VETERANS IN FRANCHISING JANUARY 2019

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Veterans in Franchising january 2019

www.franchisingusamagazine.com

Why Franchising and the Restaurant Industry are

a Good Fit for Veterans

Veterans Make the Best Business Owners: A Veteran’s Advice on How to Make the Smoothest Transition

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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

V e t e r a n s i n F r a n c h i s i n g S u ppl e m e n t january 2019 Our Veterans in Franchising special supplement has become a regular feature of Franchising USA. To share your story in the next issue, please contact Vikki Bradbury, Publisher Phone: 778 426 2446 Email: vikki@cgbpublishing.com

Contents On the Cover

Veteran News

50 Veterans Make the Best Business Owners: A Veteran’s Advice on How to Make the Smoothest Transition

46 FirstLight Home Care Named One of

the Top Franchises for Veterans by

Entrepreneur Magazine

52 Why Franchising and the Restaurant Industry are a Good Fit for Veterans

47 PuroClean Awards First-Ever Free Franchise to Military Veteran Through

PuroVet Program

Veteran Profiles 48 JDog Junk Removal & Hauling 52 Hwy 55 Burgers, Shakes & Fries

Veteran Expert Advice 50 Veterans Make the Best Business Owners: A Veteran’s Advice on How to Make the Smoothest Transition Jerry Flanagan , Founder, JDog Junk Removal

& Hauling

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veteran news FirstLight Home Care Named One of the Top Franchises for Veterans

by Entrepreneur Magazine Leading non-medical home care franchise recognized by Entrepreneur Magazine for second consecutive year FirstLight Home Care, an awardwinning provider of non-medical home care, was ranked by Entrepreneur Magazine as one of the top franchises for veterans.

FirstLight was evaluated based on veteran incentives, support of veteran franchisees, and its ranking in the 2018 Franchise 500.

This is the company’s second year in a row making the list.

“We’ve long been a supporter of veterans and are always looking for more ways to show appreciation for those who have served our country,” said Jeff Bevis, CEO and co-founder of FirstLight Home Care.

“We have programs in place to provide veterans with assistance in opening their

own FirstLight business, and we’ve had tremendous success at our locations owned by those who have served in the U.S. Armed Forces.”

As part of its support for all U.S. military veterans, FirstLight discounts its franchise fee by $12,500 for veterans. Bevis also serves as the current committee chairman of the International Franchise Association (IFA) Education Foundation VetFran Committee, which helps provide access and opportunities in both employment and franchising for veterans and their spouses. Additionally, FirstLight regularly

attends and presents at regional and national events that are created to assist transitioning veterans to highlight both business ownership and employment opportunities that exist within the franchise industry for veterans and their spouses.

In addition to making Entrepreneur Magazine’s Top Franchises for Veterans list, Franchise Business Review ranked FirstLight as a Top Franchise for Veterans for the second consecutive year.

The recognition from Entrepreneur adds to the recent awards FirstLight has been receiving lately. In recent months, the company has also made the Inc. 5000 list of fastest-growing, privately held companies (for the 4th consecutive year of eligibility), as well as the Franchise Times Top 200+ of the 500 largest franchise companies for the fourth and sixth consecutive times, respectively.

The company has also made Franchise Business Review’s Top 100 Franchises for Innovation list.

The complete list of Entrepreneur Magazine’s 2018 Top Franchises for Veterans can be found at www.entrepreneur.com/franchises/ topfranchiseveterans/2018/.

For more information about FirstLight Home Care’s franchise opportunities, visit www.firstlightfranchise.com.

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PuroClean Awards First-Ever Free Franchise to Military Veteran Through PuroVet Program Springer was flown to PuroClean’s corporate headquarters in Tamarac, Florida for what he thought was a final interview.

Instead, he was surprised with a reception honoring him as the winner. In attendance at the event were Browad County Commissioner Michael Udine and PuroClean’s entire home office team, including Steve White, president and chief operating officer; Mark Davis, co-chairman and chief executive officer; and Tim Courtney, vice president of franchise development, who created the PuroVet program. A film crew captured the experience for Military Makeover: Operation Career, which will air Springer’s story later this month.

