shop in New York City,’ the concept was first opened in 1971 by Mamoun Chater, who founded the business with the simple mission of delivering fresh, authentic Middle Eastern cuisine to his Greenwich Village neighborhood. The original menu, which Chater created using traditional Syrian recipes, ingredients, and spices, is still the menu offered at all Mamoun’s locations today. Chater’s legacy is now carried on by his four sons, who are determined to bring their family-owned and operated concept to new communities across the country.

Mamoun’s is partnered with Fransmart, the industry-leading franchise development company behind household brands like Five Guys Burgers & Fries and The Halal Guys, as its exclusive franchising partner to grow the brand.

For more information about Mamoun’s, visit: www.mamouns.com.

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what’s new!

ORANGETHEORY FITNESS ANNOUNCES MIKE METTLER AS SENIOR VICE PRESIDENT OF DOMESTIC FRANCHISE DEVELOPMENT

Orangetheory® Fitness, the scientifically backed and fast-growing fitness franchise, announced today Mike Mettler has joined the company as senior vice president of domestic franchise development.

Mettler will be responsible for overseeing the company’s domestic growth and expansion, as well as providing strategic leadership to assist the leading fitness franchise in achieving its goal of having more than 1,100 open studios worldwide by the end of 2018.

This announcement comes on the heels of the outstanding success Orangetheory Fitness has achieved over the past several years, which has fueled a surge in franchise development and reinforced its position as the leader of the franchise fitness studio segment.

“The explosive growth Orangetheory

Fitness has experienced is unparalleled in the franchise fitness industry, and we know we’re just getting started. We’re thrilled to welcome Mike to the team and have no doubt his wealth of development experience will be a tremendous asset as we accelerate this momentum and continue driving the brand’s unstoppable potential,” said Dave Long, chief executive officer of Orangetheory Fitness.

Mettler brings more than 12 years of experience in leading franchise development efforts for widely recognized brands, including Dairy Queen and Domino’s Pizza. Most recently, Mettler served as the vice president of franchise development for Dairy Queen, where he was responsible for propelling the brand’s growth and driving its footprint throughout the U.S. and Canada. In addition to fueling Orangetheory Fitness’ expansion through franchising, Mettler

will also be responsible for building a high performance sales culture and providing strategic leadership to the company’s domestic franchise sales, real estate and construction teams. www.otffranchise.com

The Growth Coach, the Nation’s Leader in Group Coaching Workshops, Launches Three Series of Expanded Programs As an industry leader in business and sales coaching, The Growth Coach is constantly working to improve the lives of business leaders around the world. Now The Growth Coach is pleased to announce its revolutionary new program series designed to make dramatic differences in the lives of business leaders - the Foundational Series, the Fundamental Series and the Fast-Forward Series.

The Growth Coach is the largest provider of affordable group coaching workshops in the nation, but coaches also offer group and one-on-one coaching for sales

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professionals, managers, management teams, self-employed professionals and more through a wide variety of programs.

With this new program expansion, clients will be able to more clearly pick a series for improvement based on their individual needs.

“We’ve used our experience with thousands of clients across 15 years of franchising to extend our services into these three new Series of services. The Growth Coach is at the cutting edge of what business owners and company leaders today need to build successful businesses and more balanced lives –

whether they are new entrepreneurs or they are thinking about their exit strategy – and we are thrilled that the Foundational Series, Fundamental Series and FastForward Series will help our coaches meet their wide variety of needs,” Growth Coach President Ray Fabik said.

For information on The Growth Coach franchise opportunities, please visit growthcoachfranchise.com.

Always Best Care Announces New Vice President of Franchise Development Industry Veteran Jason Wiedder Joins Leading Senior Care Franchise to Oversee National Expansion Efforts Always Best Care Senior Services, one of the leading senior care franchise systems in the United States, has named industry veteran Jason Wiedder vice president of franchise development.

In his new role, Wiedder will lead the brand’s aggressive national growth strategy into new and existing markets across the country in states such as California, Texas, Illinois, Georgia, Missouri, Indiana and Nevada.

Wiedder brings more than 13 years of experience in leading franchise development efforts for several brands in the senior care industry. Most recently, he served as vice president of franchise development for Brain Balance Achievement Centers and, prior to that, was the chief operating officer/vice

president of franchise sales for A Right Place for Seniors. For nearly 10 years of his career, Wiedder spearheaded franchise sales efforts for Senior Helpers where he was instrumental in propelling the company’s development, growing the brand from three franchises to 275.

Always Best Care is one of the nation’s leading providers of non-medical inhome care, assisted living placement services and skilled home health care, and is the only senior services franchise system that combines the three to create three potential revenue streams for its franchisees. The company delivers its services through an international network of more than 200 independently owned and operated franchise territories throughout the United States and Canada. alwaysbestcare.com

AtWork Personnel in Fort Worth Announces Expansion into Dallas Market AtWork Group, a rapidly growing national staffing franchise with an established presence in the Fort Worth market, recently announced that the current franchise owner Jonathan Jenswold of AtWork Personnel – Fort Worth has been awarded an additional franchise territory in the Dallas market.

The new branch will operate as AtWork Personnel – Dallas and will offer staffing solutions to businesses in all industries. Both the Dallas and Fort Worth offices will have two distinct but collaborative divisions: One focused on mid-to executive-placement and the other focused on contract and temp-topermanent staffing solutions, providing a comprehensive, yet individualized approach for talent management.

“After more than 25 years in human resources, I evaluated my next career move very carefully,” Jenswold said. “AtWork offered the opportunity to partner with a world-class organization and help us raise the bar in this industry by instilling rigor and professionalism in how we do business. After our success in Fort Worth, we are excited to be bringing this level of service and performance to the Dallas area.”

AtWork Group is currently operating in 26 U.S. states and is looking to see steady growth in the Southeast, Central and Midwestern U.S. regions. Like Jenswold, various franchisees are expanding their territories by opening additional locations—a trend within the franchise system that’s growing quickly. Franchise owners see high value and profitability by

increasing their number of locations, while investing in the well-being of their local communities. AtWork plans to expand its footprint to almost 200 locations within the next five years. www.atwork.com

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Ve r l o M at t re s s

Exciting Times for 60 Year Old Mattress Franchise as People Wake Up to Importance of Sleep Franchisees can opt for the largest of the formats, the Factory Showroom, which consists of a retail showroom and a minifactory where the mattresses are made, or they can choose a Hybrid Showroom, which contains a showroom and a mattress adjusting room. The third format is the Satellite Showroom, which is a smaller retail store.

Thornton-Bias said the majority of Verlo’s franchisees are multi-unit owners who each run a Factory Showroom and one or more Hybrid or Satellite Showrooms.

Kathy Thornton-Bias, President and Chief Operating Officer

In its 60th year, one mattress franchise is reaping the rewards of people’s new found love of slumber.

Founded in 1958 and franchising since 1991, Verlo Mattress not only sells mattresses, but it also manufacturers them in mini-factories that are attached to some of its stores.

Headquartered in Milwaukee, WI, the franchise offers three different formats for owners, President and Chief Operating Officer Kathy Thornton-Bias outlined during a recent interview.

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The fact that the mattresses are built or adjusted right in the store or at a nearby store is a big selling point for Verlo, she noted.

“Customers love seeing how stuff is made,” Thornton-Bias said. “Local owners and local communities build and service and adjust the mattresses that they sell to their customers. We’re the only brand that offers a lifetime comfort guarantee, which means that during any time of the life that you own the mattress that you purchased from us, we can make comfort adjustments to that mattress.”

These comfort adjustments are useful if someone has had an injury and they need to sleep on a firmer mattress, for example, or if a couple has different mattress preferences. One side can be made firmer and the other side softer, if necessary.

For the first year of ownership, adjustments are free and for every other year, Verlo only charges a nominal fee for adjustments.

Sleep Importance Despite being all about snoozing, the mattress space is actually full of energy right now, Thornton-Bias said, because people are now starting to take note that sleep is incredibly important. Up to 40 percent of Americans say poor sleep is affecting them negatively, she noted, making it a sleep-starved nation.

But that’s changing.

From athletes like basketball star LeBron James to business tycoons like Berkshire Hathaway CEO Warren Buffett and Amazon CEO Jeff Bezos to everyday working people, everyone is taking sleep more seriously and looking to get a better night’s rest, said the Verlo president.

This makes it an exciting time for Verlo franchisees, as the sleep space continues to grow because of people’s newfound love of lazing.

Mattresses are also a needs-based purchase for people, she noted, as the vast majority of them purchase a mattress on average about every eight to 10 years, giving Verlo a huge customer base.

Coupled with low inventory and being a high ticket item, Verlo franchises are a solid money maker for their owners.

Technology Ecosystem The company offers franchisees a lot of support. Verlo’s parent company Marcus Investments has poured a lot of resources into support systems like a proprietary traffic counter system and

“It’s not about what you’re doing and how you’re selling.

It’s about how you’re using data and information to be even more efficient, more productive and more profitable in your overall operation.”

- Kathy Thornton-Bias

“We’ve created a whole ecosystem of technology, which I think in franchising is the next big thing.”

- Kathy Thornton-Bias enterprise resource planning system, customer engagement tools to accompany franchisees’ point of sales systems and webinar training for sales staff.

Verlo also has a team of “training ninjas” who perform onsite training and the company also runs a customer service hotline for franchisees.

“We’ve created a whole ecosystem of technology, which I think in franchising is the next big thing,” Thornton-Bias said.

“It’s not about what you’re doing and how you’re selling. It’s about how you’re using data and information to be even more efficient, more productive and more profitable in your overall operation.”

The Verlo management team is also hands on with owners. All franchisees have the leadership team’s cell phone numbers.

“It’s not uncommon that we get a call or a text on the weekend,” the president noted.

“We make ourselves very available.”

With their three available formats, Verlo is adept at fitting into rural communities, mid-sized cities and larger metropolitan areas.

Currently, the brand runs 37 locations across seven states. Five of those stores are corporate and the rest are franchises, with 19 franchisees owning and running the remaining 32 stores.

Thornton-Bias said Verlo plans to grow outward from its epicenter in Milwaukee.

It’s already got a presence as far south as Atlanta, as far west as Colorado and into Missouri. Currently, they have talks ongoing with interested people in places like Florida and Texas.

The president described Verlo’s franchisees as customer focused and passionate about helping people. She

noted that Verlo has a number of veterans, immigrants, women and retirees in its franchise ownership group, many of whom became franchise owners because they started as Verlo customers.

To celebrate Verlo’s 60th anniversary, Thornton-Bias took all her franchise owners and the leadership team to Las Vegas. At last year’s convention they drove Formula-1 race cars for a thrill.

With so many people now waking up to the importance of sleep, Verlo may just be hitting its stride after 60 years in business. www.verlo.com/franchise

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ex per t advice

David Banfield, President, The Interface Financial Group

Starting Your Own Business: Is This For You?

In starting a new venture most people have two basic options. The first being what we might call a conventional startup, taking your dream and turning that into a business - being your own boss. The second option might be to do what thousands of entrepreneurs are doing, and that is seeking out a suitable franchise opportunity.

Franchising continues to be a great conduit to get into business as it represents a tried and tested business process. With a franchise, as a business owner you don’t have to reinvent the wheel. Becoming a franchisee is also often the speedier entry process into self-employment and

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ownership as opposed to a regular startup from scratch.

However, before you embark on a franchise search you should have some things very clear and settled in your own mind. One of the major hurdles for all new business owners is that of finance.

Whether we are talking about a franchise model or a non-franchise startup, finance will be of paramount importance. You absolutely need a solid financial plan and budget.

In a franchise environment you will have two positives working for you: Firstly, the franchisor will be able to share information with you in terms of the cost structure to enter the franchise, and the all important startup expenses. Secondly, the franchisor may be a source of financing, if only in part, to get you started, and if they do not offer financing they will almost certainly have connections to experienced franchising financing sources.

Regardless of your approach, a franchise or non-franchise startup, always ensure that you have a financial contingency reserve built into the plan. Even with a franchise, there may well be unexpected

and unbudgeted expenses in the early stages of operation. Statistics continue to show that business failures occur very early in the life of a business, and that most failures are geared to financial issues.

Getting ready, therefore, means having a solid and well-crafted financial plan.

Alongside that plan you’ll also need a business plan which will cover all the other day-to-day issues that will be inherent in getting a business, or even a franchise, started.

Once again, in the franchise model approach there is often a wealth of information available from the franchisor with regards to the requirements for getting started. Remember, in a franchise model, you are unlikely to be the first franchisee, so there will be substantial experience on which to draw to ensure that you have a speedy and successful startup.

When you build out your business plan one of the major areas for consideration will naturally be the location of your enterprise. If you are taking the franchise route, then a decision on location will certainly be made in conjunction with the franchisor. In a non-franchise approach the

“If you see yourself as an individual working within a franchised system where somebody else will do much of the initial groundwork and provide ongoing support, then a franchise may be the answer.”

decision lies squarely on your shoulders.

You will need to do your homework very thoroughly in order that you ‘get it right’ the first time. Many business types only thrive in certain areas. Those areas may be linked to traffic flow and/or competition.

You may need to invest in appropriate surveys to get the best information before you start.

Other considerations that you will need to address early in the process will be such things as permit and license requirements, hiring staff and building your management team. These functions may also cross over with the location aspect, as you may find employees will need to work in a location that is served by public transit.

The staff aspect will also fringe on the financial plan. It is straightforward to estimate staff costs. But when does the expense commence? How far in advance of opening your enterprise, and generating some cash flow do you hire people and get the payroll started? How long will the training take, and who will the trainer be?

Clearly getting started with your own venture and being your own boss is not

something that can be undertaken lightly or quickly. Planning is paramount to your success. There is no doubt that with a franchise model much of the work and the planning will have already been completed by the franchisor.

This then leaves you with those two basic options, to franchise or not to franchise - is one going to be better than the other for you?

If you see yourself as an individual working within a franchised system where somebody else will do much of the initial groundwork and provide ongoing support, then a franchise may be the answer.

David Banfield is the President of The Interface Financial Group, a position that he has held for over 20 years.

He has been instrumental in starting Interface as a franchise opportunity and building it to its current international status. Prior to his involvement with Interface, he worked extensively in the banking, credit and factoring financial service areas. www.interfacefinancial.com/franchise

If, on the other hand, you see yourself as an individual that enjoys the challenge of building something from the ‘ground up’ and making changes to the plan ‘on the fly’, then a conventional startup may be a better option.

Whichever model you choose, make sure that you do your homework well in advance - and having done that homework, is business ownership right for you?

David Banfield

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focus

HOOTERS

Hooters, an Americana Favorite Known for its worldfamous Hooters Style chicken wings, the first Hooters opened its doors in 1983 in Clearwater, Florida.

Since then, millions have been liberated from the ordinary at Hooters while enjoying great food, fun, and one-of-akind hospitality that can only be served up by the Hooters Girls. The brand continues its global expansion, with over 30 new locations opening in 2018, and almost half of those being within the United States. With over 100 commitments for

future franchise development worldwide, Hooters has plans to open and continue its growth in multiple markets across the United States, including Texas, Tennessee, and California. Furthermore, Hooters continues to ramp up its new corporate development in the US, with 14 new restaurants opening in 2018, and at least 12 each year for the next few years. In addition to new restaurant growth, Hooters’ remodeling program continues on with an additional 10 remodels in 2018.

