This franchise is spicing up the high street with its fusion of Indian and Mexican cuisine
MAY 2018 ÂŁ4.50
Seniors Helping Seniors
The care company doing exactly what it says on the tin
Are you ready for GDPR? Why franchises must take their data seriously
THE WOW FACTOR Having spent 20 years perfecting his business chops in a series of tech roles, Ian Sharland has used his keen skills to grow Wow World Group into an international franchisor with 360 franchisees in the UK alone Cover.indd 1
Come and talk to us at one of our Insight Days in 2018:
11th May, Edinburgh 25th May, Aston Business School 22nd June, Manchester 7th September, Bristol 21st September, Milton Keynes 19th October, Leicester 9th November, York
Register your attendance at www.mcdonalds.co.uk/franchising
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Be your own boss and benefit from the support of a proven brand with more than 25 years experience. Share in our growth as the acclaimed technology and entertainment exchange store with worldwide operations. We’re so confident that you’ll be delighted with your CeX franchise that we offer a Buy Back Guarantee if you’re not. Act now to secure your location.
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Impressed by how Baby Sensory was teaching babies valuable skills, Ian Sharland signed up to help build the brand. Now, the business has evolved into Wow World Group, the franchisor for multiple brands, that aims to have over 1,500 franchisees in the UK over the next few years 6 ELITEFRANCHISE | MAY 2018
REGULARS 9 Welcome & contributors 11 News & events 97 Franchise diaries
COLUMNS 13 Pip Wilkins 15 Sussanne Chambers 29 Frank Milner 33 Nigel Toplis 37 Tony Bowman
FEATURES 40 That's a wrap
By marrying Indian and Mexican food, Wrapchic is becoming a huge success
Everything you need to know about trademarks
46 Judgement day
Are you ready for GDPR?
50 Experience experts
How Seniors Helping Seniors jumped across the pond
58 What the franchisor doesn't tell you Franchisees fail far more seldom than startups. Still, being successful isn't easy
66 Press your case
Learn how to get coverage for your franchise
74 Let's get cultural How a great culture can boost your profits
78 Far from flushed
Buying a Drain Doctor franchise, gave Rob Simpson a better work-life balance
40 MAy 2018 | elitefranchise
PR 116x177mm Ad Full Pg Feb 2017 M1 LANDS
APE v1D .pdf PR 1116x177mm 17/03/2017 Ad Full 17:00 Pg Feb 2017 M1 LANDSCAPE v1D .pdf
Ready to take on a new challenge?
LANDSCAPE v1D .pdf
At Home Instead Senior Care we specialise in delivering quality care to older people in their own homes. Given the market opportunity an ageing population presents, a Home Instead franchise offers a wise investment to build a market leading, profitable business while helping people live a better quality of life. Over 190 franchise offices in the UK First class training and support for owners and their teams A proven management franchise model Award winning support
Each Home Instead Senior CareÂŽ franchise office is independently owned and operated. Copyright ÂŠ Home Instead 2017.
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welcome Volume 06 Issue 05 / 2018 EDITORIAL Zen Terrelonge – Acting Editor firstname.lastname@example.org Eric Johansson - Feature Writer email@example.com Angus Shaw – Editorial Intern firstname.lastname@example.org
DESIGN/PRODUCTION Jenny Allen – Designer email@example.com Dan Humphris - Designer firstname.lastname@example.org Lizzie Thurgood - Design Intern email@example.com Dan Lecount – Web Development Manager firstname.lastname@example.org
hoice and responsibility factor heavily in franchising. Aspiring business owners make an active choice to take on a franchise and decide which franchisor fits them, while the latter has a duty of care before and after agreements are in place. In this issue we’ve heard Wrapchic founder Mahesh Raikar insist wouldbe franchisees of the rising Indian burrito franchise have a thorough understanding of what they’re getting into. Then there’s seasoned sales executive Christian Wilse who elected to leave his career for one that touched his heart with the US brand Seniors Helping Seniors, having heard from the franchisor directly. Elsewhere, Rob Simpson had four options when he faced reduncancy – he chose franchising. But where does GDPR land in that franchisor-franchisee relationship? With implementation on Friday May 25, we’ve taken a look at the responsibility surrounding it. And while GDPR doesn’t look to be child’s play, it’s an appropriate description for our interview with cover star Ian Sharland, founder of Wow World Group, the multi-brand franchisor aimed at parents . With 360 UK franchisees, Sharland’s on a mission to hit 1,500 in the next five years and with his fierce enthusiasm it should be like taking candy from a baby.
SALES & MARKETING Gemma Campion – Head of Sales & Marketing email@example.com Jemma Tonge – Senior Account Manager firstname.lastname@example.org Jordan Banes Account Manager email@example.com Taylor Blayney – Account Executive firstname.lastname@example.org Natalie Tyler – Media Assistant email@example.com Ore Akinniranye Marketing Assistant firstname.lastname@example.org CIRCULATION Paul Kirby – Circulation & Data Manager email@example.com Alisha Hardie - Data Assistant firstname.lastname@example.org ACCOUNTS Sally Stoker – Finance Manager email@example.com
■ ZEN TERRELONGE - ACTING Editor
DIRECTOR Scott English – Director firstname.lastname@example.org Circulation enquiries: Channel Edge Media Call: 0124 567 3700 Elite Franchise is published by Channel Edge Media, 1st Floor, Regency House, 16 Victoria Road, Chelmsford, CM1 1NZ Copyright 2018. All rights reserved. No part of Elite Franchise may be reproduced, stored in a retrieval system or transmitted in any form or by any means, without the prior written consent of the editor. Elite Franchise will make every effort to return picture material, but this is at the owner’s risk. Due to the nature of the printing process, images can be subject to a variation of up to 15%, therefore Channel Edge Media Limited cannot be held responsible for such variation. cemedia.co.uk
Among other things, feature writer Johansson dishes up the Wow World factor, interviewing cover star Ian Sharland, founder of the multi-brand franchisor behind Baby Sensory.
Franchising can be an incredibly lucrative business model to embrace. However, before optimism gets the best of you, pessimism and realism are very useful planning tools, Chambers reveals.
Despite an expert ability to communicate their businesses well to clients and their network, franchises are missing a trick when talking with the press – a hurdle Stafford helps them overcome.
In the same way people need faith in their spouses, Toplis believes franchisees require the same trust in franchisors, which means two-way communication and devotion are required from both parties.
MAY 2018 | elitefranchise
Are you looking for a career with all the rewards of helping children achieve and the independence of running your own business?
Kumon is the UK and Ireland’s largest supplementary education provider. As an independent business owner and the Instructor of your own Kumon Maths and English Study Centre, you will reap the rewards of developing children as you grow your business. We offer: • Thorough and transparent recruitment process • Low cost start-up fee • Support of a dedicated Area Manager • Comprehensive training programmes If you can demonstrate the educational skills and business acumen to succeed, this full-time opportunity could be for you. Apply now to attend an orientation meeting near you:
0800 854 714 www.kumon.co.uk
news Events NatWest EWIF Awards 2018 May 15 250 Bishopsgate, London, E1 6AA The Benefits of Buying a Franchise May 22 RBS Commercial Park, 210 Butterfields, Luton, LU2 8DL The Northern Franchise Exhibition June 22-23 EventCity, Phoenix Way, Stretford, Manchester, M41 7TB bfa Franchise Awards 2018 June 28 The ICC, Broad Street, Birmingham, B1 2EA
Belvoir franchisees take home award Bagging an award doesn’t only give you a great feeling, it also provides your franchise good prospects for the future, something Belvoir Bromley, the estate agent franchise, can testify to. After making the shortlist, Belvoir Bromley ended up being awarded a Highly Commended ranking in the Best Agents for First Time Buyers category at the First Time Buyer Readers’ Awards 2018. Speaking about the victory Darren O’Reilly and Chantell Harris, franchisees of Belvoir Bromley, said: “We are over the moon to come Highly Commended in our category out of over 16,500 agents in the UK.” With trophy in hand, the business plans to continue to help remove jargon from the property world.
Franchising: Be in business for yourself but not by yourself July 10 City Business Library, Guildhall, London, EC2V 7HH Restaurant Franchising & Innovation Summit July 16 - 18 Grange City Hotel 8-14 Cooper’s Row, London, EC3N 2BQ
Don’t show me the money If the Church of England’s introduction of contactless payments across 16,000 churches wasn’t convincing enough, you need only talk to 73% of Britons who don’t expect to be using physical money in less than three years’ time to know that physical money is on its way out. And now SPAR, the supermarket franchise, is seemingly welcoming the cashless society. The retail titan has upgraded a store in Holland under the sub-brand SPAR University, to utilise a cashless-only service. Incentivised by potential rewards such as free coffee or lunch, students can scan physical products to appear on their smart devices for purchasing and avoid the perilous journey to the cash register. It’s always great to see franchisors experiment with technology to strengthen their business models for the future.
BY ANGUS SHAW
bfa HSBC Franchise Awards finalists revealed It goes without saying that franchisors wouldn’t be as successful without committed franchisees. That’s why it’s brilliant they're recognised at the the bfa HSBC Franchise Awards. Given there’s no shortage of talented franchisees in the UK, it’s safe to say the judges had their job cut out for them. But they’ve now named the finalists that will compete for the top gong at the ceremony on Thursday June 28.
The list of 16 franchisees competing across five categories includes people from Little Kickers, ActionCOACH, Molly Maid, Dyno, InXpress, Costa, Right At Home, Razzamataz Theatre Schools, Minster Cleaning Services, Pirtek, Autosmart, Sandler Training and The Christmas Decorator. While the competition will certainly be fierce, being shortlisted is in itself an impressive feat. MAY 2018 | elitefranchise
Helping organisations improve their bottom lines Use your experience and our expertise to build a successful b2b consulting franchise ERA UK Franchise Partners work together to provide clients with a range of advice and business strategy to help them streamline overhead costs and generate ﬁnancial savings. Working withcolleagues colleaguesand andclient clientstakeholders, stakeholders, you Working with you provide consultancyand andgenerate generatelong-term long-termadded added value provide consultancy value by leveraging leveragingyour yourown ownexperience experience– and – and that a unique that ofof a unique network of colleagues – on behalf of your clients. Our franchise model works for people from many walks of life; it’s not necessarily limited to those with a background in business. What they typically have in common is hunger and a motivation to gain control of their lives by being their own boss. Most are looking for flexibility and control after many years of corporate life; wanting to work for themselves and earn what they deserve, rather than have their hard work benefit someone else. Together our Franchise Partners save UK businesses millions of pounds per year – come and share in our success!
Our next Our nextFree Free Discovery Discovery Day Day Seminars Seminars areon are onthe thefollowing following dates: dates:
To reserve To reserve your your place place or for ormore for more information, information, please please contact contact us at:us at:
18th January 1st February 22nd February 15th March
erafranchise.co.uk erafranchise.co.uk 023 0238082 8082 9737 9737 email@example.com firstname.lastname@example.org
29th March (Midlands) 12th April 3rd May 17th May
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28/03/2018 11:34 16/01/2018 26/02/2018 15:35 09:54 12/01/2018 15:21 19:20 03/05/2018 20/12/2017 10:41
Pip Wilkins chief executive bfa
bfa HSBC Franchise Awards 2018 From brand awareness to customer focus: the bfa rewards passion and excellence in franchising
he bfa HSBC Franchise Awards 2018 are an opportunity for franchisors and franchisees to be recognised by their peers as one of the best within the franchising industry, whilst delivering a major boost to their business and brand image. Being a winner or a finalist in these awards shows recognition from the industry as being a top franchisee or franchisor which is an incredible accolade. These businesses have put themselves forward in a range of categories that demonstrate the strength, quality and highest ethical standards
from across the length and breadth of the UK franchise community. It isn’t all about the PR exposure though, it’s a great opportunity for our finalists to celebrate some of the key milestones their business has achieved over the last year. This year, there are five award categories for franchisors and another five categories for franchisees. For franchisor award applicants, this year’s categories are Franchisor of the Year, Emerging Franchisor of the Year, Brand Awareness, Award for Innovation and the Award for Franchise Support. For franchisee award applicants, this year’s categories are Young Franchisee of the Year, Lifestyle Franchisee of the Year, Customer Focus Franchisee of the Year, Multi-unit Award and Network Contribution Award. Every application we received this year showed motivation and business focus. It certainly made the judging process extremely difficult. The 2018 winners will be announced at the 2018 bfa HSBC Franchise Awards black-tie ceremony held as part of the bfa Annual Conference on Thursday June 28 2018 at the ICC in Birmingham. I would like to congratulate all our finalists, and wish them good luck for the night of the awards. To be recognised as one of the best within the franchising industry is an honour and it’s always a pleasure to see so many driven individuals together at this event. MAY 2018 | elitefranchise
The mark of excellent care
“…it’s an opportunity to run a successful operation whilst to a high standard.”
You can become the next Caremark homecare franchise success story. for more information speak to our recruitment team on 01903 266392
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Sussanne Chambers founder and managing director HomeXperts
Pessimism and realism: Friends of the franchisee It’s a sad fact of franchising that financially-stretched franchises don’t do as well as better-financed franchisees. So, getting the accounts right from the start is essential
ne of the major decisions a potential franchisee needs to make when deciding to start a franchise is how much to invest. But before that, simple steps can be taken to examine finances. When you start your new business, you may not be able to draw an income from it for a period. Dependent on the type of franchise chosen, the timescales could range from a few months to years, so it’s essential to have enough funding over these periods.
Start with your home-running costs. Prepare a list of personal expenditure for the family. Base it on previous fees by obtaining figures from bank and credit card statements and other bills, which will ensure the numbers are accurate. The most important advice I can give is to be realistic. Be pessimistic and plan for the worst possible scenario by factoring in the worst potential costs. What if the boiler breaks down or you get a puncture and need new tyres on your car? You need to be able to continue to afford essential but unexpected items of expenditure. Once you have a realistic budget, add in some costs for contingency. Don’t forget birthday and Christmas presents and seasonal expenditure such as holidays. While you may need to pull in some pursestrings when starting your business, it’s important to have a realistic picture of your true costs. Now you know how much you will need to take out of the business to live. Next, will you need to borrow money to finance the franchise? If so you will also need to factor in repayments for the loan and interest costs. Now that you have this information you can start to think about how much to invest in a franchise. When deciding on a franchisor, it’s important you assess the true cost of the franchise. All franchises will have additional costs on top of the initial franchise fee, these could be business set-up costs, stock purchases or marketing costs. Getting a clear idea of actual investment costs and business running costs is essential. Now you’re ready to explore ways to fund your franchise, such as specialist franchise loans. Ensuring you have enough working capital to run your franchise will help keep the start of your franchise journey as stress-free as possible. This will give your new business the best opportunity to succeed. may 2018 | elitefranchise
Low overheads and high margins; achieve financial success through an online business Why an ecommerce business could be the perfect opportunity for you You can start with a low level of start-up capital Work where you want, when you want No need to store or handle products yourself
create a brand
work from anywhere
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join a growing market
learn from experts
Interested? Find out how you can start a business that gives you unlimited income potential by attending one of our Discovery Events. Limited places available. Call us to book yours now.
01202 652 103
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CASE STUDY: Nigel & Glenn
MONTHLY NET PROFIT
Brothers, Nigel and Glenn Chilcott, are no strangers to working together. For the past two years, they’ve been building a property business together after leaving their corporate IT careers in London. But they needed another income stream, and joining an online retail franchise seemed the perfect way to do it and keep them away from the typical nine-to-five existence.
Despite not having any direct experience of the ecommerce world, other than from a consumer perspective, Nigel and Glenn believed they had some valuable transferable skills that would benefit their business. In addition, they both had the enthusiasm and determination to make it work. They decided to join Platinum Business Partners in April 2016. Nigel commented: “We realised that you could probably do this on your own, but that it would take a lot longer, not only to get started but to become profitable too. Being taught by mentors who have been there, done it and made the mistakes, as well as being part of a support network, is hugely beneficial. We like the way that Platinum operates with integrity and in the medium to long-term, the franchise fee will become a very cost-effective investment.”
Our focus now is on increasing our sales to 100+ units per day at a minimum of a 20% net profit margin. We also have plans to sell our current brand by December 2018 and develop another two.
