Mr Simms Olde English Sweet Shoppe
Martin Peet is offering his franchise’s tasty treats around the world
APRIL 2018 £4.50
This franchise is making a success out of skipping the main course
The weakest link Learn the important lesson from KFC’s supply-chain fiasco
From Burger King to LighterLife, Sarah Kelly’s unique insights into the franchise industry have made her the ideal CEO for Stagecoach Performing Arts. Now she’s set the scene for her biggest performance yet: modernising the business for its 300 franchisees Cover.indd 1
Come and talk to us at one of our Insight Days in 2018:
20th April. Cranfield Management Centre 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
CEX DPS.indd 1
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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Setting the stage After Sarah Kelly had spent the 1990s bringing burger franchises to Europe, she helped make the Harry Potter franchise a success on the big screen. Now sheâ€™s using her considerable experience to set the scene for Stagecoach Performing Artsâ€™ global success
6 elitefranchise | APRIL 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 Heaven on Earth
Yousif Aslam fills up frachisees with the Heavenly Desserts franchise model
50 Sweet success
Mr Simms Olde English Sweet Shoppe is growing internationally
58 When should your franchise stop growing? Not all business growth is good for your franchise
66 Social ladders
Social-media marketing can work wonders for your franchise recruitment
74 Finding peace
This is how to handle infighting among employees
78 Modern talking
Abigail Curtis has created a whole new life by becoming a Lingotot franchisee
82 Covering copyright
Do you know how to protect your franchise from people stealing your ideas?
The weakest link What you can learn from KFCâ€™s supply-chain breakdown APRIL 2018 | elitefranchise
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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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HOME001 02/02/2018 11/12/2017 11:42 09:57
welcome Volume 06 Issue 04 / 2018 EDITORIAL Zen Terrelonge – Acting Editor email@example.com Eric Johansson - Feature Writer firstname.lastname@example.org Angus Shaw – Editorial Intern email@example.com
DESIGN/PRODUCTION Jenny Allen – Designer firstname.lastname@example.org Lizzie Thurgood - Design Intern email@example.com Dan Lecount – Web Development Manager firstname.lastname@example.org
aster has passed but the consumption of chocolate eggs by the basket-load is probably still at the forefront of most minds. So who am I to prevent you from indulging your candy cravings? Embracing the sugar rush associated with the period, we’ve heard from not one but two fantastic franchisors catering to those with a sweet-tooth. Martin Peet, founder of Mr Simms Olde English Sweet Shoppe, recalls how a setback led him to international success with confectionery, while Yousif Aslam’s growing franchise Heavenly Desserts sounds frankly angelic. However, I think it’s worth remembering Easter’s traditional message because it’s something entrepreneurial business leaders know all too well – new beginnings. It certainly rings true for Abigail Curtis, who accepted change and faced her fear to become an award-winning Lingotot franchisee. Then there’s our cover star Sarah Kelly, who’s had plenty of fresh starts. With careers involving Burger King and Harry Potter, she’s now stepped into the spotlight for the role of CEO with Stagecoach, the performing arts franchise, which has had over one million students
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 Intern 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
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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
Our new editorial intern has combed the franchising world for the key news, including details on the business battle taking place in the fitness scene and the prime minister’s care franchise praise.
Decision-making is never quick and easy when factoring in the best possible outcomes for your franchise. However, Maudsley notes steps that can be taken for clarity.
With business success comes intrigue. And that intrigue can come from rivals who may well look to leverage your franchise formula. To prevent that from happening, Legg discusses protection.
Growth can be everything for an ambitious franchisee but it’s important to recognise that a large business with lots of staff doesn’t equal success, as Galvin explains in this issue of Elite Franchise.
APRIL 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 US fighting f it franchises flourish With a 9.7 million UK gym membership alive and kicking, it's no wonder two US fighting-fitness franchises, UFC Gym and Omni Fight Club, have grappled with expansion plans into Blighty. UFC Gym’s move into the UK and Republic of Ireland will see the franchise fight its way into over 100 new locations, accounting for a substantial portion of the 500 sites in development
Events Franchise Now Milton Keynes April 19
MKConferencing, Strudwick Drive, Oldbrook, Milton Keynes, MK6 2TG
Scottish Franchise Week 2018 April 24 - 25
Grand Central Hotel, 99 Gordon St, Glasgow, G1 3SF
Franchise Opportunities April 25
Grand Central Hotel, 99 Gordon St, Glasgow, G1 3SF
NatWest EWIF Awards 2018 May 15
250 Bishopsgate, London, E1 6AA
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
globally. Meanwhile Omni Fight Club is sizing up more than 50 sites within densely populated and high employment areas across Britain, working alongside Savills, the estate agency. Given the UK’s fitness industry is predicted to break several milestones this year including reaching a £5bn market value, these franchising swings at the UK may prove to be knockouts.
BY ANGUS SHAW
McDonald’s turns over a new leaf From carbon budgets to emission targets, global warming is one of the most hot-button issues pressing franchises for change. Now McDonald’s aims to do its part with new initiatives to reduce greenhouse gases. Committing to lowering emissions by 36% by 2030 and reducing emissions per metric ton of food and packaging by 31%, the fast-food franchise aims to reduce greenhouse gases to the equivalent of taking 32 million passenger cars off the road for a year. Among other things, McDonald’s will reduce emissions by utilising LED lighting, energy-efficient kitchen equipment, sustainable packaging, restaurant recycling and sustainable agriculture. This initiative is a sure-fire way to melt the hearts of environmentalists. We’re sure they’re loving it.
Care franchise gets a thumbs up from May In a rapidly ageing population where 2030 may see 15.2 million over-65s, carers have become nothing short of a vitality in the UK. And now the prime minister has underlined just how important it is that franchisees and other care-sector businesses do their part. While attending the office opening of the 50th Right at Home UK, the home-care franchise, in her Maidenhead constituency Theresa May applauded the efforts of Kevin Lancaster, franchisee of Twyford. She said the fact that his team “enable care-givers to help some of the most vulnerable people in our society is something that should be commended.” At the age of 65, one in six people struggle to carry out daily activities. So it's clear care-giving franchises have their role to play in the future.
APRIL 2018 | elitefranchise
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Pip Wilkins chief executive bfa
Franchising in Scotland Franchising is booming in Scotland but there are still challenges to overcome ome 15 years ago the British Franchise Association (bfa) identified a need to do more in the Scottish marketplace to promote the great things franchising could bring to the economy. A small group of some of the leading franchisors and professional affiliated advisors got together and created a group to champion ethical franchising and create lasting jobs and businesses in Scotland. The aim was to secure new franchised businesses and expand the profile of franchising. I’m proud to say that the group certainly was succesful. We now have an established Scottish Franchise Week that brings together successful case studies of franchising entrepreneurship with platforms that educate both established franchisors and professionals as well as those just at the start of their journey. Franchising is booming in Scotland. I estimate that by 2020 the sector in Scotland will be worth £1bn. Our 2015 bfa NatWest Survey showed turnover of £0.8bn, a 14% increase from the 2010 survey. And now some 43% of all franchise systems operating across the UK are currently active in Scotland. So franchising in Scotland is big business. But while there certainly is a lot of optimism for franchises to flourish in the north, there are still hurdles to overcome. For starters, the industry should do more to inform budding franchisees about how they can raise funds for their enterprises. According to figures from the Scottish Parliament, only one in three Scottish SMEs has heard of alternative-finance options such as asset finance, crowdfunding or short-term online providers. Moreover,
before setting up shop in bonnie Caledonia, English franchisors should double-check if legislative differences in Scotland means they need to adapt their model. The aim for the bfa and our proactive support network in Scotland is to continue with the work to ensure anyone considering franchising has the right route to market. Whether it be helping someone find a business that is right for them or assisting a proven business achieve their dreams of national expansion, we’re here to help. As a community we have the skills to help people make franchising their future all over Blighty. april 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
www.caremarkfranchises.com caremarkfranchises.com Untitled-4 1
Sussanne Chambers founder and managing director HomeXperts
The power of passion in the workplace
To be passionate abut your work you will have to really care about your work and the benefits to this are limitless ne of the areas I really believe in at work is passion. “Really?” I hear you ask. But for me, loving what I do all day is an integral part of work for me. I cannot imagine what it’s like coming to work and not loving it. However, to many people, finding passion in the workplace doesn’t seem feasible. With time, effort and a bit of thinking this can be achieved – but why is it important? Being passionate about work improves productivity, your health and happiness and means that you spend time doing something you love on a day to day basis. Achieving happiness at work will have such a positive effect on your whole life, not just your professional life. When you are doing work you love you are more likely to complete the work effectively. Completing tasks
to the best of your ability will make you feel great about yourself and your work. You will have more energy and enthusiasm, leading to projects and activities being completed on time, in turn creating more positive energy. One way to reduce stress is to get passion into your work and you will feel less stressed even if things don’t always go according to plan. You will still feel a sense of satisfaction at what you have accomplished. When work doesn’t feel like a workload you don’t mind having to work longer hours or work harder to succeed. You will have a more positive attitude towards your job and get more out of it. I’m a big believer that you get out of life what you put in and the results consistently prove this themselves. To be passionate abut your work you
will have to really care about your work. Sometimes this is difficult if you’re working for someone else. One avenue to consider is working for yourself. If you think this will ignite your passion then an easier entry into self-employment is through joining a franchise. A franchise will give you an opportunity to build your own business with the safety of knowing you are working within an established business model. You will be supported by the franchisor as your business grows, consequently it’s your business but you are not on your own. There will be a team of people working to help your business be successful. Start your own business, join a franchise and find the passion for work by choosing a different career path for yourself. April 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
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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
platinumbusinesspartners.co.uk Untitled-2 1
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.
Setting the stage BY ERIC J
OHANSSON / photography by emilie san
Having clocked up time bringing back Burger King to Blighty and spearheading the growth of the Harry Potter franchise with Warner Bros, Sarah Kelly is now leading Stagecoach Performing Arts’ 300 franchisees into the future Standing outside the old courthouse in Waltonon-Thames which houses Stagecoach Performing Arts’ headquarters, Sarah Kelly wipes away some hair from her face and says: “There’s a prison in the basement.” Apparently, it’s a relic from the time the building was used to serve up swift justice. Although, she admits she hasn’t taken the time to check out the dungeon yet. You can’t really blame her. After all, since stepping up as CEO for the franchise in 2013 she’s been busy modernising and strengthening the franchise for the future. “It’s been four years of really heavy lifting,” she says. And with the business’ 30th anniversary
this month, Stagecoach Performing Arts is now ready to take the world by storm. This is in no small part thanks to the work ethics her father instilled in her from early on. “My dad was a butcher and had his own chain of shops,” she says. Importantly, she didn’t just notice the benefits of owning a business yielding succulent Sunday roasts every week but she also saw how much her father pushed himself. “He was a very hard worker,” she says. “He was butchering six days a week and I used to go and help him from a very early age, making sausages. It gave me very strong work ethics. I can still remember going onto the high street when I was about 13, just knocking on
each shop’s door and asking if they needed some help on Saturdays.” But despite having seen the benefits of business ownership, Kelly almost went down another route when she went to university. “I’d always been very good at biology and wanted to go into it professionally as a doctor or a nurse,” she says. “But I can’t stand the sight of blood.” Given this particular phobia would prove a hinderance for anyone aspiring to have medicine as a profession, Kelly instead enrolled at University of Portsmouth for a bachelor degree in hotel-and-catering management. “It was a business degree that just happened to have a hotel and catering orientation to it,” she says. “You did economics, management, HR and
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marketing – all sorts of areas. It was a real sandwich course. No pun intended.” During her third year she had an experience that changed her life. “I spent that year at a hotel and worked in every department,” Kelly says. “When I got to the sales and marketing team I realised that it was what I wanted to do.” She loved turning consumer insights into services and products people wanted. “I really enjoyed that part of the business,” she says. Recognising this was where her heart lay, she switched majors and ended up with a diploma from the Chartered Institute of Marketing. Following her university studies, Kelly quickly found a job at the Forte Group, the now defunct hotel chain. “But they APRIL 2018 | elitefranchise
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were massive back then,” she says. “They had about 900 hotels.” Having claimed one out of two spots in the company’s management programme before 3,500 other candidates, Kelly quickly immersed herself into the chain’s sales and marketing department. “That was when I understood that I had a flair for it,” she says. “It enabled me to be creative, apply my business understanding and my passion for understanding people. It all came together in that role.” After two years at the Forte Group and another two years with a marketing agency, Kelly began what she describes as her “decade of fast-food” by joining Burger King in 1990 as its marketing director for Europe and the Middle East. “It was my first introduction to franchising,” she says. Burger King had launched its first UK restaurants in the 1970s but had struggled with extremely slow growth in the 1980s. However, by the time Kelly joined the business things were looking up as the franchise had just bought a chain of Wimpy restaurants. It was her job to provide the marketing for all local franchisees transforming into Burger King outlets. “Over a period of a year and a half I transitioned over 200 stores,” she says. “It was a baptism of fire. It was immensely fun.”