Hooters has over 200 restaurants built to the new prototype design.

Hooters’ restaurant design appeals to a broad range of customers with more contemporary seating and interior finishes, and top-of-the-line Audio and Visual packages. It also includes a centrally located bar area, offering a wide selection of cocktails, craft beers and wines. It’s a fun, lively atmosphere where customers get a great meal and enjoy a beer while watching their favorite sporting event.

Hooters is not just good looking, it is renowned for its diverse and mouthwatering menu, including fresh entree salads, a great lineup of handformed burgers, delicious seafood dishes,

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and fan-favorite fried pickles. Of course, Hooters Girls always serve their worldfamous traditional and boneless chicken wings with Buffalo sauce favorites, ranging in heat from mild to 911, as well as additional signature sauces and rubs, such as teriyaki-style samurai, lemon pepper and chipotle honey. The variety of wings Hooters offers has expanded to bacon wrapped and smoked, too!

There are numerous opportunities for development with new partners in United States, in addition to countries across the globe. With 100% brand awareness in the US, and over 93% around the world, the Hooters brand is not one that needs a lot of introduction to the local consumers.

“One of the great things about selling this concept is that you never have to overcome a brand-awareness hurdle,” Whittle says.

“Whether here in the U.S. or abroad, everyone knows Hooters and most people have a genuine fondness for the brand.”

The ideal franchisee is someone who’s operated multiple restaurants in a given market, or someone who’s entering the project with access to an experienced partner. Also key, in addition to financial wherewithal, is a desire to develop multiple restaurants. “The three (3) common elements with our largest franchisee partners in the United States are a passion for our great brand, solid operational execution, and the financial capability to

grow the brand in each of their markets,” says Whittle.

Whittle also says Hooters looks for potential franchisees with $1.5 million in available cash on hand, and a $3 million net worth, but these levels can vary depending upon the market. But it’s not simply about the money, Hooters is first and foremost a people business. “We want our associates and our franchisees to be passionate about the business and the concept, and to have a desire to be with people,” he says.

In terms of markets, Whittle says, Hooters is predominantly looking at places with populations of at least 100,000 or 125,000 with an upper-middle income base, a high preponderance of daytime activity and a strong residential base surrounding the site. In addition, Hooters prefers sites that are within close proximity to regional malls, theatres and/or sports arenas to help drive evening and late night traffic. Hooters is always looking for new locations in corporate and franchise markets.

About Hooters of America, LLC Hooters of America, LLC, is the franchisor and operator of more than 420 Hooters restaurants in 39 states and 29 countries.

Since being founded in Clearwater, FL in 1983, Hooters’ brand of fun has endeared itself to millions of fans across the world.

While everyone knows about our worldfamous wings, juicy burgers and fresh seafood, the real secret to Hooters’ success is the exceptional customer service. That level of service starts with a system-wide commitment to making our customers happy, and is ultimately delivered by the Hooters Girls. Perhaps you’ve heard of them. Much more than a waitress, the Hooters Girl is a globally recognized icon who makes sure everyone is having a good time in a warm and inviting environment.

It’s a recipe for success that has been going strong for over three decades. And with the launch of our new prototype building design in June 2013, along with continued menu enhancements and new product offerings, Hooters is paving the way for the next 30 years of success. Hooters’ new restaurant design appeals to a broad range of customers with more contemporary seating and interior finishes, and a stronger focus on the bar and television experience. It’s a fun, lively atmosphere where customers get a great meal and enjoy a beer while watching their favorite sporting event. While the brand may be changing some things to prepare for the future, one thing will always remain the same: Hooters makes you happy. For more information about Hooters visit www.

Hooters.com or follow us at twitter.com/ hooters, facebook.com/hooters, instagram. com/hooters or on Snapchat at “hooters”. www.Hooters.com

Franchising USA

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ex per t advice

Evan Hackel, CEO Tortal Training

How to Hire the Right Employees for Your Franchise “If you hire someone who has a can-do attitude and very little experience, he or she can have the potential to be much more productive than a negative employee with far greater experience and skill.”

• A good attitude is infectious and lifts the performance of all your employees.

Conversely, just one employee with a bad attitude can become a “bad apple” who drags down the performance of everyone else.

Evan Hackel

If you ask a group of franchise owners what they look for in the people they hire, chances are they will mention skills, experience and possibly education.

Those factors might be important, but even people with the greatest backgrounds will disappoint you unless they lack the most important trait of all . . .

You need to hire people who have great attitudes.

Here are some reasons why attitude is the most important trait of all.

Franchising USA

• Employees with great attitudes do more to build customer satisfaction and repeat business than any other asset you have in your franchise. They do more than signs, displays, ads, coupons, or anything else you try to boost your business. They are the lifeblood of your success.

• Employees with great attitudes will advance and become your most important asset. When you open new locations or need great managers to supervise a growing number of employees, they will be there for you.

How to Screen Job Candidates for Attitude There is little point in asking job applicants whether they have good attitudes. (All of them will say, “I do!”)

You can, however use these strategies to identify candidates who will bring positive attitudes to your company.

• When you interview, ask some

“hardball questions” like, “Can you tell me about a time on a prior job when you failed to live up to expectations?” or, “Have you ever witnessed dishonest behavior at work, and what did you do about it?” The answers you hear to questions like those are of secondary importance. You are trying to determine whether the applicant remains positive and upbeat when answering them. Does he or she frown, withdraw, or lapse into negativism? Or does he or she display a positive outlook - and maybe a little bit of humor - when answering? Trust what you see and make your hiring decision accordingly.

• Ask about the applicant’s attitude when you check references. Ask a previous boss about the applicant’s enthusiasm, energy and outlook. And try to identify and talk with references that the applicant did not list on his or her resume.

How to Compare Applicants’ Attitudes Ron Willingham, the author of Integrity Selling for the 21st Century and other books, has devised a very simple way to evaluate the impact that attitude has on employee effectiveness:

• First, evaluate the person’s expertise – how much he or she knows – on a scale of 1 to 10.

• Second, evaluate his or her experience – how long has he or she been doing this kind or work – again on a scale of 1 to 10.

• Third, assess his or her attitude on a scale of 1 to 10.

• Fourth, add together the numbers from the first two steps, and multiply the result by the number from the third step.

Sample evaluations: • Employee A rates an 8 in expertise, an 8 in experience, and a 2 in attitude. Her overall score is then 16. [(8+8) x 2 = 16] • Employee B rates a 2 in expertise, a 4 in experience, and an 8 in attitude. His overall score is then 48. [(2+4) x 8 = 48] Willingham’s approach reveals that you can hire someone who has skills relevant to your needs and 30 years of experience, but who will still not create value for you if he or she has a negative attitude.

“Employees with great attitudes do more to build customer satisfaction and repeat business than any other asset you have in your franchise.”

If you hire someone who has a can-do attitude and very little experience, he or she can have the potential to be much more productive than a negative employee with far greater experience and skill.

Cultivating Positive Attitude Once People Are Working for You There is not much point in hiring people with great attitudes unless you do all you can to cultivate a positive company culture that supports them after they come on board. You have to listen to them, use and reward their ideas, and show them how to excel and advance in your franchise.

Another way to promote good attitude is to use what I call “The Five-to-One Rule.” To do it as a manager or franchise owner, get in the habit of saying five positive things

to people for every one piece of positive criticism that you offer. This strategy helps you “catch people doing things right” and builds a supportive and positive company culture where great people with great attitudes thrive.

The approaches outlined in this article are adapted from Evan Hackel’s book Ingaging Leadership: 21 Steps to Elevate Your Company. Evan is CEO of Tortal Training, a leading training development company in Charlotte, North Carolina, and Principal and Founder of Ingage Consulting, a consulting firm in Woburn, Massachusetts.

To learn more about Ingage Consulting and Evan’s book Ingaging Leadership, visit: Ingage.net.

Follow @ehackel.

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Don’t miss an issue COV ER STO RY

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Ve r l o M at t re s s

EXCITING TIMES

“It’s not about what you’re doing and how you’re selling.

It’s about how you’re using data and information to be even more efficient, more productive and more profitable in your overall operation.”

FOR 60 YEAR OLD MATTRESS FRANCHISE AS PEOPLE WAKE UP TO IMPORTANCE OF SLEEP Franchisees can opt for the largest of the formats, the Factory Showroom, which consists of a retail showroom and a minifactory where the mattresses are made, or they can choose a Hybrid Showroom, which contains a showroom and a mattress adjusting room. The third format is the Satellite Showroom, which is a smaller retail store.

Thornton-Bias said the majority of Verlo’s franchisees are multi-unit owners who each run a Factory Showroom and one or more Hybrid or Satellite Showrooms.

Kathy Thornton-Bias, President and Chief Operating Officer

In its 60th year, one mattress franchise is reaping the rewards of people’s new found love of slumber.

Founded in 1958 and franchising since 1991, Verlo Mattress not only sells mattresses, but it also manufacturers them in mini-factories that are attached to some of its stores.

Headquartered in Milwaukee, WI, the franchise offers three different formats for owners, President and Chief Operating Officer Kathy Thornton-Bias outlined during a recent interview.

The fact that the mattresses are built or adjusted right in the store or at a nearby store is a big selling point for Verlo, she noted.

“Customers love seeing how stuff is made,” Thornton-Bias said. “Local owners and local communities build and service and adjust the mattresses that they sell to their customers. We’re the only brand that offers a lifetime comfort guarantee, which means that during any time of the life that you own the mattress that you purchased from us, we can make comfort adjustments to that mattress.”

These comfort adjustments are useful if someone has had an injury and they need to sleep on a firmer mattress, for example, or if a couple has different mattress preferences. One side can be made firmer and the other side softer, if necessary.

For the first year of ownership, adjustments are free and for every other year, Verlo only charges a nominal fee for adjustments.

COV ER STO RY

Get the App

- Kathy Thornton-Bias

Sleep Importance Despite being all about snoozing, the mattress space is actually full of energy right now, Thornton-Bias said, because people are now starting to take note that sleep is incredibly important. Up to 40 percent of Americans say poor sleep is affecting them negatively, she noted, making it a sleep-starved nation.

But that’s changing.

From athletes like basketball star LeBron James to business tycoons like Berkshire Hathaway CEO Warren Buffett and Amazon CEO Jeff Bezos to everyday working people, everyone is taking sleep more seriously and looking to get a better night’s rest, said the Verlo president.

This makes it an exciting time for Verlo franchisees, as the sleep space continues to grow because of people’s newfound love of lazing.

Mattresses are also a needs-based purchase for people, she noted, as the vast majority of them purchase a mattress on average about every eight to 10 years, giving Verlo a huge customer base.

Coupled with low inventory and being a high ticket item, Verlo franchises are a solid money maker for their owners.

Technology Ecosystem The company offers franchisees a lot of support. Verlo’s parent company Marcus Investments has poured a lot of resources into support systems like a proprietary traffic counter system and

“We’ve created a whole ecosystem of technology, which I think in franchising is the next big thing.”

- Kathy Thornton-Bias enterprise resource planning system, customer engagement tools to accompany franchisees’ point of sales systems and webinar training for sales staff.

Verlo also has a team of “training ninjas” who perform onsite training and the company also runs a customer service hotline for franchisees.

“We’ve created a whole ecosystem of technology, which I think in franchising is the next big thing,” Thornton-Bias said.

“It’s not about what you’re doing and how you’re selling. It’s about how you’re using data and information to be even more efficient, more productive and more profitable in your overall operation.”

The Verlo management team is also hands on with owners. All franchisees have the leadership team’s cell phone numbers.

“It’s not uncommon that we get a call or a text on the weekend,” the president noted.

“We make ourselves very available.”

With their three available formats, Verlo is adept at fitting into rural communities, mid-sized cities and larger metropolitan areas.

Franchising USA THE MAGAZINE FOR FRANCHISEES

VOL 06, ISSUE 7, MAY 2018

$5.95 www.franchisingusamagazine.com

EXCITING TIMES

FOR 60 YEAR OLD noted that Verlo has a number of veterans, MATTRESS FRANCHISE

Currently, the brand runs 37 locations across seven states. Five of those stores are corporate and the rest are franchises, with 19 franchisees owning and running the remaining 32 stores.

Thornton-Bias said Verlo plans to grow outward from its epicenter in Milwaukee.

It’s already got a presence as far south as Atlanta, as far west as Colorado and into Missouri. Currently, they have talks ongoing with interested people in places like Florida and Texas.

The president described Verlo’s franchisees as customer focused and passionate about helping people. She

immigrants, women and retirees in its franchise ownership group, many of whom became franchise owners because they started as Verlo customers.

To celebrate Verlo’s 60th anniversary, Thornton-Bias took all her franchise owners and the leadership team to Las Vegas. At last year’s convention they drove Formula-1 race cars for a thrill.

With so many people now waking up to the importance of sleep, Verlo may just be hitting its stride after 60 years in business. www.verlo.com/franchise

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SPECIAL

AUTOMOTIVE FRANCHSING FEATURE LATEST NEWS

HOW TO HIRE

THE RIGHT EMPLOYEES

FOR YOUR FRANCHISE

FINANCIAL ADVICE FROM THE BANKS

STARTING YOUR OWN BUSINESS: IS THIS FOR YOU? TOP LAWYERS’ ADVICE

Business Franchise Australia and New Zealand 1

www.franchisingusamagazine.com

FranchisingFeature automotive

the evolving automotive Franchise market

m ay 2 0 1 8

adapting a solid business model

to fill holes in an industry

attracting fresh prospective franchisees and consumers through modernization

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what’s new!

Meineke Revs Up Dallas-Fort Worth With Seven Center Re-Openings Featuring Updated Looks

Life is a highway again for drivers in Dallas-Forth Worth, as Meineke welcomes the community to experience its services and updated aesthetic.

Owned by entrepreneurs Ben Leffell and Colin Farrell, the service bay doors are open for business once again to customers at seven area locations. Leffell and Farrell welcome the community and commuters back to experience firsthand Meineke’s pledge: “Taking Care of Your Car Shouldn’t Take Over Your Life.”

Leffell and Farrell have taken ownership of the following locations in the DallasForth Worth area: • Fort Worth, situated at 3012 Altamesa Blvd.

• Austin, situated at 2712 William Cannon Drive West “Our loyal customers in the Forth Worth and Austin area have always been committed to Meineke, and we hope to reaffirm that connection by building trust with our comprehensive line of services and outstanding team ,” said Farrell. “Our Meineke locations in and around DallasForth Worth will now be able to meet the car care needs of the community better than ever before.”

• Lewisville, situated at 1550 West Main St.

All seven locations will undergo various aesthetic updates such as updated storefront signage. Each will once again offer a comprehensive line of car care services, from routine oil changes to extensive car repair, and remain open during any future renovations.

• Pflugerville, situated at 2324 West Pecan St.

For more information on Meineke franchise opportunities, visit www. meineke.com/franchise-opportunities/ resales.

• Garland, situated at 5615 Broadway Blvd.

• Arlington, situated at 5980 Poly Webb Road

• Pantego, situated at 3201 West Pioneer Parkway

CARSTAR Opens More Than 30 New Locations Across North America In First Four Months Of 2018 CARSTAR, the continent’s largest Multi-Shop Operator (MSO) network of independently owned collision repair facilities, continued to expand its footprint in the U.S. and Canada with more than 30 new store openings already in 2018.