Low start-up costs and unlimited potential made this online retail business a ‘no-brainer’
Glenn and Nigel sold their first product on Amazon on18th September 2016. Within nine months of trading, they’ve achieved a six-figure sales revenue and last month’s net profit was more than £3,500.
BY ERIC JOHANSSON / PHOTOGRAPHY BY EMILIE SANDY
Since 2006 Ian Sharland has built Wow World Group into an international franchisor with brands like Baby Sensory and Toddler Sense underneath its umbrella. Now he’s planning to grow the network to include over 1,500 franchisees in the next five years. And that’s in the UK alone
arleylands Farm Museum just outside Billericay is famous for its farmers’ markets and craft village where vendors sell everything from dog grooming and balloons to pottery and ukulele lessons. But for about a year or so the village has also hosted one of Wow World Group’s new centres. Looking at the parents and babies coming out of the centre after enjoying a playful session full of songs and tummy time to help the kids develop, Ian Sharland, the company’s cofounder and director, smiles. “We’ve got about 35 large centres now open in the UK,” he says. These centres’ goal is to run all classes from every one of the franchisor’s brands, an impressive list including Baby Sensory, Baby Foundations, Toddler Sense, Mini Professors, KeepaBeat and Reading Fairy – all of which aim to help young children grow and learn. “We’ve been very lucky,” Sharland shrugs. Although, the question is how much luck has played into his success given how his family early on set him upon the path towards life-long learning. “My grandmother spent a lot of time doing jigsaw puzzles with me and my father gave me a keen inquisitive interest into how things work,” Sharland remembers. Surprisingly, his teachers from the small primary school in Dunsford who saw to his formal education were far from delighted about his constant questioning about why things were the way they were. “They would always say
‘shut up Sharland, you’re interfering,’” he laughs. Discontent with simply learning cold facts without much context, at the age of 16, Sharland had had his fill of school and wanted to drop out to find a job. “My dad didn’t want me to so he said, ‘I’ll tell you what, I’ll get you a job you can do for the next six weeks,’” Sharland says. The work in question was working for a pest control firm. “He got me this really unpleasant job and I’m sure dad told the guys I worked with to give me a really tough time because they kept sending me underneath the floor to spray for wood worm and I hated it,” he says. “I learned that there were more unpleasant things than going back to school.” With this life lesson tightly tucked underneath his belt, Sharland went back to finish his A levels at Exeter Technical College. Following his education, Sharland believed technology was the industry of the future. “So I got a job with a local computer bureau,” he says. Contrary to working with the pest control firm, signing the dotted line to join Western Data Processing in 1977 gave him a sense of fulfilment that prompted him to stay with the company for over two decades as it was sold, merged and grown with other businesses. “I basically stayed with it until the early 2000s,” he says. And young Sharland quickly proved his business chops. “I was promoted fairly quickly and when I was about 21 or 22 I’d become an operations manager looking after roughly 24 staff,” he says.
And this upward trajectory continued when the company was bought by BARIC Computing, which was owned by Barclays. Sharland was given two options following the acquisition: accepting a hefty redundancy payment or moving with the company to London and taking on a more customerfacing role. He chose the latter. “It was probably a stroke of luck because I was then given the job to manage accounts like BP and Legal & General,” he says. Not only was this a chance for him to try his hand at something new but it also provided valuable lessons. “Probably one of the most influential people I’ve ever worked with was a guy named Jack Wratten who worked with BP as their company registrar,” Sharland says. From very early on his objective was to sell additional services to BP, which Wratten didn’t have a problem with. The extra paperwork was another question entirely. “He took me aside and said ‘if you come to me with a little bill every time you want to do something slightly different, then I’m going to get bored and we’ll fall out,’” Sharland remembers. “‘Instead,’ he said, ‘I would much rather we behaved in a grownup manner and that you’ll every so often bring me a big bill for doing a lot of things. That’s going to be much more efficient for getting the paperwork done.’” The lesson: move fast and don’t get held up by the little things. With this relationship in the bag, BARIC Computing, now a part of CMG, had everything it needed to grow at a tremendous speed. But the expansion
MAY 2018 | ELITEFRANCHISE
came at a price. “There was one very harsh lesson that I learned,” Sharland says. “We were a small player in the share registration market but by dealing with BP as customer we grew a successful business offering our services to companies like Guinness, Grand Metropolitan, Legal & General, you know – really big household names. And we got to the point where we’d become a problem to more established players.” One of the competitors was Lloyds. “Overnight they did a fantastic deal with BP, stole our foundation and undermined five years of hard work that me and my team had put in to build a strong business,” he says. “They were simply bigger and more powerful than we were.” Despite having gone through the biggest low point of his career, CMG recognised the failure hadn’t been Sharland’s fault and could’ve happened to anyone. Thankfully, he could stay on, which luckily meant that he’d be assigned to a job in Wales a few years later. “And it was there that I met Keeley,” he says. “It was probably the best order we ever took.” Although, his future wife and business partner confesses that she initially was annoyed by this Exeter guy who came in to teach her to streamline processes. Her, the queen of streamlining. “That was what she called herself,” Sharland laughs. Eventually, after weeks working together, that vexation turned to affection. By 2005 Sharland felt he’d had his fill of working with CMG, left the company and began looking for his next adventure. The solution to the problem arrived when he took on an interim role as managing director at a recruitment publishing company. “One of the guys there, Nick, said his mother had a great idea,” Sharland says. “He saw that I liked to develop businesses and suggested that I should meet her.” He accepted and the following Sunday doctor Lin Day and her husband Howard came to visit the Sharlands’ house to present the concept that would become Baby Sensory. She showed and explained the concept behind the classes she’d been running for four years. While Sharland was intrigued by how songs and playtime could help babies develop, he
was initially quite sceptical. “I thought, if you put 20 babies in a room and one starts crying, surely it will set everyone off,” he says. Still, Keeley was intrigued and went to a class. “She came home and said that it was amazing and ‘you better come with me next time,’” Sharland remembers. When he did, he was stunned to find that not only did none of the children cry but also that babies as young as six months old were actively engaging with the lessons in a way he’d never imagined before. “Seeing these babies being so comfortable with each other and enjoying each other’s company and interacting with one another and with their parents, I thought it was really interesting,” he says. Sharland was so impressed that he agreed to help transform the brand into a business. Having signed a shareholder agreement, their first order of business was to turn the Baby Sensory concept into a franchise. “I’d learned from my earlier experience that you’ve got to become the biggest player on the playground quickly,” Sharland says. Another reason was that franchising would enable the company to recruit highly passionate and motivated people to run the business. “There’s nothing more empowering than feeling that if you work hard you are growing a business for yourself,” he says. No matter what industry you’re in, no franchisor can be successful without a replicable model for franchisees to follow. But creating one would prove
20 elitefranchise | MAY 2018
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There’s nothing more empowering than feeling that if you work hard you are growing a business for yourself a challenge. “Lin was incredibly creative and an amazing class leader,” he says. “But the thing that kept us awake at night was how we could create a training programme that would allow people to replicate Lin in the classroom.” To solve this dilemma, the founding team decided to do two things: have Day write 40 lesson plans and to recruit her daughter-in-law Lucy as the company’s pilot franchisee. This enabled them to write a lesson plan and get immediate feedback that they could adjust to. It didn’t take long before the new franchisee had over 70 babies attending her classes. “Not only was it working but it proved very popular with customers,” Sharland smiles. With this roaring success under its belt the franchisor decided to recruit its first batch of franchisees, using a combination of newspaper ads and talking with clients. However, getting the new members of the network up to speed wasn’t without its difficulities. “We recognised early on that some franchisees buy a franchise, thinking it will be easy because they buy into a model that someone else has been testing,” he says. “Whereas that’s true up to a point, whenever you’re launching any business it involves a lot of work.”
Unfortunately, the franchisor quickly noticed that far from everyone was ready to do the time or had the proclivities necessary to run a business. “There are some people out there who, when faced with a problem, look for a way to solve it and there are others who’d basically just ask us to solve it for them,” he says. While he recognises that franchisors should support franchisees, he’s adamant that some people’s tendencies to whine rather than solve issues meant they couldn’t efficiently grow the business. The solution was to add a new criteria to look for in the candidates wishing to join the network. Previously the franchisor had looked for natural performers who could lead the classes, promote their business, were passionate about customer relationships and loved teamwork. Now, armed with the failures from their first batch, the co-founders added being a problem-solver to the list. “If you don’t have any of these competencies then it may be a mistake for you to run your own business,” says Sharland. Having tended to these teething problems, Baby Sensory successfully grew over the following four years. However, as the business grew, so did the babies. “We had a lot of franchisees telling us they hated to lose customers just because they were 13 months old,” he says. To overcome this hurdle, the franchisor decided to launch a second franchise based on another of Day’s programmes aimed at slightly older kids: Toddler Sense. The launch plan essentially followed the one of Baby Sensory, with the good doctor developing lesson plans and having her daughter Cathy trialling it. Today, one in 20 babies born in the UK go to Baby Sensory classes and roughly one in 50 attend Toddler Sense sessions. “So it’s a decent market share,” says Sharland. Another huge development was that Baby Sensory began to spread across the world. The first expansion came when
MAY 2018 | elitefranchise
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I learned that there were more unpleasant things than going back to school
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Ian and Keeley Sharland
a woman from Italy wanted to launch a Baby Sensory franchise in the Mediterranean country in 2008. “It was a massive challenge because it was a completely different market with a different culture and parents who weren’t used to going to classes,” Sharland says. Nevertheless, the franchisor said yes and when it proved relatively successful, other international markets soon followed. “Our most successful overseas countries have probably been Australia and New Zealand,” he says. Today the Wow World Group has franchisees in over 30 countries. Not only did this international growth mean a very welcome influx of capital into the business but also provided a pivotal insight that would shape the company’s future. While renting venues had worked in the UK, this approach wouldn’t work in the rest of the world. “What made us recognise that we wanted to become a multi-brand company as opposed to a very successful Baby Sensory and Toddler Sense company was during our international adventures when we realised that in a lot of countries – in China in particular – people were only interested in going to classes if you had a venue for it,” he says. Recognising they needed to rethink their approach, the franchisors began considering opening centres of their own. “But having two programmes wasn’t going to be enough to fill out the week,” Sharland says.
That’s why the franchisor's original two brands would in the following years be joined by brands like Baby Foundations, Mini Professors, KeepaBeat and Reading Fairy, many of which are run by the founders’ family members and their friends. And with this growth the multibrand franchisor needed a new name. “We knew we couldn’t use the words baby or toddler because we’d then pigeonhole ourselves into an age group,” Sharland says. But then they had a brainwave. “We realised that one of the words that parents use when they talk about our programmes is wow,” says Sharland. “As in ‘I went to your Baby Sensory classes and, wow, they were amazing.’ So we said, let’s call ourselves Wow World Group.” The new company name was officially introduced in 2017 and the franchisor today has roughly 360 franchisees in the UK and about 450 around the world in total. But Sharland isn’t taking his foot of the accelerator just yet. Pointing at the Billericay venue, he says: “Where I see us getting to in five years’ time I want there to be a Wow centre like the one here in every town in the country and I want them all to run all of our programmes.” To successfully accomplish this, he estimates that each brand will have roughly 250 franchisees, which will bring the total number up to 1,500 franchisees in the UK. “You’ve got to be ambitious,” Sharland shrugs. Looking back at the impressive growth of the company over the last decade and the thousands of children and parents that have come through the franchisees’ doors, Sharland can’t help but smile. “We’re helping people enrich their lives and nobody could have a job that’s better than that,” he says. And that goes double for the people in the franchise network. “They’ve started a business for the first time in their lives and seeing the people who’ve been with us for ten or 12 years become these amazing businesspeople in their own right, that’s just as pleasing as what we’re doing with our customers,” he concludes.
BE PART OF THE WORKPLACE REVOLUTION We are looking for franchise partners to join the revolution in the UK. Regus provides a new way of working through a network of 3000 locations, in 120 countries and 900 cities globally with over 300 centres across the UK, and we are looking to grow rapidly. Gain access to a world of opportunity and become part of a recognised global brand. We offer a proven, global business model, established systems, support infrastructure and excellent returns.
If you have the drive, resources and commitment to be part of a global growth story, call our franchise team on: +44 (0)7920 040370 Visit regus.co.uk/franchise or email email@example.com
Running a business in heels A flexible business that can fit around your family
Juliette coaching her clients to success
uliette Ryley is 39 and lives with her family in Warwickshire. Family has always been very important to her and she went straight into the family business from school, studying graphic design in the print firm. “I had my first child at 19 but continued to work and completed a business degree through the Open University,” Ryley says. “When I inherited my father’s print business, it was with the help of a mentor that I brought it into the 21st Century. My mentor, Guy, had been my father’s accountant and he really helped me out when my father died. When the business was sold in 2014, it was Guy who encouraged me to become a business coach. Unfortunately, Guy died about eight weeks after I joined ActionCOACH, so
he never got to see my success and the difference he made to my life.” “I was looking to go into coaching and running a local business group at the time. I had been let down by the guest speaker and a friend of mine recommended a great coach who could help any business - it turned out to be Mark Jennings, who had been an ActionCOACH franchisee since 2011. After speaking to him, I decided to find out more about the franchise.” The first steps “There were three things that stood out for me when making my decision to join ActionCOACH,” Ryley continues. “Firstly, the UK support team and their calendar of over 70 days of support is world-class plus the help that’s so
forthcoming from over 180 franchisees in the UK made me feel extremely comfortable in my decision. Secondly, ActionCOACH’s system is outstanding with over 3,500 strategies and tactics, guaranteed to make businesses successful, including your own. Finally, the earning potential was tremendous, with some franchisees banking over £1m a year. Even if I grow to a quarter of that, I’ll be happy. “The training was very intense but also an amazing experience. I learnt so much about myself - it was a massive eye opener. Life would have been a much smoother ride had I known about the ActionCOACH system years before! Ongoing, there’s a multitude of training available to tap in to from both the US and UK support team. They broadcast at least four live webinars every week which are recorded so you can play them back whenever you want. The topics vary from improving techniques to get more new clients to coaching strategies to improve client success.” Getting off on the right foot Ryley launched her ActionCOACH business in January 2016 with a firstyear goal of having six clients on oneto-one coaching, working just three days a week. “It was hard at first, like starting any business, you’re doing something completely new - you need to find your feet and work hard,” she says. “It does pay off though and, if you follow the system and take up all the help and support, it becomes very lucrative. I was soon on my way to reaching my year two goal of generating enough income to put both my youngest children through private education.”
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Hot on the heels of success Reaching her financial goals each year was something to celebrate for Ryley but she wasn’t prepared for the amazing feeling of seeing her clients win every week. “It’s by far the best thing about being an ActionCOACH franchisee,” she says. “All my clients are successful and I believe success can be measured in all levels. For instance, when I met Jo from Willowbrook Nurseries, she was running around like a woman possessed. She had money problems, staff issues and was working round the clock. In the past two years, Jo has transformed her businesses into a profitable company where she only needs to spend four days a week and, in her own words, has a dream team. Ryley has a morning routine and makes sure she takes time to concentrate on herself, her family and her business. “I’m in the office at 7.30am most mornings,” Ryley says. “I coach three days a week where I often travel to meet my clients and then I’m based in the office Mondays and Fridays. I’m always home for 5pm and at least twice a week, I’ll pick the kids up from school. I’m 100% Mum when not in the office - since joining ActionCOACH, I’ve changed the way I look at life, family, friends and myself. I believe I’m a better person for that. “Running a business in heels is always going to have its challenges. The business world is very male-orientated and many industries are competitive. I think many women don’t reach their full potential due to interference - whether that be from corporate challenges or home-life expectations. Being organised is key and I learnt this in the early days. There’s no such thing as time management, it’s self-management that makes the difference.” Running a GrowthCLUB workshop for business owners
Juliette enjoying quality time with her children and sister
Stepping in to the future “I now plan to develop my business into a coaching firm, employing a team of coaches who’ll change the face of business ownership in Warwickshire. I want to play a part in helping local businesses escape today’s failure rates of four in five businesses not making it past five years of operation. Business owners deserve to enjoy work and life and so do the people they employ and the community surrounding them. “Joining ActionCOACH is the best thing I have ever done. It’s a fantastic community who help each other continuously and I have made life-long friendships with other coaches and clients - both of which I expect to appeal to women looking at starting a business. I’m here for good now – they can’t get rid of me.”