Her seven years working with Burger King and her subsequent three years with Wendy’s International didn’t just sharpen her marketing chops but also provided vital lessons about what makes franchises successful. “The contract has to be at the heart of the franchisee-franchisor relationship,” she says. This means franchisors have to be totally transparent about their expectations on franchisees from the get-go to avoid any future problems. One of those things is that while franchisees can have an entrepreneurial streak, they can’t be allowed to push against the walls of the model. “The reason why is because the business only works if franchisees work within the framework,” she says. As long as everyone is clear about this, there’s nothing stopping franchisees from reaching their goals. Another important lesson during her decade of fast-food was to recognise the importance of cultural sensitivity. “If you go into Israel you can’t offer a double bacon cheeseburger because it’s not kosher,” she says. “Or if you go into the Middle East you have to make sure the meat is halal.” Recognising how vital this was, she made sure to do her research wherever these brands planned to set up shop so she could better advise her bosses about the best way forward. “That was pretty hard for these American brands to get their heads around,” she says. “They were used to just being able to replicate it in the US.” But by showing how offering things like spicy bean burgers could boost their profits, Kelly persuaded them to take cultural differences seriously. Exciting as it was to work across 25 different markets, by the time the 1990s drew to an end Kelly became sick of spending too much time away from her family. “I remember being in Greece in some lovely hotel and picking up the phone and my husband telling my that my daughter had walked for the first time,” she says. “I thought, ‘this is ridiculous. What’s the point of having a child if you can’t enjoy them?’” Having made the decision to work closer to home, she used her marketing network to find a new role at Warner Bros. “I remember on my first day that someone put this tiny little book in front of me, Harry Potter and the Philosopher’s Stone, and told me ‘Sarah, read this because I want you to do the channel marketing for it,’” Kelly says. In the following few years, she spearheaded the launch of everything from Hogwarts-inspired socks to jelly beans alongside the release of the movie series featuring Stagecoach Performing Arts alumna Emma Watson. Moreover, working at Warner Bros also provided an important lesson in leadership. “I had this wonderful managing director,” she recalls. “He was so calm and serene.” This was quite the contrast to her previous career when everyone seemed to work with the dials turned up to 11. However, not only did he not take notes at meetings, the director seemed to gently float from room to room to check in and things still ran smoothly without much prompting. “He told me the trick to running a business is less about doing and more about conducting,” Kelly says. “He said, ‘I put the right people in the right place like an orchestra. You put the instruments in the right place and if you
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just conduct it the right way you’ll end up with a symphony.’” Kelly took these lectures with her in 2004 when she left Warner Bros. “It was one of those points in my life where I thought, ‘what’s next?’” she says. The answer was that she wanted to be more flexible around her daughter’s life. So she did two things. The first was to embark on a series of interim roles at brands like LOVEFiLM and Coffee Nation. The second was to go back to school to get a diploma in counselling psychology at University of Hertfordshire and to volunteer as a bereavement counsellor. “’I’ve always been interested in understanding people and I wanted to be more grounded and to give back as opposed to always taking all the time,” she says. As a part of her psychology studies she went into therapy. “You have to do a journey to understand yourself before you can understand other people and deal with things in your life that may prevent you from being authentic in some way,” she says. One of the things she dealt with was that her years of fast-food and showbiz, not to mention having a baby, had made her put on a lot of weight. “Doing this counselling made me go on a programme where I lost eight stones in six months,” Kelly says. The programme in question had been put together by LighterLife, the weight-management franchise. “It
was so good that I decided to join it,” she says. But when she reached out to ask about becoming a franchisee, she was instead offered a job as head of franchising development. “So I took on that role and five months later I became the CEO,” she says. Despite having led teams before, Kelly found it to be a humbling experience. “I’ve always been a specialist as a marketer and now I had to become a generalist,” she says. “It was a hard move to make.” Remembering the advice from her managing director at Warner Bros, she kept stopping herself from micromanaging people, especially in areas like marketing where she was particularly strong. “You learn a lot of humility when you’re a CEO because you have to understand both your strengths and weaknesses and to put together a team where you are weak,” she says. By April 2013 she wanted to try something else. Eager not to rush into things, she took some time off to think about her future. “But after three
months I started to become a bit itchy and needed to do something,” she says. “There are only so many drawers you can clear out and only so much dusting you can do at home before you get a little bored.” Not long after she began updating her LinkedIn profile a recruitment agency called her up. “They said, ‘think you’d be perfect for this role,’” she says. The job in question was to lead Stagecoach Performing Arts into the future. At the time the franchise had already been going for over 20 years. However, the company had recently changed in a big way, with both founders leaving the business and one of them reportedly being in dispute with the new shareholders after it delisted from the AIM stock exchange. Needless to say, getting the business back on track and away from its stagnated growth wouldn’t be easy. “I don’t like to say that it was a poisoned chalice but it’s very difficult when you come into an organisation that’s been led by the founders,” she says. Additionally,
Helping children accomplish on the stage of life is something every parent wants APRIL 2018 | elitefranchise
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she felt that connecting with the franchise network would prove a challenge. “A lot of them felt that they only had their business thanks to the founders, that they’d given them their start in life,” she says. “And here I was, a businesswoman without any performing arts background. What did I know?” Luckily, she didn’t just see problems to overcome but also potential. “The franchisees were passionate about their product,” she says. “I knew that if I could unleash that passion and use it in a positive way I could swing the company back into a growth position.” Recognising that the key to unlocking the promise of the business lay in connecting with the franchisees, she set out to do just that and to ensure they were onboard with the changes she wanted to make. While some franchisees said they wouldn’t take part of the modernisation process, others were almost giddy to help. “They actually had long lists of things they thought wasn’t right with the franchise,” she says. “The good thing was that a lot of those things went parallel with the things we felt needed to change as well.” Having reached common ground with the network, she began to transform the company. “They actually had barriers against growth,” she says. For instance, one rule said franchisees always had to be in the school, which made it difficult to open new ones. This was solved through introducing a new type of school managed by the franchisee’s employees. Other tweaks included a total rebrand of the franchise, making it a full-time business for franchisees as well as enlisting the help of the bfa to update its franchise agreement and operations manual. “The founders had done an amazing job but I think we were able to take it to the next level and modernise it,” she says. These efforts have not gone unnoticed: Stagecoach Performing Arts is now one of the finalists for the bfa HSBC Franchisor of the Year 2018 Brand Awareness award. Nevertheless, for the untrained eye it might be difficult to see all these changes. After all, the number of franchisees has remained at about 300 since 2013. But this may change soon. “We now have a foundation to accelerate our growth on,” she says. For instance, the franchise has identified 100 more franchise opportunities in the UK alone and is planning to grow in nine international markets, including piloting the model in China. “Helping children accomplish on the stage of life is something every parent wants, regardless of where you are in the world,” she says. And she doesn’t worry about finding franchisees to man the upcoming expansion, with many students over the last 30 years having decided to first become teachers and then franchisees. “It’s absolutely brilliant,” Kelly says. “I call it the cycle of success when you can attract people in through them having a great experience and then becoming advocates of the brand.” She’s also making prospective franchisees aware of the opportunity
through magazine ads and networking with the bfa. However, she’s also clear about what she looks for in franchisees. “You want to work with children to unlock their potential,” she says. “Because if you don’t then it’s going to be really hard. Being business-minded and liking performing arts helps too.” Once accepted into the programme, the franchisees get a lot of support from the franchisor. “We will work with them right from their principal training for a week here to identify what their business needs are,” she says. Understanding their goals as well as their strengths and weaknesses enables the franchisor to better help their franchisees. Kelly’s team will also use their new mapping systems to help identify the best place to open a new school and regional franchise managers – one of the new support systems from the last four years – ensure new members of the network always have someone to turn to for advice. Moreover, the headquarters also support franchisees with any new challenges during their journey. For instance, Stagecoach Performing Arts is currently helping franchisees tackle the challenges of the General Data Protection Regulation. “We can help them get to where they need to be,” she says. Given all these changes, it’s easy to see why Kelly is feeling determind about the future. “I’m absolutely sure it will be a successful business for years to come,” she concludes. The stage is set for wonderful things.
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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
Following a gut feeling into franchising Predicting the collapse of Carillion, graduate chooses franchise over corporate career
uke Kay gave up his place on a graduate scheme, performing in the top 10% of his cohort, with former leading international integrated support services business, Carillion. With a potential salary of more than £100,000 over the next ten years, why did this 26-years-old, hard-working graduate give all this up to join ActionCOACH? “After completing a master’s degree in project management, part of a business programme at The University of Liverpool Management School, I was offered a place on the hotly-contested graduate scheme at Carillion,” he says. “My role varied from pre-contracts manager managing bids of £10,000 to £30m to national
Coaching clients to success
programme manager overseeing major maintenance and capital spend projects up to £10m across six southern regions of England. “I was working a lot of hours, making the company a lot of money but I saw people being made redundant or worked into the ground. I started to question the ethos of the corporate world - these companies were treating their staff as numbers, not people. I had spoken to another high-performing graduate, we looked at contracts that didn’t seem to make financial sense and I started to get a bad feeling. So in October 2015 I looked at options for buying my own business. It turned out that my gut feeling was right and I wasn’t surprised when the company announced its failure earlier this year.”
always been that in 20-30 years’ time, I would buy, grow and sell businesses but I thought I would need to get more experience first. I researched franchise brands in magazines and online. My initial thought was that I could, in fact, choose a franchise in any industry to get my foot on the business-ownership ladder. “I had spent time putting systems and organisational structures in place to support fast-paced growth. When I came across ActionCOACH, I knew it would give me the opportunity to further exploit those skills to structure businesses for long-term sustainable and predictable growth. ActionCOACH ticked all the boxes - I could have my own business, get coached myself and coach businesses in lots of sectors. So, I got in touch.”
Making a big decision “My research gave me two options - to buy an existing business or choose a franchise. My dream had
First steps Kay attended the UK franchise training in May and completed the two weeks of pre-training learning in preparation. He was introduced to the support team and was given his own coach, Paula Wingate. “I launched my business in June and Paula phoned me every day for the first month,” he says. “I was then allocated another master coach to coach me on weekly basis until I reached a monthly client income of £12,000. I have both one-to-one coaching clients and group coaching clients. My GrowthCLUB started with five business owners and now has 24, I run one ActionCLUB in collaboration with another franchisee in Chester and I run one on my own in Liverpool.” A rewarding move “Just two months in, I was earning more than on my graduate scheme. By 2017, I was generating £10,000 a
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Luke presenting at his quarterly GrowthCLUB Photography by Livv McKay, LMC Productions
Just two months in, I was earning more than on my graduate scheme. By 2017, I was generating £10,000 a month in client income month in client income. By the end of my first 12 months, I hit my goal of £55,000 profit matching any earnings I could have climbed to in the first year of my corporate career after the graduate scheme. Now, I’m in my third year of business with ActionCOACH, I’m aiming for monthly bankings of £25,000 which will allow me to invest in the business for more growth. “Before I started my job at Carillion, I enjoyed a social life and regularly played golf, badminton, cricket and took Thai boxing classes. The job took over that very quickly and I often only spent one night a week in my own home. Now, I’m in control of my own business and my free time. I go to the gym before work and have started playing golf again. I organise my diary so I coach on alternate weeks meaning that I keep every other week free for admin, marketing, and leisure time. I could choose to go on holiday twice a month and my business wouldn’t suffer.” Age is only a number Now Kay is 28 and still the youngest ActionCOACH franchisee in the UK. You might ask the question, how can someone so young coach a business owner? “ActionCOACH trains you to tackle those objections,” he says. “ActionCOACH has 3,500 strategies and tactics to help business owners grow their businesses which means you don’t need 30 years of business experience. They teach you how to deliver those strategies and tactics too. During training, we roleplay to practice presenting seminars and workshops. “And the training continues after you’ve launched. Jon Asquith, ActionCOACH’s expert sales trainer, and James Vincent, director
of coaching, attended some of my coaching calls. Jamie Goral has been a franchisee for four years and I’d like to copy the impressive growth of his business - he took time out from his busy schedule to share his experience with me. I also got to watch Ian Nixon and David Poxon run a six-step seminar before I ran my first seminar. I thought I received all this support because I’m young but every franchise partner has access to it. ActionCOACH runs over 70 days of events, networking, workshops and support each year. “I have clients where I could be their grandson. One of my first clients said, if you’re good enough, you’re old enough. The best moment for me so far was when a client of mine, who had previously won entrepreneur of the year in the City of Liverpool, said that he’d had the best and most enjoyable year in his shutter business since working with me. I’d say I made the right move by choosing this franchise over my corporate career.”