“We continue to see growth as independent store owners join the CARSTAR network to build their businesses,” said Michael Macaluso, President of CARSTAR. “These owners benefit from CARSTAR’s strong North American footprint, insurance relationships, purchasing volume, standard operating procedures and training programs. And, rather than selling out their businesses to a consolidator, they can retain the ownership for future generations and drive their profitability and performance at the same time.”

expert painting, towing assistance, vehicle pick-up and delivery, and a nationwide warranty. CARSTAR I-CAR Gold and OEM certified technicians are trained to work on all makes and models and participate in ongoing education programs on the latest vehicle technologies and materials.

CARSTAR facilities feature state-of-the-art repair equipment,

For more information visit www.carstar.com.

Franchising USA

Across North America, CARSTAR leads the collision repair industry in the highest quality repairs and excellent customer service. It works with all major insurance carriers in the U.S. and Canada.

New Paint and Collision Repair Shop has Rockledge’s Car Owners’ Concerns Solved with a Simple Saying: “Uh-oh! Better Get Maaco!”

New Location Puts Finishing Coat on Rockledge’s Aftermarket Services Maaco, the nation’s largest paint and collision repair franchise, is now open in Rockledge. Owned and operated locally, Frank Furino welcomes the community and commuters in need of quality paint and collision repair services to experience firsthand Maaco’s famed pledge, “Turning the car you drive back into the car you love.”

Situated at 3199 Suntree Blvd, the new location benefits from the brand’s loyal customer following and reputation as “America’s No. 1 auto paint and collision repair provider.”

The shop offers a broad spectrum of affordable and convenient paint, repair, fleet and industrial services. It is open Monday through Friday from 8 a.m. to 5

p.m., and Saturday from 9 a.m. to 12 p.m.

“Rockledge’s car owners deserve to be proud once again of the cars they drive,” said Furino. “Trust is everything and no other body shop has earned that type of respect with drivers more than Maaco. My team and I are ready to give the cars of Rockledge the double-take they deserve at the price and convenience consumers want.”

This location will be Furino’s fourth Maaco location. A local resident, Furino is growing his business in the Rockledge area alongside his family, who has lived in the area for 20 years.

For more information on Maaco in Rockledge, please visit www.maaco. com/locations/fl/rockledge-12547/.

PIRTEK Earns ISO 9001 Certification, Meets Standards for Quality Regulatory Compliance PIRTEK, the world’s leading fluid-transfer solutions company, has met the stringent standards for quality management set by the International Organization for Standardization (ISO).

The certification means PIRTEK has demonstrated the ability to provide its customers with quality products and services while meeting all regulatory requirements in accordance with the ISO 9001 standard.

The organization, which sets standards for companies in more than 160 countries, first published the ISO 9001 in 1987. The ISO released the latest version in 2015.

PIRTEK is the only franchise of its kind in the United States, providing hydraulic and industrial hose replacement sales and services. There are 75 PIRTEK franchises and a fleet of Mobile Service Vehicles throughout the United States. Globally, PIRTEK has more than 400 locations.

Based on a methodology of “plan-do-check-act,” the ISO 9001 standard is designed to help companies organize their processes, become more efficient and continually improve. It sets standards for management responsibilities, proper documentation, analysis,

resource management and even work environment. ISO 9001 also covers the process of product delivery, beginning with the design stage. The certification expires after a year.

The ISO 9001 certification comes amid PIRTEK USA’s transfer into a spacious new headquarters currently under construction.

The facility sits on 10 acres and provides more than 140,000 square feet of office and warehouse space – five times the size of the current headquarters. The project is scheduled for completion by midyear. www.pirtekusa.com

Franchising USA

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what’s new!

Take 5 Oil Change Targets Tennessee: Announces Statewide Franchising Plans for the “Fastest Oil Change On The Planet”

A new “take” on car care is coming to Tennessee. Take 5 Oil Change (Take 5), admired among drivers for its unique stay-in-your-car oil change and customer-centric approach fostering education, announced today a statewide franchising initiative. The growth plan calls for more than 50 locations in the state, as a key expansion region for the brand.

Already developing company-owned locations in both Nashville and Memphis, where openings are slated for the middle of this year, Take 5 intends to build out the rest of Tennessee by partnering with local owners via franchising.

Expanding the brand’s footprint into all corners of Tennessee is the next big Take 5 growth initiative. Today, with 30 years of successes behind it, there are nearly 300 locations from Texas eastward to Virginia and north to Ohio.

“When we enter new markets in Tennessee, Take 5 becomes a game-changer…an instant force in the local car care scene,” said Ted Rippey, Vice President of Franchising for Take 5 Oil Change and an experienced automotive aftermarket franchise executive.

“The concept stands alone in our category because of the speed, quality and convenience of our oil change service. These distinctions come along with great broader market tailwinds and an incredibly talented team joining me in guiding the franchising program.”

For more information about Take 5 Oil Change, visit: www.take5oilchange.com

Valvoline Announces Opening of New Quick-Lube Center in Greater Dallas/Fort Worth Area

The service center is at 510 East Northwest Highway in Grapevine, Texas. No appointments are necessary.

centers let customers stay in their cars and watch VIOC’s certified technicians perform their service. Technicians complete a professional ASE®-certified training program that is ranked #2 globally by the Association for Talent Development’s 2017 BEST Award. In addition to full-service oil changes done in about 15 minutes, VIOC performs a wide range of preventive maintenance services, including transmission, radiator and air-conditioning services; safety parts replacement, including wiper blades and light bulbs; and tire rotation. Most locations also offer fuel system and battery services. VIOC services most vehicle makes and models, including luxury, diesel, and hybrid.

Valvoline Instant Oil Change service

To learn more, visit www.valvoline.com.

and automotive services – recently announced its franchisee, AWC Premium Automotive Services Ltd., has opened a new Valvoline Instant Oil ChangeSM (VIOC) service center in Grapevine, Texas.

New location marks company’s 24th service center in the greater Dallas/ Fort Worth area and expands network of more than 1,100 company-owned and franchised Valvoline Instant Oil Change stores.

Valvoline Inc. - a leading worldwide

supplier of premium branded lubricants

Franchising USA

A core element of Valvoline’s strategy is to accelerate the growth of its industryleading quick-lube model, which is all about delivering a quick, easy and trusted experience for every customer, every day.

AWC Premium Automotive Services Ltd. operates 14 of the 24 VIOC quick-lube locations in the metro Dallas/Fort Worth area.

The public and policymakers need to understand franchising.

Our purpose

@OurFranchise is an industry-wide campaign created to spread the word about the value of franchising and share the stories of men and women just like you, who are leading the way as franchisors, franchisees, and franchise employees. The franchise business model has been proven time and time again to work, but it’s threatened when the public and politicians don’t understand how it operates to benefit local, independent franchise establishment owners and their communities. Putting a spotlight on real leaders succeeding with the franchise model is how we’ll ensure franchising is stronger than ever before.

Follow us

Share the tools and resources offered on AtOurFranchise.org/resources

Help us keep the momentum going

Since our launch in June 2016, we’ve reached 1.7 million people through outreach efforts, including events in key cities and states, where we spoke directly with business owners, employees, policymakers, and the media. Additionally, we’ve reached people across America through our website and social media channels, digital advertisements, and the promotion of We the Franchisees on Politico – but there is much more work to do. As a franchisor, franchisee, or franchise vendor, you are a leader in your community – and we need your support, now more than ever.

You benefit by joining

By joining @OurFranchise, you’ll get access to exclusive stories and resources that can help grow your franchise business, educate employees at all levels about the franchise business model, and share the economic importance of franchising with consumers. You will also have the opportunity to share your franchise success story with your peers.

Visit AtOurFranchise.org Contact Erica Farage, Senior Director of Political Affairs and Grassroots Advocacy and Multi-Unit Franchisee Engagement International Franchise Association efarage@franchise.org (202) 662-0760

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This is just the beginning

Make sure you stay up to date with the campaign’s latest efforts through email updates and social media.

Visit our website to read and share the latest stories of franchisors and franchisees making an impact in their communities. Become a franchise advocate to help ensure Americans, now and in the future, have the opportunity to start franchise businesses. Take the lead today!

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Featu re

b y G i n a G i l l Fr a n c h i s i n g U S A

Franchising USA

automotive

FRANCHISING FEATURE It’s hard to picture a lifestyle without a car. It’s become a part of every American’s day; rush hour fills our mornings and evenings, carpooling is a well-known practice and families depend on cars to simply pick up the milk.

Though public transportation is a typical part of every big city, the average American drives 2.28 cars. It has become a necessary part of commute for most citizens.

That being said, maybe car dealerships and franchises are the best investment for those looking for a profitable and successful business plan. Of course, the car dealership took a heavy hit during the recession, but it bounced back easily and brands were never hindered by the slow economic growth of that time.

The automotive industry is one of the most profitable franchises to consider and it comes with a plethora of business models that peak different interests, profits, strengths and weaknesses.

There are many car enthusiasts out there who would love to be a part of the automotive industry on some level, while there are individuals who have a background in repair and who like to approach a different venue within

“Car ownership is lasting a lot longer than before.

People are investing in repairs rather than replacements.

Why buy a new car when you can just buy a new set of breaks?” their field. Either way, you do not need

background in sales or the auto industry

to pursue a franchise in the field, though a good grasp on business and cars would be beneficial.

Automotive Repair One area of operations in the vehicle

industry is automotive repair, which covers a lot of bases. Repair could simply focus on the upkeep and repair of vehicles, which is an ever growing business nowadays.

People used to consider cars a luxury, replacing them often because they truly loved the idea of a new car. Nowadays, a lot of consumers consider a car a means of transportation and that’s it. A vehicle’s worth is measured by it’s capacity and function, rather than a prized possession.

Now some people are investing in high end cars and luxury vehicles, but the majority of Americans are mainly focused on getting from A to B. That being said, car ownership is lasting a lot longer than before. People are investing in repairs rather than replacements. Why

Franchising USA

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Featu re

b y G i n a G i l l Fr a n c h i s i n g U S A

“One of the most thrilling and well-known franchise opportunities for investors would be the car dealership.

Not only is it extremely profitable, it comes with a wide variety of benefits.� buy a new car when you can just buy a new set of breaks?

An issue with car repair franchises is the competition. Local maintenance shops that have a great reputation may actually be more popular than a branded repair franchise. In the car maintenance industry, individuals are very dependent on who they trust, rather than branding.

Therefore, those interested in the industry should consider some serious ground work before investment. An environmental scan of the area should be well researched, with an understanding of the community and where consumers gravitate at the moment.

With cars advancing in technology, maintenance involves specific tools and training. Therefore, a lot of cars are dependent on their exact dealership for parts and maintenance. This consideration would be reliant on research as well. Can you find a franchise that specializes in all

Franchising USA

type of technological advancements? How many dealership repair shops are in your direct line of competition?

Meeting with a current franchise owner, as well as a local business, may be helpful to get information from the ground up.

Car Dealerships Along side China, America is considered one of the largest automobile markets worldwide in both productions, as well as sales. Close to 7 million cars were sold in the States in 2016 and global sales of passenger cars was around $78 million US according to a Statistic report. This country knows cars.

One of the most thrilling and well-known franchise opportunities for investors would be the car dealership. Not only is it extremely profitable, it comes with a wide variety of benefits. Most cars have a wellknown and impactful brand name. The

reputation is established and recognized, without any work necessary.

Marketing is usually provided, with top of the line commercials and advertising that is produced by head office. Costumers are being driven through the doors without any effort on the franchisor’s part whatsoever.

There is usually a well-established staff that help carry the business, creating a reliable work-life balance for the franchisor. Though set up will be long and take some investment, once the staff are put in place, they can run the franchise.

The franchisor has a clear set of rules and roles that allow the business to run smoothly.

That being said, a franchisee may have to step in and take over from time to time, but for the most part, a dealership allows for a very distant process.

Most franchises come with a repair shop, tire centre and service and products centre, which generates more profit but also takes more manpower and management to operate. The franchisor should provide the

“Along side China, America is considered one of the largest automobile markets worldwide in both productions, as well as sales. Close to 7 million cars were sold in the States in 2016.� established rental companies. Where can your franchise profit and how can it in thrive within your location? Simply picking up the phone and asking individual franchises if they would consider a location within your territory might be the quickest way to narrow down your choices.

skill-set and training to adhere to a larger facility. Research into which franchise

additions are available would be beneficial, as well as a look at the local competition.

If a branded dealership is within an area,

it is unlikely that you can establish another dealership of the same name nearby.

Rental and Leasing The Automotive industry also touches

in on car rentals, which is a well-known franchise opportunity. According to

Market Data, US car rental operations

generated a revenue of over 28 million in 2017.

A market that is easily manageable, there are quite a few reputable establishments that speak for themselves. On an individual basis, it would be wise to research profit margins and success rates of the industries that peak a franchisee’s interest. The start up of car rental industry may provide a hefty investment price tag, which again would be reason to research before investment.

A challenge would be location. Most territories already hold a significant amount of rental places and therefore a new establishment would be irrelevant.

Start by researching airports, tourists reports and locations of already

There are a lot of insurance issues and safety policies that can become a little sticky with car rentals, but franchises would have that under constant scrutiny and surveillance, allowing a franchisee to confidently enter the business safely.

The rental franchise would definitely allow for a great work life balance; once training is complete and the company is up and running, a franchisee can step back and allow the staff to follow procedure and policy for a successful outcome.

The automobile industry can take on some very different business ventures that can appeal to so many different interests. For those who thrive in a high paced business but are also looking for an opportunity to enjoy a work-life balance, most car franchises would be a great fit. For car buffs who would love to take their passion to the next level, the automotive franchise is a great investment to get their engines running.

ABOUT THE AUTHOR: After receiving an English Degree, followed by a Journalism

Diploma, Gina Gill became a freelance journalist in 2008. She has worked as a reporter and in

communications, focusing on social media. She currently works as a community information

officer with Epilepsy Society, while pursuing her writing career at the same time.

Look out for our next special feature:

SPORT & FITNESS FRANCHISING Franchising USA

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Expert Advice: Christopher Conner, President of Franchise Marketing Systems

The Evolving Autom Franchise Mark The automotive market for franchising has consistently been one of the strongest, best performing markets in all of franchising for over half of a century. Some of the franchise industry’s biggest and most prolific brands are based in the automotive market.

In today’s marketplace of convenience and mobility, the trend for a greater need to have services and products that support

Franchising USA

the automotive market seems to be only increasing. I’m probably not the only one who noticed that virtually every city has worse traffic than they did only a few years ago. It’s pretty simple math really, more and more people driving equates to a larger number of cars on the road and busier lives means that we need to have convenient and accessible services to keep our cars running.

The age old top franchise brands of the automotive market continue to perform in Midas, Jiffy Lube amongst others, but today there is an increasing trend towards mobility. Customers don’t just want a convenient location where they can take their vehicle, they want the service to come to them. This trend has become apparent in so many market segments and

in categories that just didn’t seem possible to “Make Mobile” in the past. One of the newest automotive franchise brands to hit the U.S. markets is No-H2O, a waterless car washing franchise that has over 40 franchises throughout Europe and Middle East and has just launched the franchise in the U.S. It is an incredible service in that car washes can be done onsite due to the waterless component of the service, no water equals the ability to wash a vehicle anywhere the customer wants and what separates No-H2O significantly from others is the technology platform.

