February 2017 £4.50
Franchises that care
How care is becoming the UK’s fastest growing franchise sector
Kate Atkinson is giving pre-owned wedding dresses a new lease of life
InXpress With the help of his 50 franchisees, OpticKleer’s David Overton is filling in the chips that threaten the nation’s windscreens
John Thompson reveals the secret of his success around the globe
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Looking for a better quality of life? TaxAssist Accountants offers accountants and commercially experienced individuals the opportunity to build their own accountancy practice – a profitable business and saleable asset. Andrew Twynam, a qualified Chartered Accountant of more than ten years standing, was previously finance director for a big city firm: “It’s a familiar story. I had young children and was leaving home before they were up and getting home when they were in bed. I was really only seeing them at weekends, which puts a lot of strain on the family. Leaving a well paid job was a big risk but it has absolutely paid off. I haven’t looked back. While I still work late, I can always finish outstanding work at home in the evening as I’m my own boss. Most importantly, by cutting out the two hour daily commute I can now be home in time for dinner and to put my boys to bed.” To find out more, call us today on 0800 0188 297 or email email@example.com Follow us @TaxAssistFranUK
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David Overton reveals his plans to turn windscreen-repair franchise Optic-Kleer UK into a household name
6 elitefranchise | February 2017
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REGULARS 9 Welcome & contributors 11 News & events 81 Franchise diaries
COLUMNS 13 Pip Wilkins 15 Sussanne Chambers 25 Claire Robinson 27 Nigel Toplis 29 Tony Bowman
FEATURES 34 Who cares, wins
Franchisors are tackling Britain's care talent gap
40 Signed, sealed, delivered InXpress has grown from John Thompson's bedroom to become a global franchise
48 Waiting for payday How long should it take franchisees to start generating an income? 54 Making friends and influencing people The art of creating an online community 60 Mustering up motivation Reignite franchisees' ambition for greater things
Bridal Reloved has created a secondhand weddingdress franchise with brides in mind
64 Scrubbing up nicely Buying an Ovenu franchise helped Phil Davidson bounce back from redundancy 68 Green lights and stop signs Is your business really franchiseable?
48 February 2017 | elitefranchise
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How to make money from your own online retail business
We have a proven model for earning a significant income from your own franchise business Visit us at The Franchise Show, ExCel, London, 17th - 18th February, Stand number 326
01202 652 103
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welcome Volume 05 Issue 02 / 2017 EDITORIAL Josh Russell – Editor email@example.com Maria Barr – Web Editor firstname.lastname@example.org Eric Johansson - Feature Writer email@example.com
Changing for the better
DESIGN/PRODUCTION Leona Connor – Head Designer firstname.lastname@example.org Jenny Allen – Junior Designer email@example.com Dan Lecount – Web Development Manager firstname.lastname@example.org
fter a long winter, it does feel like the green shoots of spring are finally appearing. And in the spirit of renewal, our design team has been beavering away night and day to give Elite Franchise a facelift. Take a gander at our sumptuous new-look spreads and tell us what you think. But we’re not the only ones undergoing a metamorphosis. An Ovenu franchise helped Phil Davidson spring back from redundancy – and gain some muscles in the process. Elsewhere franchises are seeing the care sector go from strength to strength, helping it fight back against Brexit and talent shortages. And this month’s cover star David Overton, managing director of Optic-Kleer UK, is refreshing his franchise, introducing innovative new tech to better help his franchisees fix the nation’s windscreens. I hope you love the new look Elite Franchise as much as I do and feel inspired by our tales of transformation.
SALES Gemma Campion – Sales Manager email@example.com MARKETING David Thomas – Group Marketing Manager firstname.lastname@example.org CIRCULATION Paul Kirby – Circulation & Data Manager email@example.com ACCOUNTS Sally Stoker – Finance Manager firstname.lastname@example.org ADMINISTRATION Laura Hyde – Administrator email@example.com DIRECTOR Scott English – Managing Director firstname.lastname@example.org Circulation enquiries: CE Media Call: 0124 567 3700 Elite Franchise is published by CE Media, 1st Floor, Regency House, 16 Victoria Road, Chelmsford, CM1 1NZ Copyright 2017. 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 CE Media Limited cannot be held responsible for such variation. cemedia.co.uk
■ Josh Russell - Editor
This month McCafferty has taken time out of her busy schedule as the managing director of Platinum Wave, the franchise consultancy, to unveil her top tips for how franchisors can motivate franchisees even better.
The chief executive of the bfa devotes her column this issue to revealing how the success-generating powers of franchising can be used to expand overseas even for companies that don't franchise in the UK.
Franchisors should be friendly with their franchisees but should they be close enough to join them for Friday night drinks? This is the question the founder and managing director of Little Voices digs into this month.
A diverse franchise network has many advantages. But creating one is easier said than done, which is why the managing director of Extra Help is exploring how franchises can minimise unconscious bias.
February 2017 | elitefranchise
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Start-Up Funding Available**
Tesco Concessions in-place
Income from day one
* Subject to conditions
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news Up for grabs: a £50m franchise fund
Events bfa Scottish Forum February 9
Britain’s franchising sector is certainly in a position of strength. But to go on to even bigger things, franchisees need to have money in the bank to support new hires, ramp up their marketing or open up new outlets. With this in mind, Franchise Finance, the franchise consultancy, has announced a £50m fund that will offer loans of £5,000 to £500,000 for both new and established franchisees. The company also wants to make the process as pain-free as possible, so it says loans will be BY MARIA BARR
Christmas cheer for Driver Hire
Harper Macleod LLP, 65 Haymarket Terrace, Edinburgh, EH12 5HD.
The National Franchise Exhibition February 17-18
NEC Birmingham North Ave, Marston Green, Birmingham B40 1NT.
The Franchise Show February 17-18
ExCeL, Royal Victoria Dock, 1 Western Gateway, London, E16 1XL.
bfa Affiliate Forum February 21 Crowne Plaza, 100 Cromwell Rd, Kensington, London, SW7 4ER.
bfa Prospective Franchisee Seminar Birmingham March 2 Gateley Plc, 111 Edmund St, Birmingham, B3 2HJ.
IFA/bfa/EFF Symposium March 16 - 17
Royal Garden Hotel, 2-24 Kensington High St, Kensington London, W8 4PT.
offered at competitive rates and franchisees should get a decision within 48 hours. Commenting on the fund, Chris Roberts, co-founder of Franchise Finance, said: “All too often we see access to sufficient finance as a barrier to growth. Because this fund is specifically for the franchise market, such frustrations are set to be a thing of the past for ambitious franchisees with strong business plans.” We’re betting that plenty of franchisees out there meet those criteria.
Brexit prepping While the bfa’s chief executive may be right in saying that many franchises have taken a business as usual approach to the Brexit vote so far, as we edge closer to the UK detaching itself from the EU it’s becoming slightly clearer what the implications will be. And to explore how the franchising sector in particular will be affected, Shoosmiths, the law firm, has published a two-part report titled What does Brexit mean for UK franchising? While acknowledging that a lot of uncertainty surrounding issues like employment and intellectual property remains, the company outlined eight key things that franchises can look at now to prepare themselves. These include reviewing their supply chain, completing a workforce audit and planning their finances to deal with each eventuality. Like they say, if you fail to prepare…
2017 is off to a rosy start for the folks at Driver Hire, the driver recruitment and training franchise. The company revealed that sales over the Christmas period totalled £11.5m, which was 9% more than the same period in 2015. And despite the uncertain economic climate, Driver Hire is on track to increase its annual sales for the fourth year in a row. “Whilst 2017 is certain to be unpredictable, our franchisees begin it in a confident mood,” said Chris Chidley, chief executive at Driver Hire. “Driver Hire is providing the exact type of service the UK economy needs right now and we’re looking forward to another successful year.” It certainly seems like this is one franchise that’s set to cruise through the rest of the year.
February 2017 | elitefranchise
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Pip Wilkins chief executive bfa
From master franchising to area development agreements, Pip Wilkins looks at the routes businesses can take when going global
Using franchising to expand internationally
ranchising is one of the most robust and lucrative business models in the world, giving ordinary people an opportunity to get into business for themselves but not by themselves. And today we’re seeing the presence of more and more international franchises in the UK. In fact, according to the bfa Natwest Franchise Survey 2015, 20% of UK franchisors are master franchisees while 38% of our home-grown franchisors now franchise outside of the UK. And of the businesses that haven’t yet franchised internationally, one in nine would consider it in the future. That appetite to expand globally isn’t just seen in UK but in the US, Europe and all over the world. A global presence holds an even bigger prestige and is a great way to keep the thirst to succeed alive.
presence around the globe. International development isn’t easy, however. It requires a huge amount of thought, planning and strategy to do it well. The most common routes for international franchisors to take are master franchising and area development agreements. The former grants a local party the right to open owned and sub-franchised units in a defined territory. The latter gives the other party rights to open owned units in a single, specified region. Other options include direct franchising, where the individual franchisee interacts directly with the franchisor, and joint venture agreements, where a business entity is created by two or more parties. Some of the most well-known There's a huge amount of variety worldwide brands are franchises when you look at international and even companies that don’t use franchises in the UK. Master it as a model in their franchising is widely home countries with care International used, sometimes find that companies such as it’s a great way to grow development Home Instead and Right internationally. In the at Home thriving under isn’t easy UK, there are several such an arrangement. instantly recognisable At the same time, high-street businesses like Marks & Australian brands like Cafe2U and Spencer and Debenhams that have Granite Transformations have seen used franchising as their preferred their UK networks grow under master overseas expansion method, despite franchisees. On the other hand, Tutor not doing it at home. If done correctly, Doctor has developed a strong network international franchising can help through direct franchising and The you expand your global footprint and Dwyer Group has taken its brands into increase your brand value. Because the UK and Europe via a mixture of you’ll be relying on local knowledge direct and master franchising. and contacts, as well as someone Whatever your route, businesses with else’s capital, it’s often a much faster a global outlook are waking up to the and resource-efficient way to build a benefits the franchising model brings. February 2017 | elitefranchise
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Sussanne Chambers founder and managing director HomeXperts
How franchising can help you keep that New Year’s resolution It’s not too late to stick to those pledges – franchising offers a perfect way to start your own business he party poppers have been cleared away and the euphoria of New Year’s Eve is a distant memory but what about those resolutions? Research from Bupa, the international healthcare group, says many will have sadly given up on their resolutions after just three weeks. Every year I set out my goals and aspirations, write them down and try to live by them. Some fall by the wayside: my French is just as bad as it was last year. Others become lifestyle changes: I’ve not drunk cola for over four years now. For many people, starting their own business will be the biggest lifestyle change they make this year. However, for some this goal will end up on 2018’s list of resolutions. If this is you, are you prepared to wait another year just thinking and talking about becoming your own boss? As a franchisor, we see many people like you who are a
little nervous but determined to make a change. For these people, starting a business within the safety of a franchise network is ideal. First of all, you won't be alone. You have the advantage of a support system within a tried and tested business model. Additionally, the franchising industry is in great shape. The latest bfa survey states 97% of franchisees reported that they were in profit in 2015. Not only this but franchising in the UK generated £15.1bn that year and this figure is growing annually. So how do you make your resolution to start your own business a reality? First, start with a written plan. According to a study of Harvard MBA students, just 3% of people write down, read and regularly review their goals. And yet they still earn on average ten times the income of the 97% who set none. Start off by breaking your plan down into small bite-size tasks, with each designed to take you closer to starting your business. Make your plan SMART: each area of the plan should be specific, measurable, achievable, relevant and timely. Following on from this, you should identify which obstacles could stop you from moving forward and each week ensure you achieve some tasks that count towards your plan. Next you should make sure you do your research and choose a franchise sector based on your life experience and skills. Just as important is evaluating your financial position and identifying which franchises meet your criteria. And the final step is to enquire about the franchise, compare models, visit your favourites, then choose the franchisor that is the best fit for you and your lifestyle. Follow your plan and by 2018 you could have totally changed your life and taken control of your financial future. You will be your own boss running a franchise business. Resolution accomplished. February 2017 | elitefranchise
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Weâ€™re a friction free, one-stop shop: no appointments, turn up, get the job done and go
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With its hassle-free service and a touch of tech, David Overton's Optic-Kleer is removing all the friction involved in getting your windscreen repaired
CLEARING THE WAY T
BY JOSH RUSSELL / PHOTOGRAPHY BY EMILIE SANDY
the road ahead hasn’t always been clear for David Overton. “When I was at school I took no interest in my education and walked away with not a lot to show for it,” he says. But whether he’s speaking at conferences or recruiting franchisees for Optic-Kleer UK, the windscreen-repair franchise, he hasn’t allowed his lack of academic qualifications to prevent him from building a thriving business. “I certainly don’t let it get in my way,” he says. “In actual fact, you could say you work it to an advantage because it encourages you to focus on your strengths.” This approach has certainly stood Overton in good stead, driving him to work his way up the career ladder. After finishing his GCSEs, he spent several years working for his father’s carpet-fitting business. “My dad decided to go in a completely different direction and bought a pub,” he says. “So, of all things, I ended up selling caravans and caravan awnings for a camping company.” Gradually Overton found his way into some slightly more orthodox roles selling cars for Renault, Hyundai, Toyota and Mercedes before eventually becoming general manager of a Ford