In 2019, Springer will return to Florida for an intensive three weeks at PuroClean’s newly renovated state-of-the-art training facility. He will then relocate to Kansas City to open his business, which he will operate with his family.

Steve White, PuroClean president and chief operating officer; Grant Springer, free franchise winner

PuroClean, a leading restoration and remediation franchise, recently announced the winner of its first-ever PuroVet free franchise giveaway. Washington, D.C. resident Grant Springer, a 26-year veteran of the United States Army, was surprised with his free franchise during an emotional presentation earlier this month. The moment was captured as part of Military Makeover: Operation Career that aired November 7 on the Lifetime Network.

“While studying entrepreneurship at Georgetown University, I was introduced to the world of franchising and companies like PuroClean, who are helping military veterans find their perfect second career,” said Springer. “PuroClean stood out to me and I was really impressed by their PuroVet program. Owning my own business has been a personal goal for many years and I’m incredibly thankful to PuroClean for helping turn my dreams into reality!”

The first-ever PuroVet free franchise giveaway launched earlier this year and was open to all veterans including active duty, reserve, honorably discharged or retired personnel. Each applicant was required to submit a resume and business plan demonstrating how they would successfully run their franchise. PuroClean executives evaluated submissions based on preparedness, business acumen and more. The most impressive candidates were offered a phone interview with PuroClean president and chief operating officer Steve White, a veteran U.S. Army Captain and member of the International Franchise Association’s VetFran committee.

“Veterans are strong leaders who push tirelessly toward success and today, many veteran franchise owners are among the top performers within our network,” said White. “I am honored to be part of this unique initiative, supporting my fellow veterans and helping contribute to their success after service.”

As a result of its PuroVet program, which offers qualifying veterans of the U.S. Armed Forces a $12,500 discount off their initial franchise fee and negotiated savings with key equipment vendors, PuroClean is consistently recognized as a top veteran franchise. This year, the company was named to Military Times’ Best Franchises list. In addition, the company has received accolades for its growth through innovation – including offering the largest territories in the industry – most recently earning the No. 258 spot on Entrepreneur magazine’s prestigious Franchise 500® list.

To learn more about the PuroVet program and PuroClean franchise development, visit PuroCleanFranchise.com.

Steve White, PuroClean president and chief operating officer; Grant Springer, free franchise winner; Michael Udine, Broward County Commissioner

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Veteran Profile: JDog Junk Removal & Hauling

JDog Junk

Removal & Hau

Reduces Franchise Buy-

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JDog Junk Removal & Hauling, a national junk removal franchise owned and operated exclusively

by Veterans and their family members, has a new, reduced franchise fee model that gives more Veterans the opportunity to become business owners.

The new model offers three tiers of franchise ownership based on market size and location: $10,000 franchise fee for markets up to $50,000 people, $20,000 franchise fee for markets up to 100,000 people, and $35,000 franchise fee for markets of up to 200,000 people.

That effectively means Veterans in regions such as Juneau, Alaska; Augusta, Maine; Bismarck, North Dakota; and Helena, Montana have more affordable access to business ownership through JDog.

“As a strong proponent of Veteran employment, JDog cultivates a natural camaraderie among Veterans and an environment in which they can thrive.”

uling

-In Costs

Why franchising -- and JDog -makes sense for Veterans For veterans, franchising takes the guesswork out of starting a business.

Business owners receive a tried-and-true blueprint for how to open and manage a successful business, and benefit from the tools, support, and economies of scale that a franchise system offers. Additionally, a franchise’s built-in structure and hierarchy offers a similar system of accountability and reporting as the military, making the transition from military to the civilian business world smoother.

And yet, despite these benefits as well as the the training, worth ethic, and leadership experience Veterans gain in the military that qualify them to own

“A franchise’s built-in structure and hierarchy offers a similar system of accountability and reporting as the military, making the transition from military to the civilian business world smoother.” and operate their own businesses, many Veterans never take the leap. Often the limiting factor is finances. JDog’s new pricing structure aims to eliminate this barrier.