If you would like to step into a new career where you are in charge and you get a buzz from helping others succeed, love learning and developing yourself and have enjoyed success in your career or sport, then find out more by watching the 6-minute overview video at actioncoach.co.uk/overview
MAY 2018 | elitefranchise
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28/03/2018 28/03/2018 15:03 12:21
l b a l i Ava
The UK’s No1 dry carpet, upholstery and hard floor cleaners Earn in excess of £50,000 per year If you’re looking for an exciting career change that will bring you financial security without the constraints of working for someone else, a zerodrytime franchise could be the right choice for you. Our franchisees come from all backgrounds: Armed Forces • Police • Fire • Advertising Printers • Sales People • Carpet Fitters and many more...
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Benefit from our trusted, proven model in the UK’s £1billion signage market! • Recognised as a top UK Franchise • World-class training and support • Enviable buying power and instant brand recognition
With over 900 centres in 60 countries, Signarama is the largest sign and graphics franchise in the world. We’re looking for ambitious professionals to join our network here in the UK – is that you? If you’re looking to join an award-winning brand with real vision, then we’d love to hear from you! Call 0208 930 9047 or visit franchise.signarama.co.uk. Untitled-2 1
Frank Milner CEO Tutor Doctor
This is why franchise agreements should favour the franchisor The legal battles between franchisors and the franchisees accusing them of unfair franchise agreements have stirred up debate around the matter he recent Fairfax investigation in Australia has led to discussion among some Australian politicians and legal experts with regard to the fairness of franchise agreements and the ability of the franchisee to exit them when things aren’t going well. As an international businessman I’ll be watching this with some interest and have seen some universal principles in this story, which have given us reason to talk about why agreements are as they are and what happens when things go wrong. The fairness of franchise agreements is difficult to understand for a sector outsider. Most legal agreements will have some balance to each party involved in them. However, franchise agreements
are different and with good reason. The parties to the agreement, the franchisor and the franchisee, do not have equal investments or equal risks. It’s for this reason that franchise agreements aren’t equal and should be weighted in favour of the franchisor and it’s in the franchisee’s interest that it is. Franchisors have to protect their brand that all franchisees in the network use. Franchisors also have to make significant investments in time and capital to prove their concepts, design their businesses and to put a support structure in place for franchisees. These investments often come long before franchisees’ revenue brings a return.
This need to protect is one of the main reasons the obligations on a franchisee in the agreement are far greater in number than those on a franchisor. It’s in the franchisee’s interest because the investment of every single franchisee could be damaged by the reputational harm caused by a single franchisee in the network not running their business correctly. So the franchise agreement protects both the franchisor’s and every franchisees’ investment against the actions of a single rogue. Yes, agreements should be fair but they should also be weighted in favour of the franchisor. Although, this can lead to misunderstanding from non-franchise people who may feel there should be greater balance in an agreement. It also creates the potential for a truly unfair agreement to be explained away as normal. That's why it’s important for anyone considering signing a franchise agreement to seek legal advice from a solicitor who is experienced in franchising and franchise agreements. One good way to ensure that your solicitor knows their stuff is to look at bfa-affiliated solicitors. Remember that the agreement is there as a last resort if things go wrong. In my experience, the only people who win from legal battles are solicitors. It’s in everyone’s interest that disputes are resolved through communication and, if necessary, mediation. There have also been instances in the UK in the past when politicians have looked at franchising. As a lesson to the Australians, in 2006 there was a Westminster hall debate on exactly this subject. The MPs’ verdict was that franchising made a vital contribution to creating successful businesses and also that the bfa played a valuable role in the UK in regulating the industry. MAY 2018 | elitefranchise
Become a million dollar business leader H
ow can you become a million dollar store owner? That’s qruite literally the million dollar question. But it has a surprisingly simple answer: become a Signarama franchisee. Step one: invest in a booming, sustainable market. The sign market continues to flourish in the UK; currently estimated to be worth £1.1bn and that figure is on the rise. In fact, over 87% of sign professionals say they’re confident they’ll see continued growth in the coming years, regardless of political and economic outcomes. It stands to reason really. In a growing economy, more businesses launch, expand or relocate and so the demand for signage and associated services increases. In a challenging climate, businesses must do more to attract custom, be more visible and stand out from the crowd and so, you guessed it; demand increases.
Step two: immerse yourself in a vibrant community where support isn’t just something helping you get off the ground, it’s an intrinsic part of the brand’s culture. Signarama is the largest signs and graphics franchise in the world. Established in 1986, the brand boasts over 900 franchisees in 60 countries. As a franchisor, Signarama prides itself on the network its created over the last 30 years – franchisees are more than just colleagues or friends: they’re family. The energy and passion of hundreds of likeminded franchisees is never more apparent than when the colossal network comes together at events like Signarama’s recent International Franchise Conference which took place in March. In association with the International Sign Association, the four-day extravaganza saw over 20,000 attendees from across the globe join forces for at the largest sign, graphics, print and visual communications convention in the world. Packed full of educational seminars, group workshops, supplier showcases and guest speakers, the event is designed to motivate and inspire franchisees for the year ahead whilst sharing vital industry knowledge and, of course, providing plenty of opportunities for Signarama franchisees to network with their peers. The conference drew to a close with a glittering awards gala where Signarama franchisees from all over the world were recognised for their outstanding achievements in 2017. Perhaps surprisingly, despite the business’ vast size, you won’t find any ivory towers at Signarama. From day one, franchisees have access to global CEO Ray Titus and president Jim Tatem
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who personally meet and greet new recruits during training. This low-level structure ensures that UK Signarama franchisees feel connected to those making strategic decisions for the brand. UK managing director Aliyyah-Begum Nasser is both proud and excited for new recruits to experience the huge Signarama community in person. “Our franchisees feel the benefits of being part of such an enormous global brand every day, in the systems, technologies and the innovations that all Signarama franchisees enjoy,” she says. “But that first week’s training in the US is so important because you get a whole new concept on exactly how big the team is that you’ve become a part of. We’re regularly connected to our colleagues in the US through live training, group events and visits from the international team – the power of the brand lies in the strength of our global community.” Step three: look to your peers who lead by example. When you travel to the US as a new franchisee, part of your training includes visiting the top performing stores in the world – also known as ‘Million-Dollar Stores’ - and they are called that for good reason. Each shop turns over in excess of $1m per year by following the system, striving for excellence and being an active member of the local business community. The purpose of these visits isn’t just to inspire and impress you – although it will undoubtedly do both – it is in fact because Signarama knows that when you meet million-dollar owners, you’ll realise that they are people just like you – ambitious professionals who started out with a dream of being their own boss. People just like you who, through hard work, determination and by utilising the support provided, have gone on to build life-changing businesses.
The energy and passion of hundreds of likeminded business owners is never more apparent than when the colossal network comes together
“The most important thing that I see whenever any franchisee gets talking to a million-dollar store owner, is that dawning sense of realisation that there’s no reason for this person being where they are other than their continuous hard work, positive energy and a great business model to follow. It’s that simple,” says Nasser. “No million-dollar franchisee would ever tell you it’s been plain sailing all the way – who would believe that anyway? But what they do give new recruits – and me – is a sense of pride, of motivation and the genuine belief that yes, this is achievable for us all.” Following in the footsteps of their US counterparts, UK franchisees are well on their way to creating and breaking records of their own. 2017 saw leading performance all round and in February of 2018 three franchisees smashed pre-agreed sales targets just months after Signarama celebrated its impressive top ranking on the coveted Elite Franchise 100 list. “The bottom line is,” says Nasser. “Everyone has the potential to be a million-dollar store owner; it’s not about geographical locations or a previous career in the industry. It’s about attitude, energy and enthusiasm. And it’s about drawing on the support that’s been tailor-made to enhance your journey at every step. That’s business, the Signarama way.” Contact: Aliyyah-Begum Nasser t: 0208 930 9047 e: firstname.lastname@example.org Investment: £25,000
MAY 2018 | elitefranchise
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Could you help ﬁx the ‘Catch up Crisis’? Mathnasium Learning Centres use a unique method of assessment and teaching designed to help children catch up, keep up and get ahead in maths. It’s a huge opportunity in a rapidly growing market, and this could be your chance to get involved. Owning your own Mathnasium Learning Centre Franchise could be the most rewarding move you ever make.
Contact us now on 0161 791 0686 email email@example.com or search Mathnasium UK Franchise to ﬁnd out more
SEARCHING FOR A CAREER CHANGE WITH A FUTURE? BoConcept is a successful company in design-oriented furniture and are searching nationwide for: Managing Director Retail store-Franchise Partner - Very high average income potential - A strong brand from a well established company - Transparent processes with open communications - High Level Management Support - Extensive marketing support - Extensive training - Support for the store design and furnishings & Opening
Request more information on this franchise system firstname.lastname@example.org www.boconcept.com/franchise
Franchise opportunities only available outside the Greater London area
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Nigel Toplis managing director The Bardon Group
in the franchisor I’ve often said franchising is a marriage where both parties work towards a common goal. But what exactly are the expectations the two partners should have in mind when forming a union together? n a franchise relationship, the franchisee will bring drive, ambition, hard work, focus and their own business skill-set, while the franchisor will contribute a proven business system, training, marketing and ongoing support. Different franchisors deliver ongoing support in different ways. For instance, the Bardon Group runs four franchises, so I’m well-versed in the approach, taking support into consideration across Recognition Express, ComputerXplorers, Kall Kwik and Techclean. To start with, we have people who specialise in the key business disciplines – either directly employed or services we pay for on behalf of franchisees. So, all the main business areas of marketing, sales, planning, finance, procurement, curriculum development, retail management and training are covered in-house. Once a franchisor has their support structure in place then they have to make sure they actually deliver ongoing care, which may well see them include: weekly email news updates, monthly hard copy bulletins, additional alerts as developments dictate, telephone support on tap, network meetings and on-site visits from various team members. Personally, in my role as franchisor, I also like to visit franchisees virtually every week and cover
anything from a general catch-up to full business planning. It’s important that you as a prospective franchisee investigate the service and support of the franchisor and you can do this by meeting with them, reading the business manuals, talking to other franchisees and taking advice from the banks and the bfa. There’s no better time to research the franchisor then before you take the franchise Remember that you'll likely be paying both a licence fee and ongoing royalties. The licence fee gives you the authority to use the franchisor’s proven system, together with the right to use the brand and to take advantage of all the investment that has gone into developing the process, methodologies and tools that are intrinsic to the business.
You will likely also pay an ongoing royalty to the franchisor, which is generally calculated as a percentage of your franchise's turnover. My old boss used to impress on me that the royalties paid were essentially like a ‘lease payment’ and should encourage us, the franchisor, to continually improve the system, add new tools and examine new business opportunities – and this is what you want from a franchisor. So what should you expect? You should expect an ethical operation with a proven system, backed up by good collateral, training and business processes with head office support from caring personnel committed to helping you to become a success in that business. MAY 2018 | elitefranchise
Take control of your future A recent study revealed that 11% of working Brits intend to start their own business in 2018. Over the last six months, Expense Reduction Analysts UK (ERA UK) has confirmed these findings, having welcomed eight new franchisees into the network
hen polled, a whopping 44% of people said their reason for ditching the corporate grind in favour of being their own boss would be to achieve a better work-life balance. 43% said they wanted to choose the type of work that they do, whilst 37% cited attaining a greater sense of achievement as their main driver: which also happen to be three of the top reasons people choose to join ERA UK. The ERA UK franchise opportunity attracts high-calibre professionals, often from senior management positions, across a plethora of industries. And the latest group of eight new recruits are no exception, with them having backgrounds in the likes of Microsoft, Royal Mail, Siemens and BP between them. New franchisee Simon Daley is a former changemanagement and culture-change practitioner with experience at both BP & Diageo. It was ERA UK’s impressive marketing programme along with the level of support offered for franchisees that drew him to the brand. “I was impressed from the outset with the quality of materials available for franchisees and the obvious research and investment that goes into the marketing support,” says Daley. “From a personal perspective, I was drawn to the comfort of having the team and the organisational structure and support behind me, whilst at the same time, having control over my own business and the opportunity to structure my future in a way that will work for me.” Fellow new recruit David Rickard launched his franchise in January this year. A former procurement director with global giant Microsoft it was the
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I was impressed from the outset with the quality of materials available and the obvious research and investment that goes into the marketing support autonomy of business ownership paired with ERA UK’s uniquely symbiotic network, that Rickard saw as the perfect formula for success. “What attracted me most was the sheer strength of the collective network,” he says. “The knowledge and power they command as a procurement entity is internationally renowned; and it’s each individual franchhisee’s ability and willingness to both leverage and participate in the grand scheme that makes the business so successful. “Prior to launch, I had the opportunity to attend the annual conference and meet almost every single consultant under one roof. Even though I already knew it would
be there, the buzz over the course of the day was infectious. Business being done in every corner, over every coffee and with a genuine sense of camaraderie and fondness between colleagues. I’m more excited than ever to have joined this extraordinary group of professionals.” As the network continues to expand Robert Allison, managing director of ERA UK, says the number-one priority remains the quality and level of support for franchisees. As a testament to this fact, ERA UK has just been named am finalist for the 2018 bfa HSBC Franchisor of the Year Awards for Franchisee Support. “We’re committed to supporting and growing the business of each
and every one of our franchsiees whether they’ve been with us for two weeks or 20 years,” he says. “We do this by continually asking ourselves ‘how can we be better?’ and then implementing the systems, the technology and the structures to do just that - being shortlisted for this award demonstrates our ongoing commitment to our network and our brand in the UK.” For more information about the ERA UK opportunity and their impressive Franchise Partner support, visit www.erafranchise.co.uk
*The research of 1,000 fully employed UK adults (excluding freelancers) was conducted on behalf of FreeAgent by OnePoll.com from 18-21 December 2017.
MAY 2018 | elitefranchise
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OWN YOUR PART OF ONE OF THE LARGEST ESTATE AGENCY ORGANISATIONS IN THE WORLD. The Century 21 UK franchise package includes: • Dedicated business development manager • Continued professional support & training • Comprehensive online & offline marketing • Being part of a global brand • Market leading technology • Recruitment, strategy & compliance advice • Many additional earning opportunities
If you’re determined to succeed, have exceptional service skills and entrepreneurial flair, then owning a CENTURY 21 UK franchise could be perfect for you.