dealership. “I had control of virtually the whole garage: sales, stock levels, turnover, staffing issues, all sorts of stuff,” he says. “That’s when it all started getting interesting.” Despite having the kind of gumption one typically associates with entrepreneurs, Overton admits that during this time he wasn’t that concerned about forging out on his own. “Through my professional years, the only ambition that I had was to get the job above me, to get the bigger salary, the better car, the better office,” he says. “That was the drive.” However, as Overton neared the top of the career ladder, he began to realise that all the hard work he was putting in was ultimately just lining someone else’s pockets. He started to crave the opportunity to build something of his own but there was one minor hitch. “I wasn’t in a financial position where I could go and get myself a Ford dealership,” he says. “The only way I could go and work for myself was to get out there and build something of my own.” Fortunately Overton had already come across the perfect opportunity that would allow him to build a business empire. Having used OpticKleer several times, both personally and whilst working for Ford, he could see how innovative the franchise’s model was. “Traditionally, if you had a chip in your windscreen, you would have to phone whichever major glass company your insurance company recommended to you,” says Overton. “Then when you finally got a date to repair it, you’d
February 2017 | elitefranchise
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Being a franchisor sat in a chair in your warm office, it’s easy to forget what it’s like for the people out there in the field have to stay in all day.” By contrast, everything about Optic-Kleer’s service is designed to remove these kinds of pain points for customers. With a van-based presence in the carparks of major supermarkets such as Tesco and Morrisons, the franchise can repair motorists’ chipped windscreens while they do their weekly shop and then handle the claim with the insurers on their behalf. “We’re a friction free, onestop shop: no appointments, turn up, get the job done and go,” Overton says. Overton reached out and before long was handing over his franchise fee. However, the closest territory that was available was Cambridge and this took some getting used to. “There were a lot of learning curves to understand about the area that I was working in,” he says. “Entering a new area for the first time, I didn’t know the villages, the towns, the routes where people would be, the busy supermarkets.” Building a business in the area was like moving to a new town but fortunately it didn’t take long for Overton orientate himself and put down some roots. “Eventually you become known locally and create a reputation for yourself.” And with time Overton's diligence started drawing the attention of Eric Howe, Optic-Kleer’s founder. At the time the franchise’s head honcho was regularly having to commute back and forth between Britain and the States and he began to see that this superstar franchisee could help pick up some of the slack. “He was splitting his time between the UK and Texas,”
Overton says. “So he asked me to work part-time within the business and help do some bits and pieces for him.” For the next few years, while operating his own franchise Overton also took on the training and mentoring of the franchise’s new recruits. Before long, Howe asked him to step up and take on the role of franchise manager full-time. It’s safe to say that this was an opportunity that Overton embraced wholeheartedly. “I really got my teeth into the business,” he says. “Applying a lot of the skills that I picked up working in the car industry, I starting getting to grips with how it worked, the business potentials and the financials.” Taking the lead, Overton was soon running all aspects of the franchise, helping manage the British operation when its founder was Stateside. This made him the natural choice when, several years later, Howe announced he was looking for someone to take up the mantle. “He wanted to concentrate on building the Optic-Kleer brand over in America and he could see my passion and drive,” he says. “So he offered me the chance to buy half the business off him and I became a 50% shareholder.” With memories of being out working a territory fresh in his mind, one of Overton’s first aims as joint owner of Optic-Kleer was to make sure things were structured in the best way for its franchisees. “Being
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a franchisor sat in a chair in your warm office, it’s easy to forget what it’s like for the people out there in the field working in all weathers,” says Overton. “But having been a franchisee before becoming a franchisor, I had a great understanding of what the guys needed to become profitable.” Looking to utilise this expertise, Overton began to refine the Optic-Kleer model, introducing better organisational infrastructure and forming more robust contracts and relationships with supermarkets. “My focus was on delivering the complete package for all the operators,” he says. One of the biggest changes Overton made during this time was to the way franchisees book their appearances for the coming weeks. “When I was an operator, I would wake up Monday morning thinking ‘I’ve got nowhere to work today: I’ve not booked anything’,” he says. “We now liaise with the operators, help them plan and book sites so they know exactly where they’re working for the next three months.” Playing a pivotal role in this transition was Overton’s wife Sarah, who left a position as a financial advisor with a well-known high-street bank to help organise the operators’ time. “As Sarah had worked for a PLC, we knew we needed her services,” he says. “She has become vital in supporting the franchise network.” In light of all the work the couple were putting into Optic-Kleer, it was inevitable that at some point they would look to take on a larger stake in the company and their opportunity finally came in March 2014. “We made an offer to buy the rest of the business and took control of the whole of the UK operation,” Overton says. Effectively separating the two halves of the company, this saw the couple take ownership of Optic-Kleer UK as a distinct entity – although Overton explains that the two businesses still benefit from operating under the same trading name. “For example, [Howe] is opening his first windscreen replacement shop under the Optic-Kleer brand now,” he says. “That’s good for brand synergies backward and forward.” Since taking full control of the UK business, a key point on Overton’s agenda has been the recruitment of more franchisees. But the franchise still has strict criteria when it comes to taking on new recruits to its network. “Just because someone comes to us and says ‘I want to buy a franchise: here’s my money’, it’s not a given,” says Overton. “Whoever comes in to join us, the one thing we’re really strict about is that they’ve got to like us and we’ve got to like them.” On top of excellent people and communication skills, in Overton’s eyes one of the most important attributes any entrepreneur must possess is get-up-and-go. “They’ve got to realise that working for yourself doesn’t mean you can do what you want, when you want it,” he says. “You’ve got to be a very selfmotivated person.” February 2017 | elitefranchise
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However, as a potential franchisee has the prerequisite gumption, Optic-Kleer has been refining its support programme to ensure they can hit the ground running. “We used to go through how to repair a windscreen, how to talk to a customer and say ‘this is the way it works and off you go’: that was the basic training package,” says Overton. “That’s evolved now.” Before training even starts, Optic-Kleer ensures that a good business plan is put in place and will sit franchisees down with an accountant who can set them up as a limited company, point them in the right direction to get a business bank account and get them VAT registered. Additionally, the franchise has also negotiated fleet discounts direct with the manufacturer, saving franchisees from having to strike their own deals. “The new franchisee doesn’t have to go in and negotiate fleet discounts for their vehicles,” he says. “They’re already set up: we have everything ready for you.” When it comes to the training itself, OpticKleer has developed a novel approach: putting established franchisees front and centre. “New people coming through get trained by an experienced franchisee to see it really working and how it’s done,” Overton explains. Existing franchisees – such as John Speare, franchisee of Optic-Kleer Newmarket, Bury St Edmunds, Diss and Thetford – divide their time between mending motorists’ windscreens and attending training sessions to help get the next generation up to speed. “He tells his experiences and explains how everything works,” says Overton. “We also put him up in the hotel where they’re staying, so they can sit and talk over a beer in the evening and really get under the skin of the franchise.” But this isn’t the only innovation that OpticKleer is working on: the franchise is also in the process of injecting some serious tech into its service. Not only will customers soon be able to track where Optic-Kleer operators are appearing but they will be able to get text alerts reminding them when an operator is appearing in their local area or informing them if the scheduled location is set to change. Franchisees will also be able to view all their work online and invoice directly through the app. “As far as I’m concerned, everything is an online business now,” Overton says. “By directing customers to where the operator is based that day, it will bring more opportunities for work on concession sites.” While this project is a significant investment for the franchise, Overton emphasises that he doesn’t want franchisees to have to pay for the privilege of increased access to consumers. “We’re not charging the franchisee any extra for any of the
Working for yourself doesn’t mean you can do what you want, when you want; you’ve got to be a very selfmotivated person
administrative costs that we’re accruing,” he says. “Being an ex-operator, I want this to come at no cost.” While this may seem like an act of enormous charity, part of the reason for this is that Overton wants franchisees to be able to reap the rewards of their hard work and secure a good return on their investment. “If someone builds up a business over four, five or six years and then sells it then good luck to them,” he says. However there are still plenty of options for Optic-Kleer franchisees to grow their business to the next level. “Once an operator gets their territory up and running, if the area’s big enough and they can find the right person, they can add a second van,” he says. “We’ve got several franchises that have done that and expanded their area.” And with so many franchisees stepping up, it’s hardly surprising that Optic-Kleer is seeing real success. “We’re aiming to make it a household name,” says Overton. “We are 50% of the way toward national coverage and we’re rapidly taking people on now.” Not only does the franchise already have 50 franchisees out there mending the nation’s windscreens but it has already completed its ten-year growth plan seven years ahead of schedule. “It’s been absolutely amazing,” he concludes. “What a journey.”
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Keeping it in the family While Mac Tools Greenock’s owner might be taking a step back, he’s placing the day-to-day operations in the capable hands of his son.
tephen Rollo, owner of Mac Tools Greenock, the tools franchise, had only been part of the Mac Tools franchise network for three years when he decided to pass the business down to his son. At the age of just 25, Stuart Rollo will be enjoying the benefits of running his own company from a young age while keeping his dad busy from time to time. His dad, meanwhile, will now be able to enjoy more of the freedom and rewards that his success has earned him. “Stuart completed his training last year and has been out on the Mac Tools van for a couple of months now,” says Rollo. “I’m very pleased that he’s been able to take on the business and I think he’ll do very well. Before deciding to take it on, he came out in the van with me for a few weeks to get a good idea how it operates and to see if it would be something he could enjoy,” he adds. Mac Tools encourages its franchisees to pass their businesses on or involve family members as it wants more than just the franchisee to benefit from their success. By passing his business down to his son, Rollo has provided him with a future he might not have had access to otherwise. Having spent a huge amount of time building his business, both of them can now enjoy the rewards. “I wanted to take a step back from the business and Stuart was looking for a new job at the time so it seemed like the perfect opportunity,” says Rollo. “He’d had a sales job before but it just
wasn’t paying enough financially so the Mac Tools franchise will be a great chance for him to do something for himself as well as earn a good living.” Mac Tools is part of Stanley Black & Decker, a global, $12bn hand and power tools manufacturer. The company is a full member of the bfa and offers a combination of a tools franchise and a van franchise. Franchisees are trusted distributors of top-quality tools for customers such as car dealerships, automotive repair shops, manufacturing units and engineering companies. Mac Tools franchisees grow their businesses by building relationships with their customers, an aspect of the job that many of them enjoy. The franchise offers people the freedom to travel their own route and the flexibility to stop at different places within their territory while meeting people every day. No day is ever the same.
22 elitefranchise | February 2017
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Mac Tools was founded in 1938 in the USA by seven men who wanted to manufacture the finest tools in the world
“I’ve enjoyed the flexibility of the franchise as well as the social aspect from building relationships with customers and fellow franchisees,” says Rollo. “We’ve just bought a house that we’re going to renovate and it’s going to take a huge amount of time. Handing the daily running of the business over to Stuart will give me the freedom to spend more time on that. I do plan to be involved and will take the van out occasionally to help Stuart with the day to day elements.” Although most Mac Tools franchisees run their business in their own right, many decide to turn their franchise into a family business, with family members joining the Mac Tools network. Many people find that it offers them the chance to create a family business they can be proud of for years to come. “It’s brilliant to see the Mac Tools franchise being passed down through families,” says Lesley Cobb, operations and recruitment manager at Mac Tools. “We’d like to offer a warm welcome to Stuart and wish him all the best with his new venture. Stephen has laid great foundations and for Stuart to take it on at the age of 25 means that he’ll develop great business acumen and a career for the future. Many of our franchisees decide to bring family members into the business
and this is something we strongly encourage. We like to see whole families benefitting from their hard work and dedication. In addition, family members have a great understanding of the business and how it works before they start working,” she concludes. Mac Tools was founded in 1938 in the USA by seven men who wanted to manufacture the finest tools in the world. Today, Mac Tools has a global product line in excess of 50,000 items and still uses the direct sales approach with a mobile sales force of franchisees. The Mac Tools philosophy of excellent quality, price and service remains unchanged over the years and the company spirit that made Mac Tools successful in 1938 is the same spirit that makes it so successful today.