Its low start-up costs and high margins give franchisees the confidence to manage and grow their operations, and the recession-proof nature of the junk removal business provides confidence in longevity.

For Veterans who may not have other practical or formal business experience, the ongoing operational training, web support, call routing, and other tools JDog provides further positions Veteran business owners for success.

Further, as a strong proponent of Veteran employment, JDog cultivates a natural camaraderie among Veterans and an environment in which they can thrive.

JDog’s camouflaged uniforms and trucks provide the comfort of familiarity, while the company’s commitment to service enables employees to unite with their Veteran brothers and sisters in a common mission.

The future of JDog Jerry Flanagan, an Army Veteran, and his wife Tracy opened the first JDog in Paoli, PA in 2011. The concept took off, and in the seven years since, JDog has grown to 200 active franchises across 31 states, making it the country’s fastest growing junk removal business.

The organization’s new, lower franchise fee model makes business ownership more accessible and affordable for the country’s 20.4 million Veterans.

For more information about JDog Junk Removal & Hauling and how you can take advantage of the new franchise fee model, visit www.jdogfranchises.com.

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expert advice: Jerry Flanagan, Founder, JDog Junk Removal & Hauling

Veterans make the best

Business Owners: A Veteran’s Advice on How to Make the Smoothest Transition

As an Army Veteran, I intimately understand the challenges many Veterans encounter at the end of their military service and have experienced many of them myself.

There are many unknowns in the transition from the military to civilian life, including where to look for a job, how to operate in an environment lacking ranking officers and an apparent chain of command, and how to overcome the communication barrier between between civilian and military working environments.

But the strengths of military servicemen and servicewomen equip them to gracefully overcome these challenges: There are the years of training and discipline, the inherent work ethic that comes with all that training, the strategic mindset and can-do attitude, and the respect which has been ingrained in them from day one and can go a long way in any environment.

These are the same qualities found in exceptional business owners.

For service members who are preparing to transition to civilian life, or for those who’ve recently transitioned and may be

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“Sometimes servicemen and servicewomen need a little encouragement or guidance on where to start in their transition to the civilian business world and how to identify, utilize, and market their strengths. Once they do, success should come easily.” dissatisfied with their current job, business ownership may be the perfect opportunity.

Here are five pieces of advice for aspiring Veteran business owners based on my own experience as a Veteran entrepreneur.

1

Use your military experience to your benefit

When you’re applying for a job or thinking about starting your own business, it’s natural to look for opportunities that align with the hard skills you were trained to excel at in the military. But don’t limit yourself to endeavors that rely solely on your ability to reassemble a truck, operate a communications board, or complete some other task that directly relates to your MOS. The soft skills you gained during your time in the military are often just as important. Things like leadership experience, work ethic, communication, problem solving, positive attitude, and the ability to remain level-headed in the face of challenges are all imperative to becoming the best business owner, partner, and boss you can be.

2

Hire like-minded people

The only way your business will grow and thrive is if you continue investing in it. That means hiring the right men and women for the job. Look for employees that support your endeavor, actively care about the success of the business, and have their own motivators and drive. In other words, look for Veterans like you.

Hiring Veterans that have a strong work ethic, show up on time every day looking clean cut, and serve with purpose is a smart business decision and creates a nearly automatic sense of camaraderie.

Plus, it allows you to give back and help your fellow Veterans.

3

Complete the mission, then find another

As Veterans, we thrive on missions. In business, as in the military, it’s important to never get complacent. Keep setting -and meeting -- your goals and find other opportunities to succeed.

Your milestone may come in the form of hiring your first five employees or it might be expanding to a second location.

Whatever your idea of success is, keep

“Americans want to support Veterans, and the easiest way for them to do so is by hiring a Veteran-owned business.

Be proud of and promote your status as a Veteran or your dedication to hiring Veterans.”

raising the bar, because that will motivate you (and your employees) to work hard every day.

4

Don’t shy away from your Veteran status

Americans want to support Veterans, and the easiest way for them to do so is by hiring a Veteran-owned business.

