A truly rewarding franchise opportunity
In association with Elite Franchise
Be your own boss in a thriving sector Invest in a Caremark care at home franchise “...it’s an opportunity to run a successful operation whilst fulfilling a social need to a high standard.” Robert Johnstone Franchisee, Caremark (Cambridge & South Cambridgeshire)
01903 266 392
Getting older is a fact of life, and for many, welcoming a carer into their own home is vastly preferable to moving into residential care. As the number of senior citizens grow, this presents a compelling business opportunity
Franchise provider Caremark, which recognised this fact some years ago, offers professionals from different sectors the means to develop a community-based – and potentially highly profitable – care at home service. Founded in 2005, it is now one of the UK’s leading providers of care at home services. Currently, it has an established network of more than 110 franchisees – and with another 12 overseas territories, enjoys an increasing presence at home and abroad. Caremark’s tried-and-tested methodology, sterling reputation and people-centred philosophy are key factors in its success. Over the years, the company has developed and refined a robust system, bolstered by strong policies and procedures, to help franchisees develop the highest standards of care and
support. Crucially, it also enables them to grow a sustainable business. Under this proven model, the care manager builds and supervises a team of trusted care and support workers. Consequently, every Caremark franchisee can focus on developing their business. In addition, adhering to this resilient system reduces risk for the new business owner – a prime consideration during that vitally important first year. As a full member of the British Franchise Association, Caremark prides itself on honesty and transparency. A strong code of ethics shapes the company’s every action. For all these reasons and more, it has built a respected and reputable brand, providing instant credibility to each new franchisee. This level of trust provides a springboard to building a working client base in the community. On a practical level, Caremark’s
excellent relationship with numerous high street banks plays a major role in helping new franchise partners with funding. Given its proven business opportunity, it’s no wonder that Caremark continues to attract a wide range of professionals – who, incidentally, don’t need to have a background in care, thanks to its full training and ongoing support. What’s more important is business management experience, along with a passion for the care sector, a genuine desire to grow a communitybased service and the drive to build a sustainable business. As you read through this supplement, you’ll also discover the common denominator that unites these extraordinary franchisees: a desire to give something back to society and make a difference to the most vulnerable people in their communities.
Contents 4 ‘Homecare is where it’s happening’ 6 Year on year growth 10 The Caremark team 11 A growing market 12 It’s a family affair 14 Working towards the same goal 16 ‘You’ve got to have a vision’ 18 Caremark’s franchising opportunity explained
‘Homecare is where it’s happening’ Demand for care is surging as the elderly population grows ever larger The UK’s population is ageing rapidly – that’s a fact. To self-starters, it’s also an opportunity. The figures are all there in black and white. A 2018 study by Newcastle University and the London School of Economics, for instance, stated that the over-85s are the country’s fastestgrowing demographic. By 2035, their numbers are projected to more than double. In parallel with that, those over-85s who need daily help with tasks such as dressing or going to the shops will 4
almost double to 446,000, according to the report. Meanwhile, diseases such as cancer, diabetes, dementia and depression will pose a growing challenge as the number of over-65s keeps heading higher. All the indications are that our ageing population will carry on expanding. In 2018, according to the Office of National Statistics (ONS), roughly one person in every five was aged 65 years or over. The proportion will be more like one in four by 2038. In 2016, the ONS put the value of
informal adult care at £59.5 billion a year, with about 2 million adults in the UK receiving such care. Few would disagree that in the nearfuture, more and more of us will need care and assistance with daily tasks. This might be personal care, companionship, cooking, shopping, help with mobility around the home, administering medicines, cleaning, dementia care or live-in care. It’s a challenge Caremark is ready for. The homecare opportunity With a network turnover of £100 million, Caremark is in the vanguard of the homecare revolution. Establishing the company in 2005, its chief executive, Kevin Lewis, foresaw a growing trend: that, given the choice of where to be cared for, most people prefer the familiarity of their own home. When YouGov tested this proposition with a survey of 2,058 adults last September, 92% of respondents aged
‘Homecare is where it’s happening’