You can get more information about the Mac Tools franchise opportunity by calling 08450 6000 60 or visiting http://www.mactools.co.uk/Be-your-own-boss February 2017 | elitefranchise
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GREAT TO WORK WITH
TAKE THE DRIVING SEAT WITH A MAC TOOLS FRANCHISE 4
Part of $12 billion global organisation Stanley Black & Decker
The strength of world famous brands like Mac Tools, Facom, Britool Expert & DEWALT
Opportunity to earn £50,000 - £75,000+ a year
Professionally-equipped van stocked with a selection of our 18,000+ strong product range
No ongoing royalties so you keep 100% of your profits
Head office support and a comprehensive training programme
We now offer two options to finance your Mac Tools franchise: - With £15,000 liquid capital and a £35,000 bank loan you receive our highest trading terms - With £5,000 liquid capital and a £10,000 bank loan you receive our lower trading terms
POTENTIAL TO EARN OVER
£75,000 pa with our new low investment level
“Taking on a franchise with Mac Tools has been a real revelation for me and I wish I had done it years ago. I can honestly say I look forward to my working week on a Monday morning, and not many people can say that!” Peter Tully - Mac Tools Cornwall
08450 6000 60 www.mactools.co.uk email@example.com
Mac Tools UK
Mac Tools UK
Mac Tools UK
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Claire Robinson, managing director Extra Help
Why diversity in your franchise network matters Recruiting franchisees from a range of backgrounds is good business and good practice but first franchisors must tackle their unconscious biases s someone who’s worked in the industry as a franchisor for over a decade and recruited many franchisees, I strongly believe that one of the key factors contributing to a franchise network’s success is the diversity of its franchisees. In today’s increasingly well-connected world, the diversity of an entrepreneurial community – not to mention of its thoughts, ideas, background and experiences – is massively important. A balanced workforce can be one of the biggest strengths of a franchise network as it can unlock innovation, drive growth and even help you solve problems better. A group that’s made up of people from a range of backgrounds is able to look at a situation in different ways, so it’s more likely to come up with innovative solutions. Consider the alternative: relying on people who share very similar perspectives and approach things in very much the same way. To benefit from a diverse network, franchisors need to put processes in place to attract franchisees from a range of backgrounds and ensure they’re open and fair to all. It’s vital that franchises get rid of the onesize-fits-all mindset. Tailoring franchisee recruitment strategies to appeal to a spectrum of candidates should be a long-term investment rather than a quick fix. The first step to creating a more diverse network involves removing any bias from your recruitment process. Human nature means that unconscious bias inevitably creeps in and even the most open-minded franchisors can unwittingly allow unconscious feelings to guide their recruitment process. Review the language you use in everything from your marketing material right through to the way you interview potential franchisees. Understanding what might be putting off people who have a different background is a good start.
Using a variety of recruitment techniques can also help attract a more diverse crowd. Social media can be an outstanding way to reach certain demographics while face-to-face events and getting involved in networking groups for minorities – for example a women’s networking group – is another very useful avenue to help you find potential franchisees. As you’re doing this, you should A group that’s consider how to build a reputation made up of people of being a franchise that prizes from a range of diversity. Demonstrate to the different backgrounds is communities you’re targeting that able to look at opportunities are open to them and a situation in that you’ll commit resources to meet different ways their needs. Existing franchisees and their diverse backgrounds can be the best marketers for your network, so remember to involve them in your marketing activtivity. Attracting people from different walks of life is not going to be an overnight success but it’s worth the time and effort. By learning how to make the most of people’s differences you’ll be able to spark innovation, understand your customers better and gain a competitive advantage. February 2017 | elitefranchise
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Join a National-Award-Winning Property Franchise Join a National-Award-Winning Property Franchise Join a National-Award-Winning Property Franchise Join a National-Award-Winning Franchise Deliver exceptional customer serviceProperty to your clients whilst Join a National-Award-Winning Property Franchise Deliver exceptional customer service to your clients whilst Join a National-Award-Winning Property Franchise enjoying the customer rewards ofservice working yourself Deliver exceptional to for your clients whilst Join a National-Award-Winning Property Franchise enjoying the rewards of working for yourself Deliver exceptional customer service to your clients whilst Join Join a National-Award-Winning aexceptional National-Award-Winning Property Franchise Franchise enjoying the customer rewards ofservice working for yourself Deliver toProperty your clients whilst the customer rewards ofservice working yourself Deliverenjoying exceptional to for your clients whilst the customer rewards ofservice working yourself Deliverenjoying exceptional to for your clients whilst enjoying thecustomer rewards of working for yourself Deliver Deliver exceptional exceptional customer service service to for your to your clients clients whilst whilst Jason & Gaya chose HomeXperts their enjoying the Jason rewards of working & Gaya chose HomeXperts forfor theiryourself support and training... enjoying enjoying the the rewards rewards of working of working for yourself for yourself Jason & Gaya chose HomeXperts for their support and training... “There are a number of reasons why I chose HomeXperts. I have Jason & Gaya choseforHomeXperts for their support and training... worked in estate agency approximately years and enjoyed “There are a number of reasons why I chose17 HomeXperts. I have Jason & Gaya chose HomeXperts for their have support and training... building a good name, contacts and market awareness. workedare in estate agency for approximately years and Ienjoyed “There a number of reasons why I chose17 HomeXperts. I have Jason & Gaya chose HomeXperts for their support and training... also been a landlord and let property for over 10 years. building good name, and awareness. have worked ina estate agency for approximately years and Ienjoyed “There are a number ofcontacts reasons whymarket I chose17 HomeXperts. I have Jason &good Gaya chose for their support and training... also been landlord and letHomeXperts property for over 10 years. building name, and market awareness. have worked ina aestate agency for approximately 17 years and Ienjoyed “There are a number ofcontacts reasons whyme I chose HomeXperts. I in have The HomeXperts franchise enabled to continue working the Jason & Jason Gaya & chose Gaya HomeXperts chose HomeXperts for their for their support and training... also been a landlord and let property for over 10 years. building good name, contacts and market awareness. Ienjoyed have worked inaIestate agency forenabled approximately 17 years and area that have great and contacts while offering me “There are a number ofknowledge reasons why I chose HomeXperts. I in have The HomeXperts franchise me to continue working the Jason & Gaya Barnett, support support training... and training... also been landlord and let property for over 10 years. building good name, contacts and market awareness. Ienjoyed have greater flexibility running my business working from home. As I worked inaand agency for approximately 17 years and areaHomeXperts that Iaestate have great and contacts while offering me “There are a number ofknowledge reasons why I chose HomeXperts. I in have The franchise enabled me to continue working the
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Elite Franchise Advert January 2017.indd 1
Elite Franchise Advert January 2017.indd 1 Elite Franchise Advert January 2017.indd 1 Elite Franchise Advert January 2017.indd 1 Elite Franchise Advert January 2017.indd 1
Elite Franchise Advert January 2017.indd 1
02/02/2017 16:14:10 02/02/2017 16:14:10 02/02/2017 16:14:10
02/02/2017 16:39 02/02/2017 16:14:10
Nigel Toplis managing director The Bardon Group
Why franchise agreements are non-negotiable If you want to change the franchise agreement, perhaps the franchise isn’t for you hen you take on a franchise, you become part of the franchisor’s ecosystem. Clearly this brings many advantages. But it also means you have to adhere to the same processes, rules and procedures as other franchisees in the network. There needs to be a level playing field for everyone. This is why franchise agreements are so important – and it’s also why they are non-negotiable. What are franchise agreements? Franchise agreements are more than a contract. They protect the brand and the franchisee by ensuring clarity and transparency. Key elements set down by franchise agreements include how
Franchise agreements can’t be personalised to account for each franchisee’s individual nuances and requests
the franchise should operates the length of the term, royalty payments and the obligations the franchisor has to support the franchisee. The agreement also covers what happens when a franchisee leaves the system – for whatever reason – detailing the conditions placed upon the departing franchisee, such as not competing in the same market for a given length of time. Franchise agreements should be easy to read and understand – though sometimes lawyers do forget to use normal English. They should also be fair and of course lawful. However, what they can’t be is random or adhoc. While terms may be adapted over time, for instance if the nature of the business evolves or growth objectives change, they can’t be personalised to account for each franchisee’s individual nuances and requests. If you want significant changes to the franchise agreement then you probably don’t really want that franchise. Not all franchise agreements are the same While a franchisor will not change the agreement for an individual franchisee, this doesn’t mean that
franchisees shouldn’t shop around and compare the terms of different franchises. Not all lawyers write the same type of agreement. Each will have areas that are more robust than others. And, of course, the franchisor will have views as to how they want their franchise portrayed. So when you're considering which franchise might best suit you, don’t assume that if you’ve read one franchise agreement you’ve read them all. I prefer ten-year agreements but many other franchisors choose to have five-year agreements, while in the past I’ve known franchise agreements as long as 25 years. Ultimately, before you ask to change the terms of your franchise agreement you should look at the bigger picture. Would it really be fair to existing franchisees if you negotiated different terms to theirs? And how would you feel if a future franchisee adapted the terms to suit their own circumstances? Taking on a franchise is not the same as starting up a business of your own. You're joining a business ecosystem and to ensure harmony you need to make compromises, as well as draw on the benefits offered. February 2017 | elitefranchise
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Create and learn to run your own success story with great long term repeat customers
Believing that success attracts successful people, Zero Dry Time is now looking for likeminded people to join our network of talented and accomplished franchisees. As a part of the team, you can enjoy:
• Several man in a van options • Management options • Uncapped earning potential • Regular loyal repeat customers • Complete lifestyle business • Carpet Club creating a residual income With a seemingly unlimited growth potential, the success and expansion of your franchise depends on solely on how much effort you put in to your new business. The question is whether you’ll remain a man in a van or become the leader of multiple vans? This is your opportunity to decide how the future for you and your family will look like.
Call: 0191 270 9202 Untitled-7 1
Mark & Viv - (Ex Book keeper & Ex Shop assistant) - Cornwall
ZERO001 06/02/2017 14:50
Tony Bowman managing director etyres
Franchisees should embrace the power of the personal touch Making an extra effort with customers can spell the difference between a franchise that merely survives and one that thrives
veryone knows the personal touch is a powerful tool when it comes to promoting your business and fortunately this is an area where franchised businesses can really excel. A simple online car-battery order placed with our Reading branch perfectly demonstrates how franchisees can deliver the kind of service that will inspire customer loyalty, attract recommendations and put money in the bank. All it took was a short note in the special instructions box that read: “Please fit ASAP: our autistic son is having a major meltdown because of it.” Immediately picking up on this plea for help, our franchisee called his customer and arranged to fit a new battery within an hour. She was so relieved and appreciative that she wrote to tell us we had “prevented a disastrous couple of days”. Whether you call it empathy, company ethos or being able to put yourself in someone else’s shoes, it comes down to wanting to help, striving to please and putting the customer first. And this is where a franchisee should exceed expectations. A franchise offers the perfect opportunity to run a top-brand business but with a personal touch that should
inspire loyalty and therefore future business and security for your venture. However, we're talking about doing more than just inserting a customer’s name into a piece of direct mail to get that personal touch. Taking on jobs outside regular working hours, rearranging your schedule to accommodate an emergency and essentially being prepared to go the extra mile to secure your customer’s future business: this is the attitude a franchisee needs to succeed. Being your own boss requires you to think beyond the initial pay cheque. You look ahead to the next order you'll get from a loyal customer or the countless word-of-mouth recommendations they will give. Having a customer-care ethos that will make a business stand out, and yet it costs nothing. All you have to do is give your customers the same treatment you would want your own family to receive. This is the spirit that can set a good franchise apart from a major, industry-dominating brand. Massive marketing departments and enormous advertising budgets cannot create loyalty for repeat business as effectively as a phone call offering It comes down immediate help or an out-of-hours Put it this way: we would to wanting to appointment. all return to a restaurant where the food help, striving is tasty. But if two eateries are similar in you're more likely to favour the one to please and quality where the proprietor remembers you and welcomes you with open arms. That’s the putting the feeling every customer should have when customer first using your franchise. February 2017 | elitefranchise
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Thanks to its commitment to making bridesto-be feel like royalty, it’s no surprise that so many people are saying yes to this weddingdress franchise
Something Borrowed BY MARIA BARR
ritain’s wedding industry is worth around £10bn each year according to hitched, the wedding-planning website. And thanks to the legalisation of same-sex marriage in England, Scotland and Wales in 2014, there have been even more blushing brides on the lookout for their dream gown. But it was more a case of personal experience that prompted Kate Atkinson to start Bridal Reloved, a chain of stores selling pre-owned designer wedding dresses for a fraction of the price. “I was trying – and failing – to sell my own wedding dress,” she recalls. “I couldn’t find any highstreet shops to take it and most brides weren’t comfortable buying it from me online.” Spotting a gap in the market, Atkinson realised she’d stumbled upon the perfect business idea. And given her temping role at a local school had just come to an end, the timing seemed perfect.