If you would like to future-proof your career 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
APRIL 2018 | elitefranchise
Building a heritage Marie Binks is the franchisee of Heritage Healthcare Wakefield, a homecare franchise, and enables individuals to remain living independently within the safety, comfort and familiarity of their own homes.
efore becoming a franchisee Marie Binks enjoyed a successful career within the business banking sector. A regular volunteer for both her local hospice and youth football team, Binks had built lasting connections within her local community. This love for working with people, as well as Binks’ ambition and drive to make a real difference to the lives of others led to the launch of Heritage Healthcare Wakefield. Binks and her registered care manager Magenta Jordan now lead a strong team of ten care assistants and together they have quickly established a reputation within the community for providing outstanding levels of care. Heritage Healthcare Wakefield regularly has a waiting list of clients requesting its services and are recognised as a chosen care provider by its local councils and clinical commissioning groups. Heritage Healthcare Wakefield truly values its community and regularly holding events in order to raise money for a number of worthy causes. Binks also encourages employees to take part in additional training not only to provide a higher level of service to those they care for but also to support the career development of her team. Going from strength to strength, Binks was recognised as New
Franchise of the Year 2017 at the third Annual Heritage Healthcare Conference and Awards Dinner. Heritage Healthcare Wakefield was commended for excelling within its first year and receiving fantastic feedback from clients, their loved ones and external health care professionals. One client said: “The care I get is excellent, I couldn’t be more satisfied.” Having launched Heritage Healthcare Wakefield in May 2017, Binks is still in the first year of business - in this time, the team has provided over 3000 care hours to service users. Commenting on her stellar first year and the future, Binks said, “I want to make sure that people are treated just as I would want my own family members to be treated. To do this, we provide a service which is both trustworthy and reliable”. To discover more about the business opportunities available at Heratige Healthcare Franchising, visit us at www.heritagehealthcarefranchising.co.uk or contact the team today on 01325 370700.
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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
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Frank Milner CEO Tutor Doctor
Is there a Brexit light at the end of the Channel Tunnel? As we move into the second year of the divorce negotiations, many in Britain feel as if nothing has really changed yet and the practical impact on the UK franchise industry has also been negligible so far. he areas of concern around Brexit are about the changes to the movement of people, the movement of goods and services and to the law. Tutor Doctor is an international business and alongside my work in the UK I also spend time visiting our franchisees around the world. Because franchisees are rightly focused on their local market, the consequence of cross-border trade is something that just isn’t relevant in our business and for many franchises, this will be the same. With the exception of some larger product-based franchises, most franchisees will buy within the UK and sell within their particular territory – in the UK. People movement could still present a major challenge and we have already seen a dramatic drop
in the number of people coming to the UK from Europe. This hasn’t affected our business too much as our franchisees tend to work with tutors who are established residents in the local area, rather than people who have recently arrived from overseas – though that’s not always the case. Other franchises in the home-care or food-retail sector will inevitably have been hit harder by the reduction in numbers of people coming to the country. While it’s no clearer now what the legislative changes from Brexit will be than what it was around the referendum, it could have potentially huge legal ramifications for the franchise sector. Franchise law doesn’t exist in the UK but all franchises operate under a mix of UK and EU law. I would expect the franchise sector’s representatives to ensure franchising isn’t forgotten by the government amid the rumblings coming from the Brexit train. It can be hard in normal times to ensure that franchising gets a voice but when the political games are so big we need to work harder than ever to ensure our sector is represented. The unspoken impact of Brexit on franchising is on confidence. The population is more cautious now. Even after what seems like an age of Brexit talks, the uncertainty around what will happen is still an issue. Theresa May said “Brexit means Brexit” but until what that actually means is resolved, the uncertainty is having an impact on companies. Franchisees may be more cautious about expanding and franchise recruitment has become more challenging as investment decisions are taking longer. While a good investment is still a good investment, franchisees take more time doing their due diligence. Given the wider sector continues to grow despite the concerns over the negotiations, I expect the light at the end of the Brexit tunnel will be a train coming the other way full of business owners determined to build a legacy – despite the best efforts of our politicians. April 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.
APRIL 2018 | elitefranchise
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What will you be doing this time next month? Still wishing you had a new job? Still wishing you’d started your own business? Still wishing you could do something more rewarding?
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. • No maths or teaching experience necessary • Simple, effective and proven system • Extensive training and ongoing support • Over 800 franchised centres worldwide • Low investment, great returns
It could be the most rewarding move you ever make!
Remember – nothing happens until you MAKE it happen
Find out more at mathnasium.co.uk or call Mathnasium UK – 0161 791 0686 Standard call charges apply
Nigel Toplis managing director The Bardon Group
Becoming a franchisee:
how do I make it happen? Getting into franchising can be difficult, confusing and shouldn’t be rushed into or done on the spur of the moment
inding the right franchise for you can be tricky. Luckily, I’ve found the best way to find the most appropriate franchise for you. It all comes down to one thing: assessing the suitability of the franchisor. Do they have a proven business history, documented systems in place and will they explain them to you in advance? Does the franchisor provide effective training and do they have a reputation for robust ongoing support with an evident structure? Finally, I would always be looking for their bfa membership – a sign of accreditation. Secondly, you need to be sure it’s a good market to get into and that demand for the product or service can be sustained and that there's room for growth. So ensure that you assess the competition. To ensure the franchise is the right fit for you, you should not only have questions for the franchisor but also for their franchisees. Ask if they are making money, how many hours they work, if they get good support from the franchisor and if they’d buy into the same franchise again. If the franchisor refuses franchisee access, that’s a red flag – walk away. If you've followed these steps, you’ve probably narrowed your choice down to a couple of franchisors so it’s time to seek professional advice from a franchise lawyer to look over the agreement, a bank to talk finance and an accountant to support your business plan.
These two last steps are especially important once you have your heart set on a franchise. Why? Because you need to figure out how to pay for it. Fortunately, there are numerous ways to beef up your war chest. From ransacking your savings and selling ISAs to asking parents and other relatives for help, you would be amazed where budding franchisees find the initial investment. Remember that a franchise is an investment, not a job, so you must determine exactly how much you need to invest and how much you’ve got. There is no point taking on a business
that will only generate half of what you need. But also, beware overextending – ensure you can make the repayments through the business. But just because the franchise seems like a wonderful opportunity, you need to make sure you're the right fit for it. Be honest. Do your strengths and weaknesses match the criteria? Can you see yourself enjoying the business? Can you afford the business and is it a good investment? Do you think you can take the pressure? Finally, do you have confidence in your franchisor? If you answer yes to all the above, then welcome to the world of franchising. April 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: firstname.lastname@example.org
APRIL 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
system Being a successful franchisee is all about following the franchisor’s model. Unfortunately, many fail to do just that
ll reputable franchises, certainly all members of the bfa, are wellstructured, properly organised and have successful track records. These franchisors have devised a replicable formula that can enable franchisees to succeed if they follow the model. But the operative word here is 'if'. It never ceases to amaze me why someone would invest their hard-earned savings in a franchise and then ignore much of the training and advice provided by the franchisor. Sadly this often happens and it leads to under-performance, dissatisfaction and loss of opportunity. The parts of business in which this most frequently occurs are unquestionably sales and marketing. The technical skills needed
to make signs, clean chimneys, unblock drains or fit car tyres are relatively easy to learn and franchisees usually have no difficulty with this. They enthusiastically accept the training, follow the system and are soon competent technicians. However, when it comes to selling and marketing their businesses it is all too often a different matter. They ignore the system and fail to learn the right skills. For some reason the word 'sales' strikes terror into many franchisees. Those who succumb to this fear end up hiding behind the technical side of their business and don't master the skills needed to generate growth. They spend their days working hard in their business rather than on their business. They become busy chimney sweeps or plumbers rather than following the franchise system and generating all-important growth. That is why it is important to ask yourself if you are the type of person who can embrace someone else’s system, follow their lead and accept their advice. If this doesn’t sound like you then it is unlikely you will flourish in a franchise situation. You don’t need to reinvent the wheel if you choose a franchise that works. Your hard labour and focus can go into driving forward to win more business and boost your profits, not trying to find a new direction to move in. Crucially, a good franchisor is not looking for sheep as in franchisees who are happy to plod along with the rest of the flock. Instead they will welcome vitality, initiative and a sense of belonging to a team. All of these qualities will foster an ethical culture to ensure everyone shares in the success of the brand. April 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 firstname.lastname@example.org email@example.com
29th March (Midlands) 12th April 3rd May 17th May
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why OSCAR... Call now for a FREE Information pack 0800 068 1106 firstname.lastname@example.org www.oscar.co.uk
Unique Pet Food Business Opportunity to pet owners who just love their pets Extensive Range of Pet Products • Multi billion industry • Home delivery • Work from home • Exclusive territory • Intensive training • Advice from experts • Repeat business • Ongoing support • FROM £8,995 plus VAT
YOUR CHOICE YOUR BUSINESS Build a franchise to suit your own level of expertise and skill set • Personalised • Flexible • Exclusive
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 email@example.com www.boconcept.com/franchise
Franchise opportunities only available outside the Greater London area
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Heaven on Earth
By Zen Terrelonge
Having sunk his teeth into franchising as a Dixy Chicken franchisee, Yousif Aslam whipped up an alternative business agenda as the co-founder of Heavenly Desserts
hat’s dinner without something sweet afterwards? No, not after-dinner mints or vanilla ice cream – think like Willy Wonka and dream beyond the ordinary. It worked for Yousif Aslam, co-founder of Heavenly Desserts, the luxury desserts franchise, which launched in 2008. Although Aslam now finds himself the franchisor tingling tastebuds of interested parties, he was a Dixy Chicken franchisee before moving on to create his own network. “A friend and I came across Dixy Chicken through a recommendation,” says Aslam. “We cracked on and developed three stores.” Although the business was trading well, the fried-chicken marketplace was becoming saturated. Recognising this, he decided to tap into the then-developing desserts sector. “We were looking at concepts that were emerging and it was evident in London and across Europe that desserts were new and not yet trending,” says Aslam. With this forward-looking approach, Aslam and his partner Mohammed Imran were able to effectively enter a relatively competition-free market, choosing the Midlands where 40 elitefranchise | APRIL 2018
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they reside to set up shop, with the grand opening in Birmingham. “It made sense to open the first store somewhere we were familiar with,” he explains. Being a first-mover in the market wasn’t without its difficulties though, as Heavenly Desserts had to effectively change the way people think about eating out. “When we opened the reception wasn’t the greatest,” he says. “In 2008 there wasn’t a culture of going out for a meal and then for a third course at a separate venue.” Building the desired culture took 18 months of perseverance, encouraging customers to either eat at home and then head out for a sweet treat or go for dinner at one location before moving onto theirs. This was achieved by recognising that food restaurants generally neglect their dessert menus, so Heavenly Desserts stepped up to the plate to concoct the best part of 100 options for even the choosiest of customers. “Evolving the menu was based on customer demand,” he says, recommending the flagship ‘I’ll have what she’s having,’ an American waffle complete with chocolate sauce, strawberries and chocolate-chip gelato. As customer demand grew with the refinement of the menu, the two partners started to eye growth opportunities. However, they would bide their time until 2012 before Heavenly Desserts entered nearby city Derby in October that year. “Coming from a fast-food background, we wanted to get to know the industry we had no experience in, becoming acquainted with products and the different business format,” says Aslam. Being patient before opening a second branch paid off as it allowed Aslam to stuff himself with sector knowledge rather than jumping in two feet first, during
which time the desserts culture and awareness had grown. “It was a very successful opening,” he recalls. That success continued over the coming years as three additional company-owned Heavenly Desserts branches joined the existing Birmingham and Derby locations, so it was in 2016 that the franchising model was introduced to the business. “We had two options, either grow our customer base via company-owned stores or through the franchising route,” Aslam says. “We felt it was commercially viable to grow the store base nationally and share the success with passionate and motivated entrepreneurs.” Building on that, a good attitude is a crucial quality Heavenly Desserts seeks in franchisees, with Aslam believing that’s the core to success and a strong working relationship. “That allows us to ascertain the level of passion individuals have,” he says. And it’s safe to say that Heavenly Desserts’ first franchisee had fervour in buckets. “He was looking for a franchise to take on that would absolutely support him
When going from a first store and starting to scale, cracks can start to appear and I think that’s natural APRIL 2018 | elitefranchise
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and he fitted the criteria we look for in terms of an ideal franchisee,” Aslam says. The first franchise soon opened in Oxford and it was the first time Heavenly Desserts ventured south, confirming there was appetite for the market beyond the Midlands. “Franchising into territories where the Heavenly Desserts brand isn’t very well-known has taught us it’s a very successful business model, so that’s reaffirmed our confidence,” says Aslam. And with confidence in mind, taking time to open stores and then gradually entering the franchise space allowed the company to avoid any challenges with franchisees, for any potential issues had been ironed out by the corporate stores. One example was ensuring customer experience consistency across each branch. “When going from a first store and starting to scale, cracks can start to appear and I think that’s natural,” says Aslam. “That’s the great thing about the journey – we have eight years of operating our own stores and made sure our internal infrastructure and support were polished before we went out to the franchise market.” Interestingly though, going out to the franchise market happened organically as the company received speculative enquiries from people who were interested in joining Heavenly Desserts – a database that they’re still working from. “The pre-registered interest was based off the fact that they had been customers of Heavenly Desserts and seen the success of the brand and that’s usually the trigger point,” Aslam explains. While there is a wide mix of people interested in becoming franchisees, an amazing vote of confidence was that one ex-Heavenly Desserts employee loved the brand so much that they opened
their own store in Liverpool. “It’s a great feeling,” Aslam says. Recognising that franchises are only as successful as their franchisees, Heavenly Desserts makes sure to support the people who join the network. “They get initial training before their store opens” explains Aslam. But this support isn’t restricted to the initial training as the franchisor also provides ongoing mentoring and support for the duration of the franchise contract. “We’ve got a marketing team and PR and media relations person in-house who support the launch of franchisee stores with various methods that change from site-to-site on a case-bycase basis,” he says. With the company offering a range of sites including a kiosk, 50-seat cafe and 100-seat cafe, while you may think new franchisees would want to test the water with a smaller operation, it’s the latter that’s leading. “The 100-seat cafe is more popular at the moment because the franchisees are predominantly in bigger cities, so they require larger sites,” says Aslam. “What we foresee, as larger cities are taken, is smaller towns and territories with smaller sites filtering in.” Now with seven company-owned stores and three franchises, Heavenly Desserts is on track to scale significantly this year with eight restaurants in the making. “I think the industry is here to stay for a long time and it’s growing year-on-year,” says Aslam. And even though they may have fewer numbers than many other chains in the sector, the franchisor is confident about the future. “Those that survive aren’t necessarily with the biggest number of outlets, it’s those that provide a quality product and experience to customers and a proven profitable business model to the franchisee as well.” And once 2019 rolls around there are even plans to take Heavenly Desserts into international markets. It seems safe to say things are looking rather sweet.