65 and over agreed that “people would prefer to be supported at home, rather than a care home”. Of 100 MPs polled, 87% said the same. To Dr Jane Townson – chief executive of the United Kingdom Homecare Association, which commissioned the survey – the results came as no surprise. “All of us want to live well at home and flourish within our communities,” she said. “Supporting people at home benefits individuals as well as their wider community of family, friends and neighbours and reduces cost and demand for the NHS.” Every day in England alone, there are more than a million care and support visits to people in their own homes. As a result, Caremark franchisees are well positioned to gain more clients. Non-stop growth Another study, released around the same time as the survey results, illustrated the ongoing rise in the number of domiciliary care staff. The annual State of the Adult Social Care Sector and Workforce report
– compiled by a strategic body for workforce development, Skills for Care – showed the number of residential care jobs drifting upwards from about 660,000 in 2012/13 to 680,000 in 2019/20. In that period, those in domiciliary care soared from roughly 620,000 to 715,000. As Townson noted, they now represent the highest proportion (43%) of all jobs in the care sector in England. “Homecare is where it’s happening,” she said. The right qualities If you have a passion for helping people in your community, Caremark offers a route into this potentially very lucrative sector. You won’t need prior experience of care work, but you’ll have to demonstrate the ten key attributes of successful Caremark franchisees: • A genuine caring attitude towards others; • The ambition and determination to succeed; • Entrepreneurial spirit; • A willingness to take responsibility for
others as well as yourself; • A commitment to high standards; • An interest in working with people in need; • Excellent communication skills; • An appreciation of networking and business relationships; • General management skills; and • Around £35,000 available to invest. The benefits In return for your commitment, you’ll receive expert training that will give you the confidence to run your own business, supplemented by specialised ongoing support. At the same time, you’ll join an exclusive community of like-minded people, sharing their ideas and experiences and encouraging you to succeed. On pages 18-19, we’ll explain the franchising opportunity in more detail. But before that, let’s talk to the man who turned Caremark into a homecare powerhouse – and later in this supplement, some of the franchisees who’ve turned his vision into a reality.
Market and Client Needs
The number of ‘informal’ carers in the UK (friends and family who are unpaid) 2
Of over 65’s would prefer care to be provided at home if possible when they need care 1
6-20% Of over 50’s say they need help with basic everyday activities such as using the stairs, housework, and shopping 3
1. (UKHCA) 2. This figure is surplus to public and private funded care provision (LaingBuisson). 3. (LaingBuisson)
Year on year growth As Caremark once again enjoys a record breaking year, we talk to CEO Kevin Lewis about his plans for expansion. “You can make incredible profits from a truly rewarding business” he tells Elite Franchise “The UK homecare market is booming.” It’s easy to get caught up in Kevin Lewis’s enthusiasm as he spells out his expansion plans for Caremark, the homecare franchise network that goes from strength to strength. As the UK population grows older and ever larger, the founder and chief executive sees nothing but promising signs ahead. “We’re in search of the right people to join a successful network of likeminded business partners. They should be ambitious and driven in business, yet also have a genuine passion for providing outstanding care within their communities.” Kevin’s passion for his business is apparent from the get-go. And why wouldn’t it be? The Caremark network grew by more than 20% in 2020. “More often, people are far happier to stay in the comfort of their own home and have friendly, reliable and trustworthy support staff come in and look after them.” Says Kevin. “We take pride in providing these services, whether it be 24/7, for one hour a day, or even just an hour a week. We are completely flexible.” ”At Caremark, we tailor our care 6
service to meet an individual client’s needs, whatever they may be. This gives great peace of mind for the client and their families, and is a great career opportunity for those passionate about providing care.” The homecare revolution Kevin’s work in providing care dates back to 1987, when he opened his first residential care home in Hove, East Sussex. “I remember our first ever resident,” he recalls. “She was an 89-year-old Welsh lady and unfortunately, she had no one in the world. From the very beginning I felt this incredible sense of responsibility and compassion for her.” The residential home grew over time into a successful business, registered for 20 residents. Whilst this was a great achievement, it flailed in comparison to the enormous potential on the horizon of the UK care market. The future of the industry was shaped in 1993, when John Major’s government implemented the NHS and Community Care Act. From then on, the emphasis would shift towards commissioning care from the independent sector to look after people in their own homes.