Within six weeks, she’d ploughed her personal savings into opening a store in Beverley, stocking 30 second-hand dresses to test the waters. “I just figured I had nothing to lose by giving it a shot and, luckily, it proved very popular,” she says. But it wasn’t just a sprinkling of good fortune that helped the concept take off. It also helped that Atkinson knew her target market inside out: she’d been a bride herself and was also a seasoned bridesmaid, having been wedding dress shopping on more than one occasion with her sister and friends. “I knew what it felt like to try a dress on in a boutique and had seen brides spoken to rudely,” she says. “I wanted to do things differently and make sure that the bride felt like an absolute star.” And so Bridal Reloved was conceived with the bride – not her entourage – in mind. Dresses can be tried on by appointment only so women have the shop to themselves and receive one-to-one attention from the salesperson. “It’s a privilege to be in the room when a woman first sets eyes on
30 elitefranchise | February 2017
One to watch - Bridal Reloved.indd 1
Kathryn Hopkins Photography
her dream dress and we want to make that experience as memorable and special as possible,” says Atkinson. Once she got the keys to her first store, the entrepreneur threw herself into the task of researching the bridal market, speaking to people from the industry, learning about how to properly clean dresses, getting to know the top designers and reading every bridal fashion tome or online article she could get her hands on. There was also a big marketing push from day one. “For the first three to six months I created awareness and built a community, doing everything from starting a Facebook page and creating a networking group to sending out press releases and attending wedding fairs,” she says. “I just went for it.” As word of mouth started to grow, business picked up and Atkinson was able to open a second store, this time in Dorchester. But then came a fork in the road when a misstep at a networking breakfast left the entrepreneur out of action. “I walked into the venue swinging my laptop and feeling so confident, thinking ‘I’m a young entrepreneur’,” she recalls. “And then I tripped and fell right at the entrance steps: it was so embarrassing.” A few blushes were the least of it: it turned out Atkinson had a slipped disc, which meant she was only able to keep her stores open a few hours a week and ended up having to undergo spinal surgery. Thankfully, a friend offered to help out and the entire experience made Atkinson realise that it was time to build a core team around her instead of trying to do everything herself. “We had enquiries coming out of our ears and business was snowballing: I couldn’t have handled it all by myself,” she admits. Once back on her feet, Atkinson’s entrepreneurial hunger started to grow and, not satisfied with two stores, she started to consider franchising her business. “So many people kept telling February 2017 | elitefranchise
One to watch - Bridal Reloved.indd 2
me they would love to manage a branch but I didn’t want to spread myself out too thinly by overseeing a third,” she says. “Franchisees care so much more: if they have a cold they’re far more likely to push through it than employees because it’s their business.” Bringing The Franchise Centre, the franchising consultancy, on board, Atkinson identified her first franchisee and opened a store in Maldon in January 2015. It wasn’t until a year later that Atkinson felt ready to start advertising for more franchisees; she wanted to iron out the kinks first and make sure her concept and methodology were fully fleshed out. “What I realised from opening that first franchise outlet was that I would have to show our franchisees how to build their own local squad: a network of people in the wedding industry, from florists to caterers, who can help you get word out,” she says. But there’s only so much the franchisor can do beyond providing an established brand identity and a proven strategy. The franchisee is the one on the ground and will ultimately know their region best. “You can’t buy a franchise expecting everything to be ready-made: you have to work at building your own network and finding brides in your area.” And one of the most valuable tools the franchise uses to develop relationships is social media, which everyone gets full training in. Atkinson has always been adamant that her franchisees should retain control of their social-media presence as the network grows, rather than outsourcing the work to a PR company. “They know the businesses and people in the local area best so I want them to manage it themselves,” she says. “Every franchisee has social-media targets: if they hit them they can expect to have a certain footfall and conversion rate.” The company’s social-media success hasn’t gone unnoticed either: it won a gong for Best Social Media Marketing at the Dorset Echo Industry
Awards and Atkinson is routinely asked to deliver social-media workshops as part of the Dorset Business Women Go Digital programme. Thanks to its social-media mastery, enquiries from people keen to open their own outlet have started to pile up and Bridal Reloved welcomed five new franchisees into the family in 2016 alone. As things stand, it has seven franchise outlets in total, with two more in the pipeline. But Atkinson is starting to think even bigger: what started as a lifestyle business is set to become a global franchise. “There’s only room for about 30 franchise stores Atkinson (left) with a franchisee in the UK without having them eat into each other’s territory so I’m now looking at taking the brand overseas,” she says. The franchisor is already in early-stage talks with people in Abu Dhabi and the US and Atkinson is spending much of her time mapping where she might be able to have a presence beyond UK shores. And now that she’s surrounded herself with people who are just as passionate about the business as she is, Atkinson is able to take a step back and think more strategically. “For first three years, the business drove me; I’m now in the position where I can drive my business,” she says. “That feels good.”
It’s a privilege to be in the room when a woman first sets eyes on her dream dress 32 elitefranchise | February 2017
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The care sector is seemingly going from strength to strength. But the looming prospect of Brexit and the challenge of bridging the widening talent gap could end up throwing a monkey wrench into the industry’s growth BY ERIC JOHANSSON
he British care sector’s expansion over the past four decades is nothing short of astonishing. In 2016, the healthcare consultancy LaingBuisson estimated that the private care sector was worth over £45.4bn. So it’s hardly surprising that the bfa has predicted that the industry will be the fastest-growing franchise sector in 2017. Obviously the birth of the industry and its subsequent expansion didn’t just happen. In fact, franchises operating in the sector are now reaping the benefits of a societal change many years in the making. “Five decades ago, most care was delivered by public care homes,” says Dan Archer,
managing director of Promedica24 UK, the care franchise. However, the political landscape began to shift during the Margaret Thatcher era to allow more private operators to enter the market. “Since then, both Labour and Conservative governments have pushed for it, as they’ve recognised that the private sector is best placed to deliver these services effectively,” says Dominic Rothwell, director of operations of Kare Plus, the care franchise. The latest of this long string of legislative changes was the Health and Social Care Act 2012, which allows individuals to choose whether public authorities or independent contractors should offer them care. But an industry cannot become profitable on regulatory fluctuations alone: the ageing British population is another key driver behind the sector’s growth. “People are living longer and need care as a result,” says Archer. This means that demand for these services is only expected to grow. According to Age UK, the charity dedicated to helping older people,
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there will be more than 20 million over-60s in Britain by 2030. “There’s a huge demand for our services,” says James Carratt, founder and managing director at Clarriots Care, the care franchise. Given the increasing number of septuagenarians and octogenarians in the UK, franchises are not going to run out of customers any time soon. That’s doubly true considering the demand for care services doesn’t just come from people old enough to remember the Beatles releasing Please Please Me: the industry also benefits from the opportunity to provide care for people with disabilities. “Thanks to advances in medicine and technology, we’re seeing more young adults with long-term health conditions choosing to live at home,” says Carratt. However, while changes in Britain’s demographic make-up and its legislation mean opportunities are ripe for care companies, it doesn’t explain why franchising is such a profitable model for businesses in the industry. “The reason franchising is so well suited to the care sector is because you need somebody at a local level who is passionate about making a difference to people’s lives,” says Archer. Thanks to many franchisees’ eagerness to provide compassionate care and to fine-tune different franchises’ models support you need to succeed but to their respective local markets, you also get another vital ingredient: companies have been able to establish reputation. That’s key.” Keeping these themselves at the community level. In symbiotic benefits for franchisor and return, franchisees franchisee alike in benefit from the mind, it really is franchisor's network a no-brainer why There’s a and experience. “The franchising has proven chronic moment they set foot to be so well suited to inside the business the care industry. undersupply there's an established But even though of people model available to franchising provides them,” says Rothwell. a resilient model, providing And that's essential companies in the for the continuous sector still have care in the growth of the industry. several hurdles to UK “A franchisee who overcome. “The recently joined our biggest barrier to Dan Archer, Promedica24 network said ‘it’s very growth for franchises easy to get things in the care sector is right in this sector but it’s even easier the availability of staff because there to get things wrong’,” says Carratt. simply aren’t enough people,” says “Franchising not only provides the Archer. As of January this year, there
were 83,302 healthcare vacancies listed on the job platform Adzuna. Additionally, the government’s official shortage occupation list points out that the country is desperately in need of professionals ranging from nurses to medical radiographers. “There’s a chronic undersupply of people providing care in the UK,” says Archer. And that skills shortage is only going to worsen as one in three nurses are set to retire in the next decade, according to a study from the Institute of Employment Studies, the international centre of research in employment policy and human resources. The same research also highlights that recruiting from outside the British borders has been the traditional way to bridge the talent gap. However, international recruitment may soon become trickier due to the Brexit vote in June last year. “If there are freedom February 2017 | elitefranchise
Analysis - Who cares.indd 2
of movement restrictions, that will pose some challenges for us,” says David Glover, franchise recruitment manager at Caremark, the care franchise. In light of this, you'd be forgiven for thinking that franchises would be worried about Theresa May’s hard Brexit. But even franchisors that do recruit from the EU don’t seem that concerned. Some believe that the government will introduce exemptions allowing the care industry to recruit from the continent, while others suggest that care franchises will simply up their efforts to source talent from the UK. “We will cope and adapt like we always do,” continues Glover. “At the end of the day, care happens everywhere and that’s not going to stop just because we leave Europe.” But the fact that sterling went into free fall after the referendum and has yet to fully recover may present the sector with a third hurdle to overcome: a shortage of
At the end of the day, care happens everywhere and that’s not going to stop just because we leave Europe David Glover, Caremark
capital. This wouldn’t be anything new. After the crash of 2008, several banks were less willing to help budding franchisees raise funds for their enterprises, resulting in fewer people taking the opportunity to join the sector. “My concern is that if there is another major crisis off the back of Brexit, we could end up seeing less lending being issued to franchisees,” says Rothwell. “This could be a concern for our business confidence.” And even if there isn’t an economic downturn caused by Brexit, franchises would still have to overcome the paucity of public funding. “We have to address this issue very soon,” says Rothwell. “We have an ageing population with a high level of dependency who are living with chronic conditions. But we don’t have the funding structures in place to support that. This is the biggest challenge and unknown we face.” Still, despite the trepidations caused by the challenges on the horizon, franchisors remain optimistic about their future prospects. “The care sector is full of opportunities, tremendous growth potential and a chance for franchisees to make a difference,” concludes Carratt. Having continuously gone from strength to strength in the years gone by, it certainly seems as if that confidence is well placed.
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Are you the right fit for a YZ45 franchise? CONTACT US NOW FOR MORE INFORMATION email@example.com www.yourzone45.co.uk ELMS001
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• Exclusive territory • National and regional support • Revenue from repeat business • Comprehensive initial and ongoing training in sales and the marketplace
• A reliable vehicle • Determination to succeed • Ability to deal at directorship level • A dynamic, proactive and realistic work ethic • A broad business, field sales, ex-Services or management background
We offer a 3-month investment-free period during which we will provide full product, market place and sales training.
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One of our highly-experienced regional managers will provide local support and guidance while you act in an agency role and can earn a good income. If we both agree that it is “right for you”, you can be offered a CPA Franchise for just £7,375 plus vat and the possibility of funding assistance.
Enquire TODAY to learn more about this profitable and unique opportunity!
Email Franchise@cpa.co.uk or call Peter Uwins on 020 8846 0000 CEUK001
Franchising is a tried and tested way
of working for yourself, but not by yourself
Dreaming of owning your own business? Discover over 180 of the best UK and International franchise brands, over 80 useful seminars, and much more - all for free, at The Franchise Show 2017!
Untitled-1 DPS for Elite.indd1 2-3
The TheUKâ€™s UKâ€™slargest largestfranchise franchiseevent event
17 17thth&&18 18ththFebruary February2017 2017 ExCeL, pm ExCeL,London London10 10am am--55 pm TheThe best place in the UKUK to meet notnot justjust home-grown brands, butbut also International best place in the to meet home-grown brands, also International ones - particularly those new to the UKUK and looking forfor a master licencee. SeeSee ourour ones - particularly those new to the and looking a master licencee. selection of International brands below: selection of International brands below:
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Signed, sealed, delivered BY ERIC JOHANSSON
Having founded InXpress in his bedroom almost two decades ago, John Thompson’s shipping business now has 350 franchisees in 15 countries
Successful business leaders like Steve Jobs and Elon Musk are often idolised as great geniuses of our time. However, if you ask John Thompson, chairman and co-founder of InXpress, the shipping franchise, he’ll tell you that establishing a global tour de force has nothing to do with the founder’s intellectual abilities. “You don’t have to be particularly bright,” he says. “You just have to be in the right place at the right time, recognise a great opportunity when you see it and then really go for it with all your heart.” He should know: when a phone call from Danny Snarr, his life-long friend and four-time mayor of Murray in Utah, gave him the opportunity of a lifetime almost 20 years ago, he didn’t shy away from seizing it. “Danny said he’d met the CEO of a company called Unishippers at a ribbon-cutting ceremony,” says Thompson. Snarr explained that the shipping firm, which specialises in partnering up with carrier companies to deliver lower prices for SMEs, was looking to expand its operations to the UK. Luckily for Thompson, the Murray mayor had told the CEO that he knew just the guy to help him with this. “I ended up flying to Salt Lake City and fell in love with the model,” remembers Thompson. “After several meetings, we agreed that I would set up the first franchise in England and have the right to buy the master franchise when I had proven myself.” That’s how in 1999 he found himself launching the company that would eventually become InXpress from his bedroom in Manchester.