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0115 902 1002 email@example.com www.century21franchise.co.uk
09/02/2018 08/01/2018 16:02 10:45
Tony Bowman managing director etyres
Embracing change and grasping success Technology is changing the world of franchising. But don’t worry: a good franchisor will guide you through the transformations
he pace of change has never been as great as it is today. Even during the industrial revolution, which lasted about 50 years, change was not felt in every area of society, whereas the changes now taking place are happening very quickly and having a huge effect everywhere. For businesses, change presents opportunities but failure to adapt quickly can lead to the decline of a previously successful business model. The most vulnerable are often small and medium-sized enterprises, which include many franchised businesses. Thankfully it's a well-accepted fact that the failure rate for franchised businesses is very low. The difference is that behind every franchisee is a franchisor who is looking after the long-term interests of the business. It's their responsibility to devote time and resources to adapting the business to changing customer demand and the opportunities available through advances in technology. In
times such as these, that support and rapid response to change is even more valuable. By way of example, I often refer to McDonald’s, a hugely successful franchised business. How is their continued success possible in an industry that has rivals, like Byron Burger, struggling for survival? The answer is that they have adapted to changing customer demand and embraced technological opportunities. This would arguably not have been possible without their franchise support infrastructure. Another example is Dream Doors, the kitchen refurbishment franchise, which was founded and is still run by a friend of mine: Troy Tappenden. Dream Doors is a multi-award winning franchise that has many franchisees, who, for a modest initial investment, now earn well over £100,000 per year. This would also not have been possible without Troy continually adapting to customer
demand and embracing new technology to an extent that would be impossible for small non-franchised businesses. It's often the case that even when standalone business owners have the time to devote to recognising shifts in demand and consumer expectations, they don’t know what to do with that information when they have it. Our business model has evolved and benefited from embracing new challenges. We have thrived by harnessing innovative technologies to improve the service we deliver. Plus years of economic austerity, when household and business budgets are being squeezed, have led us to adopt fresh marketing initiatives to keep driving customers to our branches. The message these examples send is that in times of change there is safety in a franchised business that is not available to a small independent. There is strength in numbers. There is continual support from an experienced team who have a huge incentive to make sure that you succeed through embracing and capitalising on change. A good franchisor will have already embraced an enormous change themselves, from the moment they started franchising their company. From this point, the franchisor shifts their focus from being a purely operational model to offering support to new franchisees so everyone can reap the benefits of their formula for success. MAY 2018 | elitefranchise
Cash Generator back on the recruitment trail It’s an exciting time to be involved with Cash Generator as it turns its attention to a franchisee recruitment campaign for the first time in seven years
s a franchise-focused business, Cash Generator offers a franchisee recruitment programme that provides each franchisee with the tools, skills and experience to help their stores become a real success. Cash Generator uses a simple business model – buying, then selling pre-owned items and offering sellers super-fast cash. The ‘Buy Back’ option allows Cash Generator’s customers to repurchase their items under a 28-day agreement. It’s a “recessionproof” business resilient to the ups and downs of the local and global economic climate and taps into a
growing and vibrant market right across the UK for recycling, re-using and repurposing second-hand items. For the first time in seven years, Cash Generator will be showcasing its business opportunity to potential franchisees at British and international franchise exhibitions across the UK. On June 22 and 23, Cash Generator’s franchisee recruitment team will host a stand at the Northern Franchise Exhibition, Manchester, to promote its potentially high profit, long-term business opportunity. With a range of single store, resale and multi-site opportunities, new franchises will be established in
targeted geographic areas throughout the UK. Cash Generator has a vision to be the UK’s first choice buying and selling franchise and offers a flexible approach that supports the entrepreneurial spirit of its franchisees who are part of an established network of stores. Cash Generator has over 60 franchisees operating over 130 stores across the UK that buy and sell preowned items alongside a range of graded and specialist lines. Graeme McKinnon, Cash Generator managing director, said: “This is an exciting time for Cash Generator and our franchise recruitment team has left no stone unturned as we re-enter the franchise market for the first time in seven years. “Cash Generator is a unique opportunity for lovers of a great deal and offers a flexible framework for business-minded people with that all important entrepreneurial spirit. “As a franchise-focused business we’re also keen to highlight how the market for buying and selling second-hand goods remains strong across many areas of the UK. With plans to expand the business to have in excess of 200 stores, we remain very optimistic about the growth opportunities that exist in this fastmoving, recession-proof retail sector.” Discover more about Cash Generator’s franchise-focused business and the fantastic opportunities on offer at cgfranchising.co.uk/
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Is education your passion? lo ve l l ’ u o Y w it h g n i h c tea ts Mag iKa
Maths & English Tuition Our franchise opportunity is for people who want to be part of a profitable business that makes a positive and lasting impact on the education of local children. We are… …an already successful operation with thousands of satisfied students …in one of the UK’s fastest-growing market sectors …a business with a comprehensive training and support programme …a business with low investment and potentially high returns
Business should be fulfilling
Find out how at: www.educationalfranchise.co.uk Email: firstname.lastname@example.org Tel: 0844 870 9896
I started my own business with TaxAssist Accountants to fulfil a dream and build something to be proud of “It had always been my dream to start my own business. Becoming a TaxAssist Franchisee has changed my life: I am not only financially well off, with a better lifestyle, but I also now have a purpose. I have a real sense of achievement.”
0800 0188 297 Contact us today in confidence
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That’s a wrap By ZEN TERRELONGE
The food industry is thriving, which is great news for restaurateurs. But how do you stand out in such a busy market? Well, mixing two cuisines together, like Indian and Mexican, has worked out well for Wrapchic
he UK food landscape is rich with diversity and choice. Brits can take to shopping centres, high streets, alleys, the occasional disused Victorian toilet and markets nationwide to bombard their bellies with culinary creations, selecting from countless cuisines to get those taste buds blazing. A 2017 report of the UK restaurant scene from PwC, the professional services firm, found consumers are eating out now more than ever and for all sorts of reasons. That’s generated a shift in the way the market traditionally operated, producing more crossovers such as food-to-go stores open for longer hours, eat-in spots offering takeaways and not forgetting fusion foods – the very essence of a crossover. And on a mission to capitalise on these trends is Mahesh Raikar, the founder and managing director of Wrapchic, the Indian burrito franchise.
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India-born Raikar knew what he had to develop for the UK market from both experience and passion. He ran his own catering business before moving to Britain and once arriving here he joined Compass Group, the contract catering company, in a post he held for nine years. “I got the chance to travel and see the best of food, chefs and catering minds,” says Raikar of his time globetrotting with the firm. “With Indian food in the UK, you only see the sitdown experiences for £20 a head. And in terms of flexibility, you see supermarkets dedicating a decent shelf space to Indian food, so the UK audience is now cooking at home.” Determined to bring something totally original onto the scene acting as an alternative to the dine-in and DIY options of old, an idea struck Raikar like a bolt of lightning. “I saw a big gap in the market for Indian food in quick-service restaurants (QSR),” he says. “And then I bumped into a Mexican burrito chain and that was the light-bulb moment – to bring Indian food in that format for QSR.” Given that uniqueness, you may think Wrapchic doesn’t have any rivals on the market but that’s not the case – Raikar has his eye on some very big businesses. “The competition is everyone looking for the £5 to £6 spend,” he says. “So if we’re on a high street where there’s a McDonald’s, Greggs or a Subway, they’re all fighting for the same pie.” Wrapchic had humble beginnings as a food stall in Birmingham. During that stage, after leaving Compass Group in January 2011 with the Wrapchic mission underway, Raikar left no stone unturned to perfect the final formula for his business as he assessed the food and vibe at each Mexican burrito restaurant and Indian street food stand he could find as a way to measure his own offering. However, friends
Before they come on board they have to visit three stores, speak to the franchisees and understand what’s involved
and family weren’t convinced. “When I was conceptualising this and telling everyone I wanted to make a QSR with a burrito and Indian fillings, the burrito was in its infancy,” he recalls, noting that KFC’s introduction of burritos helped to build exposure. “There was a lot of hesitance in terms of people not knowing how it would be executed. They all kept saying there’s no such thing as Indian burritos. At the time, I was in a well-paid job with a good company and had given all that up for something people had never seen, so that was a difficult phase but I really believed in what I was doing.” His determination paid off as Raikar eventually opened the first Wrapchic store in July 2012, 18 months after leaving corporate life behind him. “Most time was spent in the store explaining what a burrito is and then the complexity of an Indian burrito, which was a bit of a challenge, but the product did the talking for us and is one of the reasons we’ve been able to sustain,” he says. “Good branding can only take you so far. If the
MAY 2018 | elitefranchise
One to watch.indd 2
The competition is everyone looking for the £5 to £6 spend product didn’t do the talking, I wouldn’t have been able to grow to the level I have with the brand.” Seemingly communicating the concept wasn’t too much of a challenge though, as a second store was opened in September that same year, which marked Wrapchic’s foray into franchising. “The traditional franchise model says you need to be a business running for at least two years before you roll-out and become a franchisor,” Raikar continues. “An opportunity opened the door and I jumped on it and I think that’s given us the edge.
Franchisees want to be part of this – it’s an amazing place to be at in this climate.” Demonstrating how it pays not to burn bridges, Compass Group was responsible for opening said door with a corporate franchise in Leicester at the De Montfort University. “The food was unique and different and they had big gap in the market to serve the ethnic mix they had in their portfolio – we were the right fit at the time,” he explains. Further franchisees came aboard the business by approaching Wrapchic and proactively demonstrating interest. The second franchisee to follow on from Compass Group was an individual that launched a store in late 2013 at the Bullring shopping centre in Birmingham, who won Raikar over with his enthusiasm. “Without a shadow of a doubt, you need to believe in the concept and the passion needs to be there,” he says. “Funds can be arranged and location can be arranged, but if you’re not passionate it’s not going to drive your business forward.” Although Wrapchic’s franchise arm started off without all the systems in place, Wrapchic formally entered the franchise market and started actively pushing its network in 2017 after it joined the bfa. Discussing some of the franchising difficulties met along the way, Raikar highlighted the fact he’s entrusting someone to look after his brand. “We had people who didn’t understand franchising that wanted to create their own version of Wrapchic,” he said. Helpfully the good outweighed the bad as many franchisees have opened second stores. “It’s been an eye-opener, which made us look at systems and make amendments with the processes in place to support the franchisee to run their own business. We have a turnkey solution for franchisees who come on board. There’s a backend process, even before they come on board, they have to visit three stores, speak to the franchisees and understand what’s involved.” Now at 17 stores, six of which are companyowned and franchises making up the rest, Raikar believes franchising will be the primary direction for the business in the future. And while there are a couple of sites in Dubai, the UK is the main focus for Wrapchic, with plans to hit 25 restaurants by the end of 2018, leading on to 30 sites opened annually from next year onwards. “Indian food is loved and admired but not represented in QSR and that’s what we’re trying to fill,” he concludes. “We’re not expecting you to eat at Wrapchic seven days a week but in food court environments you have burger chains, Chinese or pan-Asian, we’re your choice for Indian.”
42 elitefranchise | MAY 2018
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Combine your passion for physical activity and making a positive impact on children’s lives!
Could you be our next Premier franchisee? Our core purpose is to Educate and Activate the world, and we do this by delivering exceptional opportunities for young people and adults to make the very most of their lives. Helping children become the best versions of themselves through innovative, life changing programmes and initiatives. We have a streamlined recruitment process and we'll be in touch as soon as you enquire for an initial relaxed conversation!
For more information about joining the UK’s number one sport and physical activity provider, contact us... 01953 499 040 • email@example.com • makesportyourbusiness.com
The Entrepreneurial Franchise Opportunity 10 REASONS TO INVEST IN A CASH GENERATOR FRANCHISE Excellent Return on Investment * Proven business model Established since 1994 Over 60 Franchisees operating 130 stores across the UK High growth opportunity, recession proof business model Single store and Multi-site opportunities available Multiple revenue streams including online and in store Exclusive franchise territories awarded for 10 years Ongoing training and support packages tailored to your needs Bespoke EPOS and website ecommerce platforms * More information is available in our franchise prospectus, download from our website now
BoConcept and RightAtHome.indd 1
I’m fed up with other people taking credit for work I’ve done
I’m not appreciated at all
I want to be my own boss
I put in the hard work but it’s not reflected in what I earn
Running your own business doesn’t have to be a pipe dream With a Techclean franchise you can be up and running in weeks. Techclean are the UK’s leading expert in specialist IT cleaning services. With franchises available in your area, we’re looking for good communicators with an aptitude for sales and marketing to run their own locally based business.
• WORK FROM HOME • TERRITORIES AVAILABLE THROUGHOUT THE UK • NET MARGINS OF OVER 55% • HUGE AND GROWING MARKET • REPEAT BUSINESS • EXTENSIVE ON-GOING BUSINESS SUPPORT
Request a free information pack at techclean.co.uk/contact or email firstname.lastname@example.org techclean, Unit 2 Cartwright Court, Forest Business Park, Bardon, Leicestershire, LE67 1UE 01530 513300 • email@example.com
SET UP YOUR OWN SUCCESSFUL SHOWROOMS IN THIS UNIQUE AND FAST GROWING MARKET PLACE SERVING TRADESMEN, HOME OWNERS AND COMMERCIAL CLIENTS Unique Pet Food Business Opportunity
Call now for a FREE to pet owners who just love their pets Information pack Range ofhomeowners Pet Products Décor Walls0800 & Flooring 068 (currently1106 trading as the Décor Cladding Extensive Our products provide and commercial Centre) has built a successful business in an exciting and fast clients with an attractive and cost-effective to update • Multi billion industry • Home delivery • Workway from home firstname.lastname@example.org growing market. We are one of the leading distributors of PVC wall their walls and flooring offering a genuine alternative to • Exclusive territory • Intensive training • Advice from experts and ceilingwww.oscar.co.uk panels and Luxury Vinyl Flooring (LVT) in the UK. The bathroom tiles. Our panels are easy and quick to fit and business has a long pedigree, started in 2004, but over the last 24 months we increased turnover by over 70%.
withsupport the need•for grout,£8,995 and deliver • Repeat hygienic, businessdispensing • Ongoing FROM plusa VAT beautiful, low maintenance finish.
Our primary focus is the domestic bathroom market but we have successfully launched in to a range of commercial markets including hotels and restaurants, offices, clubs, gyms and sports venues. The range of applications for our Build a franchise to suitproducts your own is simply enormous and keeps with awareness. levelexpanding of expertise and skillgrowing set
YOUR CHOICE YOUR BUSINESS
The business is growing rapidly and market potential • Personalised is enormous with limited competition. Having proven • Flexible the showroom model with successful outlets in three Exclusive we now intend to expand throughout separate •regions the UK through new Strategic Management Franchise Partnerships. Our Management Franchisees will have strong business acumen and will be given the opportunity to open multiple showrooms in their exclusive territory. No previous sector experience is required.
OSCAR andand TutorDr.indd 1 BoConcept RightAtHome.indd 1
29/03/2018 16:05 15:38 03/05/2018
General Data Protection Regulation
46 elitefranchise | MAY 2018
Analysis USE THIS ONE .indd 1
General Data Protection Regulation
The implementation of GDPR in May means UK companies must ensure use of personal data is up to code or run the risk of huge penalties. But how does the new legislation impact franchisors and franchisees? BY zen terrelonge
The introduction of the General Data Protection Regulation (GDPR) was agreed by the European Union (EU) in response to increasingly progressive technologies and corporate usage of sensitive data. It’s designed to ensure such material remains protected, putting the owner in control of their private information and as of Friday May 25 2018 it’ll officially be implemented in the UK by law as a new and improved version of the Data Protection Act, which came into play back in 1998. But chatter around GDPR has swirled around for years and, like Brexit, has never been too far away from cropping up in business discussions. Now it’s crunch time and the legislation is hovering above companies like a grey rain cloud threatening to burst on a summer’s day. Having been approved in April 2016 after four years of discussions, apparently with the idea that firms would have long enough to get their affairs in order, it appears to have had the opposite effect. Indeed, a study of 1,500 UK businesses published by the government’s department for digital, culture, media and sport revealed in January 2018 that only 38% of businesses have heard of GDPR. And for those aware of it, just 27% had made moves to become compliant, the report found. Having two years to play with apparently seemed like a hell of a long time for many leaders with more immediate concerns to tackle, so it should come as no surprise to learn plenty have put GDPR on the back-burner. With so much technical and legal jargon for companies to swallow to be compliant, it throws up a series of questions for the franchising space. Just how complex is the GDPR process going to be for franchises with a network of businesses to manage and who is responsible for compliance? We know the nature of the franchising model
means franchisors have a duty of care to franchisees but where does GDPR fit into that? And if either the franchisor or franchisee fails to adhere to the legislation, which party is responsible – and what impact could this have on the network overall? “Franchisees clearly store and process individuals' data so they certainly need to be compliant as a ‘controller’,” says Nigel Davies, founder of Claromentis, the franchise network communications service. “And, ultimately, the end customers are entering into a relationship with the brand – making the franchisor with access to that data a ‘processor’.” Effectively, this means franchisors must factor franchisee compliance into their own GDPR due diligence, as opposed to just simply focusing on what happens inside their own four walls. After all, those burying their heads in the sand are at major risk. Failure to comply could result in them paying hefty fines – whichever is highest between 4% of business turnover or €20m. Although it may seem like a logistical minefield they’ll have to tiptoe across with caution, franchisors will theoretically not be in any more of a difficult position than large firms with a series of locations, according to Davies, depending on the data processes they have in place. However, Suzanne Dibble, a seasoned small-business and data protection lawyer, believes they will have a tougher time than a standalone company. “There's a greater possibility of brand damage for franchisors because of the broader spread and reduced control over the entirety of their franchise network’s operations,” she says. Building on that, Dibble adds that while franchisors are unlikely to be legally liable for franchisees, mistakes could cause problems for finances alongside
There's a greater possibility of brand damage for franchisors because of the broader spread and reduced control over the entirety of their franchise network’s operations MAY 2018 | elitefranchise
Analysis USE THIS ONE .indd 2
General Data Protection Regulation
the brand. “Each franchisee bears its own responsibility for compliance; it is unlikely that the franchisor can be held legally liable for non-compliance,” she explains. “There is potential, however, that a franchisor can be held responsible – if they are controlling certain functions of the franchisee's business.” It goes without saying that franchises will be shaken by the GDPR introduction to the point that they’ll need to adapt how their businesses are run altogether, so change is unavoidable. “New policies have to be supported by new processes such as incident reporting or data protection impact assessments (DPIA) which form a key part of GDPR,” says Davies. For example, with DPIA, the process is designed to help companies reduce the chances of data protection risks impacting projects. “Simple-to-use form builders can allow for these processes – such as how a franchisee collects, manages and deletes data – to easily be created and followed by all members of the team.” And with the team in mind, GDPR calls upon companies to appoint a data protection officer to work alongside the senior management and determine whether processes for the business are all up to speed. For the purpose of franchising though, with franchisors traditionally providing franchisees in their network with aftercare, they should make GDPR a component of that support system. While time and resources can understandably inhibit the franchisor from peering over the shoulders of its franchisees to ensure compliance personally, they can still help the implementation. “I recommend that franchisors provide GDPR training to their franchisees,” says
A coordinated and best practise approach would make sense
Dibble. “For instance, if there's a data breach, loss or disclosure of personal data, there should be procedures in place for reporting to the Information Commissioner's Office within 72 hours. There's a lot to absorb and franchisees can get their operations in order with training and resources provided by the franchisor. It’s also important to provide them with suggestions for cost-effective legal services. Waiting for each one to take initiative and self-learn isn’t a tactic that's likely to work.” Gary Brooks, operations director at The Data Support Agency, a business launched in 2017 in direct response to the arrival of GDPR, agrees that franchisors should be leading from the top when it comes to education around the new data protection protocols. “The franchisor can provide access to the tools and the agreed standard way of ensuring compliance with the regulations and people’s rights,” Brooks says. “The franchisor would need input into standard policies and processes from the franchisees, as well as their time and resource in following the project plan and implementing the policies and procedures agreed in a uniform and timely way.” It’s interesting to acknowledge that while franchisees are independently-owned businesses, there’s a level of connectivity that binds the network as a whole. And if data is shared across it, that will only complicate issues further. Brooks explains: “The franchisor and franchisees are separate legal entities and, therefore, the responsibility and liability lie with these independent organisations. If the franchisor is acting as a processor or joint controller for some of the personal data held by the franchisee, then there can be joint liability.” He hastens to add that working together is the best way to tackle GDPR, especially in the event of a breach or complaint. “A coordinated and best practise approach would make sense,” he says. “It could be detrimental to have widely different knowledge and standards of compliance across the franchise portfolio. Ultimately, all the franchisees will have the same business model, systems and processes as well as similar types of personal data, so it would make financial and operational sense to combine resources.” They say that two heads are better than one, so with a network of franchises to connect with, pooling resources sounds like the ideal way for franchisors and franchisees to make it out on the other side of judgement day.