“In September 1993, I set up my first domiciliary care company,” says Kevin. “It grew very rapidly – in fact, we achieved a turnover of over £1 million in the first 18 months.” “Where many companies failed was in not understanding the logistics of getting a large number of carers to a growing number of clients in a large geographical area.” Nor was this a dilemma solved overnight for Kevin. He carefully analysed every problem he’d encountered and devised processes, systems and procedures to prevent
“What is important first and foremost is that they actually do care about other people” them recurring. “Once I’d compiled all the relevant documentation and edited it down, I had the first operations manual. That’s when I thought, ‘Wow, I’ve got something here that could be expanded across the UK as a franchise!” Leading the way In 2005 Kevin launched Caremark, franchising the company the following year in 2006. With many business accolades to his name and a reputation for top-quality care, it wasn’t long before Caremark started to attract franchisees.
“Over the years our network has grown to include franchisees from a wealth of professional backgrounds, just about every walk of life you can imagine; doctors, nurses, accountants, salespeople, marketeers and military personnel to name just a few”. “What is important first and foremost is that they are truly passionate about providing top-quality care. After that, it’s having a good business brain. That doesn’t mean they have to have had a prestigious business portfolio, but they need to understand business and what it’s all about.” Despite the emphasis on being a care-driven
company, Kevin explains that you don’t need a background in care. “Whilst we have several franchisees from care backgrounds, this is not something we actively look for.” “Hard work, determination and commitment to the Caremark model is far more important. As a franchise owner your role is to develop your business.” he says, repeating his point about having an affinity for business. If you’re ambitious and prepared to work hard, “you can make incredible profits from a truly rewarding business”. The proof is in the pudding Caremark’s phenomenal success is testament to Kevin’s role as a pioneer in the UK homecare market. To this day, he continues to re-define the standards of top-quality care, with ground breaking initiatives such as Patchcare. 7
“It’s incredible how well our top people are performing” A system pioneered by Caremark, helping to combat the loneliness and isolation of vulnerable people in rural areas. It’s no wonder, with initiatives such as this, that Caremark has garnered such a sterling reputation and seen its size and market value grow consistently. “We’ve enjoyed year on year growth and I’ve no doubts that our franchisees will continue to reach new heights”. Kevin’s rationale is that as the population both increases and ages, the homecare market will continue to expand more and more. “The potential for a high calibre franchisee is enormous and that potential continues to grow as the market increases daily” he exclaims. “It’s incredible how well our top people are performing.” “But that only comes with hard work. To get to the top, you need the qualities I’ve mentioned and the ability to stick to the proven system.” He reiterates. “I started to develop the basic model as early as 1993 when providing domiciliary care as a sole-trader. That model has been refined and improved ever since.” Keeping fees low The Caremark model is designed in such a way that franchisees who follow it to the letter will grow, which benefits the company overall, says Kevin. 8
“We provide support on everything,” he adds. “Launching, registration, developing their business, recruiting care workers… helping obtain clients, matching care workers to clients, using the software… How to recruit staff, how to train staff… what kind of office to look for…” When asked what distinguishes Caremark from other care franchises, he says that none of his rivals offer a variety of services as broad as Caremark do. “Many talk about companionship – yet they exclude personal care, local authority and NHS work. We offer the widest range of services. We can provide for anyone in need of care who wishes to remain safely in their own home, regardless of age or ability.” “What else makes us different? Well, the management service fee (MSF) that we charge each month is the lowest.” Kevin explains. “When I started, I set the MSF at 4.5%, which we calculated to be the fairest and most competitive rate we can offer – whilst continuing to provide top-level support to our network. Unlike other domiciliary care franchises, Caremark is solely British owned. This means no royalties are sent back overseas, saving our UK network of franchisee’s millions, and ensuring that their growth and development continue to be our primary focus”.