Be proud of and promote your status as a Veteran or your dedication to hiring Veterans. If customers see that up front, I’d wager you’ll get more business right out of the gate.

5

Don’t feel like you have to start from scratch

Starting a business from nothing can be daunting, which is why franchising is a great option, particularly for Veterans without much prior business experience.

Franchising allows you to be your own boss and make your own decisions, but it also gives you a tried-and-true business

model, guidelines to follow, and a built-in support system.

Veterans inherently have what it takes to be great business owners, making ownership a great option for people leaving the military. Sometimes servicemen and servicewomen need a little encouragement or guidance on where to start in their transition to the civilian business world and how to identify, utilize, and market their strengths. Once they do, success should come easily.

the business into a 200-franchise system that serves 40 million Americans.

Rooted in the military values of respect, integrity, and trust, JDog Junk Removal has become a nationwide movement, creating business and employment opportunities for Veterans and military family members nationwide. www.jdogjunkremoval.com

If you or someone you know is transitioning from the military and considering business ownership, my virtual door is always open to share advice and experience. Find me on LinkedIn (jerryflanagan11) or connect with me through www.jdogjunkremoval.com.

Jerry Flanagan is an Army Veteran and entrepreneur who created a national brand dedicated to empowering Veterans through business ownership.

He founded JDog Junk Removal & Hauling in 2011 and has since grown

Jerry Flanagan

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Veteran Profile: Hwy 55 Burgers, Shakes & Fries

Why Franchising an Restaurant Industr

a Good Fit for Vet When Kevin Adcock reflects on his time served in the United State Marine Corps and the U.S. Army, he thinks of his years of training and preparation, the stark reality of being placed in an area of combat and the lifelong friendships he formed with others in service.

While he is no longer searching for IEDs on the battlefield and helping Iraqi citizens rebuild their country, today Adcock applies many of the traits he learned in the military such as teamwork, accountability and leadership to owning a franchised restaurant in Cheraw, SC. As a third-generation veteran, Adcock always had a military presence in his life.

His father spent 26 years in the Navy and flew EA-6B Prowlers, while both of his grandfathers served in the Navy during World War II. While Adcock did not follow their footsteps into the Navy, he joined the Marine Corps out of high school spent a total of 21 years in the military,

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which included two tours of duty in Iraq.

In the Marines, Adcock served as Field Artillery Forward Observer, setting up observation posts on the battlefield and ordering air strikes on the enemy. He later served as a Field Artillery Targeting Technician in the Army, analyzing intelligence and making recommendations to the field operations team.

As Adcock approached retirement from the North Carolina Army National Guard five years ago, he explored franchise ownership. He was attracted to Hwy 55 Burgers, Shakes & Fries, a classic American diner concept with a 1950’s themed-atmosphere. When he went for the discovery day, Adcock was put to ease when he was given a checklist of what was needed to operate the restaurant franchise.

Despite his lack of experience in the industry, he felt confident in his ability to succeed.

“If you tell me you have a standard operating procedure, I’m all over it,” said Adcock. “Like most veterans, I had never worked in a restaurant. So, to go from not working in one to owning and operating one, it was a significant jump.”

Along with receiving the ongoing support of a franchise system, Hwy 55 provided an excellent guide to prepare Adcock for restaurant ownership. However, there were many aspects of the position he needed to

learn on his own. Whether it was keeping customers happy, leading young staff members or dealing with an unexpected problem in the kitchen, Adcock relied on his experiences in the military by being flexible at all time.

“There are different things that work better than others,” said Adcock. “It may not be what’s in ‘the book’, but it is something you figure out on the fly. You come to the realization that the best way to do something isn’t always written down.”

Adcock has been able to successfully balance the many learning on the job moments with Hwy 55’s playbook of instructions for operating the restaurant.

Over the past five years, he’s had many visitors to the restaurant who he first met in the military. That’s not surprising to Adcock, who cherishes the comradery and relationships he developed with others who served.

“A lot of guys I served with have visited the restaurant and have specifically come to support me. That is the way it has always been. We support each other in everything we do. That is the way it is in combat. You support the person next to you and they support you.”