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I remember thinking ‘oh my goodness, what am I doing?’ Here I was, 50 years old and starting all over again
But this was where Thompson encountered his first real challenge: proving he could make the Unishippers model work in Britain. “I remember thinking ‘oh my goodness, what am I doing?’” he says. “Here I was, 50 years old and starting all over again.” Fortunately the enormity of the task didn’t paralyse him but instead motivated him to work even harder. And the effort certainly paid off. Just 18 months later Thompson was offered the chance to buy the master franchise from Unishippers, an opportunity he jumped at – although he did need a little help raising the money to buy it. “Danny’s a really good friend: he lent me the $150,000 I needed,” he says. “I paid him back every cent.” With the master franchise in his possession, Thompson moved the company out of his house to a new office and set out to expand the franchise network. However, finding the right fit has been easier said than done. Over the years, InXpress has launched multiple investigations trying to find out what the recipe for a perfect franchisee is. “And we’ve only found two things that all our most successful franchisees have in common: they work really hard and follow our model,” says Thompson. Ensuring franchisees can do both those things has therefore become central in the company’s onboarding process. “We believe it’s all about training,” says Thompson. Starting with new franchisees attending the company’s bootcamp – where they “get indoctrinated into the InXpress belief system” – instruction continues with both online training and with weekly conference calls during the franchisees’ first 90 days. Additionally, each new franchisee is partnered up with a mentor who helps them to follow the model. Having successfully recruited franchisees in the UK, Thompson eventually started looking to grow the company beyond Blighty’s borders. These expansion plans ultimately saw the franchise’s trajectory diverge from that of Unishippers. “In 2004, we felt ready to expand the company into Europe,” says Thompson. “But after 9/11 Unishippers wasn’t really interested in venturing abroad.” Determined not to let a business opportunity pass him by, Thompson persuaded Unishippers to let the UK branch leave the network. “It was a fairly amicable split,” he says. “Sure, the Americans were disappointed to see us go but that’s business.” Thus, Unishippers UK was no more and InXpress was born.
February 2017 | elitefranchise
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Each country has its own set of idiosyncrasies and challenges Two years later the company began a successful foray into the US market and the cargo company DHL was one of the parties that took note of the new business. “Its global sales director noticed we were growing our market share faster than anyone else and wanted to meet us,” says Thompson. During the meeting, it was revealed that the carrier had always considered SMEs to be difficult to deal with and was looking to establish a partnership with InXpress. But it wasn’t until the subject of Oz came up that the deal was sealed. “I told him that I’d been trying to get into Australia for six months and he just leaned in and said he could open it up for me in two weeks,” says Thompson. Realising how joining forces with DHL could make new markets available for InXpress and provide it with a world-renowned partner, Thompson didn’t take much convincing to sign on the dotted line. And supported by this new partnership, InXpress rapidly launched in Australia and beyond. However, growing an international network also created new hurdles to overcome. “Each country has its own set of idiosyncrasies and challenges,” says Thompson. Not only did InXpress have to navigate the tough regulatory waters around the circulation of money in and out of countries but it also had to learn how to deal with cultural differences. “For instance, in India the caste system means that many think entering addresses into orders is beneath them,” says Thompson. “That meant that the DHL drivers had to come
and pick up packages with uncompleted bills and finish them for customers. For a time, that gave us a lot of problems dealing with invoices and shipments going to the wrong places.” Given the number of challenges caused by its international expansion, it was a logical step for InXpress to seek expert advice and become a member of the International Franchise Association. “They have members who’d already set up systems in places like Vietnam and India and their contacts around the world were very helpful,” says Thompson. By taking advice from the global community, InXpress successfully cured itself of many a franchising headache. Despite this, perhaps the biggest lesson came not from other franchisors but Thompson’s own experience. “The countries in which we’ve recruited master franchisees have never been as successful as the ones where we own the license,” he says. In order to ensure the success of the company and its 350 franchisees, InXpress has spent the last few years buying back its master franchises in other countries. So although it now has a presence in New Zealand, Singapore, Thailand, Vietnam, Malaysia, India, Canada, France, Hong Kong, Morocco, the Netherlands, South Africa and South Korea, InXpress doesn’t have any plans to expand its network to other countries just yet. “We’re busy ensuring that our existing system works as well everywhere as it does in the UK, America and Australia,” says Thompson. It’s been nearly 20 years since a phone call set Thompson on the path towards international success but he has no plans to leave the company. “I still love it and have no thoughts of retiring,” he concludes. “It’s just been so much fun.”
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Operate your own mobile coffee shop and benefit from: • • • • •
Low initial investment No monthly fixed costs Royalties only on sold coffee specialities Individual training and ongoing support Brand concept and company culture
Work full-time or part-time and choose where you want to operate your bike: • • • • •
Greatest possible flexibility and mobility Private, public and corporate events No water or electricity connection needed Comprehensive product portfolio Sustainability and environmental protection
Join one of our upcoming Discovery Days:
Contact us for more details:
Sunday, 19th of February (Birmingham) Sunday, 26 th of February (Exeter) Friday, 5th of March (London)
t. 0203 - 695 89 - 80 m. firstname.lastname@example.org w. www.coffee-bike.com
Clearly the Right Choice Clear Brew have been operating from its base in Cornwall for over a decade and started to offer franchise opportunities in 2012. We provide a regular dedicated fully managed beer line cleaning service to the licensed trade, including; public houses, social clubs, sports clubs, holiday parks, hotels and anywhere that has a traditional, licensed bar.
You are supplying a service that is not an ‘optional extra’ but a publican’s ‘must do’
Alan Chick, Clear Brew Taunton
This really is a golden franchise opportunity with an introductory offer of only £15,000 + vat. You can run your business from home and enjoy low overheads, an excellent daily cash flow, the benefit of high profit margins and massive growth potential. If you are interested in being part of the team, want to be your own boss and are looking for a great job opportunity, then contact us today.
email@example.com 0800 7810 577 clearbrew.co.uk
CLEA001 Clearbrew full page.indd 1
art club for children 6 - 16yrs Art-K is an art club franchise, which teaches art to children aged 6-16 in a structured programme. Kathryn, our Founder and Creative Director, has been running the original art-K since 2000 and currently 140 children attend on a weekly basis, with 40 children on the waiting list. The franchise is currently priced at only ÂŁ4,000 until May 2017. Each franchisee is trained one-on-one on both the creative and business side of the franchise. We offer complete support and advice throughout the setting-up process and once youâ€™re established. Initially, we focus on: setting-up a work-space, finding children to attend the art classes and art assistants. We will also teach you how to run your business, from marketing to financial forecasts. Once set-up, franchisees typically earn back their initial investment in 3-6 months. With a recurring revenue business model, and children staying on-average 4 years, our franchisees experience financial security whilst having fun teaching art to children!
Contact Emily at franchisemanager@ art-k.co.uk for more information or come and meet us at The Franchise Show, 17-18th February, ExCel, stand 108!
Becoming the UK’s Best Franchise: ActionCOACH’s journey in 2016 It’s all about supporting franchisees and their clients to success
ast year ended with a wave of awards for ActionCOACH. Franchisee, Shweta Jhajharia won Female Entrepreneur of the Year and Coach of the Year at The Stevie® Awards, the world’s premier business awards. Created in 2002 to honour the achievements and positive contributions of organisations and working professionals worldwide, The Stevies have become the Oscars of the business world. ActionCOACH has twice won The Stevie for Best Overall Company in the Business Services category but this is the first time a franchisee has been recognised at the annual awards ceremony held in New York City. Shweta became one of the first franchisees to bank a million pounds in a calendar year in 2016. Unsurprisingly, she has won many
Graham Orange with his Award for Service Leaver Franchisee of the Year
awards because of the growth of her business but she continues to credit her success to her clients, “It’s a proof of all the hard work that clients are putting in to make an impact on their own businesses and the work we are doing together. It means the world to all of us to win. They are a global benchmark of success and to win not just one but two Stevies shows we are playing a word-class game and making a difference out there.” Former RAF Chief Technician, Graham Orange, had been an Action Coach for less than two years when he scooped the Nationwide Resettlement Award for Service Leaver Franchisee of the Year. Now supporting businesses in South Wales, Graham was recognised for his successful transition from the services to civvy street, “I felt honoured to be nominated as a finalist in the Service Leavers Franchisee of the Year award and felt very excited about attending the dinner to celebrate the winners’ accomplishments. Little did I know that I would be walking away with the trophy and the biggest smile ever!” And it wasn’t just ActionCOACH’s
Shweta Jhajharia celebrating her two Stevie Awards
franchisees in the limelight. European CEO Magazine awarded Ian Christelow, co-founder and Managing Director of ActionCOACH UK, the Business Coaching “Entrepreneur of the Year 2016” for Western Europe. The magazine explains, “These awards recognise those special traits which make successful entrepreneurs so inspiring. Ian Christelow’s true entrepreneurial spirit made a compelling case for winning this award. He had the vision to invest in ActionCOACH, consolidating the team across the UK. He is seen as a leader and authority in his field and is the driving force behind ActionCOACH’s development.”
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Unprecendented third successive Best Franchise title for ActionCOACH In November, ActionCOACH was awarded Best Mid-Priced Franchise (£25-99k investment) at the RBS Best Franchise Awards 2016. This isn’t just the first time they have won this award, it’s the third win in three consecutive years. Steven Frost, CEO of Smith & Henderson, the award organisers, said, “We would like to congratulate ActionCOACH on being recognised as the UK’s Best Franchise in the £25k-£99k investment level. This was an extremely competitive category and what makes this award even more special is it is based on feedback from ActionCOACH franchisees, who provided outstanding feedback about the support from ActionCOACH, its leadership and products and services. In 2016, for the third successive year, ActionCOACH has been recognised as one of the very best franchise opportunities in the UK.” Smith & Henderson’s Franchise Satisfaction Survey has been adopted by over 100 franchisors since it started in 2011 and ActionCOACH franchisees were invited to rate their franchisor, its products and services and its infrastructure. The results of this survey produces a benchmark of satisfaction scores and high-scoring franchises are invited to present to a panel of judges for the RBS Best Franchise Awards. ActionCOACH beat franchises Ewe Move and Tax Assist to the top spot for Best Mid-Priced Franchise this year.
Ian Christelow with his award for “Entrepreneur of the Year 2016”
Ian Christelow & Julie Wagstaff Area Developers of ActionCOACH UK celebrating record breaking Franchisee satisfaction scores
5-Star Franchisee Satisfaction Status for the fourth time In 2013 ActionCOACH became the first recipient of Smith & Henderson’s coveted 5-Star Franchisee Satisfaction Award with record-breaking satisfaction scores. In 2016, ActionCOACH became one of just five franchisors to receive the 5 Star Franchisee Satisfaction rating four times. ActionCOACH UK Co-founder Ian Christelow had the honour of being presented with the trophy by Smith & Henderson CEO, Steven Frost, for an unprecedented third time, “We’re elated to win a hat-trick of Best Franchise Awards. This year the mid-priced category increased to £99k meaning we were up against the likes of last year’s Best Large Franchise winner, Tax Assist, and to finish top again is testimony to the tireless efforts of our UK Support Team. “I have to mention Julie Wagstaff, our Recruitment Director, who makes events like our Business Excellence Forum better year after year. James Vincent, Director of Coaching, and his world-class team of master coaches. John Asquith, our sales guru, and his dedicated lead and client generation team. “Most of all, I have to thank our fantastic network of over 150 franchisees, the calibre of individuals in our network is second-to-none and our culture of teamwork and abundance means support is readily available at the end of the phone. On top of that, our franchisees volunteer to run webinars and training days for free to share best practice and successful innovation, which means we can put on a franchise industry groundbreaking 70 days a year of support in the UK. “We’ll all celebrate this award as a team but now the challenge begins to make our franchise deliver even more rewards, personal growth and fulfilment for everyone who invests in an ActionCOACH franchise.” If you’d like to join this award-winning team of franchisees and you get a buzz from helping others succeed, love learning and developing yourself or have enjoyed success in your career or sport… Then find out more by watching the 6 minute overview video at actioncoach.co.uk February 2017 | elitefranchise
Waiting for pay day So youâ€™ve bought a franchise. But how long until you can start paying yourself a wage you can live on? BY Maria Barr
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TURNING A PROFIT
ome people buy a franchise because they want to choose their own hours. Others have an entrepreneurial hunger but want the reassurance of going with a brand that’s already well established. Whatever the reason, all franchisees care about their payday: the point in their journey when they’ll be able to assign themselves a comfortable income. It’s impossible to give an average figure for how long it takes franchisees to start paying themselves an income, as franchise models can differ wildly. But it’s safe to say that very few franchisees will be able to draw an income in the early days. “The reality is that the first three months are hard and you’d be lucky to make any money at all while you’re starting to find clients and have a 30-day invoice period,” says Richard Langrick, franchise consultant at Ashtons Franchise Consulting Norwich. “So it’s important to have a nest egg of savings.” That said, Langrick doesn’t think you should hang about forever without paying yourself a penny. “You should be able to pay yourself a wage you can live on within a reasonable period of time,” he says. “You’ve got to live, after all.” To work out what your idea of a comfortable wage is, it’s important to factor in all your living expenses – including monthly, quarterly and annual costs – and put them into your
personal balance sheet. This tally might include necessary outgoings like mortgage payments or university fees for your kids but could also extend to allowances you might want to factor in to help you live happily, such as having enough for the odd meal out. And it’s important you aren’t too strict when setting your personal income, as this is what you’ll have to live on for six months – quite possibly more. “Some franchisees think they can exist on a wing and a prayer and make the classic mistake of being underfunded,” says Langrick. “But if you borrow too little or misrepresent to the bank what you’ll need to pay yourself you could run into cashflow problems.” So while you may well have to trim some of the indulgences you enjoyed while being employed, such as multiple holidays a year, the projections you make still need to be realistic.