“Another difference, if you like, is me. I’m the sole shareholder of the business. I’m totally passionate about it and I totally believe in providing the very highest standards of care for all clients.” The fact that some franchisees own multimillion-pound businesses is a testament to the Caremark model, he says – an achievement that solidifies the company’s position amongst industry leaders in a market of over 8,000 UK care providers. He continues, “I’m immensely proud of how the company has grown and all that we have achieved – but I’m not finished yet. The goal now is to complete the network, confirming ourselves as market leaders, and ensuring communities across the UK are always receiving the very best homecare available.” “To achieve this, we need the right people in the right places. As we’ve proven time and time again, we have the winning formula and now we are seeking high-calibre candidates to join us in implementing this formula.” It’s a matter of pride that he’s made a success of launching such a prestigious franchise business in the care sector. “I’m proud every time I see a letter from a client saying, ‘Thank you for all the care that you’re providing, it’s made such a difference to our lives,’” he adds. “I’m also proud to see care workers get promoted through the ranks. And from a hard-nosed business point of view, I’m very proud of the profits that the company generates.” In fact, the strength of the Caremark brand is constantly in his thoughts. “I look around to see which industries offer an opportunity as good as this one,” he concludes. “And I can’t see them.”
Achieve your potential in a thriving sector Invest in a Caremark care at home franchise “We really do an amazing job and make a real difference to people’s lives.” Hannah Drury Franchisee, Caremark (Sutton) & Caremark (Epsom & Ewell, Reigate & Banstead)
01903 266 392
Caremark Senior Management Meet the main players from the extensive support team
Kevin Lewis CEO
David Glover Franchise director
Lisa Fyfe Finance director
With 34 years’ experience in the care industry – including 26 years starting and developing two of the UK’s leading homecare brands – Kevin is regarded as both a leader and inspirational innovator of care and support services for clients who wish to remain in their own homes.
David, who qualified as a solicitor in 1995, is Caremark’s franchise director and oversees its legal department. In 1996, the Chambers Guide ranked him as one of the UK’s leading franchise solicitors. As a franchisee himself, he has operated a chain of Subway stores in south east England.
Lisa, Caremark’s chartered accountant, heads up the finance team. She ensures its financial systems are robust and compliant and that they support current activities and future growth. In 2018, Encouraging Women Into Franchising (EWIF) named her as a finalist for Woman Franchise Employee of the Year.
INITIAL TRAINING AND ONGOING SUPPORT
James Lewis Commercial manager
Kirsty Jones Training manager
Harinder Dhami National operations manager
James heads up the marketing and IT teams, including rostering. He has been involved in building five different websites for Caremark. In addition, he has experience in creating and leading care worker recruitment campaigns for Pulborough and the wider network.
Kirsty, who was named an outstanding student of dementia studies at university, is a creative learning and development professional with 15 years’ experience in the health and social care sector. She manages and delivers Caremark’s two-week inhouse training programme, along with key head office staff.
Once a new franchise begins operating, the head office team remains available for support. In addition, a dedicated regional support team exists, led by national operations manager Harinder Dhami. Caremark will train, advise and support a franchisee on every step of their business journey.