48 elitefranchise | MAY 2018
Analysis USE THIS ONE .indd 3
SENIORS HELPING SENIORS
Experience BY ZEN TERRELONGE
After having his heart touched by Seniors Helping Seniors, the American care franchise, Christian Wilse brought it into the UK and now embarks on achieving scale
he US and the UK are similar but, demonstrated by things like elevator and lift, candy and sweets, Donald Trump and Theresa May, there are subtle differences. Further evidence was apparent when bringing Seniors Helping Seniors, the care franchise, across the pond into Britain as the model disrupted the sector, according to Christian Wilse, master franchisee of Seniors Helping Seniors UK. Before setting off on his caring crusade, Wilse worked in sales for almost 40 years adopting various “fancy titles” across the media arena. “It was a completely different world from what I’m running today,” he says. “The focus is different but much more rewarding than chasing the pot of gold at the end of the rainbow.” This sentiment clearly demonstrates what Seniors Helping Seniors means to him. Interestingly, Wilse respected his elders long before the franchise was on his radar. When running businesses as a 30-something, he recognised people in their fifties have more knowledge by default, which he felt made them valuable employees. “They’re experts by experience,” he reasons. As the years passed and Wilse continued achieving success for others, he and wife Sally, whose background is in social work, wanted to create something
50 ELITEFRANCHISE | MAY 2018
SENIORS HELPING SENIORS
for themselves. “Sally came home with an in-flight magazine with a Seniors Helping Seniors ad in it,” says Wilse. On where his career was at the time, he adds: “I’d passed the age of 50 and was consulting FTSE companies, delivering media reports to boards. It was informative but boring.” Despite that workplace dreariness, the ad didn’t immediately leap off the page at him as a new path to walk down but a couple of months later he revisited it and found himself ringing the US. “I spoke with the founder,” he says. “Speaking to her touched my heart and my soul. She’d worked for Mother Teresa for 14 years, so she has an in-depth understanding of how important it is to give and do good.” A series of visits to the US to meet Kiran Yocom, founder of Seniors Helping Seniors, to assess the model and the UK market potential, as well as to be assessed himself, and Wilse won approval to open in Britain in 2013. Positive feedback from those in the market, including existing care franchises such as Home Instead, gave him the courage to push forward with the launch. Interestingly, the US business was built on the basis of offering care through companionship on an emotional level, such as going out for lunch or helping with chores. However, the introduction of Obamacare meant physical care had to be introduced, which Wilse elected to avoid with the UK launch to differentiate the business from existing British care operators that focus on customer cleaning, dressing and so on. “It became clear it was a waste of resources to do personal care because 99% of care agencies in this country do,” he explains. “After a long meeting with the Care Quality Commission (CQC), we found if we didn’t deliver personal care, we could focus on wellbeing of people in a completely different way with no boxticking, while being fully legal. It seemed nobody had contemplated that.” The business nurtures the connections between worker and customer as staff are usually aged over 45 – tying in well with Wilse’s long-held philosophy on older
workers. “Older workers want and need work like this and families and elderly people want to have care they can afford and enjoy so they can stay in their own homes for as long as possible.” To ensure compliance, a member of the Seniors Helping Seniors UK team is a CQC inspector, so the staff know what they can and can’t do. As a result, they’re not on the CQC’s scope because they don’t need to touch people with the intention of “handling” anyone outside the realms of affection in the form of a hug, for example. Being the company’s first overseas operator also meant he had to demonstrate some diplomacy and flexibility. “We were the first international franchise for the Americans,” says Wilse. “It was then for us to explore how it would fit in the UK. There was give and take in the beginning – even though there’s a format to follow, which I’ve done, there are things we’ve adjusted as we go along.” For example, in addition to removing the personal care element of the business, the website style and preferences in the US and Europe differ, so that’s something Wilse had to account for too. “There are some things you have to change if you take a concept from abroad, even though you have the recipe for success,” he adds, explaining the past five years have seen the operation stabilised and refined. Seniors Helpers Seniors UK was first set up in Kent based on Wilse living there. Since then, it’s attracted two additional franchisees operating in Harrow and Pinner and Surrey across Guildford, Woking and Godalming. “We haven’t promoted the franchise offer very much,” admits Wilse. That’s set to change now as the company is ramping up to spread the word with an additional three franchisees desired in 2018. In terms of how they’re supported, he says: “We speak with franchisees a minimum of once a month but we’re open to them any time. MAY 2018 | ELITEFRANCHISE
seniors helping seniors
I spoke with the founder – speaking to her touched my heart and my soul
In the beginning there’s lots of communication but you get more confident in what you do. Things discussed can be about employing people, I can go to meetings with them or give references to charities and organisations that can help.” Given the Kent base of operations, the primary focus is on the south and southeast of England initially but that’s not to say prospects from further afield are unwelcome. Explaining the criteria for franchisees, Wilse says: “They have to have the right heart. A lot of people ask how much they can make when they call up, which doesn’t sit well with me. So to find those people takes longer.” In terms of other challenges that the franchise has been met with, the healthcare environment seemingly needed to be adapted further to support businesses more appropriately and it was through standing firm that Seniors Helping Seniors UK made change. “Signposting was a challenge,” says Wilse. “Many GPs in the beginning said we couldn’t put leaflets and posters in surgeries because we have a service we charge for. So we challenged that, took it to the top in the NHS and it became clear there was no reason they should say no. Today, all 60 GP surgeries in our area accept our leaflets and so on.” Seniors Helping Seniors UK now has five years under its belt and with the US counterpart running for 20 years at this point with 300 franchises across America, it’s clear that the business proposition has the stamina to keep on going. “After our due diligence, we developed a ten-year and 20-year plan for ourselves,” says Wilse. “We are halfway through the first plan and having established the trust and built the brand in the UK, we aim to be countrywide as soon as possible.”
52 elitefranchise | may 2018
Love fashion, live your passion with Suit the City Join a leading business in a growing market, beating the current trends in retail Supply professional clients with made-to-measure, luxury garments: you will have a high rate of repeat business and referrals Low overheads - no stock, no waste and you can work from a small city centre studio Build your business with the aid of a team of Consultant Tailors all trained by Suit the City Full training and support is given during the first three months and then on an on-going basis For more information please call us or visit our website
SET UP YOUR OWN SUCCESSFUL SHOWROOMS IN THIS UNIQUE AND FAST GROWING MARKET PLACE SERVING TRADESMEN, HOME OWNERS AND COMMERCIAL CLIENTS DĂŠcor Walls & Flooring (currently trading as the DĂŠcor Cladding Centre) has built a successful business in an exciting and fast growing market. We are one of the leading distributors of PVC wall and ceiling panels and Luxury Vinyl Flooring (LVT) in the UK. The business has a long pedigree, started in 2004, but over the last 24 months we increased turnover by over 70%.
Our products provide homeowners and commercial clients with an attractive and cost-effective way to update their walls and flooring offering a genuine alternative to bathroom tiles. Our panels are easy and quick to fit and hygienic, dispensing with the need for grout, and deliver a beautiful, low maintenance finish. Our primary focus is the domestic bathroom market but we have successfully launched in to a range of commercial markets including hotels and restaurants, offices, clubs, gyms and sports venues. The range of applications for our products is simply enormous and keeps expanding with growing awareness. The business is growing rapidly and market potential is enormous with limited competition. Having proven the showroom model with successful outlets in three separate regions we now intend to expand throughout the UK through new Strategic Management Franchise Partnerships. Our Management Franchisees will have strong business acumen and will be given the opportunity to open multiple showrooms in their exclusive territory. No previous sector experience is required.
BoConcept and RightAtHome.indd 1
See the difference. The Deluxe domestic window cleaning franchise is an excellent opportunity for individuals or existing businesses looking to build a very profitable business within their local area offering Domestic Window Cleaning and associated services.
Key benefits: • Credibility and use of the Deluxe Window Cleaning brand and proven business formula • Fully fitted Citroen Berlingo from £287 per month
You also have the opportunity to take advantage of the fully kitted Citroen Berlingo 850 L1 Van from £287 per month. As our business expands and the demand for our service continues to grow we are now looking to expand our existing operations through new strategic franchise partnerships. Using our proven business formula the right person or business will have the potential to build a profitable Deluxe Domestic Window Cleaning business in their local area.
100% FINANCIAL SUPPORT deluxewindowcleaningfranchise.co.uk Deluxe Window Cleaning.indd 1
• Focus on Domestic Window Cleaning to maximise earning potential and cash flow • High income potential • Exclusive territory • No previous experience required – full training given in all aspects of the business • Complete start up package including equipment, training, sales and marketing deliverables and a central and local website • Assistance with raising finance • Low start up and running costs
07531612992 02/02/2018 11:47
Franchise Opportunity with Exceptional Returns Fifo Capital is a fast-growing, global, business finance brand with businesses in the UK, Ireland, New Zealand and Australia. We provide asset backed, insured, short term working capital solutions for small and medium businesses which deliver high financial returns for our business partners (franchisees). Since the launch in New Zealand in 2005, we have more than 70 successful franchisees with a total turnover of more than £650m. Average growth rate over the last three years has been 39%.
Available Opportunity Business Partner
• Franchise fee, £25,000
• Franchise fee, £10,000
• Minimum capital to invest, £50,000
• Minimum capital to invest, £100,000
T: 01344 388 084 E: email@example.com W: www.fifocapital.co.uk
BoConcept and RightAtHome.indd 1
a proven brand
OVER 125 YEARS OF MANUFACTURING EXPERIENCE
ONLY YOU WILL BE ABLE TO OFFER THE GALLONE’S PARLOUR EXPERIENCE IN YOUR AREA
simple, successful business formula OUR DESSERTS ARE APPEALING TO ALL AGES
full training and ongoing support WE’RE ON HAND TO SUPPORT YOU AND TO HELP YOU ACHIEVE YOUR GOALS
JOIN US IN PROVIDING OUTSTANDING CARE. At Heritage Healthcare, we focus on providing the highest level of care and support to our clients. Homecare is one of the UK’s fastest growing sectors with over 6.5 million elderly people requiring daily assistance. With an expanding population and ever increasing life expectancy, growth is set to continue. As a Heritage Healthcare franchisee you can expect;
Award-winning support Over 80 years of experience First class training A bespoke territory CALL MICHELLE FENWICK QFP TODAY ON 01325 370707 OR EMAIL MICHELLE@HERITAGEHEALTHCARE.CO.UK WWW.HERITAGEHEALTHCAREFRANCHISING.CO.UK
BoConcept and RightAtHome.indd 1
Due to increased demand for arts & crafts classes, parties and events, the award-winning Creation Station are looking for proactive and friendly people to run their own successful franchise.
Rated 5-Star by customers on Trustpilot and in an independent survey, franchise owners rated the franchise as 5-Star.
Would you love to be your own boss, doing something you love with the backing of an established, tried and trusted brand? Request your free information pack today.
Over 120 people already enjoy running their own rewarding franchise.To check if your area is available and for more info call Maggie today on 01395 29700.
s so pleased my area was still available as The Creation Station really ticks all the boxes for me and my family.â€? Inspiring imaginations in North Watford, Hertfordshire
thecreationstation.co.uk/run-your-own-franchise Creation Station FP.indd 1 new tcs ad.indd 1 Untitled-2 1
As seen on.
01395 239700 07/12/2017 11:44 10:51 02/02/2018 12/01/2018 17:48
TAKE THE PLUNGE
What the franchisor
doesn’t tell you Using a proven franchise model and support network can put you on the right path to success and it suits many people on different paths. But beware, there are secrets franchisors won’t share willingly
BY DAVE GALVIN, HEAD OF FRANCHISING AND SENIOR BUSINESS ADVISOR, D&T CHARTERED ACCOUNTANTS
o, you’re thinking of buying a franchise? There’s a common misconception a franchise is a ‘business in a box’ anyone can just pick up and run but that couldn’t be further from the truth. It’s not easy being a franchisee and it’s certainly not the right decision for everyone. Taking on a franchise should be thought about cautiously. So before you tell your boss to stick their job, here’s what the franchisor doesn’t tell you when you invest in a franchise. It’s not a safe bet or an easy win You’ve got the support network and a big book that tells you what you’re supposed to do – advantages you’ll enjoy as a franchisee that a standalone startup won’t. The franchisor will support you as best they can and the ops manual is there to help you but no one can make your business a success except you. If you’re investing in a franchise to buy yourself a job for a few years, you’re setting yourself up to fail. The work you put in will directly correlate to what you get out of it. It might be a proven business model but that’s no guarantee it’ll work for you. It puts you in a stronger
58 ELITEFRANCHISE | MAY 2018
starting place than many non-franchising enterprises but the rest is down to you. If it doesn’t work, you won’t get paid and might not even be able to pay your staff anymore, let alone yourself. It’s as simple as that. You must be willing to follow the franchisor’s operations manual, adhere to their brand guidelines and ensure customer service is king. The franchisor will be monitoring you and if they feel you’re causing issues for their brand through bad management or poor customer service, then even more pressure will come your way. You have an established reputation to maintain and uphold not just for your own sake but also for other businesses in the network. Your family needs to be as on board as you Buying a franchise is only the very beginning: you’ll have to run the business profitably, work long hours, make difficult decisions and overcome issues. Say goodbye to weekends and bank holidays and be prepared for quality time with your family to be in short supply. It will never be all plain sailing, either. In any business, some stress is normal and can help push you to do something new or difficult but too much can take its toll, physically and psychologically.