The reality is that the first three months are hard and you’d be lucky to make any money at all Richard Langrick, Ashtons Franchise Consulting Norwich
Doing your homework
As they prepare themselves for the reality of running a business, the onus is on franchisees to do their due diligence and not just take the documents the franchisor has provided at face value. “While most franchisors understand that the law requires them to represent the facts accurately, anyone thinking of buying a franchise should go a step further and speak to as many franchisees in the network as possible – not just the ones the franchisor wants you to speak to,” says Andy Myers, franchisee of Transworld West Kent, the business brokerage firm. “That will tell you the truth about projected earnings and no franchisor worth their salt will stop a potential franchisee from doing this.” It’s also a good idea to scrutinise the figure the franchisor provides you with regards to the average length of time it takes franchisees to break even – or, in other words, reach the point at which they’re generating enough revenue to cover their costs and start making a profit. The figure they provide is just an estimate based on other people’s experiences: your journey will depend on a whole host of other factors, including how much effort you’re prepared to put in. “For a business like ours, how successful you are and how much you can pay yourself is largely down to how hard you work,” says Frank Milner, president of Tutor Doctor, the home-tutoring franchise. February 2017 | elitefranchise
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TURNING A PROFIT
The trouble starts when folk who aren’t used to working for themselves generate turnover very quickly Frank Milner, Tutor Doctor
“While I know that many franchisees are able to start paying themselves within six months, generate £100,000 in turnover within a year and break even within a year or two, many achieve this more quickly or slowly, depending how diligent they are.” The length of time it will take you to break even will be affected by factors like how much investment you need to recoup, the hours you put in, the wage you pay yourself, demand for your services, your pricing strategy, how much you invest back into the business and fluctuations in your operating costs. “While every franchise is different, broadly speaking a franchise with a lower level of investment – such as an online business – should expect to break even within a year, while a more expensive business – like a food retail franchise – may take three,” says Myers. “It’s a case of risk versus reward: while cheaper franchises allow you to make ends meet quickly but won’t make you millions, the investment for a franchise with more long-term profitgenerating potential can take longer to pay off.”
time it can take for them to break even, it’s crucial that franchisees go in with realistic expectations. “Some franchisees have a misconception that franchising will be easy and quick but the reality is that whether you own your own company or have bought a franchise, business is hard,” says Milner. One franchisee who’s going in with her eyes wide open is Stella Sass, who has recently bought the Liverpool territory for Promedica24, the live-in-care franchise. “I don’t have any clients yet and I’m not expecting to pay myself a wage until I reach month eight or nine but that’s OK because I knew customers wouldn’t be knocking on my door from day one,” she says. “I was fully aware that it would be a slow burn.” Given that her audience is very niche, Sass has set aside funds from her redundancy package to tide her over as she makes contacts in the industry. She also has a plan B in place. “Of course I want my franchise to succeed but I’m undergoing teacher training just in case it doesn’t,” she says.
Knowing what to expect
It becomes even more vital to stick to the projections you’ve made in your business plan once the revenue starts rolling in. “The trouble starts when folk who aren’t used to working for themselves generate turnover very quickly,” says Milner. “They see money coming in, think ‘I’m rich’ and start spending more freely. But just because it’s in your bank account doesn’t mean it’s earned yet: you still have to pay your overheads before you can give yourself a wage.” Given that most franchisees aren’t finance experts, it’s easy to see how they might be tempted to treat themselves to a more generous allowance once business picks up, which is why they benefit from having a formal structure in place. “It’s important that you plan well, bring in specialist help from an accountant and constantly review your targets and business plan rather than allowing it to collect dust,” says Myers. “The franchisees that don’t end up achieving their targets have often failed to look after their financial fundamentals properly.” Clearly there’s no hard and fast rule when it comes to how swiftly franchisees can make a good living or eventually break even. But what’s most important is that they go into their venture under no illusions about what building a profit-generating franchise takes.
So given the variables at play when it comes to projecting the size of a franchisee’s pay cheque and the length of
Going to plan
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A TOUCH OF GOLD A business opportunity not to be missed. Goldgenie have re-invented the way in which partnerships are formed and successful ventures created
52 ELITEFRANCHISE | FEBRUARY 2017
ith nearly two decades in the gold industry under his belt, Laban Roomes, founder of Goldengenie, the gold plating and luxury customisation business, is seeing an opportunity for incredible expansion. After appearing on Dragons’ Den and procuring funding from James Caan, the company’s popularity skyrocketed as it emerged as the obvious choice for some of the most elite businesses and individuals in the world.Now capitalising on its position as a premier force, Goldgenie is reaching out to dynamic entrepreneurs looking to invest in an endeavour which could prove to be highly lucrative. The premise is simple and but could certainly redefine the luxury customisation business. It provides motivated entrepreneurs with the tools and startup support necessary to become a Goldgenie franchisee. With some current partners earning between £200 and £500 per day, this Goldgenie expansion program has definitely proven to be very successful. Unlike other siimilar business ventures, this one requires no franchise fees, fixed rates, overheads or other fees. Rather, the team at Goldgenie are simply interested in growing the brand while helping others who long for the flexibility and freedom of being self-employed while actually making a fairly substantial profit. Goldgenie will provide new franchisees with a ‘business-in-a-box’. The system has been designed to allow virtually anyone to be able to gold plate within just a couple of hours of receiving and opening the package. This comprehensive kit has been the launching pad for a number of successful Goldgenie franchisees. It contains everything new franchisees need to get started: froma plug-in-and-play gold plating system along with marketing materials, business cards to qualified leads. Goldgenie has built up a number of
international franchisees that profit from all sales generated in their respective countries. The business is also continuing to seek new franchisees to further expand its reach in global territories where the demand for luxury products is high. Current franchises are experiencing success and increased wealth by working with luxury car We provide you dealers, yacht owners, churches, schools and homeowners throughout with the tools, their respective regions. the roadmap and How new franchisees build their businesses is limited only by their the guidance to own imagination. A robust support set up a proven team is at the ready to help new business in your franchisees. It consists of successful franchisees and an affiliate link which local area facilitates sales commissions from the website. Given this support, it’s safe to say that new Goldgenie’s franchisees can see their imagination could take them very far. The complete system is directly available from the Goldgenie website for only £2447.50 plus VAT. www.goldgenie.com Call Marcus on 0208 8046200 e-mail firstname.lastname@example.org to learn more
FEBRUARY 2017 | ELITEFRANCHISE
Making friends and influencing people BY ERIC JOHANSSON
Creating an online community can help franchises reach a bigger audience. But doing so is easier said than done
iven that research from Harvard Business School has pointed out that building great customer relationships could boost a company’s profits between 25% and 95%, franchises depend on their ability to engage with their clients. Thankfully, the rise of social-media platforms has provided franchisors and franchisees alike with the unprecedented opportunity to become intimately connected with their customers by creating and nurturing online communities. While some franchisors may initially opt out of using these new platforms, feeling more comfortable with traditional offline marketing methods plenty of people in the industry are waking up to the benefits online communities can bring for their businesses. According to a survey by
Retortal, the social-media-management platform, 62% of SMEs use social media to promote their business. “Online is far, far better,” says Richard Dancy, senior marketing manager at Barking Mad, the dog-boarding franchise. One of the primary benefits to taking things online is that costs are lower. While franchises do have to splash out to boost the visibility of content in people’s Facebook feeds, it doesn’t cost a single penny to just post something that people will respond to, whether that’s a news story or a video of a dancing dog. “Franchises should spend more on online as it will be better for their turnover,” says Dancy. In light of this superior ROI, he advises franchisors to opt out of paying around £15,000 to have a stand at an exhibition and invest that money in a part-time employee managing online
communities. “There’s no contest: the benefit of that is much greater,” continues Dancy. One of the reasons businesses rely on online communities for their marketing efforts is because an increasing number of people have an account on socialmedia platforms. “And you have to be where people are,” says Dancy. Indeed, it’s predicted that 62.5% of the British population will be active on socialmedia platforms by 2021, according to Statista, the statistics portal. That’s roughly 40.8 million potential customers just waiting for franchises to grab their attention. “We need to tap into these channels and engage with them,” says Julie Clabby, founder at Busylizzy, the post-natal fitness, baby and toddler class franchise. But the growing online population is only part of the reason why franchises should seriously consider making online communities part of their marketing mix. Another factor is that it gives them direct access to their local market. “Customers want to see companies’ presence in their neighbourhood,” says Dancy. By creating local pages, franchisors can
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use their franchisees to create a direct line of communication with their customers, whether they’re in London, Liverpool or Leicester. “People are part of local communities, both offline and online, and to be involved in them is far better and cheaper than buying TV or newspaper ads,” says Dancy. However, while understanding the potential of these communities is one thing, successfully utilising them is a different matter entirely. A good way to start is to get to know the people you’re targeting. “Find out what they’re interested in,” says Roz Sheldon, joint managing partner and head of client services at Igniyte, the online-reputation-management firm. Looking into who they’re following and using analytics is certainly a good way to start that research. Another is to simply talk to customers faceto-face when they come into your establishment and ask them directly what they’re interested in. “You can also look at your competitors, see what they do and work out if you can do it better,” continues Sheldon. Additionally, this research must take into account that your community on Facebook may be very different from the people you engage with on LinkedIn. “It’s really important to understand which parts of your audience hang out on which platform and how that affects the way your message will look,” says Clabby. Realising the difference between what audiences on different platforms want to hear will enable a franchisor to tailor their posts to each group and ensure the message matches the medium. “Don’t just bang out the same content across everything,” says Clabby. “You have to be more strategic than that.” But don’t be discouraged if you can’t find the right tone of voice from the get-go. “We went through a lot of trial and error,” says Dancy. For instance, when Barking Mad first
Don’t just bang out the same message across everything Julie Clabby, Busylizzy
February 2017 | elitefranchise
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entered the digital realm, it posted a wide range of content just to see what would get shared and what wouldn’t. This enabled the franchise to gauge what was the right balance of informative, entertaining and simply silly posts for its audience. “It’s important to discover exactly what your customers like to hear about, share and will comment on,” says Dancy. One of the major mistakes franchises make in this area is to just to talk about their company. “People will think it’s boring and won’t engage,” says Clabby. Instead, she encourages franchisors to opt for the 80/20 rule, which means that 80% of posts should be entertaining and promote engagement while the remaining 20% are devoted to brand information and offers. “For us, that means that some posts are very business oriented but the rest are a mixture of relevant stuff that we might have seen in the news, like a breast-feeding video or something about childcare legislation,” continues Clabby. Considering that the focus of content should be on boosting engagement and the fact that consumers respond well to local stories, it also makes sense for franchisees to take centre stage on social media. Not only does this provide customers with a chance to get a glimpse of the people behind the company but it also gives franchisees an opportunity to use their personality to win over
a larger client base. “People like to see the [face] behind the brand, [not to mention get] a taste of life behind the scenes and the real people that work there,” says Anya Dellicompagni, director of hairdressing at the Francesco Group, the hairstyling franchise. While franchisees are franchisors’ most valuable asset when it comes to engaging with online communities, giving them too much freedom could have some negative consequences. “If someone has a bad experience on a local franchisee’s page, they could end up avoiding the rest of the network,” says Sheldon. To avoid that from happening and to ensure that each franchisee puts up high-quality content on their page, franchisors are well-advised to set up guidelines for their online behaviour. “This should include how they handle your branding and imagery, as well as how they talk to people,” says Sheldon. Still, while having guidelines may help, it doesn’t hurt to have additional security in place to avoid franchisees committing any social-media mistakes. “Our social-media manager ensures that our main page is perfect and that nothing slips through the cracks on our franchisees’ pages,” says Clabby. Not only does this social-media manager ensure that all content is up to snuff but they also check that franchisees are engaging with customers and posting things frequently. “If you have a social media page that isn’t updated in two weeks, your audience is going to fall off,” says Clabby. “Even if it’s just copying something from the main corporate page onto theirs, that’s okay because it shows you’re there and that you’re connecting.” Even though franchises have everything to win by establishing and nurturing online communities, they should think twice before abandoning all other marketing methods. “It should be a part of your marketing mix, not all of it,” concludes Clabby.