Number of registered Home Care office locations across the UK 4
Total public funded UK clients per year 2
Hours of Homecare per week for UK 3
UK Home Care annual market size 1
Market and Client Needs
92% Of over 65’s would prefer care to be provided at home if possible when they need care 5
National Market Growth*
The number of ‘informal’ carers in the UK (friends and family who are unpaid) 6
Amount National UK ‘front line’ CSW jobs increased by from January 2020 to January 2021 11
National market value pa 8
15-40% The amount demand for services from the over 65 group could increase by 2030, (at current prices) 9
Of over 50’s say they need help with basic everyday activities such as using the stairs, housework, and shopping 7
Amount the National UK hours grew by from January 2020 to January 2021 10
Average number of Caremark clients per office 12
1. £1.8 bn is private funding. £3.3 bn is public funding. This is Domiciliary care only; figures exclude Supporting Living and Complex (nursing) Care (LaingBuisson). 2. Roughly 342,000 at any one time. 150,000 total private funded UK clients per year (UKHCA). 3. Based on public funding only. England 2.4m / N.I. 276,000 / Wales 167,000 / Scotland 696,000 (UKHCA and N.I. gov website). 4. For national Providers this means each individual office or branch is counted as an office location). Average size 65 clients. Nearly half of office locations look after less than 30 clients. Many small, local micro providers are niche/specialists offering services for specific client groups or geographical areas. (LaingBuisson / Internal Research). 5. (UKHCA) 6. This figure is surplus to public and private funded care provision (LaingBuisson). 7. (LaingBuisson) 8. (LaingBussion) 9. (LaingBussion) *Note these are estimates and estimates of future growth vary depending on the source and methodology used. 10; 11; 12. (Internal data) Note: Numbers rounded; some data estimated based on incomplete official data, all sources provided.
Caremark: Case Study
It’s a family affair In 2008, single mum Farina Tayub gave up accountancy and moved to Leeds to take charge of a Caremark office. Now she’s overjoyed that daughter Thameena has followed her into the business When you ask what attracted her to the care sector, Farina Tayub’s answer comes in three parts. Her immediate response is “instant rewards”. Before joining Caremark in 2008, she’d been an accountant in Leicester and says “number-crunching” can’t compare. “You make a difference, especially when somebody rings and says: ‘I’m so pleased with these carers,’” she adds. “You see the fruits of your labour and you hear about it daily. One of our customers used to ring us just to say hello every week.” The second reason is more commercial. “I was doing accounts for a care home, and I realised that people were living longer and choosing to die in their own homes – that homecare would be the way for the elderly now.” Thirdly, she’d benefited from care herself years ago. “Watching the carers who took me to the bathroom and helped me in and out of bed, I realised that it was something I would want to do one day, because I was at the receiving end.” With this in mind, she opened a spreadsheet in 2007 and visited 15 different franchises up and down the country. She kept returning to Caremark, 12
however, because of Kevin Lewis’s passion for the company and previous experience running Carewatch. “Also, other franchises were dependent solely on the private market, whereas Caremark encouraged local authority clientele as well. The big one for me, though, was that the management fee was the lowest – and he’s never put it up in the 13 years I’ve been with him.” Taking the plunge has transformed her fortunes, she says. “I’ve been a single mum since my children were three and six. Today, they’re at 28 and 31, I’m a grandma and it’s given us a better quality of life. “There were two territories going and during the recession in 2007, Leeds seemed to be prospering, so I uprooted
“I feel very proud to be part of the brand, because it does hold such strong values”
my girls and we haven’t looked back. It changed our life, basically.” Being her own boss, she says, means she can “make very lucrative decisions to enhance my business my way”. Both her daughters have joined her at different times, “but one moved and got married in Edinburgh. The other one, Thameena, became a chartered accountant and decided three years ago that she wanted to run the business with me. So, today she’s my right hand here. It’s amazing.” Thameena insisted on starting at ground level. “So, I made her do every aspect of the work,” says Farina. “She can support anybody now. They love her. She’s a people person. “We take holidays around each other or together, and now she’s planning a baby. I’ll support her with that as well – I’ll be granny while she’s running the business.” At present, Caremark Leeds has roughly 100 staff, while home visits per week hover around the 2,100 mark. “Sometimes we interview our customers so we can put their comments on our website or in our literature, and the things they say are amazing,” says Farina. During the pandemic, head office’s advice has been invaluable, she adds. “I feel very proud to be part of the brand, because it does hold such strong values. It’s a mark of excellence and high-quality standards of care. “We do cross our T’s and dot our I’s. We do get audited, and I welcome that. When Paul, my regional support manager, says he’s coming in to do an audit, I don’t shy away from it because the results will only make me want to be better. “He’s found us to be 93-97% regularly allocated, which is fantastic for us. It means we’re doing something right.”