TAKE THE PLUNGE
As your family will bear the impact of this, ensure they’re prepared and happy with your decision otherwise the commitment involved will undoubtedly cause issues down the line. You really can’t just blag it Do you have experience of running your own business? Do you know what running a franchise model really means and what it might involve on a daily basis? If not, my biggest tip would be to join some business management classes to see if you have the skills to cope. Don’t assume technical knowledge alone will make business success. You’ll need to study and learn new skills to wear the wide variety of different hats your business will need – sales, marketing, HR and accounts are just a few to start with. Ask your franchisor what you want to know, so there are no surprises after starting. Franchise recruitment is expensive and time-consuming, so a franchisor would rather you address any potential issues as early as you can. Talk to current franchisees and find out their day-today and experiences. See if their feedback corresponds with your expectations. Do your due diligence and find out about competitors, customers and the marketplace. To get off the ground, make sure your finances are in order and be prepared to borrow Most franchisors expect around 30% of initial capital, so it’s likely you’ll need to save and get a loan. Some firms specialise in financing franchisees but you’ll need to be in a good place to apply for funding. You’ll also need capital to cover everything from licencing agreements,
rent, premises and vehicle leases – which usually require a few months upfront – right down to biros and the payroll. Sit down and do the maths first and be honest about the numbers from the start. The amount you take home monthly is dependent on the success of your business. That’s a big responsibility and change if you’re accustomed to a regular income through employment – again, ensure your family are prepared for this risk. Choose a franchise that fits your needs and lifestyle Do you want to be hands-on or do you have the skills to manage others? Do you really want a shop or would vanbased and mobile suit you better? Maybe you struggle with motivation when working from home. Maybe being outside in heavy rain doesn’t bother you in the slightest. It doesn’t matter what your preference is, just make sure you choose a franchise that fits with that. The franchisor will support you but the buck stops with you You should only sign a franchise agreement if you’re willing to really throw yourself into making the business a success. Half-hearted is no good. If you think you’ll run out of steam in 12 months, then it’s probably not the franchise for you. No one is claiming buying and running a franchise is easy. To get the most from it, you have to be prepared to commit and work hard – but then you can really reap the rewards. And there are a lot of rewards. With the right franchisor and network, with a great product or service that you truly have an interest in and the right attitude, franchising is a brilliant career choice.
MAY 2018 | ELITEFRANCHISE
Thrive with Ovenu for the lifestyle that self-employment offers, some for the significant financial rewards and others for the benefits of working in a successful network and being guided by oven-cleaning business specialists. The reassurance of being helped by experts is invaluable. We’re able to react quickly and efficiently to change and we’re always innovative in our approach. Being a private limited company, we don’t answer to external shareholders nor do we wait for the wheels of internal politics to turn. We practice what we preach by keeping our HQ overheads low and we’re able to offer opportunities to work with us from a modest £4,995 + VAT. So now you really can “Invest with the best, for less”.
hances are you will only invest into an oven-cleaning franchise once so we want to reassure you that your investment into the Ovenu business is a prudent one. Our franchise operation is simple to run, but please don’t confuse ‘simple’ with ‘easy’. It’s simple enough to run one hundred meters in a straight line and as fast as you can but, to become a world champion certainly isn’t easy. Even the best seek on-going expert advice. Usain Bolt was always guided by a coach, even at the peak of his career. It’s very similar scenario working within our Ovenu franchise. We’ll work with you and coach you every step of your career, from initial training onwards. We’re here to help you achieve your goals. Our Ovenu franchise was set up over 20 years ago and has developed over the years into the UK’s most successful oven-cleaning business. Ovenu was started by Rik Hellewell as a one-man band in 1994 and by 1997 he had three additional vans on the road. His experience cleaning ovens and building a business means that the advice he passes on to franchisees
is based on real life experience. It is genuine, expert advice. We have a unique business model that has evolved with technology and experience over the years. It is a model that our franchisees like a lot. The majority of our franchisees renew their agreements with us into a second, third or even a fourth five-year term. They have all done this by choice and for lots of different reasons; some
If you’d now like to discover more about us and our opportunities, give us a call on 01189 743 911 or visit ovenufranchise.co.uk
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We’ve done the groundwork. You get to build a business on a solid
Our franchise opportunity was built on a solid footing nearly 25 years ago. We’ve since developed the business into the UK’s favourite oven cleaning service. As an Ovenu franchisee you’ll get to manage your lifestyle whilst enjoying an excellent return on your investment. You’ll be working locally in a bespoke, protected territory offering a premium quality service to clients. Our choice of options has expanded so that we have an opportunity that’s as individual as you! Our Foundation Franchise: For under £10,000 you will receive the best tools and equipment to build your business and generate turnover from day one. We will provide you with; • Initial business & valeting training to ISO standard • Unrivalled help and support • Marketing on launch and beyond • Your own choice of van • Use of our comprehensive Client Experience System • The potential to turnover more than £1200 a week
Our Foundation Plus Franchise: Extend on your foundations with a higher investment and gain access to; • Increased exclusive territory • Greater earnings & expansion potential
Invest with the best for less with our innovative ‘InSiteSM’ opportunity
01189 743 911
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OVER 3 5
FRANCH 0 IS WORLD ES WIDE
www.ﬁltafryplus.co.uk | dslater@ﬁltagroup.com
Could YOU be the next UK Franchisee?
Why choose SW Hair? SW Hair is one of the UK’s leading hair extensions businesses sourcing, importing and distributing high-quality human hair extensions. For more information, visit
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Turn your skills and experience into a lucrative business operating in a secure, growing, £6bn marketplace Exclusive Territory with £1M turnover potential Strong ROI from recurring monthly income Security and scalability of B2B contracts Stable marketplace regardless of politics, economics or Brexit! Royalties scale down from 5.75% to 2% as you scale up Build a clean asset to sell in the future
Telemarketing which targets clients in your territory – at no cost to you
A network of like-minded director-level business owners sharing experience
YOUR business owns your contracts and you set the terms – not us
Enjoy the returns from building your own business in a £6bn marketplace which includes retailers, supermarkets, offices, GP surgeries, schools and much, much more. With BCS your route to achieving your financial goals is tailored around your personal objectives, experience and available resources. Although franchise owners share a common goal, the route each takes is entirely personal to them. We work with you to define your plan and then support you in enjoying the journey to building your own profitable business.
Contact us to discuss our franchise opportunities: bettercleanfranchise.co.uk Betterclean FP.indd 1
0800 772 0810 12/01/2018 14:09
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JOIN A LETTINGS, PROPERTY MANAGEMENT & SALES FRANCHISE WITH SIGNIFICANT EARNING POTENTIAL Your franchise package contains everything you need to get your business up and running: • Trading under the Almond Property Management brand name • A large territory for you to trade in • Full training on all aspects of the business • Signwriting for vehicle • First year’s membership to the Property Ombudsmen • 10 letting boards • 10 ‘For Sale’ boards • Software to run the business (first three months paid for) • Processes, systems and templates to run the business • Central and local websites • Stationery starter pack
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We are looking to develop our existing operations through new strategic franchise partnerships with the right individuals. The Almond Property Management franchise will give individuals the potential to earn a significant income while providing a valuable service in their local area. We will provide you with support to build a successful business within your chosen territory. You will receive full initial and ongoing training, marketing and central and local websites so that you can hit the ground running.
For more information about the Almond Property Management franchise, submit an enquiry TODAY!
Press your case By Paul Stafford, head of communications, Chantry
Learning to properly engage with journalists can mean the difference between getting good PR for your franchise and being permanently banished to reportersâ€™ spam folder
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ranchisors and their teams know more than most about building strong professional relationships and differentiating themselves from the crowd, operating in the competitive sector they do. But not enough of them realise those same skills are at the heart of great PR. I’ve been lucky enough to work on both the publishing and PR sides of the fence, seeing just how fast-paced and high-pressured the media world can be. If you’re looking for media coverage, then you need to begin with understanding what journalists want and need from you. Know your audience Journalists are busy. Very busy. In today’s 24/7 globally-connected world, media professionals have more to do than ever to cope with the demand for new content throughout the day and night. That means great opportunities for people who can consistently supply accurate, timely and engaging content. Like it or not, more and more of what we read, see and hear in the news has been provided through a press release. So what do journalists want from you? Three things in general: strong stories, accurate and impartial information and to be able to get everything they need within a tight deadline. If you can meet these simple criteria, you’ll build a strong and mutually beneficial relationship – numerous surveys of journalists have said that most PRs fail on one or more of these principles. If you’re available and responsive when a request for a quote or image comes through, you’re already ahead of the overwhelming majority of people also clamouring for their attention. You might not like having to prioritise them but if you’re not then there are plenty of others that will. If you think of it as ‘How can I help them do their job more effectively?’ rather than ‘How can they help me get coverage?’, you’ll be ahead of the curve. Although approaching the media, especially the major players, can seem daunting, never forget that it’s a person at the end of your message. The way to lose their interest within
seconds is to send out a mass generic email that starts with ‘Hi, hope you’re well?’ If you’ve taken hours to craft the right story, the least you can do is take a few minutes to find the name of the person you’re sending it to and personalise your message. This is where your relationship starts, so show them that they’re not just another address on a BCC list of dozens. Journalists receive literally hundreds of emails every day, so you need to stand out as they’re scrolling through a never-ending inbox – for the right reasons. Assess your story The ability to determine what’s newsworthy and what isn’t is one of the core skills of successful PR. There are two ways to hone this ability. One is to have experience of working in PR or the media, which is fine if you have a team or an agency but unlikely if you’re doing things yourself; the other is to properly understand the outlet you’re targeting and the content they publish and that’s something anybody can do. If you’re trying to engage with a journalist for the first time, start by reading their content. Don’t just skim a few headlines, take the time to find out what sort of things are important and how they write about them. Consider the national newspapers for example: if you’ve got a community-focused story about helping people then the Guardian is probably your best bet because your news resonates with its liberalleaning coverage. If instead you have a more commercially-oriented success story, The Times or Mail are more likely to give you column inches because that suits their editorial slant.
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Those are generalisations of course, but every outlet has its own focuses, readership and agendas and a huge part of good PR is knowing what they are. Look at your article objectively, can you see it on the pages or website of the places you’re sending it to? Sending a weak or inappropriate story to any journalist will harm your long-term coverage prospects by lowering their belief that you have something worth shouting about when your name pops up in their heaving inbox. Your aim is to become a trusted source of information, not an irritation. When it comes to the writing or design of your content, there are a few golden rules to remember. Be precise and be concise. Use clear language. Put your gold in the first paragraph and the headline, not lower down in a paragraph which the journalist may never get to. Be accurate with any figures and stick to the facts – PR is not about selling your services or your franchise, that’s called marketing. Avoid hyperbole such as calling yourself ‘the UK’s leading whatever’ because it begs the question ‘according to whom?’ And remember that your email will
You might not like having to prioritise them, but if you’re not then there are plenty of others that will initially be filtered out of hundreds simply by its subject line, so make sure it draws attention. Image problem It might seem strange to include pictures in a discussion broadly about the written word but that should highlight how important your visuals are when you’re looking for coverage. The right picture can see a story published that wouldn’t otherwise have made the cut and the wrong one can have an equally negative effect on good copy. Yet so many people still make the pictures an afterthought. Especially for print but even for digital media too, ensure you’ve
got high-quality images that show off your story. The worst thing you can do is respond to a request for a picture with a blurry 50kb thumbnail. High-res photography or design is of course a prerequisite for print but quality images are just as important for digital. Understand you’re not in control – they are Everyone needs original content to improve their Google rankings and media sites are no exception. If you’re sending a news piece to a franchise directory you advertise on, they’ll usually post it word for word; that’s a privilege you’re paying for. But if you’re sending something out to larger regional, trade or national outlets, then don’t be surprised if your carefully crafted and approved wording is rewritten before publication. Every outlet has its own tone of voice and their content will reflect that, so anticipate that everything except your quotes could be worded in a different way. This is perhaps most important to remember if you’re ever invited to appear on pre-recorded television – it’s all in the editing and that’s usually out of your hands. In the social world in which we live, it’s never been easier to contact a journalist than it is today. If you’re serious about engaging with them and building a relationship, then take some time to find out who you’re approaching and what’s important to them. You wouldn’t believe how much they’ll appreciate it.
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Today we cleaned 17 homes yet never left our house! Imagine owning your own domestic cleaning franchise, earning over ÂŁ65,000 per year and never doing any cleaning yourself! You can work from home at times that suit you, your children and your lifestyle and your other commitments. AT LAST! A real business that is proven to work and that you can really be proud to say you own.
Ralph and Hazel Watson Franchisees in Fife, Scotland
British Franchise Associationâ€™s advice on picking the right franchise:
Proven Business Model
1. You should be able to recover your initial franchise fee in the first year
First Class Training
2. You should have a reliable residual income from regular clients
You not only get a lucrative business model for your potential franchisees to follow, you also get a proven Franchise Sales model to follow.
You will be trained in house in the art of franchise sales but also in the core business model you will sell to your potential franchisees.
3. You can build an asset that can be sold at a profit 4. Totally free access to the existing franchisee network 5. Well proven systems and procedures with ongoing training and support
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Part of the package includes bespoke software designed to help you and your franchisees manage their business efficiently.
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Buy a sandwich franchise. It’s the humble that sandwich tops the list of Britain’s favourite foods. The British ‘on the go’ sandwich market is currently valued at £4.4bn. Brits consume over 11.5 billion sandwiches a year.
Visit FranchiseSales.com to find out more about buying a sandwich franchise – and more! Untitled-7 1
Looking for your perfect opportunity? The Elite Franchise 100 is a new league table that celebrates the UK’s finest franchises. Duking it out on everything from year on year growth to the support they offer their franchisees, the Elite Franchise 100 recognises the sector’s most superlative businesses to aid your investment decision.
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Nurturing a culture
cultural A franchise’s culture is just as important to its success as the brand and model. But getting it right is far from easy
BY ERIC JOHANSSON
hat makes a franchise successful? Sure, having an awesome brand and a solid franchise agreement are important. Moreover, without a spectacular operations manual few franchisors can hope to see the value of their businesses skyrocket. “But I believe that there is a fourth element to that: the way we do things, which is just another way of saying culture,” says Carl Reader, director of d&t chartered accountants and author of The Franchising Handbook. And there may be something to that. In fact, if you
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Nurturing a culture
look at some of the big success stories from the past few decades like Airbnb, Google and Ben & Jerry’s, they’ve all listed their culture – the sense of who they are, their values and how they do things – as an essential factor for their success. “Culture is vital for any business and it’s particularly important for franchises,” says Reader. In other words, franchisors have to ensure they don’t just have a great culture at the head office but also that it resonates across the entire network. While it may be challenging to get every business owner under your brand onboard, getting your culture right has many benefits. For instance, it can help boost your relationship with clients. “Customers of a franchise, particularly of a large franchise, expect consistency in all aspects,” says Reader. In other words: not only does your franchise’s equivalent of a Big Mac have be the same no matter if it’s served up in Sheffield, Shanghai or San Francisco but you must also ensure that employees and franchisees treat customers with the same enthusiasm and feel across the world. “That’s why I really believe culture is vital and I think it is a case of franchisors ranking it up there with any other critical criteria,” says Reader. However, establishing an amazing culture in your network is far from easy. Fortunately, there are actions you can take to smooth out the process. “The first thing for franchisors is to really appreciate the importance of culture,” says Reader. That means that – just like the brand, operations manual and franchise agreement – franchisors have to make culture a priority from the get-go. “They need to guard it with
their lives,” says Reader. “Once it’s reached that level of importance in franchisors’ minds then straight away, unconsciously, they’ll be putting in steps to protect the culture.” The second step is to take a look at how they manage franchisees. “Rather than just checking finances and the operations, franchisors also need to do a health check on the culture,” says Reader. For instance, a franchisor can make a point out of surveying how engaged employees are, speaking with them and get the lowdown of how much people actually enjoy the business. And if you’re still in doubt whether or not this is a good idea, just consider that Great Place to Work, the workplace wellbeing consultancy, has listed having a values-driven culture as key for having a good working environment where people felt that they belonged. Remember, happy people – whether they are franchisees or employees – will always be more productive than unhappy ones. So it pays back to check in on them from time to time. “Just keep your ear to the ground,” says Reader. But going out of your way to improve the company culture across your existing network is only the beginning. In fact, doing so helps attract more budding franchisees to your company. “To many people it’s a risk to invest and taking the chance,” says Leland Mayall, franchise development director, World Options, the logistics franchise. This is certainly something his own franchise has taken to heart. “We want to make sure that we’ve created a culture where they can come in and know that as they’ve made that first phone call or knock on the door that this is the right environment and
the right culture for them, that they want to be part of it,” he says. However, while having a great culture in place can help find candidates to join the network, franchisors should be careful to only pick franchisees that have got the right personality for the company. “To ensure a good cultural fit you need to be sitting far more towards the perspective of franchise recruitment than towards franchise sales,” says Reader. In other words, it’s simply not enough that someone has money to invest, they must also have the right mix of soft and hard skills as well as the right personality for your franchise. “So you really need to spend some quality time with prospective franchisees to really understand their personal values, what experience they’ve got building cultures within businesses they’ve been in before and any leadership experience they’ve had,” he says. “Often your gut feeling is a good indicator but you can combine that with personality testing.” If you’re confident a franchisee doesn’t just have the right attitude but also that they’re able to recreate your franchise culture across their business, then it should be all green lights moving forward. Importantly, once you’ve got this culture in place it’s essential to remember that it’s not just a one-off: you constantly have to look for ways to improve your culture. “It’s like a tree: it will die if you don’t continue to nourish it and look after it,” concludes Mayall. “You always have to look at ways that you can implement it within your staff and within your franchise. We’ll never stop and we’ll never rest on that.” May 2018 | elitefranchise
Passionate about design and retail? BoConcept could be the perfect franchise opportunity for you With a footprint over 65 countries and 270+ stores, BoConcept is a truly global brand, creating outstanding modern and sophisticated living spaces, at affordable prices
anish retail-furniture chain, BoConcept, is looking for new franchisees with a passion for design, style and trends, ideally combined with some retail experience, as it continues its expansion into the British market. Now an established and proven retail-franchise system around the world, BoConcept began life back in 1952 as a furniture manufacturer in Herning, Denmark. The first BoConcept brand store opened in Paris in 1993 and 25 years later there are more than 270+ shops in 65 countries around the world, all specialising in premium quality interior design for the urban-minded customer. BoConcept stores customise and design furniture and accessories according to the needs and dreams of their customers. Each store, whether it may be in the UK or overseas, delivers a unique shopping experience focused on exceptional customer service and consultancy expertise. But the company describes itself as more than a franchise. As its name suggests, it is a concept for creating outstanding modern and sophisticated living spaces at affordable prices. Unrivalled in its field, BoConcept has an ambitious plan to more than double the number of stores to more than 600 over the next few years and lists Britain as one of its priority markets. It already has 19 stores in the UK, having added seven new shops in the previous 12 months - the most recent opening having taken place in Westfield White City. There are further plans to open at least 20 more stores in the medium term.