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The case for home-based franchises Home-based franchises are offering budding franchisees an alternative to traditional franchises
ike a lot of industries franchising is going through a digital transition. As technology allows us to communicate quicker and ensure weâ€™re always connected, it also provides us with the ability to be more flexible in how and from where we choose to work. Think back to why you took an interest in franchising. More than likely you would have romanticised an opportunity enabling you to earn more money, develop a better work-life balance and to have the chance to become your own boss. However, buying traditional franchises could often mean you had to work long working hours and face relentless costs. Moreover, you also had to go through the exhaustively tedious processes of renting a property and hiring staff before you could even see a penny of profit. For some, that meant being your own boss was a small mercy. But thanks to the digital revolution franchisees are fast becoming more demanding in what they want. Franchisees no longer want to work
excessive hours, give up precious family time or a substantial chunk of revenue due to ongoing costs and fees. Unsurprisingly, this means many budding franchisees are today turning to home-based franchises. The ability to choose what hours and days to work, whilst doing so from the comfort of your own home is a major selling point to most franchisees and rightly so. Home-based franchises often cut out the inherent costs and hassles usually associated with a traditional franchise. Gone are the requirements to hire office or workplace spaces, along with the expectation to hire and train staff. Instead, you are expected to focus on your own performance â€“ so what you put in, is what you get out. How lucrative can home-based franchises be? While the revenue generated might not be as high as traditional franchises, buying a home-based franchise means having minimal additional costs or no
on-going costs, meaning the majority of revenue generated is profit for you. So, itâ€™s likely you can be generating substantially more money working fewer hours a week when compared to the laborious hours of other franchises. What hours am I expected to work? Home-working franchises considerate that the majority of franchisees look for something flexible and slightly more passive than a full-time working week. Therefore, the level of input required will match this. Usually, your hours will not be dictated by the standard nine to five, leaving you to do the school run, continue with your day job or even have a lie in of a morning. How to choose the right franchise for you The best way to identify the right franchise is to put together a wish list of your perfect franchise. Do you fancy working a couple of hours a week? Or does the chance to grow your knowledge and skills take your fancy? Or are you driven by financial gain via high returns? Once you have determined exactly what you want to achieve by becoming a franchisee, create a shortlist of suitable franchises and reach out to them. Remember, that there will always be an opportunity that will provide you with everything you want, you just need to find it. 0203 519 2289 firstname.lastname@example.org projectmglobal.com
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weakest link Following KFC’s supply-chain fiasco, franchises may understandably worry about their own logistics. Fortunately, not only can franchisees and franchisors rebuild when disaster strikes but can also set up measures to avoid it from happening in the first place BY zen terrelonge
s the saying goes, ‘a chain is only as strong as its weakest link’. So when it comes to a business supply chain, there’s no room for weakness if a company is to operate at its peak. Indeed, the consequences for all parties concerned can be incredibly damaging if the chain falters – something KFC found out the hard way. In a move that would see KFC sever ties with Bidvest, the logistics company, the restaurant business announced in November 2017 that DHL would take its place. Commenting on the deal at the time, John Boulter, managing director of retail for DHL Supply Chain UK & Ireland, said: “We’re delighted to be delivering a truly unique proposition for KFC, geared to the specific needs of the business. We intend to re-write the rule book.”
However, the switch of service providers led to a nationwide logistics nightmare that gripped the fried-chicken franchise’s every waking moment from mid-February onwards. At the height of it a reported 750 of 900 UK branches were closed because chicken deliveries failed to arrive. Disgruntled customers even complained to the police. “This is by far the biggest crisis I’ve seen,” says Marcos Clowes, a logistics and transport expert. “I’ve seen others within logistics and the franchise arena but not to the same scale as KFC.” There are numerous factors that caused the fiasco but chief among them is the fact this could have been prevented, suggests Clowes. With Bidvest operating from multiple sites across the UK, DHL has one
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key distribution centre in the West Midlands, which he claims should have been a red flag the partnership was not suitable. “They should have said ‘this is what we’re considering doing’ and got independent opinions on whether it was the right thing to do,” says Clowes. “If they approached me and said ‘we’re going to give fresh chicken distribution to DHL for the whole of the UK from their site in Rugby, what do you think?’ I’d have told them they’ve lost their minds. It was very easy to see the problems they would be faced with.” Of course, the problem wasn’t just that KFC was out of chicken and that sales suffered as a result. No, the big issue was the knock-on effect it had on franchisees who also got burnt by the supply chain switch-up. With various reports doing the rounds, KFC took to Twitter to offer clarity on the situation. It stated that staff at company-owned restaurants would be paid, with salaried staff receiving their usual rate and hourlypaid staff receiving an average on hours worked. It was a different story for franchisees though. As they run their own businesses, they were said to be taking independent advice, ironic given
Clowes’ previous comment about what KFC should have done. Lacking products to sell would result in lost revenue for franchisees, which in turn could result in loss of earnings for their staff, thereby causing a separate people problem on top of a financial fiasco to fix. Meanwhile, being contractually obligated as a franchisee means limited flexibility in terms of taking alternative measures for supplies. “Think about an independent business – like an independent friedchicken shop. If their provider can’t provide chicken today, they can buy products from elsewhere,” says Clowes. “In a franchise scenario, unless you have an absolutely slick supply chain that ensures your franchisees are provided with the product, they don’t have the opportunity to go elsewhere because they’re tied into a contract that prevents them from doing so.” Clowes is of the opinion that a franchisor causing a franchisee to experience loss of earnings through supply-chain issues should compensate them. From an ethical point of view, it certainly would be the right thing to do, while it also makes business sense as it would go some way to help rebuild trust and faith across the network. In the case of KFC, one attempt to repair the damage it caused with the supply-chain change saw the company
admit defeat by re-enlisting the help of Bidvest to manage supplies in the north for 350 UK restaurants, a deal that went live on Monday March 26. With what appeared to be sheer glee and a potshot at DHL, Paul Whyte, business unit director at Bidvest Logistics, said: “We are delighted to welcome KFC back to Bidvest Logistics. KFC is a valued customer and we will provide them with a seamless return to our network.” But what actually makes a seamless supply-chain? After all, DHL’s promise to deliver the goods, metaphorically and physically, fell to pieces. John Trueman, founder of Quadranet, the inventory-management business, thinks that KFC made a short-sighted move. “A supply-chain is strong when there is a good relationship between the parties in it, each party understands the other’s needs and there is respect and mutual benefit,” he says. “These days technology also plays a vital role as well: a fast, fool-proof way of monitoring stock levels and even automating the ordering of stock is crucial if a restaurant is to run efficiently.” Moreover, there should be other drivers for switching suppliers than just making cost-savings. “KFC will survive but it’s a lesson learned for them: you get what you pay for,” he says. April 2018 | elitefranchise
KFC will survive but it’s a lesson learned for them: you get what you pay for John Trueman, Quadranet
It’s also important businesses don’t just select a supply-chain partner based on a successful track record if the market they serve is totally unrelated to the one your business operates in. “A supplychain strategy working very well for an automotive company may cause serious problems for a food company,” says Isik Bicer, assistant professor of supply-chain management at Rotterdam School of Management, Erasmus University. As a prime example, with the food industry requiring regular deliveries in order to meet customer needs, Bicer noted that demand is volatile, so the supplychain needs to be responsive. While KFC may have managed to resolve the situation it seemingly brought on itself, the outcome is a valuable lesson for both franchisors and franchisees to ensure their supply-chain is totally rust-free and oiled to perfection. Although franchisees’ hands may be tied to some extent in a situation such as this, interested parties should be sure to do their due diligence before committing to any deals.“Both franchisors and franchisees should even be collaborative and transparent before their agreement on the contractual terms,” says Bicer. “The contract has to be prepared such that it includes provisions in every conceivable situation.” Moreover, there should be a continuous discussion once the franchisee has joined the network. “If the franchisor is considering changing the supply-chain, they should involve the franchisees in the discussions and decisions,” Clowes concludes. “Problems that might come up as part of those questions can be resolved before switching from one supplier to the other, avoiding a disaster that franchisees have no say in and no control over.” In other words, if you want to avoid logistical cluck-ups a la KFC, make a point out of working closely with your franchisees. 48 elitefranchise | April 2018
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Mr Simms Olde English Sweet Shoppe
Sweet success Having spent 14 years achieving UK growth, Mr Simms Olde English Sweet Shoppe is quickly building a name for itself internationally By ZEN TERRELONGE
emember the delight felt as a child when filling a bag with pick and mix? Times have changed as penny sweets went out the window to make way for big brands’ confectionery but that didn’t stop Martin Peet from bringing some much-needed nostalgia to high streets with Mr Simms Olde English Sweet Shoppe . “The queue was out the door,” he recalls of his first store opening in his hometown of Leek in 2004. And having expanded internationally he’s now seeing similar long lines overseas. With Mr Simms, Peet was no stranger to business having bought his first newsagent at 21 and accumulated five sites over ten years. “I refitted them, refurbished them, relit them, remerchandised
them and trebled the turnover,” he recalls. However, a bad lease left Peet starting over as an employee in retail, putting his skills to good use as a sales director. Peet eventually called it a day on employment and found himself salivating over the sweets sector, well aware how popular pick and mix was from his newsagent days. “I felt big brands had taken away choice on products, which left some of the small manufacturers losing out,” he says. Conducting four months of market research, during which he discovered his greatgrandfather was a confectionery manufacturer, Peet built his first Mr Simms shop over ten weeks with a design inspired from Victorian shops. “I thought, just as
Cadbury, Mars and all those shove stuff under your nose, if I could bring back retro sweets and stick them under people’s noses, I’d have a winner,” he says. Recognising he was onto a good thing, Peet soon opened a second store in neighbouring town Longton and quickly experienced similar success. Continuing his growth plan, Peet got to his third store and, with the sweet taste of victory in his mouth, he was interviewed for a BBC documentary. That was the turning point as letters arrived from across the UK with senders eagerly seeking sweet shop advice. This led him into franchising in 2007 when he was about to open his seventh shop. One prospective shop-owner proved particularly pivotal in
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Mr Simms Olde English Sweet Shoppe
Peet’s franchising journey. “He was paying me a daily rate and I went looking at shops, rents and fit-outs,” he says. But when the advice-seeker asked Peet to essentially build his shop for him and to follow the exact Mr Simms design, Peet declined and insisted it was his trademark. Fortunately for future franchisees, the person was unrelenting and offered to become a franchisee paying £60 a week for their own piece of the brand, a price following franchisees pay to this day. “That’s how my franchising model was born,” says Peet. “I fell into it.” In addition to low fees, franchisees also benefit from Peet’s knowledge, whether he’s helping them with customer engagement or selecting from 25 choices of pear drops. “This is why people come to me,” he
explains. “If people ring and want something done, we’ll do it.” One such example was when he reversed the layout of a shop to put an end to sticky-fingered customers. Generally though, after Peet has been there on opening day franchisees want to be left to it. “They pretty much want you to get out the way,” he says. “It’s their business. Inside the shop it’s like a family-run business but with a brand name at the front.” To this day many budding franchisees have found their way to Mr Simms without Peet marketing the opportunity any further than a page on the company website. But while many have heard the call, few are let into the network. “There are some where I’ve said ‘this won’t work, don’t do it’ – it’s very much about the franchisee,” he says. Usually, he’ll stop them from signing the dotted line if they lack passion or a great location needed to launch a successful business. Nevertheless, he’s convinced franchising is the way forward. “Those that do it right are successful,” he says. “Once you’ve set it up, there’s no reason it shouldn’t continue performing.”