Like Uber, No-H2O has developed a system where customers can schedule an appointment on their phone, be notified who is coming to deliver services and what time they will arrive to complete the job. Finelines Auto Painting is a mobile

“The days of a sweaty, dirty and smelly auto shop are long gone and now the typical automotive franchise is a professional, clean and wellpresented service brand.”

motive ket

painting service that delivers touch up painting services and onsite auto painting work to dealerships and customers in an efficient system. The dealers can justify outsourcing the work to Finelines and the mobile platform makes the service as convenient as possible for the client.

The second component to the evolution of the automotive franchise market is the integration of technology. The days of a sweaty, dirty and smelly auto shop are long gone and now the typical automotive franchise is a professional, clean and wellpresented service brand. As part of this transition, the integration of technology throughout all aspects of the business has been critical and successful automotive franchises have embraced systems in all parts of their business. Today’s automotive

franchise brands have incredible franchise marketing systems and lead generation platforms in place to drive traffic. Good automotive franchise systems need operational systems that manage jobs, staffing inventory control and all of the operational components inherent in managing a business in the category. Most of these systems and technology are cloudbased platforms and are integrating market leading technology to make the business work seamlessly and offer a duplicable franchise model.

Ultimately, here is what I like about the automotive space in franchising: First, we are driving a lot nowadays and there are just more cars on the road increasing the volume of potential customers.

All of these market factors make the automotive franchise segment an attractive one and when considering home based automotive, the category presents an incredible potential ROI. Overall, the automotive category is full of opportunity and new, innovative franchise brands; my thought would be to dig into the homebased and technology-driven franchises first to find today’s best franchise opportunities.

Christopher Conner is the President of Franchise Marketing Systems and has spent the last decade in the franchise industry working with several hundred different franchise systems in management, franchise sales and franchise development work. www.franchisemarketingsystems.com

Second, the speed of life is increasing and with less time, customers need convenience and speed in order to manage day-to-day responsibilities making the automotive category even more in demand.

Third, cars are just tough to work on with increasing technology incorporated into most vehicles and with the decreasing volume of tradesmen and women coming into the workforce, people have to go to a professional service provider to have their vehicle serviced.

Chris Conner

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Expert Advice: Mark Carr, President and CEO, Christian Brothers Automotive

Creating a Strong Brand Culture and Reliable Relationships with Franchisees and Customers “Building a strong bond with consumers and franchisees begins with a universally sound brand motto that represents core values.”

smaller communities in the industry, in each local market and eventually nationwide and on a global scale.

Mark Carr

An emerging brand may often see the ultimate franchising goal as becoming a nationally recognized powerhouse such as Starbucks, Dunkin’ Donuts or McDonalds as soon as possible.

Everyone knows these brand names and most can even easily pick out their logos.

But how do you get this type of status and admiration from consumers and businesses alike?

As big as they are now, all of these brands began by establishing lasting bonds with

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By devoting time and attention to these smaller relationships, brands can steadily build a worldwide consumer base and simultaneously drive franchise partner growth. Through hard work and dedication, the ability of growing brands to become well-known powerhouses can be broken down as the result of three key targets – creating the brand’s motto, building lifelong relationships and going beyond their respective industries to create a legacy.

Motto for the brand Building a strong bond with consumers and franchisees begins with a universally sound brand motto that represents core values; whether this is based on a personal belief or faith, the key is it encapsulates what everyone should expect from your company.

After you’ve established your brand motto, continue looking for ways to differentiate your brand in the eyes of the public. What is your checklist of why you started the

business? Was it to bring a beloved food item to the community, a customer service standard, a new way to make life a little easier for families, a safe place for people to work out? Whatever it is, be transparent on that I-can-fix-it motivation in your personal experiences to solve a common problem. This is a chance to challenge your business standard and differentiate your brand.

Creating relationships What matters most in a relationship is the little things that one wouldn’t necessarily expect. The focus is to be a giver. If you were in the situation of your consumer, what would be the game changer for you when seeking a specific service or product? Imagine you are a single mother heading to drop her two kids off at day care and go to work for the first time in three years and the car breaks down. The Christian Brothers’ approach is to safely provide a ride to get your kids to daycare and you to work.

It’s a “love your neighbor as yourself” mindset that most people believe in, but don’t always put into action. The little

“The little things are the most impactful aspect of a business that will make and form relationships with consumers and the community.” things are the most impactful aspect of a business that will make and form relationships with consumers and the community. People will walk away knowing that they were taken care of because you went out of your way to be a good person.

A universal truth is that the key to creating long-lasting relationships is claiming your responsibilities. Simply put, make basic customer service a top priority. Say I’m sorry, acknowledge your fault and take control of the situation by doing everything you can to redeem the bond with a consumer or peer. In some cases, because it’s such a rarity that companies claim their faults, all it takes is doing just that for a customer to better respect your brand.

Going beyond the industry People aspire to work and partner with others who create an impact on the larger community. Going beyond the industry, to better the community you serve is the key to creating a lasting relationship. Be a part of the community and immerse yourself in the culture; do more than simply own a business in a given local market.

Specifically for brands that offer a service-driven concept, there is a lot that a business can do to make an impact beyond the industry. For example, many of our team members at Christian Brothers are certified in identifying the signs of human trafficking. It all boils down to demonstrating the drive to improve the lives of others, both consumers and employees, while continuing to foster potential relationships.

Be a giver and leave your brand’s legacy on each community it serves. Create impressionable moments like driving that poor single mother to work when her car

breaks down – these are the moments

that people will remember in the long run and truly are a reflection of the brand.

Give your business a heart that others can relate to; this will ultimately be the best

way to gain trust and remain as a relevant member of the community, whether your brand is still emerging or well on its way to becoming a nationwide name.

Mark Carr founded Christian Brothers Automotive in 1982 dedicated to the mission “To glorify God, by loving your neighbor as yourself,” with strong core values of faith, honesty and trust. Mark has successfully expanded Christian Brothers to more than 180 locations in 26 states, delivering a variety of professional auto-care services including upkeep, maintenance, and repair.

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auto m otive FR A NCH ISI NG FE AT U R E

Expert Advice: Dennis Elliott, VP of Franchise Development, Maaco Auto Painting & Collision Repair

Adapting a Solid Business Model to Fill Holes in an Industry “Going above and beyond with ingenuity can only come to fruition when a brand is established enough to understand where it fits within the industry puzzle.” brand innovation is gaining a fresh perspective on the strengths your brand currently brings to your industry. The solid business model your brand represents must be adaptable while staying true to your original brand values and beliefs. No matter the industry, pushing for creativity and innovation allows the brand to stay alive in the minds of consumers and industry leaders.

Dennis Elliott

Each new brand in an industry is created to fill a void, but even after the larger hole is filled with a new business idea, the industry is constantly adapting to a world that creates more holes every day.

In order to close the gap on new businesses entering an already competitive industry, established brands can adapt their business model to cover these holes and simultaneously remain innovative in the eyes of consumers and the industry alike.

Often the key to creative and successful

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Know your strengths

Maaco has continued to expand its reach to new customer categories over the last 10 years, and now approximately a quarter of our system sales come from less traditional, non-consumer avenues. To help fuel the growth, we’ve even built out an internal sales team solely focused on driving traffic to franchisees’ stores from rental car companies, dealerships, airports, fleet management companies, and even popular ride-sharing platforms.

It can be easy to fall into a silo of sorts when you focus too strongly on the work you perform on a daily basis and fail to view your brand’s broader strategy. The crucial point to finding the holes in the industry is to turn to your customers and peers.

Invest in the right innovations

About 10 years ago, Maaco launched its “Maaco Paints Anything” campaign in which it took the team’s expertise in painting and implemented it in other avenues to better the community. For this specific example, the brand used its painting expertise to decorate trash cans for a multinational mass media and entertainment corporation and luggage carts for a leading international airline company. While this had nothing to do with the automotive aftermarket industry where the brand sits, it brought to light the importance of giving back to the community beyond your own limitations.

A huge initiative our marketing team is focused on is the customer. In this digital age, customers expect more transparency from a brand and in return they are being more transparent with their thoughts for a brand through online review sites.

It’s important for a brand to have a deep analysis to understand who the customers are, which will allow the brand to better focus on what customer segments the brand will target. A key part of this transformation involves understanding demographics,satisfaction drivers and media consumption habits of these target customer segments. Each market in the US

A brand’s presence on social media outlets, websites and new forms of communication like texting is an impactful way to keep a proven solid business model feeling – and appearing – refreshed and new for both customers and franchise prospects.

“No matter the industry, pushing for creativity and innovation allows the brand to stay alive in the minds of consumers and industry leaders.” has a different mix of customer segments, and similarly, each market should have different media and messaging strategies defined by makeup of the target customer.

For example, in a world that’s increasingly moving to digital, the budget is geared to digital advertising and less on TV or radio.

Go against the grain Going above and beyond with ingenuity can only come to fruition when a brand is established enough to understand where it fits within the industry puzzle. Once you understand these parameters, strategically going against the grain will help your brand impact the community on a local

level while building brand awareness on a national level.

To implement this kind of thinking, Maaco launched its “satellite” concept 2 years ago. Almost universally, the majority of the population views taking their car to the shop as a horrible chore. So instead of the customer bringing their car to the shop, the brand brought the shop to the consumer by having a booth at local automotive parts stores and community gatherings. This encouraged customers to become excited because they no longer had to take their car to shop – they could get a quick check and save time and money. For the brand, this kind of outreach strengthened the

relationships with the larger community by making the brand not just another business, but a team of people working to better the lifestyles of those they serve.

Dennis Elliott has held a number of corporate positions at Driven Brands, Inc., the largest family of automotive aftermarket franchise brands, for more than five years. His roles have included senior director for M&A and corporate strategy at Driven Brands. Currently, Elliott is the vice president of franchise development for marque brand Maaco Auto Painting & Collision Repair, which has more than 500 independently owned and operated franchises across the United States and Canada. In total, Maaco has restored the safety and appearance of more than 20 million vehicles over 45 years. www.maaco.com

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Expert Advice: Ed Pearson, VP of Sales and Development at Meineke Car Care Centers, Inc.

Attracting Fresh P Franchisees and C Through Moderniz

Finding success in the modernization of your brand begins with extensive research. This includes internal and external analysis of the brand, the larger industry at hand and existing technology.

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With that in mind, the road to modernization often begins with the same questions for any brand: How does your brand stand out among the rest? How can your brand influence the next generation of entrepreneurs and customers?

Once you’ve concluded the majority of the ongoing research, revolutionizing a brand can be broken down into two steps: identifying the best timeline and the best action plan for implementation.

A brand must be aware of when the most

appropriate moment for change will be.

Often at the beginning of a quarter or after a significant event is a natural way to transition into a complete transformation.

That will likely shape the implementation plan as well.

Recognizing the Time for Change A brand with a rich history most likely boasts a large fan following, but also has the potential to reach more customers

Prospective Consumers zation and potential franchise partners with a strategic modernization effort. As you look within your own brand and begin to skim the surface of research, keep an eye on how many new customers are coming in each month. As a growing franchise, how many potential franchisees are Baby Boomers compared with Gen X or millennials? Could your franchise system benefit from a refresh?

As you look at the people in your system, assess the state of your locations physically. How attractive and aesthetically pleasing are they to the consumer’s eye? How does existing technology play a role in your current model and can it be improved? What are your competitors up to – are they leading the charge with a more contemporary look?

Once you’ve recognized the signs that it’s time to upgrade your brand, it’s time to start planning for the future. Setting your brand up to be successful for another 40+ years requires transforming the brand’s physical locations and vision to better fit the customer’s established beliefs and images of the brand.

Customers’ views of the brand are key, as they are the drivers of the day-to-day business. To attract a new generation of franchise partners and consumers, look outside the business owner and see what this market is seeing. Updating your brand will only work if you know what your customers’ view of your brand is and go above and beyond, fixing what a younger generation may not find as appealing.

Ed Pearson

“Updating your brand will only work if you know what your customers’ view of your brand is and go above and beyond, fixing what a younger generation may not find as appealing.”

Being willing to go the next step and improve upon what they do like is a necessary step in pushing a brand forward.

Implementing the change Existing franchise partners, as long as there are systems and procedures in place to encourage compliance with innovations and provide support through upgraded processes, are your biggest assets in seeing that the modernization is a final success.

They are the individuals that have believed in the concept since the beginning and will continue to see the brand through its modernization.

As a result, a constant focus should always be on enhancing the existing franchise locations and guidelines as needed. In order to put this focus into action, there needs to be a well-orchestrated process for updating image standards and guidelines – a team of brand-dedicated individuals to assist and implement the changes on a large scale across all aspects of the business.

When the brand undergoes a change, the entire core of a company can benefit from the brand’s legacy moving into the future.

This legacy is what initially draws in new forward-thinking prospects to further

propel the brand forward. Since they know that there is a consistently positive historical representation and plenty of room to grow, it is possible for prospective entrepreneurs to envision themselves in the franchise system and want to be part of a brand transformation in the foreseeable time to come.

The crucial aspect of change is to be a forerunner of innovation, rather than waiting to follow the competition. Your eye should be on being proactive, instead of reactive, and a newer generation of franchisees and consumers will likely result from your investment in brand research, innovation in the industry and embracing technology.

Ed Pearson has been the vice president of sales and development at Meineke Car Care Centers, Inc., a division of Driven Brands, Inc., for more than two years. Prior to joining the Driven Brands corporate team at its conception in 2008, Pearson was a multi-unit franchisee of Econo Lube, a family brand of Driven Brands. Meineke currently has more than 900 centers that service approximately 3 million cars a year. www.meineke.com

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ex per t advice

Ann Windell, Franchise Owner, Ann’s Chem-Dry in Southern Indiana

Three Steps to Being a More Philanthropic Small Business Owner steps you can take to ensure philanthropy plays a larger part in your small business.

Align with your passions

Ann Windell

Being a part of your community and participating in local philanthropic activities allows your business to reflect a positive image while strengthening relationships with your neighbors and customers.

Smart entrepreneurs will leverage their small business as a tool, donating time and resources, to make a significant impact in their community and enhance the sustainability of their business.

I have been a Chem-Dry franchisee in Southern Indiana for over 25 years. Over those years, I have actively sought out philanthropic work which has resulted in a stronger business that has expanded to new territories and better relationships within my community. There are several simple

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Whether you join the Chamber of Commerce to broaden your connections, sit on the board of trustees of an organization or participate in a local fundraiser, the possibilities of engaging in your community are endless. To help narrow your focus, begin thinking about your passions and a cause that is personally meaningful to you. Ideally, it also relates to your business in some way.

Since I was a child, animal welfare has been a passion, so embracing the ChemDry partnership with Best Friends Animal Society – raising awareness and funds to support shelter pet adoption – was a natural fit. Since we have several petrelated services and over 80% of our customers own pets, it’s also a great fit for our business. Our team participated in local fundraising events and donated a portion of our proceeds to help fund local animal shelters. This year, our efforts paid and we surpassed our national fundraising goal.