BoConcept works with an exciting team of both international and Danish designers. The franchisor’s collection is characterised by its customised and coordinated design for urbanminded customers and designed to meet their interior challenges and personal tastes. There are endless possibilities behind everything. The range includes custom wall units and designer bookcases, a wide range of tables, stylish armchairs and designer sofas in fabric and leather, TV units, beds and the most diverse decoration accessories – everything needed to furnish a whole home or to simply add some special stylish sparkle to someone’s existing interior design. Whether you’re one of BoConcept’s 15 million website visitors or the five million in-store visitors, every interaction with our employees is of the highest calibre. Their design and product knowledge are second to none and they are tasked with making the most out of their customer’s space. Stores incorporate a workshop where
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customers can visualise the many styles and options available and can see the individual furniture options being created on screen by skilled interior decorators. In the UK market BoConcept is currently looking for franchisees to cover the following areas: Wales, North West, East Midlands and the Central South Coast. Ideal franchisees already have the sales and management experience as well as the commercial and leadership skills to run a business. They must also be team players and must be motivated, creative and open-minded. Plus, they should have the intention and capacity to invest in one or more stores within an agreed geographical area. Investors or business owners willing to diversify their portfolio are encouraged to contact the brand to discuss investment possibilities. Existing furniture retailers are also welcome to get in touch to discuss re-branding, along with ambitious individuals looking for a career change. Depending on the size and location, the startup investment required to launch a franchise store is circa £350,000 to £500.000, of which at least 30% should be owned equity. There’s also an initial franchise fee of £20,000 per store.
In exchange, franchisees will get all the support they need to start a profitable business which is built around a quick generating cashflow model and has an excellent priceperformance ratio on its products. BoConcept’s business model and core competencies are applied throughout the value chain from design, branding and marketing to production, logistics, sales and customer service. This all helps optimise the overall sales performance in the stores. Franchisees become part of a global brand, with an outstanding reputation worldwide and a unique, proven and vibrant concept and have access to training and support via BoConcept’s educational platform, that offers extensive and continuous training programs in all business areas. They will also benefit from BoConcept’s national and locally dedicated store and trade marketing and PR actions, have access to its great store designs, efficient merchandise management system and its online design tool called Home Creator. The store opening team at BoConcept is responsible for supporting franchisees in a wide range of aspects when opening a new BoConcept Store. This varies from the store designers
designing and completing the store layout in a range of sizes to the opening support team who assists the franchisee in warehouse set up, store routines and more. A store IT-system supports the processes in BoConcept’s stores and makes administration, reporting and performance evaluation easier to access and work with. In addition, franchisees will benefit from the brand’s online capabilities. As a multi-channel retailer, BoConcept’s stores receive around five million visitors each year while its website attracts over 15 million visitors. This strong toolbox and the outstanding ongoing support within all areas of business and retailing make the setup and management of a BoConcept store straightforward. Therefore, most of our franchisees own multiple stores. To find out more about becoming a franchisee, visit: www.boconcept.com/franchise or email: email@example.com
MAY 2018 | elitefranchise
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Far from f lushed
y the time the financial crisis rolled in, Rob Simpson already knew he’d eventually be fired. “I’d been with the Yellow Pages for 13 years and knew I needed to make a change because the golden pension was still 18 years away and I could see the writing on the wall,” he says. And what the signs told him was that the company would soon fall prey to the same technological tide having already washed away the profits of high street retailers. Online was the future. Paper guides were the past. Recognising this, the company was changing and with that transformation came the risk of Simpson losing his job. “The way I saw it I had four options: stay and eventually be made redundant, emigrate, go into London and make a lot of money but not see my family or I could start my own business,” he says. Fortunately, Simpson would soon have an opportunity to opt for option D when he met up with one of his clients, the franchisee for Drain Doctor East Anglia, the plumbing and drainage franchise. “He told me he wanted to sell the business because he’d had a health scare,” Simpson recalls. Recognising the opportunity, he asked his wife what she thought about buying the franchisee’s three territories. “She told me to get the books and to do my due diligence,” Simpson says. “So we looked through the figures and agreed on a price. It took about six months for it all to go through but then we could walk through the doors as the new owners on November 9 2009.” Branching out on your own is always a challenge and it wouldn’t take long before
Having taken over a Drain Doctor franchise, Rob Simpson’s first two years as a franchisee were filled with a sense of panic. But thanks to support from the network and the franchisor he’s turned the hard work into a successful business BY ERIC JOHANSSON
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Simpson felt the pressure. “The first two years were all panic stations because we’d taken on a lot of debt to buy the business and we had to meet those payments, the salary commitments and so on and we’d never run a business before,” he says. To ease the transition, the previous owner stayed on for a month to help out. But even though that was a huge help, it meant Simpson only received one week of training at the company’s head office instead of the customary two. “Quite frankly, I think eight out of ten businesses in those circumstances would’ve gone bust,” he says. Nevertheless, having the old owner on board made it a lot easier for him to get his head around the business and to reach out to the company’s clients. “I went and visited them all to introduce myself and to talk about the service that they’d had in the past and how it had met their expectations,” he says. “I didn’t try to sell them anything but just said that there was a new name above the door.” While most were enthusiastic about the new owner, a few decided to take their business elsewhere. “With any business you win some and you lose some,” Simpson shrugs. “But I then started knocking on doors and introduced myself to new clients. I kept filling the bucket on top even though there was a hole leaking in the bottom.” A pivotal moment came when he began thinking about how to grow the business more effectively. “We had to find customers that were likely to use us on multiple sites regularly,” he says. “The obvious ones were councils, schools, council houses and corporate buildings and so on.” But to do that he needed to ensure he and his staff had all the necessary accreditation, which is why he invested both time and money to get those in place. “Then we were in a position where we could talk to councils when the next tender came up,” he says. That way he successfully managed to get on top of the business and even expand it by buying a fourth territory in Norwich in 2013. Key to this success was utilising the network as much as he could. “I made a point out of attending any training session, reunion and convention that were available,” he says. And when he was there, he made sure to make friends with other franchisees in the network and to learn from them. Even more importantly, he knew he could trust their advice.
“Normally when you start up a business of your own the other people you speak with are your competitors who don’t want you to do well so they may give you bad advice,” he says. “But in a franchise network everybody wants you to do well because if you do, then the entire network benefits.” This support became even better once Dwyer Group, the multi-brand franchisor and the original owner of Drain Doctor, bought back the franchise in 2015. Simpson certainly noticed the difference. “There was a lot more professionalism, dynamism and future thinking,” he says. For instance, the old-new owner has since reacquiring the business established a new CRM system, started building a new website and introduced corporate franchise consultants to help franchisees grow through training and advice. “We never had that before,” Simpson says. “You literally just did your business and only phoned if you needed help whereas now it’s far more professional and it’s really geared towards helping people grow their business.” With this support on hand, he successfully grew the business by 40% in 2017 and plans to grow an additional 25% in 2018. When asked about if he made the right choice in picking option D, he doesn’t hesitate. “It’s been very good for me and my family,” he says. “It’s given me the ability now, a few years in, to have a very nice work-life balance where we’ve put a management structure in place so I can work on my business rather than in my business.” So despite the company’s name, it has left him anything but drained.
Quite frankly, I think eight out of ten businesses in those circumstances would’ve gone bust
MAY 2018 | elitefranchise
MAKE IT YOUR BUSINESS TO TEACH DRAMA Run your own drama academy business to fit in around your family
he Helen O’Grady Drama Academy is a one-of-a-kind UK franchise offering a self-development programme for children designed to build their confidence and self-esteem through a carefully constructed drama programme. We provide an opportunity for energetic, enthusiastic, creative and passionate franchisees to run a business enabling them to connect with children, have their school holidays free and to earn an attractive income. TRAINING AND SUPPORT Franchisees are fully trained in all aspects of the teaching, marketing and administration of our programme. Support includes pre- and postlaunch training, the latter of which continues throughout the first year of operation. In
subsequent years, regular visits by a director or senior member of staff will be made. Regular telephone contact is always maintained. Franchisees attend a training seminar three times a year to cover relevant business matters and to workshop curriculum for the coming term. These days are also an opportunity for franchisees to catch up with other franchisees and exchange anecdotes and ideas. THERE ARE MANY BENEFITS OF BECOMING A FRANCHISEE WITHIN OUR ORGANISATION Being self-employed is a major attraction to teachers and those in education; working flexible hours to suit yourself during term time only, leads to being able to spend quality time with your family. As part of our international network you will have access to a wealth of communication and ongoing support. One of the real advantages is being provided with a structured curriculum, covering ages from two to adults and that is being updated every term. The success of any franchise is only as good as the initial and ongoing training and support. You will receive initial induction training, followed by termly seminars where new curriculum is workshopped, as well as regular ongoing support from a member of our extensive training team. All these benefits will mean a good income for yourself – and all you have to do is follow a tried and proven system which has shown success over 39 years in 36 countries. THE INVESTMENT To become part of this highly successful organisation, you will be required to invest approximately £15,000 for a full sized branch. An interest free payment plan is available, with a minimum deposit of £3,000. It is now also possible to operate your own part-time drama academy business for three days per week for an initial outlay of only £2,000.
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THE RETURN This is an excellent cash flow business, with the bulk of the fees being collected at the commencement of each term. All territories are exclusive. The possibilities are excellent with good teaching, smart administration and excellent marketing and promotional support. A franchisee can earn in excess of £30,000 per annum. The growth of your business is limited only by your creativity and imagination. KEY FRANCHISE FEATURES Our advertising and marketing programme has been devised through experience and with the assistance of a top advertising agency. It has proven to be extremely effective. Assistance is given to franchisees in the selection of their initial studio locations. All curriculum content and lesson plans are provided each term. Therefore, franchisees are spared the time-consuming task of research and preparation of lessons. The academy year consists of three 12-week terms and with the exception of the August pre-enrolment period, school holidays can be enjoyed. The drama academy franchise is operated from home, with teaching studios being established in suitable halls within the franchise territory. By becoming a Helen O’Grady franchisee you can expect to work far fewer hours than with other businesses with comparable income.
ADVANTAGES OF BEING A HELEN O’GRADY FRANCHISEE Every franchisee is given the specialised knowledge and training needed to operate classes as a highly successful business. Our franchise business commences with the benefit of a name, reputation and goodwill already established in 36 countries including Australia, New Zealand, Africa, South Africa, Malaysia, China, Korea, Singapore, India, USA, Malta, Bosnia, Japan, Pakistan, the UK and Ireland. As a franchisee you can set up a lucrative and proven business without the need to risk a substantial amount of capital in an untried venture. You will have access to the specialised, highly skilled knowledge and experience of the franchisor’s head office organisation, whilst continuing in a self-employed capacity. You will also have the benefit of
our team’s continuous research and development programmes, designed to improve and update all aspects of the academy’s operations. ACT NOW FOR YOUR OWN FUTURE We are seeking prospects for new areas or re-sales in Tayforth, South and SW London, Portsmouth, Guildford, Plymouth , Southampton and Oxford. If you are considering a franchise business, have a love for drama, and would like to help children express themselves and build their confidence and communication skills through a unique, fun drama programme, then act now. To show your interest, or for more information, please contact Chief Executive Officer, Nigel Le Page on 01481 200250 or by email to firstname.lastname@example.org or visit www.helenogrady.co.uk.
Our brand is the largest and fastest growing drama business in the world MAY 2018 | elitefranchise
Helen O'Grady adv.indd 2
Leaving a mark Having taken a general look at the different types of intellectual property protection, Kate Legg this month dives deep into how trademarks can protect franchises BY KATE LEGG
ast month we looked at some of the tools in the franchisor’s armoury that can protect the brand and system. This month, we take a more detailed look at registered trademarks.
What can be registered? Whilst most names and logos can be protected, there are some exceptions. A name can’t be registered if it’s offensive or otherwise against the public interest. Secondly, it can’t be a name that is a description of what the business does. For example, “Orange” couldn’t be registered as a trademark for the fruit but is entirely acceptable as one for the mobile phone provider. Typically more troublesome is the requirement that a trademark must be distinctive. A mark wont be registrable if it’s the same or too similar to an existing trademark or if it’s part of the general language around those goods and services. For this reason, words which are not related to the goods and services generally make better trademarks. Think Apple for computer hardware. Made up words, like Nescafe for coffee or Opodo for travel services are even better as they’re likelier to be unique and less likely to be in use. Sometimes, a word which on its own is not sufficiently distinctive can qualify as a trademark if it’s combined with a distinctive logo. However, this arrangement must be used 82 ELITEFRANCHISE | MAY 2018
with care. Starbucks had a trademark consisting of the word now with a sun or star logo over the O. When it tried to sue BskyB for infringement for using NOW TV, BskyB successfully counter-claimed that the Starbucks mark was invalid because it lacked distinctiveness. Shapes, smells and slogans Although trademarks are most commonly a word, logo or combination of the two, they’re not limited to this. Any sign which distinguishes goods or services can theoretically be registered. For example, slogans like Kit Kat’s “Have A Break”, sounds like the Intel Inside’s jingle, colours like Cadbury purple, actions like the Asda tap-of-the-back-pocket, moving images, shapes of products or packaging like the Toblerone pyramid or even smells are capable of registration. Having said this, the mark must be clearly and accurately described on the register, which can be a challenge for sounds, smells and less conventional marks. Rights and exploitation Successful registration gives the trademark owner the exclusive right to use that name in relation to their goods and services. There is also protection against the use of similar names in relation to the same or different goods and services if members of the public are likely to be confused between the two brands.