I lost three stone and worked 18 hours a day. I got arrested three times for working on a Sunday APRIL 2018 | elitefranchise
There are some where I’ve said ‘this won’t work, don’t do it’ – it’s very much about the franchisee
Similarly, he didn’t seek out his first international expansion but seized the opportunity when the right one presented itself in the form of an English expat visiting from his new Hong Kong home. Having spotted a Mr Simms store, the traveller was convinced the concept would prove a success in the far east. And despite bypassing previous international interest due to the greater risk, Peet was intrigued by the idea this time. “It’s a free trade area and very easy to do business in Hong Kong,” Peet details. He still did his due diligence though, which meant lots of skyping about logistics like transport of products. Satisfied with what he’d heard, Peet flew to Hong Kong to assess shops and was shocked at the eyewatering rents they’d have to pay. “We’ve got a shop in the UK that’s 350 square feet and we’ve rented for £125 a week but that first shop in Hong Kong cost £2,700 a week,” Peet says.
Rent wasn’t the only challenge when opening in Hong Kong: signing up new properties was much faster. “If you sign a shop lease in Hong Kong on Tuesday, you get it by Saturday,” says Peet. “I knew we had to mobilise the shop-fit very quickly.” Having found the perfect location, he paid a shopfitter to build out the store. However, Peet and his partner soon faced another hurdle when the shop-fitter realised he couldn’t build a Victorian-style shop. He refunded Peet but the franchisor was still left in a pickle with £25,000 of stock being flown in. Refusing to be beaten, Peet took matters into his own hands. “I flew my brotherin-law across and built the shopfront with his help,” he says. “I lost three stone and worked 18 hours a day. I got arrested three times for working on a Sunday – you’re not allowed to work Sunday as a contractor – but I wasn’t going to let it beat me.” Thankfully these efforts paid off as the Hong Kong shop turned over £1m in year one. Today, the same master franchisee is about to launch his fourth shop. Having acquired a taste for international expansions, Peet has since recruited a master franchisee in France. However, instead of micro-managing it, this person has full control of Mr Simms in the country. “You can’t be everywhere all the time,” explains Peet. “I can’t oversee France and Hong Kong. I could employ people to do it but it’s better to have people on the ground that want to grow the business to make money for themselves.” But not all expansions have gone as smoothly. For instance, the franchise in Singapore was unable to overcome location and language barriers and closed after two years. Fortunately, the setback hasn’t discouraged Peet from planning to expand into China and the US in the next year. Even though this will cause challenges, he’s bullish about the future. “We’ve just got to overcome those hurdles,” he says. Peet has now built over 130 stores up and down the UK and beyond, has five on the drawing board and expects a 20% overall growth this year. Having proved the notion of the UK high street dying wrong, and giving it a news lease of life overseas, Mr Simms looks set to leap over any obstacles in its path with room to spare.
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Why choose SW Hair? SW Hair is one of the UKâ€™s leading hair extensions businesses sourcing, importing and distributing high-quality human hair extensions. For more information, visit
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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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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.
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Don’t follow the herd and buy a franchise until you have read this
ou can read a hundred articles on why you should buy a franchise, here Carol Rawson of Suit the City cuts through the hyperbole to tell you why you should not invest. Before you sign on the line, please read on and remember caveat emptor: buyer beware. I want to make easy money If only. We all know that there is very little easy money out there and if it was that easy, it wouldn’t be sold as a franchise opportunity, the shareholders would be counting the cash instead. I am bored and demotivated at work and don’t want to have to work hard Starting a business is difficult. I should know. I started my first business in 1986 and am still giving it all I’ve got. If you’re prepared to put in the effort, a franchise can be the perfect way to start a business, without the pain of running a startup and with potentially amazing rewards.
I have been made redundant and can’t get a job If you can’t get a job then why would an ethical franchisor sell you a franchise? Beware of franchisors that take the money and run. Check their ethics and that they have been accredited by the bfa. If nothing else, it will make your search easier as there are over 1,000 franchises available in the UK but only around 200 accredited ones. The franchisor says that I will turn over £100,000 in year one Promises, promises. Turnover is not income, you can turn over £1m and lose money or you can turn over £100 and make a profit. The question is what you will reasonably earn and usually that depends on you. I don’t like following orders – I want to be my own boss If you are buying a franchise, you should be buying a model that works and trust the expertise of the franchisors. So, if you are a maverick
and hate to be told what works, don’t commit. But if you’re ready to take on support and advice – some of which you may not like – then a franchise might be for you. If this has provoked some thoughts, please feel free to contact us to discuss your next career move with Suit the City. You can find me on Linked In or phone us directly.
w. www.suitfranchise.com t. 01494 880790
APRIL 2018 | elitefranchise
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When should a business stop growing
When should your
With scale a primary focus for many franchises, is there such a thing as too much growth? Businesses should base decisions on their own risk, opportunity and investment appetite.
stop growing? As the saying goes, size isn’t everything, which is certainly true when it comes to scaling your franchise
BY Dave Galvin, head of franchising and senior business advisor, D&T chartered accountants
he business world can seem obsessed with size. Who doesn’t dream of a life where their business has grown so much that money is now no object? To reach a point where you can buy anything you want, go on all the lovely holidays you could wish for and have countless employees to do all the hard work for you. Growth and success are the aspirations for so many entrepreneurs and of course the sky is the limit but not all growth is good. The blunt truth is that if growing your business isn’t growing your profits, it’s time to stop. So many business owners keep on pushing on, working under the mistaken belief that the sheer size of their business is what defines success.
It’s not true. To demonstrate this point, let me introduce you to two of my previous franchisees. One had a turnover of £1.3m, 24 technicians out on the road and nine staff in the office. The other turned over around £400,000 with six technicians on the road and two office-based staff. On the surface it appears the first business was the most successful. It was far bigger in size, employed more staff and was apparently far busier. And he was very vocal about his achievements too. This guy’s business worked at around 1.5% net profit. The other business, however, was a very different story. While smaller, the business was actually far more profitable, working at around 10-12% net profit. The business owner had made a conscious decision to maintain his size and grow incrementally, rather than actively seek new customers.
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When should a business stop growing
Having reached a position he was comfortable with – he paid off his house, was able to buy nice things he wanted and look after his loved ones – he preferred not to risk what he had already achieved, which was a sustainable, profitable, manageable enterprise that served his needs. Instead of a giant business, he ran a very efficient operation, using a model he had developed and evolved to maximise time and minimise waste. Not only did this put more money in his pocket but the stress was far less too. Growing your business’s size has unlimited potential but with it comes with huge quantities of pressure and responsibility. Some relish that challenge and deservedly reap the rewards. However, that working life isn’t for everyone. The shiny cover image of running a big business looks wonderful but running a business is tough – and it’s especially tough if you don’t actually have the stomach or the appetite for it. As your franchise grows in size, so will almost everything else – your competitive and market landscape, your overheads, the demands on your time. You need to check your figures add up and that increased sales generate more income than overhead costs. Getting bigger also means you become both more of a threat and more of a target to competitors. This isn’t something to take on lightly – before growing, you need to make sure your business model is refined, profitable and truly scalable.
Genuinely successful business growth is sustainable, structured and doesn’t have to be at a million miles an hour but at your own pace. Most importantly, you must keep your personal and business goals in alignment with each other. Put simply – if you want to be the next Googlesized organisation, you’re probably not going to find the time to work on that golf handicap three times a week. In the case of the second business, the franchisee was content with where he was. Of course, that doesn’t mean his business stagnated. Instead, he focused on improving his business and service, perfecting it and maximising its potential in other areas, rather than simply building its size. All too often, businesses go after more and more customers to achieve the dream of growth. But focusing on new customers alone is not enough and it’s not sustainable. Turnover isn’t the only thing that makes a business a success. It’s not just about the acquisition number of clients, the more important figure is how many you serve successfully. You want to make sure your product or service is the best it can be, with the maximum operational leverage to ensure good profits. Growing simply for the sake of getting bigger is dangerous. The biggest issue I see is burnout due to
business owners not being able to let go as their business grows. If you’re unwilling (or unable) to delegate, then expanding beyond your capacity probably isn’t the best option. Better to do what you do well at a scale you’re happy with. But don’t take this as a list of reasons not to grow – they are all perfectly manageable if planned for effectively. It just all comes down to your own personal risk appetite and tolerance of pressure and weighing the risks of growth against the benefits. Can you tolerate the economic risk of the growth and likewise, can you tolerate the risks of not growing? Put simply, I’m certainly not saying don’t grow. I’m saying grow properly, with your business and personal goals in mind. Don’t rush and don’t risk stability unless you truly have the appetite to. Change and growth are important in business but that doesn’t apply only to size. Choose the growth that suits your needs and income requirements. April 2018 | elitefranchise
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0800 772 0810 12/01/2018 14:09
A business that works SW Hair Extensions is one of the UK’s leading hair extensions businesses sourcing, importing and distributing high quality human hair extensions. Our business supplies distributors, salons and hair extensionists throughout the UK
fter an extensive period of growth, we are now launching our retail-franchise model for the UK market. The world market for hair extensions is growing massively, and here in the UK the demand for quality continues as celebrity culture and fashion drive up demand. It is estimated that the value of the UK market currently stands at over £80m, with a worldwide market value of nearly £500m. Hair extensions now form a crucial part of hairdressing for many women and the key to sustaining this demand is high quality remy hair. The hair extension sector continues to grow and this offers a great business opportunity to franchisees who are looking to enter the market. Our model is based around a small retail unit around 600 sq ft, fully stocked with a wide selection of our product range. The shop will enable franchisees to have a base to hold stock as well as promoting high street sales. In addition to this, we expect franchisees to sell directly to salons, stylists and professional hair extensionists. We want your unit to become the leading supplier of hair extensions within your franchise territory. Primarily you will benefit from the wealth of experience we’ve gained over many years. We have huge experience in the hair extension sector. Over the years, we’ve learnt what works and what doesn’t, and we will be able to pass on all this essen-tial experience to you. When it comes to running your own franchise, we will guide you through every step of the process. At the beginning you will be given all the training and support required to establish and run your own business.