Although his current daily responsibilities of hiring and training employees, ordering supplies and serving customers are quite different than analyzing intelligence on

nd the ry are

terans “If veterans are looking for something to continue the same kind of values and ethos, I think franchising and the restaurant industry are a good fit because it takes a lot of time, effort and attention to detail.” - Kevin Adcock the battlefield, others are not surprised by Adcock’s transition in life. He noted that many of his friends felt that holding the positions in the military prepared him for a successful civilian career.

So what advice would Adcock give other veterans or members of the military who are exploring franchise ownership?

“I would tell that that it is hard work, but that it is very rewarding. I think there are parallels between the military and franchise ownership in that the harder you work, the more successful you can be. I like to work, and I think a lot of military are similar in they don’t shy away from hard work or physical labor. If veterans are looking for something to continue the same kind of values and ethos, I think franchising and the restaurant industry are a good fit because it takes a lot of time, effort and attention to detail.” www.hwy55.com

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ex per t advice

George Knauf, Senior Franchise Business Advisor, FranChoice

Empire Building “Betcha can’t eat just one!”

- Lay’s Potato Chips

George Knauf

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Opening one profit center does not finish your growth plans as a business owner. The first business you bring to market may be very satisfying, meet your immediate needs and lock you in as a fan of business ownership.

It may also build a craving for more.

Growth is a good thing, as humans we

have been incrementally growing since

we were born. We go from crawling, to

walking, to running, to driving and using

Uber. In everything we do, we begin with the first scary stage and progress to each

subsequent stage as we master the previous steps.

Business is much the same, you may start with a single unit, full time or semi-

absentee, and then every time you begin to feel comfortable open or acquire a new unit.

Here are the broad stroke categories you will grow within as you advance your Empire: • Building basic business skills • Building skills specific to your business(es)

“Like the old Potato Chip commercial, it starts with one.

Eventually you will crave many more.”

• Building your team • Building infrastructure • Building your plan • Continuous persistent growth to meet your skills and resources Basic skills are interesting. Everyone brings skills from their years in corporate America, but most people are specialists, not generalists. While they will likely be able to handle doing what it takes to run a franchise, it may take them a while to get practiced and comfortable in the role of the generalist business owner.

What you do want to keep in mind is that some skill shortfalls can be addressed by virtue of the system you choose to partner with. If you are heavily management skill capable, you want a system that factors in hired marketing and sales skills, and vice versa. Franchise companies build systems to address different needs and skills, they are not one size fits all in terms of how an owner works the business or the tools and resources available to them.

Skills specific to your business may be cooking, ordering or other customer service skills in a restaurant, where a semi-absentee owner of a service concept may focus on building skills that help them manage their business and team remotely.

Each business will have unique specialized skills. The owners of semi-absentee businesses may have more overlap from one business to the next as they build their portfolios since their skills will largely be team building and leadership.

There may be no more important skill than building and leading your team. These are the people that are going to build your brand, keep your customers happy and ultimately determine your success. Most franchise owners bring some level of

management and leadership into their new business. Once teamed with the training and support offered by the franchise company they get into a good routine running their single or multi-unit business.

Your infrastructure will likely largely consist of the office that oversees your business. This is where your multi-unit managers may be based along with any in-house HR, marketing recruiting and accounting staff. How fast you ramp this up depends on the growth of your business. With one unit you may handle some of these roles and outsource others.

As you grow and it makes sense to bring them in-house you begin to grow your office. For some business there may be warehousing, pick-up and delivery or other infrastructure that would benefit the business as you grow.

Your plan is the real key to growth and avoiding stagnation. From day one plan with growth in mind. This may all be within on brand, it may be across multiple brands in time. The more you can take on a global role, placing managers in the business running the day to day operations, you can leverage your time and resources to continue growing. All too often people limit their own growth potential by trying to control too much. In the end, if you are not growing it is most likely because you need to build your hiring, managing and leadership skills.

Once you have a plan, the skills, the people and infrastructure it is time for some real empire building!

You will want some key players around you to help with this. Those include lenders, accounting and legal experts and maybe someone like me to help identify the next things you should be looking at.