Partnering with organizations you care about creates a certain authenticity to your philanthropic efforts. Being part of something that you genuinely want to succeed makes your effort that much more meaningful and effective. The organization, community, and your customers will take notice.

Involve your employees and your customers Communicate with your staff about the philanthropic ideas you are considering.

Involve them in the brainstorming process

and solicit their ideas to help energize the entire staff and generate their excitement and buy-in for contributing toward the effort.

Aim to find ways to involve your customers. Whether it is asking them to participate on a volunteer day, stop by an event you’re sponsoring, purchase a promotional good/service in which proceeds benefit a certain cause or making a direct donation – there are plenty of ways charitable efforts can result in increased customer engagement. Your customers will feel good about doing business with you because of the difference you are making to better the community.

Get specific – how will you help?

There are so many different ways you can contribute to a non-profit organization – event sponsorship, making a check donation, putting in volunteer hours, donating goods/services, running a special offer with a built-in donation, etc., but ask yourself what makes the most sense for your business?

Consider your budget, consider your resources, consider the impact you are seeking to make and how this all aligns with your business core values.

Successful philanthropic efforts are built steadily over time. It is important not to get involved until you’ve established your business and are comfortable managing the responsibilities carried with it.

Giving back and involving your business in charitable work does not have to be complicated. Start simple. Take a comprehensive look at your values and reach out to organizations that excite you,

your staff, and your customers. Involve them in the decision-making efforts and the execution of the partnership. Map out your goals and get specific about the steps you need to take to reach them. Ingraining yourself in your community with philanthropic work and your values of giving back will allow your team to make a positive impact, be part of something bigger and feel good about working with and for you.

Ann Windell is a multi-unit franchisee for Chem-Dry Carpet Cleaning, the world’s largest carpet and upholstery cleaning franchise system. She has been serving residents and business owners

“Giving back and involving your business in charitable work does not have to be complicated. Start simple.

Take a comprehensive look at your values and reach out to organizations that excite you, your staff, and your customers.” of Southern Indiana and Northern Kentucky for more than 25 years. Prior to working with Chem-Dry, she worked as an employee for Texas Instruments in Dallas, Texas. Her interest in running a franchise business stemmed from working alongside a close friend and local operator of a Chem-Dry franchise in Texas. Ann later decided to return to her home state of Indiana and signed

an agreement to be a multi-unit ChemDry franchise owner, now serving two territories. In 2017, Ann won The Heart of Chem-Dry award, for her volunteer work with three animal rescues. She is also active with a number of non-profit organizations in Southern Indiana and is a mentor to employees looking to become entrepreneurs. chemdryfranchise.com

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ex per t advice

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Ask the E x pert

Evan Hackel

Ask the Expert:

“Should I stop doing annual reviews?”

Dear Evan, “I supervise two store managers in two locations. Since we talk every day anyway, do I still have to give them annual reviews?” Pryan, Connecticut.

Dear Aryan, Let me start by giving you two contradictory statements. I hate annual reviews and don’t believe you should do them. But I also know that annual reviews are better than no reviews.

One of the most important things you can do in managing employees of any kind is to give constructive feedback and coaching. Most of the time this does not happen in the workplace. Feedback, generally speaking, is 90% negative in the workplace day to day. That makes the annual review tense and anxious for the employee and, for that matter, for the manager too. As compensation is normally tied to an annual review, that adds just more stress.

Furthermore, research shows the Millennial generation is looking for feedback on a regular basis. And Generation Z, I would assume, would want even more feedback than the older millennial generation does.

Instead of an annual review, I would recommend a monthly touch base with a manager, and a weekly touch base with

the staff. The meetings should be short. I would ask the following questions: Ask the manager every month: • How are you enjoying your job?

• What are some of your achievements this month? o Look to share some additional achievements and reinforce the achievements that they have noticed.

• What are some of the issues that you’ve had this month? o Congratulation them on noticing the issues and where appropriate, give them coaching.

• How can I help you be more successful?

• What are the key items you are focusing on for the upcoming month? o You can make suggestions on things to add or drop.

• Where do you see your future with the company, and how can the company help you achieve it? o In many cases, people will not have long-term goals with the company and that is fine, as long as they are productive employees.

• What kind of additional training or personal development do you need to achieve your goals?

Ask the staff every week: • How are you enjoying your job?

• What are some of your achievements this month?

• What are some of the issues that you’ve had this month?

• How can I help you be more successful?

In touch base meetings with the staff every month, add these questions:

• In your own words, what is the vision of the company and what do you do to help the company achieve it?

• In your own words what is the vision of the company and what do you do to help the company achieve it?

In touch base meetings with the manager, every quarter add these questions:

• Where do you see your future with the company, and how can the company help you achieve it? (Move to quarterly

About Evan Evan Hackel is CEO of Tortal Training, a leading training development company in Charlotte, North Carolina, and Principal and Founder of Ingage Consulting, a consulting firm in Woburn, Massachusetts. To learn more about Ingage Consulting and Evan’s book Ingaging Leadership, visit Ingage.net. Follow @ehackel.

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“Instead of an annual review, I would recommend a monthly touch base with a manager, and a weekly touch base with the staff.”

Evan Hackel

after you are comfortable you understand their goals.) o In many cases, people will not have long-term goals with the company and that is fine, as long as they are productive employees.

These simple touch base meetings are very effective, positive experiences that improve morale, retention, customer service and profitability.

“Research shows the Millennial generation is looking for feedback on a regular basis.”

A Note from Evan . . .

Have a question about your franchise?

Email your franchising question to ehackel@ingage.net. I look forward to hearing from you! Please note that your questions may be edited for length prior to publication.

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Veterans in Franchising may 2018

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Subway : ÂŽ

A Great Opportunity

for Veteran Entrepreneurs

How Military Service Prepares You to Lead a Franchise Franchising USA

SAME DRIVE. DIFFERENT BATTLEFIELD. TAKE THE NEXT STEP > VETFRAN.COM OFFERING FINANCIAL SUPPORT, TRAINING & MENTORSHIP Veterans interested in franchising can take their skills learned in the military to successfully own and develop small businesses. Learn more and support veterans in franchising at www.vetfran.com.

• 650 franchise companies participating • 151,000 veterans and their spouses found careers in the franchise industry • 5,100 veteran franchise owners

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Are you a veteran running a successful franchise? Our VETERAN READERS could use your EXPERT ADVICE! Share your tips for success and provide new Veteran franchisees with the advice they need to be successful in franchising.

For information on how to submit a VETERAN EXPERT ADVICE byline, please contact editor@cgbpublishing.com

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Franchising is a great choice for Veterans. Tell our VETERAN READERS about your concept and why it’s a great fit for veterans.

What’s unique about your franchise? How does your Veterans Program work? What areas are you currently targeting? All this and more can be covered in our unique package that gives you FREE follow up editorial in a following issue of choice if you book our VETERANS COVER STORY!

PROFILE FEATURE

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SUBWAY :

® A GREAT OPPORTUNITY FOR VETERAN ENTREPRENEURS “The dedication and work ethic of a Veteran is unmatched,” Fertman said. “We are proud of the Veterans in the Subway family, which includes Franchisees and Development Agents as well as restaurant and Headquarters’ staff.”

The Subway restaurant chain has a program for military veterans that reduces the cost of purchasing a Subway franchise by 50 present for any honorably discharged veteran opening a Subway restaurant.

For Subway® Franchisee and local Development Agent Debora Carpenter, of Grand Island, Neb., joining the military was pretty much a family affair.

“I grew up knowing the Army life,” said Carpenter, whose father, David George Bodenbender, made a career serving in the U.S. Army while her brother, David K. N. Bodenbender, currently serves as a Major in the U.S. Army and is stationed in San Antonio, Texas.

In 1988, looking to make money to pay for a college education, Carpenter joined the U.S. Army Reserves and was assigned to the 217th Transportation Company at Ft. Sam Houston in Texas.

“During my service I loved what I did and learned,” said Carpenter, who served

eight years in the Reserves, including a year called to Active Duty in support of Operation Desert Shield/Desert Storm. “I could not wait to spend the weekends or my two weeks with my Military family.

There was something about it that truly energized me.”

When not in the Reserves, Carpenter worked at a local Subway restaurant as a Sandwich Artist™ and for the local Development Agent team. But eventually this became a family affair as well as she convinced her father, upon his retirement, to purchase a Subway restaurant. The whole family was involved in the restaurant’s operations: mom Karen, sister Diane and brothers David and Derek.

Now Debora and her husband Todd own 27 shops as Franchisees and oversee almost 200 locations as Development Agents.

Chief Marketing Officer Don Fertman said Veterans make great Franchisees.

Fertman said the Subway brand is also in the midst of exciting global brand transformation that includes a new restaurant design, refining operations, introducing new and improved products, creating an even greater customer experience, and ensuring Franchisees have the greatest opportunities to successfully grow their businesses.

Subway Franchisee Laura Flint, from Middlebury, Vt., also came from a family with a tradition of serving in the military.

“I come from a long line of soldiers, sailors and pilots and am thankful I was able to serve my country as well,” said Flint, who served in the Vermont National Guard and was called to Active Duty for a year-long deployment to Camp Victory in Kuwait in support of Operation Enduring Freedom. Flint now owns two Subway restaurants.

“It was a long, hot exhausting year,” Flint said of her deployment. “Who knew you could survive wearing full plate armor in 140-degree weather? I was fortunate to be sent with a group of hard working patriotic Vermonters who took their jobs seriously, and watched out for one another.”

“Subway wasn’t on my radar as a career

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choice,” Flint said. “I was the accountant for a local Subway owner and I already owned the UPS store next door. The owner fell on hard times, so I bought him out in 2012 rather than let the business shut down. I am extremely pleased with how things have turned out. I ended up buying a second Subway in 2014.”

John Dell, a Franchisee and Development Agent from Louisville, Tenn., maintains that his military service was able to best prepare him for his careers in business.

Dell has been with Subway for 11 years, following his time in the U.S. Army, where he served in such roles as Quartermaster, Combat Engineers and Special Forces from 1979 to 2003. As a civilian, Dell had careers in sales and marketing for corporations such as the Coca-Cola Company and the Eastman Kodak Company. He oversees 505 Subway restaurants as a Development Agent and, as a Franchisee, co-owns 102 restaurants in Tennessee and Kentucky, providing more than 1,000 local jobs. John piloted the first newly designed Subway Fresh Forward restaurant in Knoxville, Tenn.

“I have found my military experience and rapid success at Subway to be connected,” Dell said. “In a business system like this, a Franchisee’s success is very dependent on his or her ability to listen to employees, customers and the franchisor, while at the same time exercising their leaderships skills every day while making their business successful. My time in the service taught me to build problem solving into everything I do and to always think in terms of actions and consequences.

Inevitably, a person’s success as a Franchisee is shaped by the strengths of the brand and their ability to deliver great customer service, a superior product and do this in a comfortable environment.

Subway provide the opportunity to do this.”

For any Fellow-Veterans looking to join the business world, Dell would suggest that they conduct a very objective and through self-assessment of their strengths, weaknesses and the type of work they really find rewarding and could be successful at.

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COVER STORY: SUBWAY®

VETERANS in Franchising Laura Flint

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MAY 2018

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SUBWAY®:

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FOR VETERAN

You may supply the editorial portion yourself or our editor will interview you and write it for you at no additional charge.

ENTREPRENEURS

John Dell

After venturing into a business that was not successful, Dell saw “an ideal fit” with Subway.

“Today I often tell people that I’m

“A system worked, where I could still direct and determine my success and where I was working for myself and

decide how I want to live my life. Subway

benefiting from my efforts,” Dell said.

HOW MILITAR SERVICE PREY YOU TO LEAD PARES FRANCHISE A

‘retired.’ I say this because I get up every day, enjoy what I do and ultimately can

Good quality photos are required and your Profile will be uploaded to our website.

has been a great fit for me.”

www.subway.com/en-us/ownafranchise

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PRO FI L E

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L it tle Cae sa r s

CONVENIENCE ,

QUALITY

AND VALUE LITTLE CAES A NEW RECI ARS PIZZA HAS PE FOR GROW When you’re the TH growing carry fastest-

out pizza chain in Ame rica*, you’re obviously doing something right.

Or, in the case of Little Caesars, you’re doing many things right.

Franchising USA THE MAGAZINE FOR FRANCHISEES

Contact us for pricing and details: Vikki Bradbury, Publisher Phone: 778-426-2446 Email: vikki@cgbpublishing.com

The compan y isn’t even thinkin g of resting on its laurels, however. Starting in June 2016, Little Caesars Express locations, which are smaller versions of regular stores with limited menus, began open and operate to , providing guests excellent custom with er service and quality products, but in a grab-an d-go format.

“As we implem ent our strategi A Brand You c plan focused on bringin Can Believe g in experienced In restaurant operato in America” Little Caesars based on the rs to add new Pizza has been net number franchise units into previou named “Best stores added Value in Americ of sly untapped 2008-2015 a”** for nine markets, we are looking straight years, and the to reach new ** “Highest-Rated brand appeals customers in ways,” said Ed to consumers Chain – Value new on several levels.

Ader, directo Money” based for the The brand equity r of franchise development on a nationw throughout the built ide survey for Little Caesars of quick-service past six decades . restaurant consum , along with the proven Little In addition to conducted by ers in-line shoppin Caesars Pizza Sandelman & g center business model and ongoing and strip mall Associates, 2007-2015 Express location franchisee support s, the driving the compan expansion plan , are also include y’s growth. s opportunities for franchise About Little location Caesars Pizza Building on Franc traditional franchi s to open in nonse venues—unique hisee Success Headquartered in Detroit, settings like Little Caesars Michigan, Little convenience Caesars® is provides qualifie stores, college the fastest growing campuses and d multiunit franchisees military bases, pizza chain in Americ with the tools just to name a few. a*. Founded they need to follow the in 1959 as a single, familybrand’s proven owned restaura system, including ongoing Little Caesars nt, Little Caesars has Pizza will work training, architec become closely the third largest services to help with its franchi tural chain in the sees to develop pizza with design world** and and Express locations with construction, today has stores in all 50 U.S. preferred lenders customized states, as well architectural to assist and build-out with financin as 18 countri and territories. plans. That design g, research and es development flexibility makes it an of new products, and attractive fit continual marketi for all kinds For more inform venues. promotions. of ng ation about Little Caesars franchi se opportunities * “Fastest growing , visit www.F carryout pizza ranchise.Little chain Caesars.com or call 1-800-5 Franchising 53-5776.

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*Based on 2015 U.S. store growth. ©2016 LCE, Inc. 56333

Franchising USA

V eter ans in Fr anchising

cover story: Subway®

suBway : ®

A Great Opportunity for Veteran Entrepreneurs “The dedication and work ethic of a Veteran is unmatched,” Fertman said. “We are proud of the Veterans in the Subway family, which includes Franchisees and Development Agents as well as restaurant and Headquarters’ staff.”

The Subway restaurant chain has a program for military veterans that reduces the cost of purchasing a Subway franchise by 50 present for any honorably discharged veteran opening a Subway restaurant.

Debora Carpenter and her Subway team.

For Subway® Franchisee and local Development Agent Debora carpenter, of Grand Island, Neb., joining the military was pretty much a family affair.