Caremark: Case Study
Working towards the same goal Julie Oommen left her NHS job last year to set up a Caremark office in Wakefield – and with a strong team behind her, she’s smashing her financial targets Until recently, Julie Oommen had a steady nursing job with the NHS, treating elderly patients with eye problems such as macular degeneration. Then a Facebook ad changed the course of her life. Starting a business had always been at the back of her mind, but the time and effort involved had always seemed daunting. Scrolling through the social media site, however, she was intrigued by the ad for Caremark – a name that was completely new to her. And when a senior member of the Caremark team explained what being a franchisee would involve, the whole idea suddenly started to make sense. “After going through all that information, I spoke with my husband and the guy who looks after our finances,” says Julie. “We looked through the process and thought, ‘This is quite interesting, 14
and quite challenging as well.’ But we thought we could work through it and make it a success.” A visit to Caremark’s head office in Worthing helped to seal the deal. The team was friendly and supportive, and CEO Kevin Lewis didn’t gloss over the challenges Julie would face. “Rather than pushing me to buy his franchise, he made me aware of what comes with it. It’s not all roses,” she says. “He told me, ‘Just go home and think about it and if you really think this is something you can go ahead with, come back to me.’ That was really impressive.” Having opened an office in June, she achieved CQC registration – that is, approval from the Department of Health’s Care Quality Commission – in October. “One good thing is that I managed to create a fantastic team around me and we’re all working towards one goal,” she
says. “I am well ahead with my business plan now, in actual fact. Things are all working very well for me.” That sense of teamwork is critical when it comes to finding clients and building up Caremark’s reputation in the community, she adds. “My business plan says that I’m going to break even in September 2022, but I’m starting to think I’ll reach that target in July this year.” It’s an impressive feat, especially when you consider that her business relies wholly on the private market at present. She is optimistic, however, that following a tender process, government contracts will come her way soon. “We’ve managed to create a relationship with the council and the social worker team. They are helping us,” she adds. “If someone is looking for a private provider, they’re always giving our name to them.” Her own life has certainly changed in the past year. As an NHS employee, she says, “I had a list of maybe ten patients to sort out in the morning and ten in the afternoon. After that, the time was mine. “But here, you’re thinking about your business 24/7. You’ve got managers to handle the day-to-day running of the business, but I’m very hands on. I feel like I have to be involved as well.” Fortunately, Caremark’s training and support are a constant source of reassurance. “I can always get back to Paul, who’s the regional manager, and if he doesn’t know something, he can always find out from the head office. But he’s always there to support us and that is a big help.” The Caremark brand, she notes approvingly, is “all about person-centred care. I know that if I use the system Caremark has developed, I should be able to provide fantastic care and keep people safe in the community. “I don’t know what’s going to happen tomorrow, but I know that I should be able to make a difference and reach the goal that I want.”