You have to be where people are Richard Dancy, Barking Mad
February 2017 | elitefranchise
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A Dynamic and Recession-Proof High-Street Franchise The ZipYard is the fastest-growing garment-alteration franchise in the UK. With distinctive branding and well-planned shop fits that minimise square footage for maximum profit, the opportunity provides owners with a business that is welcome on any high street
fficially launched in Britain by The Bardon Group in 2011, The ZipYard’s growth has been very strong and the company is well on the way to achieving its first target of 50 centres in the UK. The business provides a much needed service and has a real role to play in the rejuvenation of UK high streets. The ZipYard concept offers total flexibility, providing the opportunity to simply run one centre or build a bigger business through owning multiple ZipYard centres throughout the country. Specifically designed to project a stylish, high quality image, the ZipYard offers a wide range of alteration and tailoring services, all done on site by trained professionals in purpose-built, beautifully shopfitted centres, branded with the ZipYard’s signature eyecatching yellow and black colours. From dress restyling and taking in or letting out to bridal-wear fitting and formal wear alterations, The ZipYard provides convenient, speedy and cost-effective clothing alterations and repairs.
The ZipYard franchise package is a total turnkey operation, comprising a complete shop fit, state-of-the-art machinery, computer systems and a comprehensive marketing package that includes regional PR activity. The package includes industrial sewing machines, specialist alteration and repair machinery, a computer, software, EPOS system, signage, fixtures and fittings, various consumables, starting stock, plus training and ongoing support from the franchisor, and a marketing and PR campaign to launch each centre. Why choose The ZipYard? Former driving instructor Richard McConnell opened England’s first ZipYard franchise in Altrincham in 2011 followed by a second centre in Wilmslow in 2013. “We did lots of research in the franchise press and online, and looked into a wide variety of franchises,” says McConnell. “The Altrincham ZipYard has exceeded all of our expectations and the model is so well thought out that it was easy to replicate in Wilmslow. Our reputation went before us and the customer base in the new ZipYard is building very nicely. “Initially it was my wife who noticed the ZipYard advert and she thought it was a fantastic idea. We did some research and quickly realised that there was no real competition in our area. Most of the time clothing repairs are done as a bolt-on service at dry cleaners. The turn-around time isn’t very good and they don’t offer a very wide range of services.”
Marketing Head office provides a wide range of marketing support to the network including email marketing, a comprehensive range of promotional collateral and window posters that are supplied free of charge throughout the year to each centre. All franchisees also have access to a retained PR agency that carries out regular activity on behalf of the ZipYard to raise awareness and generate footfall.
I have been extremely pleased by the success of our ZipYard store so far. As with any business, if you can combine excellence in service with excellence of products you have a winning formula and we certainly have that here at the ZipYard Bedford Graham Mulheron, The ZipYard Bedford
Contact: Emma Downes t: 01530 513307 e: email@example.com Total Cost: £38,500 + VAT plus shop fit
58 elitefranchise | February 2017
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Understanding what’s driving your franchisees is key to spurring them on to greater heights
Mustering up motivation BY Suzie McCafferty, managing director, Platinum Wave
So you’ve sold your first franchise territory to the most wonderful franchisee, they’ve sailed through their induction training and can’t wait to roll up their sleeves and get started. It’s taken a lot of hard work, sleepless nights and a considerable sum of money to get to this point. But fast-forward a number of years and it’s not uncommon for a franchisee’s initial enthusiasm to dampen a little and their performance to suffer as a result. Within any franchise network there can be a lot of variation: there will be some absolute stars as well as franchisees whose performance is plateauing. And once you’ve eliminated training and ability issues, a lot of the time a drop in performance is down to one main factor: motivation. This should never be confused with laziness though. More often than not, it’s down to the fact that a franchisee has achieved their initial goals so they start to relax and wind down, whether consciously or unconsciously. For example, if a franchisee’s main motivation when they first came on board was to be in control of their working hours and have the kudos of owning their own business, their sluggish sales could be down to the fact that they feel they’ve already accomplished
what they set out to do. Similarly, a franchisee who’s been with you for ten or 15 years and has a profitable business that satisfies their goals – nice holidays, playing golf three times a week, making enough to cover the kids’ living expenses at university – might still be giving you headaches because you know their territory could be turning over 30% more in the hands of someone hungrier. The problem in both scenarios is that while the franchisees have met their goals, you’d like to see them achieve more. To propel them on to greater things, you should first try to have an open and honest face-to-face conversation about how they think they’re doing and what’s motivating them now. Even if the franchisee feels like they’re in the honeymoon period and everything is going well, you might need to focus their attention on what comes next. And if they bought a franchise because they wanted to become their own boss, congratulate them on achieving their objective but suggest it could be time to set some new goals. This could be making money, building a profitable business, maximising their franchise’s resale value or even passing the business on to a family member. However focusing on extrinsic factors isn’t the only way to motivate franchisees: it’s just
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February 2017 | elitefranchise
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Sometimes it’s a case of making franchisees feel like they’re a bigger part of the network, especially for more established franchisees who can come to feel detached. Because they’ve been doing fine for so long, the franchisor may have been leaving them to it. The trouble is that when they don’t feel part of the bigger picture it makes it less likely that they’ll want to play a larger role. Addressing this can be something as simple as taking them out for dinner or connecting them with a mentor, which gives them the chance to discuss their plans and goals. Finally, creating an exclusive club with benefits for those who hit a particular level of revenue can work wonders for the entire network. The psychology behind why this is so effective really just boils down to the fact that it taps into good oldfashioned competitiveness and oneupmanship. New franchisees can see what they can achieve by emulating the most successful in the network, people in the middle get a taste of what they could have with just a bit more work and the top dogs often compete fiercely for the number one spot. An annual conference is the perfect time and place to publicly highlight where everyone sits within the network. But remember that this tactic is about kudos, not money. Of course there is a perfectly reasonable argument that highlighting a person’s lack of achievement to their peers can end up demoralising them. But in practice I’ve found that the response is overwhelmingly positive and collectively the whole network moves forwards. Franchisees understand that they’re on a journey and that getting to the top takes time. That being said, it’s wise to divide your network into appropriate sections based on how much revenue they’re generating so everyone has a realistic target rather than getting disillusioned. Ultimately, people don’t respond well to being beaten by a big stick. It’s much better to get to the heart of what’s really motivating them and create a means for them to get it. That way, everyone wins.
By demonstrating tangible benefits, you’re far more likely to get them excited about the future as important to spell out what success can mean for a franchisee in personal terms. For example, if you can paint a vivid picture of what a successful franchise looks like then you can show the franchisee what achieving their goals could mean for them, whether it’s nicer holidays, shorter weeks or an earlier retirement. For most people, hitting a revenue target in isolation isn’t a great motivator. But if the consequence of hitting that target is getting to do something they’ve always dreamed of, then it becomes a very powerful one. By demonstrating tangible benefits, you’re far more likely to get them excited about the future. Any of these motivators are great news for the franchisor as they all require serious effort and focus from the franchisee and will naturally lead to higher revenues. Work with franchisees on a plan to help them achieve their goals, whatever they may be, because they aren’t going to get there by standing still. And if franchisees still aren’t filled with a renewed sense of get-up-and-go, you might want to try some other tactics. 62 elitefranchise | February 2017
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hen Phil Davidson worked his way up from fixing broken windscreens into a management role, he found himself strangely out of place in an office environment and missed working with his hands. “It was like Groundhog Day every day,” he recalls. “I felt so lethargic and I’d totally lost my fitness.” But Davidson’s office life screeched to a halt in 2014 when he got the news that he was going to be made redundant after ten years in the same job. And while he knew that he’d been handed an opportunity to try something different, it was still a blow. “I’m a proud person and I was used to turning up to my kids’ football matches in my suit with my company car,” he says. “I’d never been out of work and found it hard being constantly asked what I was going to do next.” To make matters worse, Davidson had no experience of being a jobseeker, no formal qualifications and no clue how to even create a CV. After an accident ended his military career at the age of just 22, he got his job at Auto Windscreens after walking in the door and simply asking for it. Every role since then has been a side-step or promotion. “I started just trawling all the job sites and looking for work, which at 43 doesn’t feel very nice,” he says. It didn’t help that Davidson lived in Prestatyn: a small seaside town in north Wales where the majority of jobs are seasonal or require professional experience. It was slim pickings. So when he heard through his brother about a colleague’s dad who’d been made redundant and then bought a franchise from Ovenu, the oven-cleaning service, something clicked. It wasn’t because he particularly loved cleaning ovens – in fact Davidson had never cleaned one in his life. But the idea of restoring something to its original state, getting out on the road and meeting people was tempting. Brimming with excitement, Davidson travelled
Scrubbing up How Phil Davidson found his confidence again after using his redundancy money to buy an oven-cleaning franchise BY MARIA BARR
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to Wokingham to have a cup of tea with Rik Hellewell, the company’s founder and managing director. “Chatting to Rik in that head-office unit, I felt like a 20-year-old again,” he says. “The only difference was that instead of windscreens, we were talking ovens.” But before signing on the dotted line, Davidson did a bit more investigating. He got his father-in-law, a retired lawyer, to look over the documentation and tried to work out how much business he could get around Prestatyn. “I just asked parents at the school gates if they’d consider paying someone to clean their oven and lots of people said they would,” he says. Davidson figured that while Prestatyn might not be a bustling metropolis, everyone had an oven and a lot of those ovens would be crying out for a good scrub. Armed with his findings and feeling a gut instinct that he’d found the right course, there was still one hurdle: cash. “After speaking to other franchisees, I realised I needed to spend the bulk of my redundancy money on a decent van rather than getting a Del Boy job, so I needed to raise extra funds to cover the other costs,” he explains. His first port of call was his local bank but Davidson was left unimpressed. “After spending the best part of an hour going through my business plan and my projected income for the next few years they turned me down and suggested I take out a personal loan with a ridiculous interest rate,” he says. “I was disgusted to be honest: I didn’t feel like they’d bothered to get to know me.” But Davidson didn’t let that put him off and he secured a personal loan with a private company instead, becoming Ovenu’s franchisee for north Wales in May 2014.
After being trained in everything from taking an oven door off properly to setting his prices, Davidson returned home, got down on his hands and knees and tackled his own oven for the first time – to his wife’s great delight. Cleaning other people’s ovens, though, has taken some adjusting to. “In the early days I would feel physically sick because of the state of some of the ovens,” he says. “I remember one that was just swimming in grease – the owner had obviously just cooked her Sunday lunch – and it made my stomach turn.” But with time Davidson got used to being elbow deep in muck and started to see an unexpected benefit from all his scrubbing: the appearance of some muscle definition. “Within six month’s my waist had shrunk from 36 to 32 inches and I found muscles I never knew I had,” he recalls. “People were saying ‘bloody hell Phil, you’re looking good’.” Davidson also appreciated having clear guidelines, which perhaps stems from his background working in the military. “At the start, I was given a manual and I would literally read from the script whenever someone phoned up to make an enquiry,” he says. Having a support network in place has helped him drum up demand too, which the franchisee admits can be a downside. “It can be a bit difficult having to always look for new business but we’re given a lot of advice on things like using Facebook and flyering,” he says. Three years after buying his franchise, Davidson now enjoys a far healthier work-life balance – often finishing the day at 2pm or booking jobs around camping trips he wants to do. And while he admits that Brexit is something of a cloud hovering over the country, it’s not casting a shade on his ambitions in the slightest. “I can see myself growing the business, taking on my first employee and even selling it to them eventually,” he says. “After all, almost everyone has a dirty oven in their kitchen.”
I felt like a 20-year-
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& stop signs BY Kate Legg, CEO, Komerse
Franchising is an incredibly versatile model but that doesn’t mean it will work for every business. Learning to read the signs can help you assess whether your business is franchiseable Franchised businesses come in all shapes and sizes, covering a wide range of industries and investment levels from a few hundred pounds to several million. Given the sheer variety out there, you would be forgiven for thinking that all businesses are franchiseable. Not so. Franchising can be a great way to grow a company but it’s not suitable for everyone and it’s important to make sure that it’s right for you. Here are five signs that show your venture is franchiseable – and three that will reveal it definitely isn’t. 68 elitefranchise | February 2017
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Enough profit margin Complete business system
The first sign that your company is fit for franchising is that you have a complete business system you understand inside and out. It’s not enough to have sold a few products to a few people. You must know every element of your business. For example, do you know who your ideal customers are, where to find them and how best to target them? Can you clearly articulate why your customers would choose you over the competition? And do you have a clear pricing strategy – are you aiming for high volume, low price or do customers pay a premium for something exceptional? The business is replicable
Since the basis of a franchise model is that a network of franchisees all operate businesses that look, feel and operate in an identical way, it’s important the original model can be taught and replicated by someone else. If the business is one that depends entirely on the charisma and personal connections of the individual owner, then it may not be suitable for franchising. Benefit of being a franchisee
When a person considers starting their own business, they will weigh up the benefits of operating independently against those of joining a franchise network. This means there must be benefits to being part of the franchise. Typically, these include use of a well-known brand, having a triedand-tested business system and ongoing support and training from the franchisor. Would-be franchisors need to consider what benefits they can offer to the franchisee, particularly if the brand is new and less well known or if the business is relatively simple to operate and requires little in the way of support and training.