“I grew up knowing the Army life,” said Carpenter, whose father, LTC. David George Bodenbender, made a career serving in the U.S. Army while her brother, David K. N. Bodenbender, currently serves as a Major in the U.S. Army and is stationed in San Antonio, Texas.

In 1988, looking to make money to pay for a college education, Carpenter joined the U.S. Army Reserves and was assigned to the 217th Transportation Company at Ft. Sam Houston in Texas.

“During my service I loved what I did and learned,” said Carpenter, who served

Fra ran nchising US USA

eight years in the Reserves, including a year called to Active Duty in support of Operation Desert Shield/Desert Storm. “I could not wait to spend the weekends or my two weeks with my Military family.

There was something about it that truly energized me.”

When not in the Reserves, Carpenter worked at a local Subway restaurant as a Sandwich Artist™ and for the local Development Agent team. But eventually this became a family affair as well as she convinced her father, upon his retirement, to purchase a Subway restaurant. The whole family was involved in the restaurant’s operations: mom Karen, sister Diane and brothers David and Derek.

Now Debora and her husband Todd own 30 shops as Franchisees and oversee almost 200 locations as Development Agents.

Chief Development Officer Don Fertman said Veterans make great Franchisees.

Fertman said the Subway brand is also in the midst of exciting global brand transformation that includes a new restaurant design, refining operations, introducing new and improved products, creating an even greater customer experience, and ensuring Franchisees have the greatest opportunities to successfully grow their businesses.

Subway Franchisee Laura Flint, from Middlebury, Vt., also came from a family with a tradition of serving in the military.

“I come from a long line of soldiers, sailors and pilots and am thankful I was able to serve my country as well,” said Flint, who served in the Vermont National Guard and was called to Active Duty for a year-long deployment to Camp Victory in Kuwait in support of Operation Enduring Freedom. Flint now owns two Subway restaurants.

“It was a long, hot exhausting year,” Flint said of her deployment. “Who knew you could survive wearing full plate armor in 140-degree weather? I was fortunate to be sent with a group of hard working patriotic Vermonters who took their jobs seriously, and watched out for one another.”

“Subway wasn’t on my radar as a career

choice,” Flint said. “I was the accountant for a local Subway owner and I already owned the UPS store next door. The owner fell on hard times, so I bought him out in 2012 rather than let the business shut down. I am extremely pleased with how things have turned out. I ended up buying a second Subway in 2014.”

John Dell, a Franchisee and Development Agent from Louisville, Tenn., maintains that his military service was able to best prepare him for his careers in business.

Dell has been with Subway for 11 years, following his time in the U.S. Army, where he served in such roles as Quartermaster, Combat Engineers and Special Forces from 1979 to 2003. As a civilian, Dell had careers in sales and marketing for corporations such as the Coca-Cola Company and the Eastman Kodak Company. He oversees 505 Subway restaurants as a Development Agent and, as a Franchisee, co-owns 102 restaurants in Tennessee and Kentucky, providing more than 1,000 local jobs. John piloted the first newly designed Subway Fresh Forward restaurant in Knoxville, Tenn.

“I have found my military experience and rapid success at Subway to be connected,” Dell said. “In a business system like this, a Franchisee’s success is very dependent on his or her ability to listen to employees, customers and the franchisor, while at the same time exercising their leaderships skills every day while making their business successful. My time in the service taught me to build problem solving into everything I do and to always think in terms of actions and consequences.

Inevitably, a person’s success as a Franchisee is shaped by the strengths of the brand and their ability to deliver great customer service, a superior product and do this in a comfortable environment.

Subway provided the opportunity to do this.”

For any Fellow-Veterans looking to join the business world, Dell would suggest that they conduct a very objective and through self-assessment of their strengths, weaknesses and the type of work they really find rewarding and could be successful at.

Laura Flint

John Dell

After venturing into a business that was not successful, Dell saw “an ideal fit” with Subway.

“Today I often tell people that I’m

“A system worked, where I could still direct and determine my success and where I was working for myself and benefiting from my efforts,” Dell said.

decide how I want to live my life. Subway

‘retired.’ I say this because I get up every day, enjoy what I do and ultimately can has been a great fit for me.”

www.subway.com/en-us/ownafranchise

Franchising USA

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Expert Advice: Janice Kennedy, Owner of The Goddard School in (Northwest) Olathe, Kansas

How Military Service Prepares You to Lead a Franchise Franchising USA

We often talk about military service in terms of sacrifices made by the members of our armed services and their families, but it’s also important to acknowledge the ways in which military experiences benefit our veterans in their postmilitary careers.

As a six-year veteran of the U.S. Army Reserve, I’m able to recognize many ways in which my service experience

“The specialized roles that service members fulfill instill selfconfidence, which gives them the ability to approach nearly any problem or task and do it right, even when it’s hard.”

Discipline

has prepared me for a career as an entrepreneur and a successful franchisee of a profitable, high-quality preschool.

In training and throughout military service, members of our armed forces learn a core set of skills and values – professionalism, discipline and leadership – that they need to be successful during their military career. These skills also often carry over into whatever they decide to do after their service. Many also get the benefit of specialized job training for the specific role they’ll fill during their service, which I consider to be some of the best on-the-job training you can get.

Professionalism Military experience instills a sense of professionalism that carries over into all aspects of life, including a post-service career. I gained an understanding of how important it is to conduct yourself professionally, which I’ve instilled in my faculty members throughout my 10 years as a franchisee. It shows up in the ways our faculty members interact with the parents of our students, the way we show pride in our work and the diligent and thorough way we complete each task.

Professionalism is apparent in the way we approach all aspects of a job and overcome challenges to ensure success and positive results.

The discipline to follow established procedures is also a major factor that has contributed to my success as a franchisee.

In the military, there’s a strong tradition of developing the right approach to help each service member succeed and ensure that the next person who assumes the role can succeed. This is also a core principle of successful franchised businesses in the broader sense, as finding the right approach and making it easy to replicate throughout the system gives all franchisees the best opportunity to succeed. It takes personal discipline to focus on my strengths and rely on the franchise system for support in other areas. On a smaller level, it presents itself in the way each faculty member at our school is trained to step in and perform a role successfully and consistently.

Leadership Leadership training is a fundamental part of the military experience, and service members continually receive training to prepare them for bigger leadership responsibilities as they move up in rank.

The leadership training I completed in the Reserve helped me identify the best candidates, hire the right faculty members and keep my team inspired and motivated to maintain the high-quality education program and service that families expect at our school. I served under a lieutenant colonel who always said that you can delegate authority, but you can’t delegate responsibility. That’s a life lesson anyone can use, but it’s been an especially important attitude to carry into my current role; I can delegate the authority to handle a task, but it’s still my responsibility to ensure things get done. That’s something I impart to each member of my faculty.

Janice Kennedy

Beyond those common skills and values learned by all service members, I’m very fortunate to have received specialized training to serve in a logistics division during my military career. It’s easy for me to draw parallels between that training and my role as a franchisee. During my time in the Reserve, I was responsible for making sure supplies got where they needed to go and all units got what they needed to function at a high level. My role focused a lot on coordination and management, and that experience aligns nicely with my responsibilities as an entrepreneur and franchisee, such as overseeing maintenance and handling payroll procedures. The specialized roles that service members fulfill instill selfconfidence, which gives them the ability to approach nearly any problem or task and do it right, even when it’s hard.

As a veteran, I’m grateful for the way the Reserve prepared me for life, and I can see how that experience pays off each day in my role as a franchisee. It’s a big reason why Goddard Systems, Inc., franchisor of The Goddard School, actively seek out military vets to become a part of their systems.

Janice Kennedy is an Army Reserves veteran and owner of The Goddard School located in (Northwest) Olathe, Kansas. www.goddardschoolfranchise.com

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Profile: Jeff Allen, Owner, Dryer Vent Wizard of Middle Tennessee

How Two Decades in the Army and One Life Changing Event

Helped Me Become a Better Franchisee As a kid, I always knew the military was in my future. It called to me from a young age, and I spent more than 20 years in the Army, jumping in right after college as a helicopter pilot.

After 10 years in the cockpit, I moved into a Public Affairs role at the Pentagon in 2000. I had no way of knowing that one short year later I would have a front seat to one of the most pivotal events in our nation’s history.

On September 11, 2001 I was sitting at my desk when reports of the tragic events in New York City came in. The entire office was mesmerized and appalled at the scenes displayed on the television broadcasts, but we all understood we still had jobs to do.

Soon after I returned to my daily routine, I felt the building shudder and heard the deep growl of an explosion outside. I snapped my head up to look out a nearby window where I saw a growing black and orange fireball fill the sky as an airplane crashed into the Pentagon, directly across the courtyard from my office. At that point, I had already decided to leave the

Franchising USA

“As a commander, I was taught how to understand a problem, visualize a solution and then execute it. I still use that process each and every day. It allows me to buy into my business and, in turn, my customers to buy into me.”

Army for other opportunities, but I knew then the world had changed. While I did take a brief hiatus, when the war started in Iraq, I returned to active duty for another 10 years.

It has always been in my DNA to help protect people, similar to the way it has always been a goal of mine to own my own business. As my military career came to an end and I looked into what my next career move would be, I knew I wanted to be a part of a business that helped people.

I wanted to experience the satisfaction of working to see something grow, become successful and benefit my community. As I began my journey into entrepreneurship, I knew that my military career had set me up for success as a franchisee.

Allow Your Passions to Drive You When it comes to selecting a franchise organization with which to associate yourself, find your passion and pursue

it. I knew, even after my service came to an end, I would want to continue serving and protecting the American people, as I had done for so many years in the Army.

That calling led me to Dryer Vent Wizard, where I saw the potential to continue that legacy of service by working to reduce the number of home fires caused by dryers each year. There are so many franchise options out there, so find one that fits your ultimate lifestyle. I desired the flexibility to spend time with my family and pursue other hobbies, which is exactly what Dryer Vent Wizard allows me to do. Find the business that fits you and don’t be afraid to take that leap.

Prepare Yourself for Challenges Even with the backing and support of a corporate office, launching a franchised business is not easy. I knew I wanted to open my own business early on and spent years saving money, to make sure I wouldn’t have to incur a load of debt as

“Use the resources and classes that the military offers to help transition back into civilian life. The entrepreneurial classes I took before retiring were invaluable in starting my business.”

Don’t be Afraid to Ask for Help The fact is, there are thousands of franchises to choose from and that can be overwhelming, so don’t be afraid to ask for help. Do your research and always ask questions, no matter how small they seem.

Use the resources and classes that the military offers to help transition back into civilian life. The entrepreneurial classes I took before retiring were invaluable in starting my business.

Franchise systems are all about teamwork.

I work alone in my industry, which was and still is a big change from my time in the Army when I constantly was part of a team. However, I know that I am not alone in my business. I see the strong support from our corporate office, as well as other franchisees within the system. We are all working toward one goal, together.

I ventured out into this entrepreneurial journey. In the beginning, I did not know if Dryer Vent Wizard of Middle Tennessee would take off for me. However, through discipline and a positive attitude, I’ve seen continued success as my business has grown. Trust your franchise organization’s processes – it has been proven time and time again.

I remembered everything I learned in

the military as I came upon challenges.

As a commander, I was taught how

to understand a problem, visualize a

solution and then execute it. I still use that process each and every day. It allows me to buy into my business and, in turn, my customers to buy into me.

Jeff Allen was commissioned in the U.S. Army in 1990, directly after college, and trained as a helicopter pilot. He spent the next 10 years stationed at different Army posts, some overseas.

Allen transitioned into a public affairs role in the Pentagon in 2000. During this time, he witness the 9/11 terrorist attack on the Pentagon. After a short hiatus, he reentered the Army and continued serving in a public affairs role, deploying several times to Iraq over another 10 years. Allen retired a Lieutenant Colonel opened Dryer Vent Wizard of Middle Tennessee in 2014. dvwfranchise.com

Franchising USA

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Franchising USA

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Franchising USA

ex per t advice

George Knauf, Senior Franchise Business Advisor, FranChoice

The Care and Nurturing of a Franchise Whale experienced and capable in the franchisee universe. And for most of them the idea of growing is a current goal, they are not resting on their laurels!

But what do these most capable players require to continue finding success?

George Knauf

Whale: A term borrowed from the casino industry and often applied to the segment of franchise owners that own, or have recently liquidated, large portfolios of existing franchise units.

These are the experienced players, the proven performers, that have worked a persistent plan of unit and portfolio growth. They own what some might call a franchise “empire.” Their experience covers site selection, unit construction, new store openings, marketing, sales, managing teams in single units and multiple units as well as managing their people in diverse brands and geographies.

In other words, they are the most

Franchising USA

While they manage their team well, and the franchise brands they work with deliver the value they promised, the challenge becomes growing their portfolio in a way that does not upset what they have already built. There is no shortage of optimistic sales pros looking to sell whatever brand they represent to a capable buyer and these candidates are on every radar screen. Part of their daily activity becomes fending off the incoming barrage of sales attempts.

But they still need to grow…

The key for these operators is to find advisors that provide quality input and advice without a sales agenda. Someone that understands what they do, how it works and what comes next. Finding someone that can determine the ways a new business unit can dovetail into their portfolio and identify the next steps for these operators is a big challenge. Few people operate at their level; there are fewer that can develop growth plans at their level from the outside.

I work with franchise candidates at all levels but serving the goals of these larger operators is a fun and challenging part of my regular weekly activities.

The first step I take when meeting these

operators is building trust, getting to know them and their business. I can’t help them grow if I don’t know where they are, what they have, how it works and what their goals are.

In these conversations I have to deliver value with no regard for selling something to them. If they need resources, I deliver them. If they need contacts, I deliver them. A new funding source? Done. If I don’t have what they need at the tip of my fingers, then I will see if I can get to it through my network and relationships.

My role for the past 20 years in the industry is as a “Franchise Superconnector.” My first goal is to build value by solving problems and helping people pursue goals, whether or not what they need is how I make money.

For all of our franchise candidates we watch the entire franchise industry. That big radar screen is filled with a barrage of opportunities that need to be sorted through and evaluated based on quality, experience, capability and market demand.

Additionally, we watch a number of skilled franchisor operatives to see where they are at any given point in time as they are difference makers and can influence the coming years for a franchise brand. We also pay attention when those operators depart a brand.

Our candidates that have not yet achieved whale status sometimes wonder what our larger candidates are buying and if they get a better deal.

“These are the experienced players, the proven performers, that have worked a persistent plan of unit and portfolio growth.”

Put simply, they are often largely looking at the same businesses that the single unit buyers are considering, just more of them.

The deal they get is often an extension of the prepackaged multi-unit programs already in most FDD’s.

Here are the key differences we see in working with whales: • They are not afraid to engage franchisors • They ask more questions • They are decisive • They call, email and text us, a lot!

• They follow processes well, though theirs may look somewhat different than yours • They are more focused on the “fit” of their next move than brand or industry

• They worry less about what other people think • They focus a lot on the quality of the franchisor’s executive team • They are thinking 5, or more, years out • Before buying a franchise they already want to have an idea of what acquisition might come after that • Nearly all started with 1 unit at some point, but they started with big goals All candidates come to me looking to solve problems. For the first-time buyer, it may be solving not having control of their income or employment. For the experienced multi-unit owner if may be seeking a sensible growth plan.

With the right team around you the biggest goals you can imagine are something you can pursue.

What is your success story? Let’s go find it!