You will have an operations manual that covers all the aspects to running the business and we offer constant one to one support and guidance throughout your time as a franchisee. Unlike many others, our business format has been designed to be as simple and straightforward as possible. It can therefore be managed by most people, given the right training. We operate in localised territories, which means that you can build up your customer base very quickly. Much of the success of a franchise depends upon the local marketing and awareness building,and is up to the individual as to how much or how little is invested in their area. But don’t worry, we’ll guide you through the ins and outs of local marketing. It’s easy because we’ve done it many times before. Like most franchisor’s, we charge a monthly management fee to pay for the ongoing support we provide as well as promoting the business on a regional and national level. To progress, please email us for a copy of the brochure and complete the
questionnaire at the back and send it back to us. We’ll review it and contact you to arrange an initial meeting or a no obligation phone call. This is the first stage in our recruitment process and carries no obligation on either party. This first meeting is an opportunity to get to know each other a little better and of course answer any questions that you have. In the meantime, if you have any questions you’d like to discuss, please feel free to contact us either by phone or email. 07729 667 402 email@example.com remyswhairextensions.com
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Social ladders BY PAUL STAFFORD, HEAD OF COMMUNICATIONS, CHANTRY
Social-media marketing has unearthed unprecedented opportunities to boost your franchisee-recruitment efforts in seven simple steps
ocial-media advertising has several key benefits for franchisors. You can turn it on and off at will, set any kind of budget, access in-depth data about what’s working and what isn’t, laser-target your audience and adapt your strategy quickly and efficiently. So far so good but it can appear scary to those who are inexperienced in it and, in truth, this is an area where experience drives results. The good news is that it’s easy to start gaining that experience by allocating a small budget and some time to test the market and refine your efforts on an ongoing basis to deliver better returns. Here’s how to get started.
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Define your audience Knowing who you are trying to reach is the first step in any marketing strategy and on social media it’s arguably more important than on other channels. You can target by a comprehensive set of interests, demographics, locations and lifestyle, so the better you know your prospects, the more effective your campaigns will be at driving quality leads. Looking for parents in Kent aged between 30 and 50? No problem. By determining a specific audience you can avoid wasting budget advertising in areas where you already have a franchisee and you can filter out people who are outside your demographic filters. Start by creating a persona of your ideal franchisees, spending time drilling down into who they really are and where they are in life. Determine the right channels While they still dominate, long gone are the days when your choice was simply between Facebook, Twitter and LinkedIn. eMarketer, the market-research company, recently reported that people under 25-years-old are leaving Facebook in droves in favour of Instagram and Snapchat. So if you’re looking for younger franchisees those platforms open up a host of opportunities to show off the visual side of your franchise. Television shows, social causes and Domino’s have even scored well on Tinder ad campaigns. Consider where your audience are spending their time, plan accordingly and swipe right for franchisee-marketing success.
Set your budget and goals Without goals, you can’t determine the effectiveness of your campaigns or your ROI. Rather than vanity metrics such as number of likes and followers, focus on quality and quantity of leads – the first of those being the most important. A campaign generating ten leads per month may not sound great but if half of those leads engage when you contact them then you’re saving time and money compared to a campaign that produces 30 leads of which you can only connect with 10%. Track both carefully. When it comes to your budget, start small and see what happens. This is easy to do as socialmedia marketing lets you set a capped pay-per-click budget for a defined time period, which you can increase once you’re seeing the right results. Be appropriate for each channel Although plenty of people complain that the lines are being blurred, remember that posting on LinkedIn is different from posting on Facebook and so is advertising on these platforms. Whichever platform you’re using, make sure you know it inside out as a user first. Think about what catches your eye and which type APRIL 2018 | ELITEFRANCHISE
of adverts and posts generate comments and engagement. There are several advert options on each platform, so create multiple ads and experiment to find out what works best; compare carousel ads with single image ones for example. And you could try using franchisees on some and your own messages on others. A few general tips: the less text the better; keep things simple, clear and visual; and don’t use stock photos. Create a compelling landing page Running adverts that simply click through to your franchise homepage is a waste of resources. Put yourself in your prospect’s shoes. For example, if you click an ad highlighting potential earnings in the franchise, then clicking through to a homepage with a multitude of other messages and no instant mention of money is a turn-off and you’ll quickly click off the page. You need to create a visual and engaging landing page that’s distinct from the rest of your website and drives home the key message you used in your advert. Consistency is essential. Ideally, use an image from your ad on the page too. Even if you host your landing pages within your website, strip out all the navigation menus from the page and just provide a single link back to your site at the bottom of the page. This allows you to guide the visitor on a simple journey without any distractions, directing them towards a single, clear call to action, which typically is inputting their details into a form for more information or a call back. Keep in mind that plenty of your visitors won’t know a lot about franchising, you should write and design your content accordingly. Create multiple landing pages Creating two landing pages in dedicated software like Crazy Egg or Unbounce lets you A/B split-test the effectiveness of your message and design by automatically directing some of your traffic to one page and some to the other. This is essential if you’re looking to maximise your results. By comparing the data on which landing page is working best in terms of converting more visitors to complete your call to action, you’ll get great insight into the right triggers for your prospects. For example, you could lead with videos and visuals on one page and a more textbased approach on the other and after a while you’ll know which is most effective at getting the right people to ask you for more information on the business. When you’re ready, create a new page to replace the lower performer of the two, then rinse and repeat over time.
Once your ads start running, you’ll receive a treasure trove of information in return Monitor, analyse and refine Once your ads start running, you’ll receive a treasure trove of information in return, with all the data you could ever need to tweak your efforts and improve performance. Other than Snapchat, all platforms have powerful analytics tools which are simple to use for measuring reach, clicks and conversions. They allow you to compare the performance of each of your ads, so you know what’s working and what isn’t. You could experiment with ads leading on financials followed by others focused on work-life balance for example and gain an understanding of the strongest drivers for your audience. On top of the information from your landing pages and from Google Analytics on your website, you’ll start to build a gold mine of data on the success of your messages, design and prospect journeys. The trick is to continually refine your approach according to what the data shows is working best. Measure everything you can and you’ll drive better ROI from your marketing and fear of social media advertising will be a thing of the past.
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Simple business model with low risk and high profits Enjoy the excitement and success of building your own business in the commercial cleaning sector. Our franchise package and ongoing support means that our business opportunity is simple to run and low risk with achievable high profit margins
rom the outset, the bedrock of the Betterclean Services way of thinking has always been to keep it simple. This ethos has continued through into the franchise opportunity and the ongoing support and guidance given by the head office team. Betterclean Services offer franchise opportunities in the commercial cleaning industry, a sector that is currently worth some £6.9bn with almost every business having a requirement for cleaning at their premises. Due to this vast market place, the continuous need for the service and the simple yet detailed business package Betterclean Services has developed this business opportunity is low risk to any investor. The franchise package starts from just £19,600 and the ongoing management fee is one of the lowest in the industry at just 5.75%. In other words, not only is the business low risk, but it also has a low entry level investment
requirement and a low ongoing management fee meaning higher profits for franchisees. Successful businesswoman Saira Poonawala had a string of profitable fashion and beauty ventures behind her when she decided to add a Betterclean franchise to her portfolio. After visiting the bfa’s website and attending a franchise show, Manchester based Poonawala met the Betterclean management team and instantly knew she was on the right track with a management-franchise opportunity. “When my husband and I met Dan and Mike we felt really comfortable
with them, and not only liked them but felt their business model made total sense,” says Poonawala. “I was looking for an opportunity in a different business sector and realised franchising was a quick way to start, effectively buying the sector expertise of the franchisor.” Poonawala did her due diligence on both the marketplace and the franchise opportunity. She commented, “after discussing the business with an existing franchisee we were ready to get going.” Currently in the marketing and field support stage, high flyer Poonawala
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is well-placed to make a success of her new Betterclean franchise. Regularly featured in the local media for her business development prowess when working in her fashion and beauty firms, she’s using all her skills to ease into this new venture.“Initially, I’m just learning the different roles in the business so I can manage the team effectively,” says Poonawala. “I’ll learn it all properly first and then I’ll know how best to expand in my area.” With three children and a supportive husband giving Poonawala plenty to do in her leisure time, she views her Betterclean franchise as a great opportunity to continue being her own boss – a choice that’s all about enjoying a high quality of life. Her advice for other prospective franchisees “It seems that hard work is the key to success: “Do your research and look at different business options,” says Poonawala, “to make this work you must ask lots of questions and be prepared to sell yourself and put in the time and effort to learn the business thoroughly.” With the lowest management service fee and a continuous increase in Head Office support, Betterclean Services is possibly the best commercial cleaning franchise available today.
Everything we do is based around our franchisees and this starts from day one when one of our mentors will sit down with you and map out the growth plan for your business, identify all of the key milestones along the way and the support that you’ll require to build your business. The mentoring doesn’t stop there; we’ll continue to have regular telephone and in-territory catch ups with you to ensure you’re on track to achieving your goals and to identify and remove any potential stumbling blocks before they become a problem. Regular communication is key because people new to business don’t know what gaps in their knowledge they have and it’s therefore our job to guide you through the lifecycle of running and building your business. This support and understanding allows our franchisees to grow successful businesses that not only generate a great income but become an attractive asset that can be sold in the future.
Contact Mike our Franchise Manager on 0800 772 0810 or email firstname.lastname@example.org for more details. Investment: from £19,600 +vat Dan van Kuyk – MD and Founder APRIL 2018 | elitefranchise
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As seen on.
01395 239700 07/12/2017 11:44 10:51 02/02/2018 12/01/2018 17:48
BY ERIC JOHANSSON
Conflicts between employees can seriously damage your franchise. Fortunately there are ways to peacefully resolve these issues and even strengthen your company
o matter how much effort you’ve put into making your franchise a warm and welcoming workplace, the sad reality is that some employees will inescapably be at odds with each other. “Conflict is an inevitable part of working relationships,” says Pam Rogerson, HR and operations director at Employment Law Advisory Service, the businesssupport firm. “When people with different perspectives and backgrounds spend any amount of time together working towards a similar goal there are always going to be disagreements.” But it’s important to recognise that while resolving quarrels may take a lot of time, the rewards of managing them the right way can be huge. “Conflict doesn’t always have to be a bad thing,” she says. “Managing disputes the right way can provide opportunities for learning, growth and creativity for employees and management alike.”
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While recognising that conflicts can be a good thing, it’s equally important to understand the risks of handling them the wrong way. “If you operate a large franchise [you’ll] have several employees and when employees are in conflict with each other [no one] is happy or fully productive,” says Ian Sharland, director and co-founder of the Wow World Group, the multi-brand franchisor that owns Baby Foundations, Baby Sensory, Toddler Sense, Mini Professors, KeepaBeat and Reading Fairy. Indeed, every moment workers spend talking behind each other’s backs is time not used to push your franchise to the next level. “Thus, speedy and effective resolution of conflict is essential to the running of a good franchise,” he says. Moreover, having a workplace rife with conflicts can have horrendous outcomes for your staff turnover. “It has a big impact on retention rates,” says Alex Efthymiades, director and
co-founder of Consensio, the conflictmanagement and mediation firm. For instance, unless employers recognise staff members’ feelings, conflicts will fester and create unpleasant work environments. “People don’t want to work in those environments,” she says. So taking action when conflicts occur is paramount for the success of your franchise. But ensuring a peaceful solution to your workers’ issues may be easier said than done, especially if you’re afraid of arguments. “A lot of organisations avoid conflicts so it festers and grows,” says Efthymiades. The consequence of not stepping in the moment you see the signs of disgruntlement brewing is that you can’t contain it, which could mean the resentment felt by employees grow and may even start to include more people. “So something really small, like an argument at a team meeting, can quickly spiral out of control,” she says.
disputes between employees. “Coaching is the best route,” says Sharland. For instance, while most franchisees’ initial training includes procedures that would enable them to boost their sales, it may be a good idea to also include some instruction on what to do when employees are in disagreement with each other. “[Time] spent with a franchisee [and] helping them understand the generic approach to conflict resolution helps with the personal development of the franchisee,” he says. As a first step to prevent conflicts flaming out of control is to make sure you step in early. “By identifying an issue early and acting appropriately, it’s possible to prevent it from escalating,” says Rogerson. This means that if you notice that there may be some friction in the workplace, then ensure that the people involved have a chance to vent their thoughts. “By hearing their frustrations In other words, if you see and issues, you are showing them that something, say something. you care about your employees and Don’t wait for issues to values their perspective,” she says. “It’s resolve themselves. important during this stage to remain Ironically, while some impartial and non-judgemental. Each may be reluctant to take employee should have equal chance action, other franchises may to speak and you should ensure that struggle with the opposite they are all able to get their side of the problem. “You can have disagreement across.” organisations that deal Unfortunately, these initial efforts Alex Efthymiades, director and co-founder of Consensio with conflict in an overly may not always be enough. “If a aggressive manner,” says conflict cannot be resolved internally Efthymiades. In those cases they are quick to by the people who are trained in conflict-resolution skills, turn conflicts into formal issues. “So people go then before you initiate a formal process, try to get a highly directly to HR and they right away want to take experienced conflict coach or mediator to come into the out grievances and it becomes about revenge and company,” says Efthymiades. Hopefully, these consultants punishing people rather than trying to understand should be able to help you out. “Some conflicts are so what’s going on and how they can resolve it,” intractable that you may end up with a formal process or in a she continues. So rather than leaning too much tribunal but what we’re trying to do is to minimise the cases towards either extreme, franchises are best advised that need to get there,” she says. to find a middle ground. Dealing with hurt feelings is never easy but franchisors and Recognising that striking this balance may prove franchisees alike have the world to win by taking conflicts difficult, franchisors are advised to ensure their seriously. After all, every business is a people’s business and franchisees and managers are trained to deal with unfortunately people tend to disagree sometimes.