Make a difference for yourself and others Invest in a Caremark care at home franchise
“It’s enabled me to have a greater quality of life, whilst providing a vital service to the community.” Sareet Shah Franchisee, Caremark (East Hertfordshire & Broxbourne)
01903 266 392
‘You’ve got to have a vision’
In bringing the Caremark brand to Harrow, Varsha and Girish Khubchandani channelled their sales and finance skills into a fulfilling new venture
Caremark Case Study
To begin with, it was favourable word of mouth that brought Caremark to the Khubchandanis’ notice. In 2008, chartered accountant Girish and his wife Varsha, a medical sales executive, were growing disgruntled with their jobs. Wouldn’t it be better, they thought, if they could run a business together? Varsha’s cousin Suresh had recently acquired a franchise in Leicester. So had his friend Farina in Leeds, and “she loved it, absolutely loved it”, says Varsha. “So, she sold the idea to me.” Varsha’s only real experience of care had been looking after her mother-inlaw. However, as a sales rep for a wellknown pharmaceutical company, she had some knowledge of the medical field. “I liked the idea of providing care. I thought it was a nice way to earn a living, because you’re recruiting people, giving them jobs, you’re helping people and you’re running a business,” she says. A meeting with Caremark CEO Kevin Lewis and his then right-hand man was “absolutely brilliant”, she adds. “It made me think, ‘If I don’t know anything, I’ll learn it.’ “I said to Girish, ‘Let’s go to the presentation. Let’s look at it from a business point of view. Is it viable? Is it something that we could do?’ And then when the figures were presented to us, Girish said ‘Let’s go for it.’” Following Caremark’s methods to the letter meant that within a year or two, the business was doing nicely. “It was challenging, but at the same time it was good because we were busy. We never looked back,” says Varsha. Her original idea was to carry on in the medicines business and hire a manager to run the franchise. But while the couple were applying for a care licence, she decided to take charge of the operations herself. “When I was a rep, if I had a manager
“We’re helping people, whether they are elderly or young adults who need support, and it’s very satisfying to improve their quality of life.” who had never sold a drug or sat in front of a doctor, I didn’t have a lot of respect for them,” she explains. “I didn’t want my carers thinking, ‘You’ve never done this, you don’t know what it’s like.’ So, then I learned everyone’s job. Even to this day, no one can tell me what to do, because I know how to do it. “I care. I’ve done field care supervising. I’ve written assessments. I’ve done coordinating. I did everything. I got to know as much as I possibly could by being hands on. “Then slowly, when we started hiring people, it got easier and easier, because you could give some of the responsibility away. So now, it’s easy. I’ve got a whole team of people to do everything.” Describing the industry as “great”, her husband adds: “We’re helping people,
whether they are elderly or young adults who need support, and it’s very satisfying to improve their quality of life.” The business works, says Varsha, because Girish is solid with numbers while she understands the value of discipline and planning from her pharma days. “It was drummed into us: ‘Fail to plan, plan to fail’… ‘You’re only as good as the people you employ.’ So, I was always target-orientated. “It’s how you run the operations as well,” she adds. “If somebody turns up late, they’ve had it from me. Five minutes late is not an option. “You’ve got to be that type of person, you’ve got to have that sort of vision. You’ve got to know what you want from your business and what kind of reputation you want from the outset.”
Now let’s get down to business
Caremark’s franchising opportunity explained In both human and financial terms, the rewards that come from a Caremark franchise can be overwhelming. With its trusted brand name and potential to generate multiple income streams, this proven business model has transformed the lives of successful franchisees. A franchise package costs £35,000 plus VAT, added to which you’ll need approximately £70,000 to cover staff salaries, office rent, utilities and so on. That’s a total investment of about £115,000. Banks are prepared to lend 70% of that, which means that franchisees need to contribute at least £35,000 of their own money. 18
Securing enough funding usually isn’t difficult, as Caremark has strong working partnerships with leading high street banks such as Lloyds, HSBC and NatWest. Once the business is established, Caremark estimates that you could achieve operating profits of between 10% and 15%. It anticipates that franchisees should hit their break-even point by the end of their first year of trading. First steps Caremark’s goal is to get your business up and running in the most straightforward, efficient way possible.