George Knauf is a highly sought after, trusted advisor to many companies; Public, Independent and Franchised, of all sizes and in many markets. His 20 plus years of experience in both startup and mature business operations makes him uniquely qualified to advise individuals that have dreamed of going into business for themselves in order to gain more control, independence, time flexibility and to be able to earn in proportion to their real contribution.

Contact the Franchising USA Expert George’s Hotline 703-424-2980. www.myperfectfranchise.com

Franchising USA

ex per t advice

Page 53

Click here to find out more...

FRANGUIDE.COM 703-424-2980 FIND YOUR FRANCHISE WITH FREE GUIDANCE FROM INDUSTRY EXPERTS

7-Eleven Franchising with the world’s #1 convenience store is easier than you think.

Been looking for. Your earning potential is as big as you want to make it. We offer a gross profit split, which means your success is as important to us as it is to you.

It also might be the smartest business move you’ve ever made.

It’s turnkey – we provide the store, land and equipment.

Start-up is fast (3-6 months). You get extensive training and support from 7-Eleven pros.

As a 7-Eleven Franchisee, you’ll be partnering with a brand known and loved around the world. We’re consistently ranked as a top-five franchisor with more than 54,200 stores worldwide.

Our field consultants and operations teams offer a wealth of support and information. Leveraged vendor relationships mean national buying power.

World-famous brand. World-class opportunity.

Take a second and learn why franchising with 7-Eleven could be the career changer you’ve

brumby’s bakery Brumby’s is one of Australia’s most iconic bakeries. With a history of baking fresh bread every day since 1975, it has fostered a loyal legion of customers who buy more than 10.5 million loaves each year, featuring more than 200 stores across Australia, New Zealand and Papua New Guinea.

Brumby’s Bakery is owned by Retail Food Group, a global food and beverage company headquartered in Australia with over 2400 outlets across over 80 territories worldwide and nine brand systems, including Brumby’s Bakery.

Area Developers or Country Master Franchise

Business Finance Depot

Phone: 1-800-782-0711 Fax: 972-828-5017 Website: Franchise.7-Eleven.com Email: Franchise.Inquiries@7-11.com

Partners receive the benefits of being supported by an established Franchisor: • Full training of the brand system • Ongoing support via a Market Development Manager • Marketing and Communications support including brand assets, promotional campaigns, point of sale material, website, public relations support and more • Product innovation via our dedicated team of food experts • Supply chain and procurement support.

Brumby’s Bakery is seeking Area Developers or Country Master Franchise Partners for the USA. Email rfginternational@rfg.com.au

Business Finance Depot specializes in packaging equipment leases and SBA Express Working Capital loans for start-up and existing businesses.

Our company also works with SBA 7(a) lenders, alternate financing sources, crowd funding financing sources and companies that specialize in using retirement funds to capitalize a new business. Please visit our website for more information.

Our main clients are franchisors seeking financing for their new franchisees and manufacturers seeking financing for their equipment purchases.

Website: www.businessfinancedepot.com Email: paul@businessfinancedepot.com Phone: (800) 788-3884 Contact: Paul Bosley

CAFÉ2U

Master Franchise Partners receive the benefits of being

Cafe2U is a van based franchise, delivering the highest quality espresso based beverages to non-traditional locations; being anywhere that a consumer would not expect to access a high-quality espresso based coffee.

Since the first van launched in Sydney, Australia in 2000, the brand now boasts more than 250 franchises worldwide, including over 100 across the UK, New Zealand and South Africa.

Cafe2U is owned by Retail Food Group, a global food and beverage company headquartered in Australia with over 2400 outlets across over 80 territories worldwide and nine brand systems, including Cafe2U. Area Developers or Country

Clayton Kendall Clayton Kendall provides comprehensive branded merchandise programs for more than sixty franchise communities nationwide, resulting in greater brand exposure, cost-savings, streamlined operations and brand compliance.

With a customized online store as the organizing principle, our websites give franchisees the ability to purchase their advertising and marketing tools in one easy-to use program.

We provide marketing collateral, signage, POP

supported by an established Franchisor: • Full training of the brand system • Ongoing support via a Market Development Manager • Marketing and Communications support including brand assets, promotional campaigns, point of sale material, website, public relations support and more • Product innovation via our dedicated team of food experts • Supply chain and procurement support.

Cafe2U is seeking Area Developers or Country Master Franchise Partners for the USA. Email rfginternational@rfg.com.au

displays, printed materials, promotional products and apparel. Our services include graphic design, merchandising, sourcing, warehousing and fulfillment, kitting and proprietary technology with advanced management reports. All programs are scalable and user-friendly. Customer service is our forte’.

Contact: Dan Broudy, Chief Executive Officer Phone: 412-798-7120 Email: dan@claytonkendall.com Website: www.claytonkendall.com

Franchising USA

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fr anchise & services di r ecto ry

Crust Gourmet Pizza Since its inception in 2001, Crust Gourmet Pizza Bar has grown to over 160 stores in Australia and has expanded into Singapore and is soon opening in the United Kingdom.

Crust Gourmet Pizza is owned by Retail Food Group, a global food and beverage company headquartered in Australia with over 2400 outlets across over 80 territories worldwide and nine brand systems, including Crust Gourmet Pizza.

• Ongoing support via a Market Development Manager • Marketing and Communications support including brand assets, promotional campaigns, point of sale material, website, public relations support and more • Product innovation via our dedicated team of food experts • Supply chain and procurement support.

Area Developers or Country Master Franchise Partners receive the benefits of being supported by an established Franchisor:

Crust Gourmet Pizza is seeking Area Developers or Country Master Franchise Partners for the USA. Email rfginternational@rfg.com.au

donut king

receive the benefits of being supported by an established Franchisor:

The first Donut King store opened in Sydney Australia in 1981 and has since evolved into a network of close to 300 stores throughout Australia, New Zealand, Papua New Guinea, and will be opening in Sweden and the United Kingdom in 2018. Donut King lives by a ‘Make it Fun’ brand mantra, with seriously delicious treats available at vibrant stores served by energetic and engaging staff.

• Full training of the brand system • Ongoing support via a Market Development Manager • Marketing and Communications support including brand assets, promotional campaigns, point of sale material, website, public relations support and more • Product innovation via our dedicated team of food experts

Donut King is owned by Retail Food Group, a global food and beverage company headquartered in Australia with over 2400 outlets across over 80 territories worldwide and nine brand systems, including Donut King.

Donut King is seeking Area Developers or Country Master Franchise Partners for the USA.

Area Developers or Country Master Franchise Partners

Email: rfginternational@rfg.com.au

Foot Solutions

and alignment conditions including diabetes, arthritis and more, Foot Solutions might be the perfect fit for you:

Are You Passionate About Helping People Look Good and Feel Great?

Foot Solutions is the world’s largest specialty wellness franchise focused exclusively on helping people feel good from the feet up. We offer an individualized Holistic Foot Analysis, top-quality customized orthotics and expertly-fitted stylish shoes that are comfortable and supportive.

If you want a business that gives back to your community and improves the lives of people with foot

G-FORCE™ Franchise Group LLC Founded in 2017 and franchising since 2018, G-FORCE™ prides itself as the go-to resource for all things line striping and pavement marking – New Layout, Re-Stripe, ADA Compliance, Stencil Markings, Warehouse Flooring, Parking Structure Markings, Outdoor Basketball Courts, Athletic Field Markings and more.

With attention-grabbing, distinctive camouflage

gloria jeans Since first entering the Australian market in 1996, Gloria Jean’s Coffees is now a global success story, serving guests in close to 900 coffee houses in over 50 territories worldwide.

Franchising USA

• Full training of the brand system

• Supply chain and procurement support.

Reasonable Hours | High Margins | Low Labor Requirements | High Consumer Retention | Not Impacted by Economy | Not Seasonal | Fastestgrowing Market Age 40+ | Opportunities from $85,000 - $240,000 Single and Multi-unit For more information: Call 770.955.0099 Email fscorp@footsolutions.com Visit www.footsolutionsfranchise.com.

trucks and service trailers, state-of-the-art equipment and military-influenced logo and uniforms, G-FORCE™ has built its brand around today’s Veteran and stands as one of only two Veteran-focused franchise brands and the only one of its kind awarding franchises exclusively to Veterans.

Contact: Jack Child Phone: 844-464-3672 Email: info@GoGForce.com Website: www.GoGForce.com

Coffees. Area Developers or Country Master Franchise Partners receive the benefits of being supported by an established Franchisor: • Full training of the brand system

The flexibility of our coffee house design means that all formats can be adapted to a broad range of locations and localised to suit individual markets. General store format options include:

• Ongoing support via a Market Development Manager

• Kiosk • Small coffee house • Large coffee house • Drive thru

• Product innovation via our dedicated team of food experts

Gloria Jean’s Coffees is owned by Retail Food Group, a global food and beverage company headquartered in Australia with over 2400 outlets across over 80 territories worldwide and nine brand systems, including Gloria Jean’s

Gloria Jean’s Coffee is seeking Area Developers or Country Master Franchise Partners for the USA.

• Marketing and Communications support including brand assets, promotional campaigns, point of sale material, website, public relations support and more • Supply chain and procurement support.

Email: rfginternational@rfg.com.au

Grease Monkey Franchising, LLC Grease Monkey® and SpeeDee Oil Change and Auto Service® centers provide preventive maintenance and repair services that help customers meet vehicle manufacturers’ recommendations and warranty requirements. With over 500 locations, Our Less Hassle, More Hustle customer service approach is designed to help customers make educated, informed decisions about maintaining their vehicles in a comfortable, nopressure setting.

HealthSource – America’s Chiropractor HealthSource — America’s Chiropractor ® — is the industry leader in chiropractic and physical rehabilitation care.

Our highly profitable franchise clinics provide state-of-the-art care to their local communities.

We offer single and multi-unit opportunities

honkamp krueger Honkamp Krueger & Co., P.C. (HK) is a Top 100 CPA and business consulting firm in the U.S. and the 3rd fastest-growing Midwest-based firm (Accounting Today, 2017). Specializing in franchise services, HK offers 40-plus forward-thinking, innovative solutions to franchise organizations in all 50 states.

In addition to our tax, accounting and consulting services, HK offers total hire-to-retire solutions through our human capital management affiliate, HKP. Through our HK Financial Services affiliate, HK offers world-class wealth management solutions.

Hooters of America, LLC Since being founded in Clearwater, FL, in 1983, Hooters has become a part of Americana. From day one, Hooters has committed to making customers happy.

With our world famous, often imitated but never replicated, chicken wings, and numerous other quality menu items, Hooters

International Franchise Professionals Group

With over 60 years of combined automotive experience, Grease Monkey® and SpeeDee® franchise owners enjoy a proven system and business model. Each process offers a flexible approach, so franchisees can customize their facility and menu of services for a specific market and investment profile.

Contacts: Jeff King, Director Franchise Development;

Jon Piper, Manager of Franchise Development Email:

jking@greasemonkeyintl.com; jpiper@greasemonkeyintl.com

Phone:

303-308-1660

Website: www.greasemonkeyfranchise.com

for individuals looking to join the recessionresistant healthcare industry.

Contact us to learn how you can own a business that cares for the community, is highly profitable, and that you can be proud of!

Contact: Wes Sattler Phone: (440) 934-5858 Email: development@healthsourcechiro.com Website: www.healthsourcechiro.com

Our depth and level of franchising expertise along with our track record for providing independent and objective franchise advisory/consulting services clearly differentiates HK from all other franchise advisors across the country.

When you partner with HK for your franchising needs, you will always have easy access to one of our owners who will walk in your shoes with you and who has a unique perspective on being an entrepreneur and business grower.

Phone: 888.556.0123 www.honkamp.com

is that special place where everyone can enjoy a great meal, in a warm and inviting environment, with exceptional customer service.

Contact: Stephen Sweetman Phone: 770-951-2040 Email: franchising@hooters.com Website: www.hooters.com/franchising

IFPG to power their business. All of these individuals understand the value of being associated with IFPG.

The International Franchise Professionals Group (also known as IFPG) is a membership based organization that has over 700 members. Our members consist of Franchisors, Franchisor Brokers, Lenders, and other Franchise Professionals that help potential candidates in the process of buying a franchise.

The IFPG is a strictly membership based organization that does not participate in any referral fees from our franchisor members or our brokers, thereby allowing all of our members to work freely together.

Our long-term success is predicated on retaining our members and providing all the tools needed to help you sell more franchises, and close more deals.

Hundreds of nationally recognized franchise companies have chosen the IFPG and its members to represent their brand; hundreds of experienced franchise consultants and brokers have chosen the

If you’re a franchisor, franchisor broker, or another profession that serves the franchising industry call us today at (888) 977-IFPG to learn about membership opportunities.

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Image One Facility Solutions Image One is a national commercial cleaning services business with over 100 franchise owners.

The Image One franchising model was formed on the principles of transparency, training, and top-notch financial and customer service support.

It is regularly recognized as a top franchise by third-party franchise and business publications, having been featured as a top low-cost franchise opportunity on CNBC.com, Entrepreneur.com and in Franchise Business Review.

It’s a grind Founded in 1994 in Long Beach, California, It’s A Grind’s mission is to provide high-quality signature coffee, espresso beverages and delicious food offerings in a comfortable and locally-focused atmosphere.

It’s A Grind has stores in the USA, Middle East and Asia.

Sourcing its coffee from around the globe, It’s A Grind then roasts each batch in Southern California, ensuring consistently fresh, smooth and flavorful coffee.

It’s A Grind is owned by Retail Food Group, a global food and beverage company headquartered in Australia with over 2400 outlets across over 80 territories worldwide and nine brand systems, including It’s A Grind. Area Developers or Country

Little Caesars As the largest carryout-only pizza chain in the world, Little Caesars is doing something right. Little Caesars is an international brand and household name. It’s come a long way since starting as a single store in metro Detroit in 1959.

The Little Caesars brand and distinction of being named “Best Value in America”* for the last ten years is proof of its commitment to satisfying customers by providing one of America’s favorite meals at an affordable cost.

Today, Little Caesars is looking for franchisees to bring HOT-N-READY® pizza to a wide range of communities

Mathnasium Learning Centers Mathnasium is an international franchiser of more than 900 math-only learning centers world-wide, where students K-12 attend to boost their math skills.

Headquartered in Los Angeles, CA, Mathnasium specializes in teaching kids math the way it makes sense to them through customized learning plans and our patented Mathnasium method.

Mathnasium has been ranked as one of the fastest growing educational franchises in the world by

Michel’s Patisserie Michel’s Patisserie has French inspired cafés across Australia. With a history spanning over 30-years, Michel’s Patisserie is renowned for its delicious specialty cakes, pastries, treats, savouries and exclusive award-winning coffee. Michel’s Patisserie also includes an added cafe menu, including breakfast and light meals.

Michel’s Patisserie is owned by Retail Food Group, a global food and beverage company headquartered in Australia with over 2400 outlets across over 80 territories worldwide and nine brand systems, including Michel’s Patisserie.

Area Developers or Country Master Franchise

Franchising USA

Image One franchisees work for themselves in a unique relationship with the franchise company.

Image One provides them with customer support for their business, ongoing training, along with assistance with billing, equipment, and sales training.

Franchise territories are available nationwide.

For information on the franchise, visit ImageOneUSA. com.