A lot of organisations avoid conflicts so it festers and grows
APRIL 2018 | ELITEFRANCHISE
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08/01/2018 11/12/2017 09:58 11:51
Modern talking BY ERIC JOHANSSON
Having been impressed by Lingotot’s foreign-language tutoring for kids, Abigail Curtis jumped at the opportunity to join the franchise. And despite not speaking French or Spanish, she’s become the network’s award-winning best earner
iven her grandfather hailed from Blighty’s neighbour in the south, you’d think Abigail Curtis would’ve been perfectly placed to speak French. “But he died before I was born and although my dad spoke French he never did so at home,” she says. So despite her heritage, Curtis’ grasp of her grandfather’s tongue was minuscule. Having always felt that she’d missed out, Curtis wanted her two little sons to have the chance to learn a foreign language, which is why she signed them up for lessons with Lingotot, the languagetutoring franchise for kids. “I was totally amazed about how quickly the children picked up languages,” Curtis says. “My three-year old could say all sorts of things and my baby couldn’t speak but if you asked him to touch his head or blow a kiss, he’d do it. He understood it.” Little did she know joining these classes would set her upon the path to become one of Lingotot’s most successful franchisees. However, at the time she wasn’t looking to start a business of her own. “I had been on maternity leave for about 11 months and was due to go back for three days a week to my job as a process engineer,” Curtis says. Nevertheless, in the summer of 2012 she had reason to change her mind when the founder of Lingotot Angela Sterling announced she was looking for
I got a severe case of the wobbles and wonder what on Earth I’d got myself into
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franchisees to join the franchise. “And I thought ‘I can do this,’” Curtis says. Having had a few initial chats with Sterling, she bought the franchise, signed up for an intense training weekend and it was then that the panic set in. “I got a severe case of the wobbles and wondered what on Earth I’d got myself into,” Curtis says. The trepidations intensified when the franchisor began talking about how to do sales and how to talk to school boards to find customers. “It made me feel sick to my stomach and at one point I cried,” Curtis says. “But Angela was very supportive, talked me through everything and said: ‘give it a go. If it’s not for you then it’s not for you but you may as well give it a go.’” Luckily, the budding franchisee took her advice to heart. With the intense training done and dusted she set out to spread the word about her business, which was a challenge as she was still working three days a week at her old job. “I spent a lot of nights working and
basically didn’t do anything else,” Curtis says. But despite only having Mondays and Tuesday to get the job done, she made sure she got the most out of it. Not only did she launch a lot of Facebook ads but also reached out to local newspapers, leafleted and spoke to her friends to raise awareness about the company. While it certainly meant she found loads of customers, it also helped her find her first tutor to come and teach for her. “I recruited her through speaking with one of my friends about the business and she said: ‘I’ve got just the tutor for you,’” Curtis recalls. Finding tutors to do the actual teaching while she herself did all the admin wasn’t the only benefit of her extensive marketing efforts. By reaching out to her local MP she also found her first big customers. “I emailed him during the week and luckily for me he was going to a dinner on Friday night and he ended up sitting next to the head of education services for Hartlepool council,”
Curtis says. During the dinner, the latter lamented the decline of the number of kids who took foreign languages classes. Remembering Curtis’ email, the MP said he knew someone who could help, which led to the franchisee getting a chance to speak in front of all head teachers in the area. “It was a pretty daunting,” she says. But it was worth it: six months after she opened Lingotot Teeside she had signed up three schools as clients. In the years since she’s been named the franchise’s most successful franchisee four years in the row. No wonder then that’s she’s paid a pivotal role in growing Lingotot’s network. “Because I’ve been doing it for so long and been really successful I’m mentoring the new franchisees who join us,” she says. And the franchise isn’t the only ones to have paid attention to her success. She’s also been nominated for numerous awards and even won Workingmums.co.uk’s Franchisee of the Year Award 2017. “I was very proud to receive that,” she says. “There were about 20 franchisees who were shortlisted and then the public voted and I’m very proud to have so many people voting for me.” While the recognition for her hard work is certainly welcome, for Curtis the biggest benefit is how much the experience has enriched her family. “We were just a normal working family but because the business has gone so well my children have experienced a lot of thing that other kids their age haven’t,” she says. From trips to Australia and Disneyland Paris to afterschool sports and continuous language lessons, it’s safe to say Curtis’ boys have had a great start in life, making all the stress worth it. “I’ve had horrible times thinking ‘what on Earth am I doing, this is crazy,’” she concludes. “But the benefits far outweigh those doubts from the early days.” APRIL 2018 | elitefranchise
Run your own highly profitable windowcleaning business T
he Deluxe Window Cleaning is based in Derby, which was established in 2005. The business focus heavily on domestic window cleaning and associated services such as conservatory cleaning and gutters. This strategy enable us to maximise our income potential and cashflow and is the exact same model that all franchisees will follow to build a high profit business. Deluxe Window Cleaning has been trading for over ten years and specialise in very high standard domestic and commercial window cleaning at competitive prices. We have established ourselves as one of the leading window cleaning companies in Derby and the
surrounding areas. We have achieved this by always providing a highly professional and competitively priced service to our customers. We pride ourselves on using modern equipment whilst also incorporating traditional methods. As Deluxe Window Cleaning is a franchise, our services will eventually cover the whole of the UK as the franchise network expands. All of our franchisees will offer every service and will be trained to a very high standard with ongoing training at all the times. The opportunity Our main focus has mainly been on domestic window cleaning and associated services such as conservatory cleaning, jet washing and
gutters. This domestic focus enables us to maximise our income potential and ensure that we have a strong cashflow. Using both modern and traditional methods we offer window cleaning services to residential customers and commercial businesses including offices, shops, studios and supermarkets. Deluxe Window Cleaning has a solid proven business systems in place. We have developed a successful structure over a number of years and as our franchisee you will be able to take advantage of these systems and our proven lucrative business formula. As a Deluxe Window Cleaning franchisee we will teach you everything you need to run your business successfully, this includes; how to identify your target markets,
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generate leads using our proven techniques, convert them into paying clients and maximise your profits all from day one. We will train you to spearhead your franchise exactly the same way as the core business, this will ensure that you are running your business efficiently and will help to eliminate any common mistakes a new business owner usually faces, thus ensuring your success. Each franchisee will receive an exclusive territory to operate in, the size of your territory will enable you to realise your full earning potential. Your Deluxe Window Cleaning franchise package includes everything you need to begin trading immediately within your chosen territory. Training and support At Deluxe Window Cleaning we feel the training and support we offer to all our franchisees is second to none. Our hands-on approach to training ensures that you will gain all the skills necessary to run your own successful business. Your initial training will take place over five days where you will meet and learn from the Deluxe Window Cleaning team. You will be given a thorough working knowledge and understanding of not only the industry but also the Deluxe Window Cleaning
Your Deluxe Window Cleaning Franchise Package includes everything you need to begin trading immediately within your chosen territory proven systems and lead generation tools and techniques. Our training comprehensively establishes you and your franchise as a highly effective business in your chosen territory. Our training program has been designed to ensure that you run your business efficiently from day one. It’s vital that we as your franchisor provide complete on-going support, not only for your day-today needs but also for your growth plans. We recognise that the most successful franchisees receive continued development and coaching as their businesses rapidly develop. What do I do next? At Deluxe Window Cleaning we’re looking for motivated individuals who are searching for the opportunity to build a successful business. You must be service minded, enjoy dealing with a broad range of people and have good communication skills. You don’t need to have any previous
experience to be a success with window cleaning, the most important qualification is a commitment to quality and a desire to own your own business. If having read through the prospectus you believe you have the necessary skills and desire to become a franchisee with Deluxe Window Cleaning, then you are ready to take your application further. The next steps are to answer any questions you may have regarding the franchise and then arrange for you to come and meet the team. deluxewindowcleaningfranchise.co.uk 07531612992
APRIL 2018 | elitefranchise
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Covering copyright BY KATE LEGG, CEO, KOMERSE
Once you’ve established a successful franchise it’s only a matter of time before prospective copycats come sniffing around your business. Fortunately there are ways to protect your brand and your system
ranchisees pay significant sums for the rights to use franchise brands and systems so protecting them is a constant concern for all franchisors. Threats come in all shapes and sizes but typically include third parties who have no prior association with the network and wish to unfairly exploit the brand. Beware though that former franchisees sometimes wish to set up their own independent businesses based on the franchisor’s knowledge and system but without paying further fees. This month, we look at some of the tools available to the franchisor to ensure their most valuable assets are protected. The first and perhaps most obvious way to protect the brand is to use a registered trademark. A trademark can be any sign which identifies the brand. This is typically the name or logo but in the past registered trademarks have been given for the shape of the classic Coca-Cola bottle and, in some cases, for distinctive colours like Royal Mail red and Cadbury purple. A registered trademark gives the owner the exclusive right to use their mark in relation to the goods 82 ELITEFRANCHISE | APRIL 2018
and services they provide. The franchisor would have the right to bring a claim against anyone who uses their mark or any very similar marks without permission. Action could include an injunction to stop the person using the brand and could also include a claim for financial compensation. Without a registered trademark, the name and logo will still benefit from some protection in the form of “Passing Off”. This gives the franchisor an action in situations where a third party unfairly benefits from the franchisor’s reputation by using a confusingly similar name, logo or trade dress like for example a website that looks and feels very similar to the franchisor’s site. This is a more difficult claim to bring than a claim for infringement of a registered trademark because with passing off, the franchisor has to prove his brand has an established reputation, that there has been
confusion between the two brands and that the franchisor suffered damage as a result. But franchisor’s intellectual property goes much wider than just its name, logo and trade dress. There will be a significant body of intellectual property in the operations manual and in the know-how and systems that the franchisor teaches to its franchisees. Any items that are written down will be protected by copyright. However, this does what it says – it’s only a right to prevent copying, not an exclusive right to the general ideas and systems described in the document. This means copyright offers limited protection, although it can still be useful. In so far as the systems and ideas comprise confidential information, they can be protected by the laws of confidentiality. To benefit from this, the franchisor should impose appropriate confidentiality obligations on recipients of the information. This will typically
include a confidentiality clause in the franchise agreement but clauses in employment contracts with franchisees’ employees should also be considered. It is also important to properly identify confidential information. Case law suggests that if a franchisor tries to claim that all information is confidential, this may render the clauses ineffective because some information is clearly not confidential. For this reason, it is good practice to specifically mark information and publications that are intended to be confidential as “Confidential” - but avoid marking everything. The next layer of protection arises through non-compete restrictions which
are intended to stop the franchisee from being involved in competing businesses where opportunities to unfairly exploit the franchisor’s knowledge and intellectual property can arise. The extent to which these restrictions are enforceable depends on the specific circumstances, including the scope of the restricted acts, the time for which the restrictions apply and the geographical area in which they apply. This involves striking a balance between making the restrictions wide enough to protect the franchisor’s legitimate interests but not going any further than is required as any provision which is too wide risks being invalid and unenforceable. Thought must also be given to who the restrictions apply to. Ideally, any key individuals who have access to sensitive information ought to be subject to restrictions. However, the relationship of the parties is also a factor in determining whether a restriction is enforceable. For example, longer restrictions can be validly imposed on a franchisee in a franchise agreement than can be imposed on employees in employment contracts. Once protection is in place, it’s important the franchisor takes steps to monitor its rights and enforce infringements. This may include setting up Google alerts to check for unauthorised use of the name or unauthorised links to the franchisor’s website, monitoring trademark journals for applications for registration of competing marks, ensuring registrations are kept up to date and filing applications for new trademarks when the name or logo changes or new goods and services are added. Enforcement is often easier said than done but having the right forms of protection in place to begin with will make enforcement much easier for your franchise.