You can make the first move via www.caremarkfranchises.com or by speaking to a member of the team on 01903 266392. The next step is a face-to-face meeting at Caremark’s head office in West Sussex. For more advice, you can then meet with existing franchisees, after which you’ll draw up a business plan that suits your local area and circumstances. If a bank loan is necessary, Caremark will help you to secure one. As soon as that has been approved, you’ll be ready to begin in earnest. What you’ll get When you sign up as a franchise partner, you’ll receive expert training designed to give you the confidence to run your own business. With licensing rights to your own exclusive territory and the confidence that comes from trading in a growing
Now let’s get down to business
“If you firmly believe that what you are doing is right and put in the required amount of effort, the rest will follow.” marketplace, your earnings potential is directly linked to the effort you’re prepared to put in. The Caremark brand, which is synonymous with quality and excellence, will strengthen your appeal further and give you the purchasing power of a national organisation. With its network of more than 120 offices, the company can negotiate much lower prices than a small, independent operator. Before launching your franchise, you’ll learn the business from top to bottom in a ten-day residential training programme. Using Caremark’s training manual, you’ll be able to eliminate errors and ensure the smooth running of your start-up, taking the guesswork out of any unexpected situation that arises. There’ll be regular updates and workshops too, plus one-to-one training in Caremark’s specialised software. Other benefits include: • A solid, ongoing franchisee support programme; • A unique e-learning model for your homecare staff; • Independent business planning advice; • A full stationery package; • Email, hosting and bespoke pages on Caremark’s corporate website; • Marketing materials; • Branded uniforms; • Membership of the most active and widely recogonised professional body; • Signage allowance; • A branded car lease for the first year; and • A PR launch.
Your clients As well as senior citizens, your clients will include people with disabilities and/ or learning difficulties, those who need respite care and anyone else requiring help and support. Homecare agencies are often commissioned to provide care to clients who are funded by local authorities. At the same time, more people are paying privately for care, and the demand for more complex and professional levels of care is growing. A top player Caremark is proud to be a member of the British Franchise Association, the voice of ethical franchising in the UK. To be accredited with the bfa, companies need to prove that their franchises are reliable and trustworthy. Judging by the comments of Caremark franchisees, that trust is well placed. Sue Hills, for instance, who owns the Mid-Sussex and Crawley franchise, regards Caremark as “a top player” that “delivers good-quality care with consistent growth”. Martin Steyn, of Tunbridge Wells, Tonbridge and Malling, credits the company with giving him a better quality of life. “I’ve really enjoyed employing people from my own community and being my own man,” he says. Former wine importer Duncan Smith, of Kirklees, echoes this. “Don’t worry so much about where your first customer is going to come from,” he adds. “If you firmly believe that what you are doing is right and put in the required amount of effort, the rest will follow.”
Simply the best Robert Johnstone is relishing his work with the Cambridge and South Cambridgeshire franchise, which was awarded its CQC registration in 2018. He and his wife Tracey are now eager to build a profitable business and a legacy for their future. After much research, he concluded that Caremark’s support for franchisees, coupled with its standing in the care industry, set it apart from other franchise providers. “I stand by my decision that Caremark is the best out there and would say that to anyone considering the opportunity,” says Robert, whose previous career was in retail. “My advice for those considering investing in a Caremark franchise would be to do your research and formulate a detailed and comprehensive business plan – and then stick to it! “You’ll never know what awaits you until you actually go ahead and give it a go, but for the most part, it’s the best thing I ever did.” 19
Be your own boss in a thriving sector Invest in a Caremark care at home franchise “...it’s an opportunity to run a successful operation whilst fulfilling a social need to a high standard.” Robert Johnstone, Franchisee, Caremark (Cambridge & South Cambridgeshire)
Recent record growth Proven & resilient business model Full training and ongoing support Lowest management fee in the sector Wholly UK-owned franchisor
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