Contact: Scott Kochanski Phone: 800-223-1985 Email: scott@imageoneusa.com Website: http://imageoneusa.com

Master Franchise Partners receive the benefits of being supported by an established Franchisor: • Full training of the brand system • Ongoing support via a Market Development Manager • Marketing and Communications support including brand assets, promotional campaigns, point of sale material, website, public relations support and more • Product innovation via our dedicated team of food experts • Supply chain and procurement support.

It’s A Grind is seeking Area Developers or Country Master Franchise Partners for the USA. Email rfginternational@rfg.com.au

nationwide. The company also offers opportunities in non-traditional franchise venues, including convenience stores, college campuses and military bases. Little Caesars works closely with franchisees to develop locations with customized architectural and build-out plans. *“Highest Rated Chain-Value for the Money” based on a nationwide survey of quick service restaurant consumers conducted by Sandelman & Associates, 2007-2015.

Phone: 800-553-5776 Email: USdevelopment@LCEcorp.com Website: www.LittleCaesars.com

Entrepreneur magazine, a top franchise to buy by Forbes magazine, and has remained in the top 50 franchises for franchisee satisfaction by Franchise Business Review.

With Mathnasium you can be a part of a community of franchisees who do well by doing good. If you are ready to take the next step, contact us today!

Phone: 855-351-MATH (6284) Website: Mathnasium.com/Franchise Email: FranchiseAd@mathnasium.com Contact: Franchise Development Team

Partners receive the benefits of being supported by an established Franchisor: • Full training of the brand system • Ongoing support via a Market Development Manager • Marketing and Communications support including brand assets, promotional campaigns, point of sale material, website, public relations support and more • Product innovation via our dedicated team of food experts • Supply chain and procurement support.

Michel’s Patisserie is seeking Area Developers or Country Master Franchise Partners for the USA. Email rfginternational@rfg.com.au

Our Town America For 45+ years, Our Town America has been providing new movers with traditional hospitality by mailing warm housewarming gifts from local businesses in a premium welcome package.

It is Our Town America’s mission to welcome new movers into their community, to help local businesses gain new loyal and long-term customers, and to provide franchisees with an excellent business opportunity.

Thousands of satisfied business owners throughout the United States attest to the success and effectiveness of the Our Town America program, while dozens of locally-owned franchises validate the Our Town America concept as a viable business opportunity. Franchisees are neighborhood

pinot’s palette Pinot’s Palette is a pioneer of the paint and sip experience – a revolutionary way to enjoy art and wine, meet new people and bond with friends. #1 paint and sip for franchisee satisfaction – Pinot’s Palette is a unique, art-inspired entertainment concept catering to adults, corporations and kids.

By combining art and wine into a single concept, Pinot’s Palette now offers an inclusive, social activity for guests to enjoy with friends, family or work team members.

Pizza capers Pizza Capers was launched in 1996 and has outlets across Australia and have recently launched in India.

Pizza Capers has successfully created a new segment in the take-away / dine-in pizza category for high quality, everyday gourmet pizza. Pizza Capers is owned

by Retail Food Group, a global food and beverage company headquartered in Australia with over 2400 outlets across over 80 territories worldwide and nine brand systems, including Pizza Capers.

Area Developers or Country Master Franchise Partners receive the benefits of being supported by an

Pollo Campero Pollo Campero has served flavorful chicken made with our original family recipe since 1971.

Our menu includes fried, grilled, and boneless chicken for wholesome, customizable, easy-toshare meals.

In 2017, we were named #6 in Business Insider’s “25 best fast-food chains in America right now.”

With 350 system-wide locations, including company-owned and franchised stores, we have established a support network for franchisees who want to join our growing family.

Remedy Intelligent Staffing Remedy Intelligent Staffing is a nationwide staffing organization with over 50 years of recruiting and selection expertise to match qualified candidates with employment opportunities where they will succeed.

Our franchise brands, Remedy Intelligent Staffing and Westaff, place candidates in a variety of positions, primarily light industrial with a secondary niche of administrative/clerical. Our three core offerings include temporary, direct hire and temporary-to-hire staffing services.

marketing consultants, showing local business owners how to target their best prospects with enticing offers via direct mail.

Since beginning to franchise in 2005, Our Town America has been consistently ranked a Top 50 Franchise by the Franchise Business Review, making them the only Advertising brand to land a spot in the 10-year Hall of Fame and the sole company to be crowned the Franchise Business Review’s All-time Top Company.

Website: http://ourtownamerica.com Email: franchising@ourtownamerica.com

Pinot’s Palette’s entertaining environment, expert guidance from trained local artists and exceptional customer experience creates strong word of mouth, community recognition and a loyal customer base.

Pinot’s Palette looks for franchisee partners who love to entertain and values that fit comfortably within the Team Pinot culture. Not art experience required!

Franchising since 2010 with more than 130 locations in 33 states, Pinot’s Palette is an established, awardwinning concept leading the paint and sip industry.

Website: www.PinotsPalette.com/Franchise or Email: Franchise@pinotspalette.com

established Franchisor: • Full training of the brand system • Ongoing support via a Market Development Manager • Marketing and Communications support including brand assets, promotional campaigns, point of sale material, website, public relations support and more • Product innovation via our dedicated team of food experts • Supply chain and procurement support.

Pizza Capers is seeking Area Developers or Country Master Franchise Partners for the USA. Email rfginternational@rfg.com.au

With 6 straight years of Compounded Annual Sales Growth, we are now positioned to rapidly expand throughout the US. Franchising with Pollo Campero means serving up fresh, unique flavors with broad appeal and taking part in a franchise opportunity with strong earnings potential. Join our family!

Phone: (972) 770-2800 Website: us.campero.com/franchising Email: franchising@campero.com Contact: Gustavo Duran, Executive Vice President

The parent company, EmployBridge, with corporate headquarters in Atlanta, GA, operates more than 490 offices nationwide and is the 10th largest provider of staffing and workforce solutions in the world. With annual sales over $3.2 Billion, we employed over 460,000 associates on assignment at more than 19,900 companies throughout the USA. Contact: Chad Wright, Franchise Development Director Phone: 877-478-4033 Email: franchise@employbridge.com Website: www.remedyfranchise.com

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scooter’s coffee Founded in 1998, Scooter’s Coffee roasts the finest coffee beans in the world at its headquarters in Omaha, Nebraska. In two decades of business, Scooter’s Coffee’s success is simple: stay committed to the original business principles and company core values.

employees is: “Amazing People, Amazing Drinks...

Amazingly Fast!”™ It reflects a commitment to providing an unforgettable experience to loyal and new customers. Scooter’s Coffee is quickly approaching 200 locations in 16 states and has 135 franchise commitments to build new stores.

Franchise opportunities are available.

A partnership with the Arbor Day Foundation to source shade-grown coffee to protect the rainforests reaffirms its commitment to contribute to a “chain of good”. The company’s Brand Promise, recited to franchisees, customers and

Phone: (402) 934-7284 Website: https://franchising.scooterscoffee.com Email: Kelly.crummer@scooterscoffee.com Contact: Kelly Crummer- Franchise Development Manager

Service Team of Professionals (STOP) As an owner of a Service Team Of Professionals (STOP) franchise, your day will primarily be filled with marketing and management tasks. Operating a STOP franchise will consist of marketing your company at least half of the day. This will take you into your community to meet business professionals, primarily from the insurance industry. To start, you will primarily market simple water and mold jobs for residential and commercial property. Other services like fire, smoke, bio and reconstruction are available to you if you choose.

As job referrals begin to come in, you will refine your skills at estimating the scope and price of jobs with customers and insurance professionals. Initially, hiring quality part-time labor and technicians will assist in you completing the work. As your

SUBWAY® When you own a Subway sandwich shop, you’re part of the world’s largest Quick Serve Restaurant chain and one of its most recognized brands, and you’ll get the support and experience that comes with it. ®

Be part of a winning brand that keeps customers coming back for delicious meals made just the way they want. Subway® is the undisputed leader in fast, wholesome food.

Our sandwiches are made to order right in front of the customer, precisely the way they want - using

the inspection boys The home Inspection business is one of the most In-Demand trades in the country and The Inspection Boys is the lowest Start-Up franchise inspection business opportunity in the nation.

The Inspection Boys has a unique marketing structure to get you up and running quickly, has an amazing training and support system to ensure that you’re ready to go out and conquer your territory and most of all it offers a corporate team that will be with every step of the way.

Besides for being the lowest start-up inspection

The Interface Financial Group – IFG 50/50 The Interface Financial Group – IFG 50/50 is an affordable home-based franchise that provides short-term working capital to small and medium-sized businesses by purchasing current, quality invoices at a discount, thus accelerating the client’s cash flow and growth.

All transactions are syndicated 50/50 with the franchisee and the franchisor, and that means less working capital required to fund transaction: IFG does the bulk of the due diligence and the ‘paperwork’ for the transactions, and IFG 50/50 franchisees will concentrate their efforts on building the referral relationships – they do the ‘people work’.

Key advantages of being an IFG 50/50 franchisee include: • No staff to hire, fire, or manage

Franchising USA

franchise gains more of the market share, the responsibilities related to Administration, Production and Marketing will also increase. Some of these tasks will be filled with part-time or fulltime employees, which will allow you to continue to market your company to anybody that could benefit from the services STOP offers.

From day one, STOP consultants will continue to guide, coach and train you in the skills and requirements needed to operate a successful franchise. We want to be with you every step of the way. Our on-going training and insistence that you call us A LOT, ensures that we are working together. Your work ethic and application to the STOP systems will ultimately dictate your success.

Contact: Daren Clark Phone: 800-452-8326 X1 Email: daren@stoprestoration.com Website: www.stoprestoration.com

freshly baked breads, select sauces and a variety of delicious toppings. When you join the Subway® family, you’ll get world-class support before you even make your first sandwich and well beyond.

Our franchise support system features: training, product development, advertising, purchasing cooperative, field support and much more.

Contact: Ralph Piselli, North American Franchise Sales Manager Phone: 203 877 4281 Email: Franchise@subway.com Website: www.subway.com

franchise business in the nation, The Inspection Boys also offers you the lowest royalty program, the lowest overhead cost and the largest territory sizes in the trade.

When you join the Inspection Boys, you will join more than just a franchise business, you will join a family oriented team that cares and looks out for your success and accomplishments.

Reach out to us today at 800 819-4403 or at info@theinspectionboys.com and find out for yourself. You may also check us out at TheInspectionBoys.com

• No storefront to own, lease, or maintain • No Inventory or stock to purchase • No extensive travel because IFG franchisees do business locally • Business-to-Business, professional environment with regular business hours of operation • Flexibility to relocate for part of the year or permanently and continue doing business Our franchisees are excellent communicators, relationship builders with decision-making and problem-solving skills, and much more sales & marketing oriented. IFG has been in the ‘invoice discounting’ business since 1972, and employs its franchise network in the US, Canada, New Zealand, Singapore, the UK, Ireland, Australia, Mexico and South Africa. www.interfacefinancial.com

The pizza press Founded in 2012, The Pizza Press is a unique concept dedicated to elevating the ‘build your own pizza’ model to an experiential level, by creating an immersive 1920s Americana newspaper theme in which great food, craft beer, ambiance, and service are combined.

The theme, inspired by the special dough press, harkens back to an era of simpler times of neighborhood newsboys. Guests are encouraged to created their own custom pizza or select one of the signature pizzas named after

TopFire Media TopFire Media is an integrated digital marketing and public relations agency, specializing in the franchise industry.

Our clients benefit from our years of experience in franchise SEO service, public relations, media relations, content writing and management, social media marketing, and web design. We work to bring all of these elements together to achieve a common goal – our clients’ success.

The UPS Store

major newspapers such as “The Times,” “The Tribune,” “The Chronicle” and others. The pizzas are published in under four minutes. Pair your pizza with over 18 different craft beers, which change regularly and regionally. Seasonal offers, featuring local and fresh ingredients, keep things topical. Order in person or online, from our new loyalty app, or from our catering menu.

Contact: Cassandra Bremer Phone: 417-612-9217 Email: cbremer@franchisedynamics.net Website: www.thepizzapress.com

Our integrated approach combines our public relations and franchise SEO service prowess and is designed to generate brand awareness, drive consumer engagement, and build credibility for your company.

Phone: (708) 249-1090 Fax: (708) 957-2395 Website: www.topfiremedia.com Email: info@topfiremedia.com Contact: Matthew Jonas

The UPS Store, Inc. is the world’s largest franchisor of retail shipping, postal, printing and business service centers. The UPS Store comprises more than 5,000 independently owned locations across North America providing convenient and valueadded business services to small business owners, entrepreneurs and consumers.

minorities, women, veterans, and retirees. Best of all, we have numerous franchise opportunities available throughout the country, from traditional stand-alone locations to smaller footprint centers inside of other locations including hotels, convention centers, pharmacies and more. Take a look at the currently available franchise opportunities and contact us for more details.

With nearly 40 years of franchising experience, we’ve been able to offer thousands of people the opportunity to become their own boss, everyone from entrepreneurs to corporate executives, including

Phone: (877) 623-7253, Monday - Friday 7 a.m. to 5 p.m. PST Website: www.theupsstorefranchise.com Contact: www.theupsstorefranchise.com/contact

verlo mattress

Verlo offers a one-of-a-kind Comfort Adjustment service, in which guests are able to have the firmness or softness of their mattress altered for free within a period of time. This gives the consumer peace of mind that they will not be stuck with a mattress that no longer addresses their sleep comfort needs.

Verlo has a mattress shopping experience unlike any other – an elevated customer experience that was designed to make shopping as comfortable as the mattresses – with the goal of having guests feel a sense of “ahhh” when in a Verlo store.

As a vertically integrated company, our mattresses are built on-site, sold at consumer-direct prices and serviced locally with a Lifetime Comfort Guarantee.

This model uniquely positions Verlo to benefit from several key retail trends, such as Shop Local, Made in America, and Handmade Products.

Veterans Business Services Veterans Business Services provides the most advantageous franchise acquisition terms for Veterans and provides innovative entrepreneurial training for qualified Veterans seeking grants under the VA Vocational Rehabilitation Program.

Veterans Business Services (“VBS”) specializes in entrepreneurial opportunities for Veterans and has an extensive reach into the Veterans community and can generate significant interest from qualified Veterans who wish to start a franchise or small business.

VBS offers multiple marketing methods that have proven effective with helping franchise organizations with their expansion plans. Utilizing custom email marketing

Company Name: FWR, LLC d/b/a Verlo Mattress Phone: 414/585-8900 Website: www.verlo.com/franchise Email: franchisedevelopment@verlo.com Contact: Kathy Thornton-Bias

campaigns, news press releases, and online franchising e-magazine articles, VBS gets the message to qualified Veterans who are invested in starting a franchise.

VBS supports service disabled Veterans who are enrolled in the self-employment track within the Veterans Administration and provides outreach efforts to transitioning military through TAP and ACAP programs. As a graduate business of the Entrepreneurial Bootcamp for Veterans (“EBV”), we also assist other graduates of EBV and provide coaching support through mentoring programs. VBS is where Veterans turn to make their franchise dreams a reality.

Contact: James Mingey Phone: 202-349-0860 Email: info@veteransbusinessservices.us Website: www.veteransbusinessservices.us

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