Enforcement is often easier said than done, but having the right forms of protection in place in the first place will be enforcement much easier
APRIL 2018 | ELITEFRANCHISE
Buy an existing franchise
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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
Expense Reduction Analysts
Jackson Fire & Security
Platinum Business Partners
The HR Dept
Home Instead Senior Care
Radfield Home Care
Right at Home
CLEANING Arising Cleaning Franchise ADVERTISING FEATURE
£: 2,995+ arisingcleaningfranchise.co.uk
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70 ELITEFRANCHISE | APRIL 2018
Currently in the marketing and field support stage, high flyer Saira is well-placed to make a success of her new Betterclean franchise. Regularly featured in the local media for her business development prowess when working in her fashion and beauty firms, she’s using all her skills to ease into this new venture.“Initially, I’m just learning the different roles in the business so I can manage the team effectively,” says Saira. “I’ll learn it all properly first and then I’ll know how best to expand in my area.” With three children and a supportive husband giving Saira plenty to do in her leisure time, she views her Betterclean franchise as a great opportunity to continue being her boss – a choice that’s all about enjoying a high quality of life. And what advice does she have for other prospective franchise owners? “It seems that hard work is the key to success: “Do your research and look at different business options,” says Saira, “to make this work you must ask lots of questions and be prepared to sell yourself and put in the time and effort to learn the business thoroughly.” With the lowest management service fee and a
rom the outset, the bedrock of the Betterclean Services way of thinking has always been to keep it simple. This ethos has continued through into the franchise opportunity and the ongoing support and guidance given by the head office team. Betterclean Services offer franchise opportunities in the commercial cleaning industry, a sector that is currently worth some £6.9bn with almost every business having a requirement for cleaning at their premises. Due to this vast market place, the continuous need for the service and the simple yet detailed business package that Betterclean Services has developed this business opportunity is low risk to any investor. The franchise package starts from just £19,600 and the ongoing management fee is one of the lowest in the industry at just 5.75%. In other words, not only is the business low risk, but it
Blue Sky Guttering Ltd
Simple business model with low risk and high profits Enjoy the excitement and success of building your own business in the commercial cleaning sector. Our franchise package and ongoing support means that our business opportunity is simple to run and low risk with achievable high profit margins.
also has a low entry level investment requirement and a low ongoing management fee meaning higher profits for franchisees. Successful businesswoman Saira Poonawala had a string of profitable fashion and beauty ventures behind her when she decided to add a Betterclean franchise to her portfolio. After visiting the British Franchise Association website and attending a franchise show, Manchester based Saira met the Betterclean management team and instantly knew she was on the right track with a management franchise opportunity.
“When my husband and I met Dan and Mike we felt really comfortable with them, and not only liked them but felt their business model made total sense,” says Saira. “I was looking for an opportunity in a different business sector and realised franchising was a quick way to start, effectively buying the sector expertise of the franchise owner.” Saira did her due diligence on both the marketplace and the franchise opportunity. She commented, “after discussing the business with an existing franchise owner we were ready to get going.”
continuous increase in Head Office support, Betterclean Services is possibly the best commercial cleaning franchise available today. Everything we do is based around our franchisees and this starts from day one when one of our mentors will sit down with you and map out the growth plan for your business, identify all of the key milestones along the way and the support that you’ll require to build your business. The mentoring doesn’t stop there; we’ll continue to have regular telephone and in-territory catch ups with you to ensure you’re on track to achieving your goals and to identify and remove any potential stumbling blocks before they become a problem. Regular communication is key because people new to business don’t know what gaps in their knowledge they have and it’s therefore our job to guide you through the lifecycle of running and building your business. This support and understanding allows our franchisees to grow successful businesses that not only generate a great income but become an attractive asset that can be sold in the future.
Contact Mike our Franchise Manager on 0800 772 0810 or email firstname.lastname@example.org for more details. Investment: from £19,600 +vat Dan van Kuyk – MD and Founder APRIL 2018 | ELITEFRANCHISE 71
CLEANING Bright & Beautiful
Deluxe Window Cleaning
Jan-Pro Cleaning Systems
£: 1,000 - 5,000
Prima Master Dry Cleaners
Time For You
Wilkins Chimney Sweep
Zero Dry Time
£: 14,750 +VAT
Really Awesome Coffee
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Magikats Maths and English
Pacer Leisure Vehicles
The Creation Station
The Detective Project
FASHION & CLOTHING Mobile Workwear
Suit the City
£: 19,950 - 22,950
The Interface Financial Group
Rosemary Bookkeeping rosemary an altogether friendly bookkeeping experience
£: 16,970 rosemaryfranchise.co.uk
FOOD & DRINK Beatons Tearooms
Broccoli Pizza and Pasta
Chopstix Noodle Bar
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FOOD & DRINK Cookery Doodle Doo
Gallone’s Ice Cream Parlours
£: 150,000 - 250,000
£: 400,000 - 800,000
Southern Fried Chicken
£: 86,000 - 222,000
HOME IMPROVEMENT & GARDEN Apollo Blinds
Countrywide Grounds Maintenance
TruGreen £: 28,000+VAT trugreenfranchise.co.uk
INSURANCE Concept Building Solutions
MAIL & COURIER Diamond Logistics
Mail Boxes Etcs
Pack & Send
The Original Poster Compay
Two Men And A Truck
World Options £: 29,995+VAT worldoptions.com
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£: 25,000 - 45,000
PET SERVICES Barking Mad
Now Boarding Pet Hotels
Trophy Pet Foods
We Love Pets
PHOTOGRAPHY ABC Photography Limited
Photography for little People
£: 50,000 +shop fit +VAT
Voucher Packs £: 10,000 - 12,5000 voucherpacks.co.uk
PROPERTY Agency Express
Almond Property Management
Martin & Co Estate Agents
Platinum Property Partners
Surelet Property Rental Services
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RECRUITMENT Driver Hire Nationwide
Prima Ardelle Associates
£: 150,000 - £250,000
Local Appliance Rentals
SW Hair Extensions
SPORT & FITNESS A-Star Sports
Be A Better You
£: 14,950 ex. VAT
TECHNOLOGY & SOFTWARE Eazi-Apps
£: from 25,000+VAT
Trivaeo Cloud Services £: 14,995 trivaeo.com
Challenger Mobile Communications
TRAINING Pitman Training
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SEARCHING FOR A CAREER CHANGE WITH A FUTURE?
Arrange a meeting with us today and ﬁnd out if we are right for you!
Request more information email@example.com
Book your Discovery Day now!
Book a discovery meeting with us by emailing: firstname.lastname@example.org 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. It’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 email@example.com www.century21franchise.co.uk
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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: firstname.lastname@example.org w: computerxplorers.co.uk
Helping organisations improve their bottom lines
UK’S NO.1 FRYER MANAGEMENT SERVICE WEEKLY REPEAT “MAN IN A VAN” FRANCHISE HIGH-DEMAND, EXCLUSIVE TERRITORY VIRTUALLY NO COMPETITORS
Discover more about the benefits of an ERA UK franchise at a FREE Discovery Day tel: 023 8082 9737 web: erafranchise.co.uk email: email@example.com
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
APRIL 2018 | elitefranchise
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Call us now on 0800 854 714 or visit kumon.co.uk
BUSINESS • the UK’s largest supplementary education provider • proven business model • marketing support • comprehensive training
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
Cranfield Insight Day in Manchester 20th‘The April 2nd March 2018 best 2018 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.’
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
DO YOU LIKE THE IDEA OF BECOMING A MARKETING CONSULTANT?
Discovery Meetings are regularly held in Leeds for you to determine whether Applicants we are right for you and you are must have a minimum of 5 years right for us.
experience. In the first instance call us on 0333 320 4108 to learn more or email us at firstname.lastname@example.org.
Visit www.marketing-franchise.co.uk to download the prospectus.
CREATE THE WORK/LIFE BALANCE YOU WANT
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.
Dynamic, £3bn marketplace
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.
Six lucrative income streams
Come and talk to us at our Insight Day in ElstreeDiscover OSCAR
Excellent support and training Robust marketing framework
Discovery meetings at many locations around the UK. Please call for details.
0800 068 1106 email@example.com www.oscar.co.uk
t: 01530 513300 e: firstname.lastname@example.org w: recognition-express.com Please contact us for more information regarding available territories
94 elitefranchise | APRIL 2018
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BE PART OF THE WORKPLACE REVOLUTION 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 email@example.com
Butcher, baker and cabinet maker... our franchisees come from all works of life!
I started my own business with TaxAssist Accountants to deliver a better lifestyle and a brighter future for my family
Join our next Discovery Day: April 17th
But they all have one thing in common. They all wanted to take control of their own destiny and become their own boss.
Call us to learn about our Discovery Days
“The teams that perform the cleaning tasks are always very thorough, professional and quick. I would certainly recommend using them” Fund Management group
Why choose Techclean? + Experience and credibility + Work from a home environment + Low cost, high margins + Operate in an ever growing market
0800 0188 297
Discovery Day We want you... The UK’s No1 Dry carpet, upholstery and hard floor cleaners
0800 1 80 40 20
zerodrytime.com/franchise APRIL 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 decisionmaking dilemma What hinders us making a business decision? What are the stumbling blocks? How can we overcome them more quickly?
he human mind hates uncertainty. Uncertainty implies volatility, randomness and danger. When we notice information is missing, our brain raises a metaphorical red flag and says: "Pay attention. This could be important." When data is missing, we overestimate its value. Our mind assumes that since weâ€™re expending resources locating information, it must be useful. Well, when I am under pressure to make a decision or there are too many issues to make a clear judgement it affects my sleep. And this last month a lack of sleep has been a prominent feature. That is just a vicious circle because a lack of sleep and stress affects your ability to think clearly and function at your optimum. The issues feel much bigger than they actually are late at night and, apart from laying awake thinking, there is very little productive action that you can take. You can allow the lack of sleep and vicious circle of thought to overwhelm you or you can take stock and get tough with yourself, which is hard, or have someone around you to get tough. This is exactly the advice that I would offer to others and itâ€™s advice that I have to suck up myself. Time off, time out of the office, time away from my phone, email, the internet, people and technology and the chance to clear your head and refresh your body. A walk, a run, a swim or time with my family is the answer to all of this for me; an opportunity to regroup April 2018 | elitefranchise
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and get clarity. So much easier said than done but so much more beneficial. I am really lucky that I have a supportive family and partner who recognise when to get strict with me and take me away from it all. Last week it was a ten-mile bike ride on the road to train for my triathlon at lunchtime, rather than grafting away hour after hour. It was the very firm words of my partner to say: “You will have to leave that phone and laptop there, come on we are going.” The space, the exercise and fresh air clears your mind. You come back refreshed. Then I find that I can sit and prioritise, take the time to think through the options and solutions and then find the strength to implement them and of course follow it all up. I worked all night then but I was totally clear and focused. Find the activity that allows you to do the same. We all have choices to make. And that choice is determined by a decision. I have had several months of making decisions and helping others with their decisions. As a franchisor I have tough decisions to make constantly, it can be so challenging at times. Fear hinders us making a decision, a lack of clarity hinders us making a decision, timing has an effect and opinions of others often impact on our decision. So how can we make the right decision? It may be that the reason you cannot make a decision is because you are lacking in facts so when I return to my desk the first job is to get the facts and write them down. Get all the unanswered questions answered and exhaust all options because a full 360-degree way of thinking is needed here.
You need to write down all the worries and the fears and work out what is the worst thing that could happen – it’s almost a risk assessment. Change every fear and threat into an opportunity. Once this is completed you can make a decision. You have taken the time, you have found out all of the information and facts and the solution is the one that works best. Fabulous! Decision made. For me this month it has been about prioritising and creating clear thinking time to ensure that the right decisions are made. I would imagine that the biggest headache for franchisors and franchisees now is the enforcement of the General Data Protection Regulation (GDPR) on Friday May 25. They are listening to all the hype and getting scared. When fearful you are disabled and you can’t see the wood for the trees to put a strategy together. I put aside March as the month to immerse in GDPR, an audit of our data and the structure of processing data going forward as the franchisor and the guidance for our franchisees. I had to make time, I had to get facts, I had to implement and we're well on the way with the task of being compliant as an organisation. I have observed lots of scaremongering and lots of baffled and confused business owners listening to speaker after speaker on this topic of GDPR. My advice is to take the bull by the horns make the decision to immerse into it and then get the job done. Yes, it is hard alongside the day to day running of the business but it feels so much easier once you are on task, clear and focused. Franchisees that are on your prospect list might be as confused, disabled with fear and uncertainty about aspects of becoming part of your network or working with your business. Help them to see, help them to think and help them to get clear and answer their fears with facts. Here is to a productive month of decision-making for us all.
98 elitefranchise | APril 2018
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