A registered trademark is a piece of intellectual property that can be sold or licensed for use by others, for example in a franchise agreement. It can therefore be a valuable piece of property. However, the value can easily be eroded if the trademark isn’t properly enforced. For example, a trademark can be removed from the register if it falls into common use. A good example of this is the brand Hoover which became a generic term for vacuum cleaners. So it is vital that trademark owners police their brand and take prompt action against infringers. It is also important to ensure that the mark is kept up-to-date. Only the form of the mark as registered is protected, so if the brand or logo evolve and change over time, the latest version needs to be registered. Equally, if the scope of goods and services supplied
under the trademark change, new applications may be required to extend protection to the new types of goods and service. Once granted, trademarks can be renewed indefinitely as long as they continue to be used. However, anyone can apply to have a trademark removed from the register if it’s not being used or if it’s not distinctive. International protection Trademarks are territorial rights that only offer protection in the specific countries where they are registered. This can be challenging for international franchise networks. Fortunately, there are several options available when international protection is required. If a network operates in a small number of countries, it may be appropriate to submit individual applications in each local country. This has the advantage that each application is independent and so if the application in one country fails or is delayed, it wont affect the other countries. But the disadvantage is that depending upon the number of countries involved, costs and the time required to
Successful registration gives the trademark owner the exclusive right to use that name in relation to their goods and services
deal with multiple applications can quickly escalate. A European Union Trademark (EUTM) is an option for networks that require protection across Europe. The EUTM involves submitting a single application which is then forwarded by the central body to all EU member states. This is a convenient way of establishing international protection. Although, be warned that if the application fails in any one member state, the entire application across all states will fail. The EUTM is available until at least Brexit. Current proposals are that they will continue to apply during a transition period ending in December 2020 and that thereafter, holders of EUTMs will automatically be granted a comparable right which is enforceable in the UK. Overall, registering a trademark can be a very effective and affordable way of protecting a brand. However, it’s not a “set it and forget it” solution. To get the most out of a trademark, it’s important to manage the portfolio and enforce the owner’s rights. This should include periodically reviewing the marks used in the business and registering any new names, logos or slogans as required. Similarly, trademark owners should watch out for renewal dates, any marks that are not currently in use, any marks that are losing their distinctive character and any action needed to be taken against third party infringers or new applications for similar marks. MAY 2018 | ELITEFRANCHISE
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Merry Maids has been one of the most successful home cleaning franchise operations in the world for the past 37 years, with almost 100 franchises in the UK. If you’d like to hit the ground running, perhaps one of our existing Merry Maids businesses is for you.
Investment: £60,000 Established: 2005 Turnover: £140,000
Investment: £35,000 Established: 2015 Turnover: £40,000
Grantham & Newark Investment: £75,000 Established: 2004 Turnover: £130,000
Bromley & Orpington Investment: £195,000 Established: 2002 Turnover: £340,000
TruGreen is the world’s largest lawn care company. The journey began as a small private company in 1973 which was acquired by ServiceMaster in 1990 and we now serve more than 3.4 million residential and commercial customers throughout the UK and the USA. Be a part of the world’s largest lawn care company with one of our rare resale opportunities. We may also have other areas available for resale as our franchise owners’ circumstances can change at short notice so if you don’t see an area that you might be interested in listed, please still get in contact as we may not have had chance to update our resales information.
South Oxfordshire Investment: £54,000 Established: 2010 Turnover: £54,000
ServiceMaster Clean Contract Services deliver office cleaning, commercial cleaning and contract cleaning services to businesses across the UK. Our rare resale opportunities benefit from employees, equipment and customers, so that you can continue to grow a profitable business. We also have vacant territory available in Scotland, Yorkshire, the Midlands, Norfolk & Kent.
Bournemouth & Poole Investment: £80,000 Established: 2014 Turnover: £120,000
Glasgow & East Strathcylde Investment: £250,000 Established: 2003 Turnover: £478,000
Over 4 million businesses in the UK require a bookkeeping service and you can be a partner in supplying it! Whether you are a qualified or an experienced bookkeeper we have a route to suit you. As a Rosemary Bookkeeping franchise, you can benefit from the following: • Recurring income with average 50% net profit margins • Excellent growth opportunities to build into a management style business • Flexible hours – work from home – keeping costs down • Dedicated support in Bookkeeping, Operations, Sales & Marketing Although we don’t currently have any resale opportunities on the market, we do have vacant territories throughout the UK.
Contact ServiceMaster Ltd today on 0116 275 9005 or email email@example.com for more information
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Call us today for a confidential chat: 0800 0188 297 or visit us at www.taxassistfranchise.co.uk
Investment: TBC Established: 2003 Turnover: £324,000
I am happy to report that I now have over 400 clients, which generate an income and flexibility in how I work that could not have been achieved on the corporate ladder I stepped off.
A resale opportunity has arisen in one of our Franchises based in the North West. The franchisee started in 2003 and operates from two prominent shop front locations in the area. The business services around 608 clients and enjoys gross annual recurring fees of circa £307K. With established shops, complete with furniture, IT and telephone systems and experienced staff, any purchaser would be walking into a ready-made business. This represents an excellent opportunity where a new franchisee can further develop an already substantial business. The business has enjoyed regular organic growth with the majority of new clients coming from recommendations, walk-in business and inbound leads generated from the support centre. The business is offered as a successful going concern within the TaxAssist Network and the purchaser will become part of that network of accountancy practices.
Alex Smith - Franchisee
Call us today for a confidential chat: 0800 0188 297 or visit us at www.taxassistfranchise.co.uk
Bedfordshire Investment: TBC Established: 2010 Turnover: c£137,000
I am happy to report that I now have over 400 clients, which generate an income and flexibility in how I work that could not have been achieved on the corporate ladder I stepped off. Alex Smith - Franchisee
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A resale opportunity has arisen in one of our Franchises based in Bedfordshire. The franchisee started in 2010 and operates from two locations across the territory. The business is well known in the local business community with a prominent shop front in a prime location and a presence in a neighbouring town. The business services around 230 clients and enjoys gross annual recurring fees of circa £152K. With an established shop, complete with furniture, IT and telephone systems, any purchaser would be walking into a readymade business. This represents an excellent foundation upon which a new franchisee can further develop an existing business. The business has enjoyed regular organic growth with the majority of new clients coming from recommendations, walk-in business and inbound leads generated from the support centre. The business is offered as a successful going concern within the TaxAssist Network and the purchaser will become part of that network of accountancy practices.
Automotive Car Medic
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Right at Home
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Magikats Maths and English
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£: 19,950 - 22,950
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Broccoli Pizza and Pasta
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rosemary an altogether friendly bookkeeping experience
FOOD & DRINK
FOOD & DRINK Cookery Doodle Doo
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£: 150,000 - 250,000
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Southern Fried Chicken
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HOME IMPROVEMENT & GARDEN Apollo Blinds
Countrywide Grounds Maintenance
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Mail Boxes Etcs
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The Original Poster Compay
Two Men And A Truck
TruGreen £: 28,000+VAT trugreenfranchise.co.uk
MAIL & COURIER
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£: 25,000 - 45,000
PET SERVICES Barking Mad
Now Boarding Pet Hotels
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PHOTOGRAPHY ABC Photography Limited
Photography for little People
£: 50,000 +shop fit +VAT
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PROPERTY Agency Express
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RECRUITMENT Driver Hire Nationwide
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£: 150,000 - £250,000
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£: 14,950 ex. VAT
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£: from 25,000+VAT
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TRAINING Pitman Training
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SEARCHING FOR A CAREER CHANGE WITH A FUTURE?
Arrange a meeting with us today and ďŹ nd out if we are right for you!
Request more information firstname.lastname@example.org
Book a discovery meeting with us by emailing: email@example.com or call 0115 902 1002 A meeting is a chance for you to find out more about the CENTURY 21 team and whether it is the right fit for you. Itâ€™s important you see the systems & support we offer and get the opportunity to speak to our Business Development Managers who would help you grow your business. We hold these meetings across the country on a monthly basis.
0115 902 1002 firstname.lastname@example.org www.century21franchise.co.uk
PREPARING CHILDREN FOR THE FUTURE Home-based, management franchise Flexible, family-friendly commitment Generous territories with at least 600 prospects Dynamic support programme Rewarding and fulfilling
t: 01530 513308 e: email@example.com w: computerxplorers.co.uk
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Discovery Days.indd 1
UK’S NO.1 FRYER MANAGEMENT SERVICE WEEKLY REPEAT “MAN IN A VAN” FRANCHISE HIGH-DEMAND, EXCLUSIVE TERRITORY VIRTUALLY NO COMPETITORS
Call us on 01788 550100 to find out more www.filtafryplus.co.uk | firstname.lastname@example.org
Could YOU be the next UK Franchisee?
Ready to take on a new challenge?
RELAUNCHED FOR THE DIGITAL AGE
Over 190 franchise offices in the UK
First class training and support for owners and their teams
EXCELLENT SUPPORT AND TRAINING
A proven management franchise model Award winning support
CELEBRATING 40 YEARS IN BUSINESS
Robust marketing framework
ROBUST MARKETING FRAMEWORK
t: 01530 513300 e: email@example.com w: kallkwik.co.uk
BUSINESS • the UK’s largest supplementary education provider • proven business model • marketing support • comprehensive training
Call us now on 0800 854 714 or visit kumon.co.uk
Meet our mentors at a MagiKats
See our workshops in action and discover how much fun yo u can have with maths and toring! ish tuTuition Engl Maths & English www.educationalfranchise.co.uk firstname.lastname@example.org
0844 870 9896
MAY 2018 | elitefranchise Maths & English Tuition
Discovery Days.indd 2
For more information go to
Discover how to MAKE MONEY and MAKE A DIFFERENCE! With a Mathnasium Learning Centre franchise you have the opportunity to build your own business, be your own boss and make a great living whilst making a difference. Join us for a discovery day and experience the Mathnasium Method and Model, held in Manchester and Hertfordshire.
Book your place at mathnasium.co.uk or call 0161 791 0686 Standard call charges apply
taimoor taimoor milkmilksheikh sheikh I am a franchisee & this is my McDonald’s I am a franchisee & this is talk my McDonald’s Come and to us at our
Aston Insight Day in Manchester 25th‘The May 2018 2nd March 2018 best part of being a franchisee
is the responsibility that comes with looking after a large workforce. www.mcdonalds.co.uk/franchising Giving local people a chance to develop their skills, grow in conﬁdence, progress their career – it’s something I ﬁnd really rewarding.’
Your Discovery Day Invitation Taimoor, operates four restaurants in South East London
Feeding your Future... ...the perfect opportunity to get to know OSCAR at a relaxed and informal meeting. Discover OSCAR The door is open to a variety of backgrounds and life skills, guiding you towards a new career – working for yourself with ﬂexibility and choice.
Come and talk to us at our Insight Day in Elstree
NEXT DISCOVERY WEBINARS:
16th May 12th June
Discovery meetings at many locations around the UK. Please call for details.
0800 068 1106 email@example.com www.oscar.co.uk
Register your interest:
01202 652 103
CREATE THE WORK/LIFE BALANCE YOU WANT
Combine your passion for physical activity and making a positive impact on children’s lives!
Dynamic, £3bn marketplace Six lucrative income streams
Could you be our next Premier franchisee?
Our core purpose is to Educate and Activate the world, and we do this by delivering exceptional opportunities for young people and adults to make the very most of their lives. Helping children become the best versions of themselves through innovative, life changing programmes and initiatives.
Excellent support and training Robust marketing framework
We have a streamlined recruitment process and we'll be in touch as soon as you enquire for an initial relaxed conversation!
For more information about joining the UK’s number one sport and physical activity provider, contact us... 01953 499 040 • firstname.lastname@example.org • makesportyourbusiness.com
t: 01530 513300 e: email@example.com w: recognition-express.com Please contact us for more information regarding available territories
94 elitefranchise | MAY 2018
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BE PART OF THE WORKPLACE REVOLUTION
Have your name on a Signarama business card!
We are looking for franchise partners to join the revolution in the UK. If you have the drive, resources and commitment to be part of a global growth story, call our franchise team on: +44 (0)7920 040370 Visit regus.co.uk/franchise or email firstname.lastname@example.org
If you are ambitious and driven, we want to hear from you. Call 0208 930 9047 or email email@example.com
I started my own business with TaxAssist Accountants to deliver a better lifestyle and a brighter future for my family Love fashion, live your passion with Suit the City Join a leading business in a booming market, beating the current trends in retail. Work from a small studio and build your business with the aid of a team of Consultant Tailors all trained by Suit the City.
Join our next Discovery Day: April 17th
0800 0188 297
Discovery Day We want you... The UKâ€™s No1 Dry carpet, upholstery and hard floor cleaners
0800 1 80 40 20
zerodrytime.com/franchise MAY 2018 | elitefranchise
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Checkout Your Checkout Your Dream Franchise Dream Franchise
At the One-Stop-Shop for Franchise Recruitment, Profiles, Latest News, Success Stories, Upcoming Exhibitions and Dates for Your Diary. At the One-Stop-Shop for Franchise Recruitment, Profiles, Latest News, Success Stories, Upcoming Exhibitions and Dates for Your Diary.
Jane Maudsley founder & managing director Little Voices
The circle of life When you have generations from the same family emerging through your franchise network, all of a sudden the penny drops that a huge milestone has been reached
arlier this year at our annual symposium I spoke to our franchisees about an inspirational talk from Toni and Guy, which Iâ€™d listened to at the EWIF National Conference. The training director spoke about how their people were developed through the ranks and inspired others, creating a stable succession and growth cycle. It means there is a clear progression pathway, so the culture and growth is like for like and organically nurtured. I discussed forward plans for Little Voices â€“ nurturing our older pupils aged 16 and over by offering them a specific development course to do alongside their Little Voices lessons. This develops more skills for their CVs with an insight into how to teach and inspire others, giving them the tools and confidence to become assistant tutors, then tutors and, ultimately, perhaps franchisees in years to come. This is a win-win for the individual pupil as they are leaving Little Voices even more skilled than they were, so they could get some additional work in the franchise they attend or a nearby franchisee when they leave for university. It helps them with a part-time income doing something that they love but, importantly too, the franchisee has peace of mind they have a team of inspirational tutors sharing their knowledge, expertise and passion with the next generation. The wheel will then keep turning and our customers will become our people. May 2018 | elitefranchise
franchise diaries.indd 1
One of the biggest challenges in our business is finding and keeping tutors who inspire children to be the best that they can be. We’re not just looking to recruit fabulous drama and singing tutors with the right CV, qualifications and experience – what we look for cannot be taught. A tutor has ‘it’ or they don’t. A bit like the Colonel’s original recipe at KFC, it’s inherently ingrained in every tutor and there is no mistaking you’re experiencing a Little Voices lesson of distinction. And in my mind you’re more likely to have ‘it’ if you’ve been part of the franchise from the bottom up. It’s absolutely true your people make a brand. They emit the brand and, to strengthen it consistently, we need more of the same. No sooner had I announced the plans for the future development of our young people and tutors than I had reason to have my confidence in the strategy confirmed. Jericho Taylor was one of our pupils at Little Voices when the flagship began 11 years ago and went all the way through to grade eight LAMDA with Little Voices. Her mum, Julie
It's all about spotting and developing trends in your business, not reacting to the blips.
Armstrong, became a tutor for Little Voices after being attracted as a parent and a few years later became one of our first franchisees when she relocated south. Now Julie owns a Little Voices franchise in Peterborough. I received a call from Julie who said that Jericho was absolutely delighted to apply for a tutor role with one of our newest franchises in Ealing and was successful. Wow. This is phenomenal. The full circle had happened organically. It’s a no-brainer because all the love and passion Jericho had for Little Voices will be remembered and naturally emitted through her lessons to the younger generation on the path she was on a decade ago, who’ll she’ll be well-positioned to inspire. It’s all about spotting and developing trends in your business, not reacting to the blips. Our communication and creative director, Marie Blount, pointed this out in a recent meeting with the board. As I lay on my pillow that night, I thought: what are our pain points? What trends do we experience time and time again? One of them is the recruitment of the right people as tutors and we have that ticked now. We will be able to ensure that they have the special ingredient that we look for in a tutor. Working on solutions to trends will never be a fast solution but they will be beneficial long term. The family feel and breeding from within, just like in real relationships, ensures the right fit. It’s amazing how the circle of life works and I would encourage you to take some time to think about how you can make your end users happier and how you can deliver your brand and culture in an even stronger way. What could you do to enhance the circle of life in your business? Some thought and planning around this topic may just bring you a few golden nuggets alongside growth and strength in your marketplace.
98 elitefranchise | may 2018
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