When you get busy growing your business you may decide there is a benefit to having someone guiding you to new high priority targets.

At this point you should seek regular consistent growth. Some of our candidates seek tens or hundreds of units at a time.

Depending on what the market has to offer those may be new units or acquisitions of existing units.

Like the old Potato Chip commercial, it starts with one. Eventually you will crave many more.

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

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ex per t advice

David Banfield, President, The Interface Financial Group

The Value of a Reference “Always remember that the franchisor is ‘slightly’ prejudiced in terms of the answers and information they provide.”

In this column we have talked about the need for due diligence as a prospective franchisee works through the discovery process. What is this franchise all about, does it fit my background, finances and life style? Just a few of the many questions that a prospective franchisee needs to research well before making any commitment towards a franchise award.

David Banfield

The world of franchising continues to grow on a global basis. Franchising in its many different forms employs literally millions of people around the globe and has brought thousands of great concepts to the marketplace.

Every year thousands of new franchise units are established and similarly thousands of people make the giant step into self-employment and the world of franchising.

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Previously we have also stressed the need to ‘take your time’ - there should be no rush in undertaking due diligence - as a franchise award is not just a short-term engagement, for the majority of people it is the start of a long-term career plan. When undertaking due diligence most people can get all of the answers they need from the franchisor, and the franchisor is usually very pleased to provide those answers.

This, however, may not be enough. Always remember that the franchisor is ‘slightly’ prejudiced in terms of the answers and information they provide. We are not saying in any way that there could be a problem with the information - we are saying, however, that in many cases the franchisor may not be the best person to consult.

In the majority of franchises, franchisors are not actively engaged in the day-today business that they franchise. They act merely as a conduit to provide the franchise framework for others. This is not always the case, and some franchisors actively work in the franchise business

with stores or outlets under their own management. The information that a franchisor will provide will always detail whether or not they operate stores or outlets in their own name - the information will indicate how many are company owned and operated, and how many are ‘pure’ franchises.

An important and maybe even crucial part of due diligence, when engaging in a franchise search there should be discussion with existing franchisees. Where a franchise has their own company owned outlets, then they are able to provide information to prospective franchisees from both a corporate and a franchisee level. Where there are no company stores, then the franchisor is proving information based on their experience with the system, and feedback from franchisees within their system. While this may be both current and accurate, it is nonetheless second hand.

A key element of due diligence for any potential franchisee should be a discussion with several existing franchisees. This is the best data that anyone can obtain, as it is both independent and addresses the day-to-day issues and experiences of the franchisee. Before embarking on calls to franchisees, a candidate should prepare a list of questions they wish to address.

Those questions need to be deep enough to locate any potential problem areas, while at the same time not too intense that

they invade the privacy of the existing franchisee. Most franchisees in established operations are more than willing to talk with potential franchisees and to share their experiences. One of the reasons they are ‘helpful’ in this manner is the fact that they were also, at some previous time, a prospective franchisee looking for information and conducting the same exercise.

It is important to address this task with a pre-determined goal, which is not just to gather random data points, but rather to gather information that will enable the would-be franchisee to gain a broad cross section of options and feedback in order to determine if there are consistent patterns in the answers received. Asking different questions to different franchisees does not create meaningful feedback. Ideally a specific number of questions should be

“Franchisor information should always be good and reliable, but franchisee information will tend to highlight the real day-today operational aspects of the business - something that every prospective franchisee should delve into.” addressed to each franchisee, and then the answers tabulated and compared for similarities etc. If there is a wide diversity of answers, then this may be indicative of a problem within the franchise system.

Likewise, if the majority of answers portrayed a negative feel, then again maybe there is an underlying concern.

Obtaining feedback where there is perhaps just one person reporting negatively may indicate not a problem with the franchise system, but rather an individual problem between franchisee and franchisor. This latter situation is quite likely to arise, and just points to the fact that not all persons are a perfect match for the world of franchising or entrepreneurship.

Franchisor information should always be good and reliable, but franchisee information will tend to highlight the real day-to-day operational aspects of the business - something that every prospective franchisee should delve into.

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

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