This one is key. There must be enough of a profit margin in the business for both the franchisor and franchisee to be able to take their share and still be able to offer goods and services at a competitive price. If franchise fees are too high, then the business won’t work for the franchisee; if fees are too low, then the franchisor won’t be able to provide all of the support and structure that’s needed for the network to operate effectively. Relatively stable industry
A franchise is a network of identical businesses. If the industry is rapidly changing, it may be difficult to make sure all franchisees are changing fast enough to stay up-to-date. Generally, businesses based in stable industries are more suited to franchising than those based in rapidly changing ones.
Only a business can be franchised – ideas can’t While there are plenty of green lights that will let you know whether you can hit the accelerator on your franchise operations, there are also some serious stop signs you need to keep an eye out for. You don’t have a business
This may seem obvious but only a business can be franchised – ideas can’t. Often entrepreneurs try to launch a franchise too soon before the core business has been established or they try to franchise the business idea. This won’t work. The only way to launch a franchise is by creating a functioning
business that can be replicated. Franchising shouldn’t be considered until the core business has been operated and tested for at least a year. You don’t own the rights that you want to franchise
In the same way that you can’t sell something you don’t own, you can’t franchise a business unless you have the legal rights to do so. Usually this means owning the trademark and other intellectual property in the business outright – although in situations where a master licence has been granted, the franchisor will be a licensee of the rights that they grant to their franchisees. There’s no legal requirement for a franchisor to register the trademark before starting to franchise but it is good practice. Even if a potential franchisor chooses not to register the trademark, they should still carry out trademark and other searches to ensure that no one else has any competing rights to the brand. The business isn’t successful
People sometimes think they can save a struggling a business by franchising it but this is a flawed approach. Given the whole purpose of franchising is for franchisees to create a business that’s a copy of the original, if you try to franchise a loss-making business you’ll just end up with a network of lossmaking businesses. Sooner or later that will come crashing down like a house of cards. Franchising can be a great way for existing business owners to step up to the next level but anyone who thinks it’s a quick fix will be sadly mistaken. Creating a successful franchise takes as much time and effort as setting up the core business. But if your company has the characteristics described above and you’re prepared to put in the work and money needed, then it can be a great way to grow. February 2017 | elitefranchise
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Visit FranchiseSales.com DYNA001
Call us today for a confidential chat: 0800 0188 297 or visit us at www.taxassistfranchise.co.uk
Greater Manchester Investment: TBC Established: 2006 Turnover: ÂŁ240,000
TaxAssist is a proven business model. If operated correctly it does produce the desired results thanks to a team that provides good support and strong leadership. Gill Hutchings - Franchisee
A resale opportunity has arisen in one of our franchises based in the Greater Manchester area. The franchisee operates from a shop front so any purchaser would be walking into a readymade business with a newly refurbished shop complete with furniture, IT and telephone systems along with experienced, well qualified staff. This represents an excellent foundation upon which a new franchisee can continue to develop a substantial business which is very well known in the local area. The business has enjoyed regular growth with the majority of new clients coming from recommendations, walk in business and inbound leads generated from the support centre. The business has gross recurring fees of ÂŁ300,000 and the franchisee is now looking to realise the asset built. For a franchise re-sale you only pay us a half franchise and training fee as we recognise that you will also be investing in purchasing the business. You will of course benefit from the training and support that a new franchisee would expect.
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Making a decision to better control your future?Our franchisees did, they now care for life. The company provides a diverse range of high quality home care and support services for customers of all ages and abilities on a short or long-term basis. The Company has established a prominent consumer base within its region, benefitting from high levels of repeat and referral custom. The Franchise Owners are now offering the company for sale as part of their retirement plans. YE16 outturn in excess of ÂŁ570,000 with an adjusted EBITDA of ÂŁ80,000. Prominent client base within the region, working with both private clients and healthcare organisations. Experienced management team in place capable of managing the day-to-day running of the business. Operates from two leasehold premises based in the Midlands. Considerable scope for further geographic expansion by capitalising on its excellent reputation in the sector and tendering for contracts in surrounding areas.
www.bluebirdcarefranchise.co.uk firstname.lastname@example.org 01730 260026 Please contact our franchise recruitment manager Carole Stubbs to find out more about our proven business model.
Why Buy a Franchise Resale
Established track record
100s of Franchise Resales Available to Buy Now Visit bfsale.co.uk/eliteresales
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A fantastically rewarding and ful lling business to be in... “I had a tough 2 years building this business and learning my new profession, but now I’m eclipsing my corporate earnings, in a 2 1/2 day week, so I get all the time I want with my wife & kids. I admire the calibre of people I get to work with & learn from & I’ve got the satisfaction of knowing that my clients are the biggest winners.” Lucas Vigilante, ActionCOACH Franchise Partner
• Winner 2014 Best UK Franchise Award sponsored by RBS • Guaranteed £10k per month by month 7 for the best applicants (Ask us about Ts & Cs) • 1st to achieve 5 Star Franchisee Satisfaction Award • Personal investment can be as low as £10k • You get to reap the rewards; the more you put In, the more you get out • Best UK Business Opportunity according to Compare The Financial Markets
Watch the opportunity video at: actioncoach.co.uk
01284 701 648 email@example.com actioncoach.co.uk ACTI002
It’s been a record breaking 12 months for Anytime Fitness. We currently have over 100 UK clubs open and plan to open another 100 during 2017. This will mean the brand will have more clubs, in more locations than any other UK operator, this is before we include the 3,500 other clubs around the world a member can use. With so many open clubs in the UK our 30 (plus) strong team have worked very hard at creating a well-defined process and Phase Program for franchisees covering step by step, every aspect of the process from day 1 to year 5.
• #1 Fitness Franchise in the world 2015 and 2016 • 70% Bank funding available • Full ongoing training and support • Recurring direct debit income
0330 3322 362 firstname.lastname@example.org www.anytimefitness.co.uk/franchise-opportunities ANYT001
Art-K is an art club franchise, which teaches art to children aged 6-16 in a structured programme. Kathryn, our Creative Director, has been running the original art-K since 2000 and currently 140 children attend on a weekly basis. Once set-up, franchisees typically earn back their initial investment in 3- 6 months. With a recurring revenue business model and children staying onaverage 4 years, our franchisees experience financial security whilst having fun teaching art to children!
• High quality age-based projects • Flexible work/life balance • One-to-one training • Full support throughout • Centralised invoicing system • Currently discounted from £10,000 to £4,000 until May 2017
07902 625364 email@example.com www.art-k.co.uk
Investment Level: £4,000 ARTK001
Are you a good leader of people and interested in business? BBX is an established global franchise brand working with businesses with a cutting edge cashless banking facility enabling companies to turn spare capacity into guaranteed additional revenue. Our customers improve cash flow, guarantee growth and enhance profits – while our franchisees earn revenue 24/7 and enjoy an un-rivalled position in the marketplace.
• Global Brand • Established over 24 years • Un-rivalled position in market • Earn revenue 24/7 • High R.O.I
0333 400 2014 firstname.lastname@example.org www.bbxuk.com
Investment Level: £20,000 BBX001
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Enjoy a fulfilling career you have always dreamt of, by supporting your local community. Are you searching for a tried-and-tested business opportunity, which gives you the opportunity to create a work/life balance, Bluebird Care offers you that and more. One of the UK’s leading providers of domestic homecare to the elderly and those with specialist needs. Experience in the care industry is not essential as full training and support is given, franchisees manage a team of highly-trained carers to provide Bluebird Care’s renowned care services.
• Leading the sectors digital revolution • Growth market • Over 200 businesses across our network • A scalable business model • The UKHCA’s largest member • Created in the UK for the UK market
01730 260026 email@example.com www.bluebirdcarefranchise.co.uk BLUE003
It is well documented that buying a franchise is cheaper, quicker and safer than self-start but choosing the right franchise is a very important decision. Business Doctors is a business support network, dedicated to helping small and medium sized businesses achieve their vision. We have helped over 7,800 businesses with our ‘hands on’, ‘no-nonsense’ approach. This rewarding opportunity provides business professionals with an opportunity to use their experience to give something back.
• Full suite of marketing collateral • Lead generating website • Ongoing training and support • Collaborative network • National PR opportunities on a weekly basis • Social media managed by head office • All included in the price - no hidden fees!
01744 833778 firstname.lastname@example.org www.businessdoctorsfranchise.com BUSI002
The Credit Protection Association plc (established in 1914) with a very long record of providing innovative and effective credit management systems applicable to all businesses who offer their goods or services on credit account. Accounts are paid quicker, reduced write-offs and customer goodwill maintained. CPA also has the solution to address late payment; carefully crafted approaches, which guarantee results, prompt slow-payers to settle their overdue accounts direct to their suppliers.
• Exclusive territory • National and regional support • Repeat business • Full ongoing training • “Test Before You Invest”
Contact: Peter Uwins 020 8846 0000 email@example.com CEUK001
Professionally Cleaning Beer Lines Since 2006. Our Tried and tested methods. coupled with our own unique portable water fed mixing units, market leading chemicals and industry tested inhibitors means that our eco led repeat Beer line cleaning service reduces costs, cuts waste, minimises risk, maintains and in most cases improves draught beer line quality, with no upfront costs and seeking no contracts our service becomes a vital repeat service that are customers come to rely on and are happy to endorse.
• Business in a box • Excellent repeat business • Internet and web support • Great cash flow • Full ongoing support
01209 219889 firstname.lastname@example.org www.clearbrew.co.uk
Investment Level: £15,000 CLEA001
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FiltaFry Plus describes our line of innovative services that inherently preserve the environment wherever food is fried. There’s an altruistic reason why everyone should care about eco-sustainable services; there’s an ever mounting attention towards reducing our footprint and impact on the environment. Now, what if you could help foodindustry businesses achieve that while saving them money, reducing injuries and enhancing food quality at the same time?
• Internationally recognized • Franchise is yours to resell any time you like • Mobile, can be based from home • On-going support & advice • Environmentally-friendly • Exclusive territory(s) • IFA and AFA member
0500 060706 email@example.com www.filtafryplus.co.uk THEF002
FranchiseSales.com is the leading internet resource for franchising. Online since 2001, we have extensive experience helping prospective franchisees find and buy the right franchise and franchisors find and recruit the right people for their business. We aim to help you become an owner of your dream business, by making the process quick, simple and easy. Our clients are successful, wealthy and happy with their franchise business.
• High quality leads • High conversion rate • Number one in Google • Global reach
The innovative HomeXperts franchise model enables you to start your own estate and letting agency working from home or a small serviced of ce. You will be trained to industry standards, whilst receiving continuous, comprehensive support and receive access to the award- winning HomeXperts Franchisee Hub. By working hard and following the proven franchise model, you could secure your nancial future by earning more than £25,000 in invoiced commissions in a month.
• Industry leading training package • iPad, Wide-angle lens camera, Digital measurer • 24/7 access to the award winning HomeXperts Hub • Access to all of the major UK property portals • Local website and a national branch page • Full back of ce support
01905 678853 firstname.lastname@example.org www.home-xperts.co.uk HOME003
The Massage Company
The global spa and wellness industry is now valued at over 3.4 trillion dollars. AND, its still growing! With an opportunity to have a Massage Company facility on every high street in every town in the UK. There has never been a better time to get involved in a fast growing section of the wellness industry. What’s even better, for franchisees and their customers, it is affordable, convenient, reliable and allows franchisees to be their own boss, open multiple locations and join the next exciting opportunity in the franchise marketplace.
• Regular income stream from monthly direct debits • Quick return on investment • Highly profitable business • No experience necessary • Full training in all areas given • Experienced board level team supporting franchisees
07507 308434 email@example.com http://www.massagecompany.co.uk THEM004
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Have you ever considered what a life-changing opportunity a McDonald’s franchise could offer? Being a McDonald’s franchisee means owning your own business – working for yourself, but not by yourself. It’s about setting your own goals, managing your own restaurants and reaping your own rewards. McDonald’s franchisees are hands-on, businesssavvy and ambitious people who are ready to make a long term commitment to a business.
“I didn’t know anything about the food industry, so coming in and getting all that training gives you a lot of confidence and comfort.” Jane Blackwell - McDonald’s franchisee, Banbury
Optic-Kleer is the largest windscreen repair franchisor in the UK. We offer high quality repairs to private customers, small and large corporate market customers and have won a well-deserved reputation for excellent customer service. We’re looking for the right people to join our team, provide quality repairs and support our long-term relationships with customers. You will receive full training and enjoy comprehensive business support. There’s no need for premises, stock or staff. This is a rewarding opportunity working with a industry leading customer-focused company.
• We’ll get you up and running • Realistic management fee • BFA registered • Full training given • We drive opportunities to you • Very low stock purchase • No previous experience required
01205 311132 firstname.lastname@example.org www.franchise.optic-kleer.co.uk OPTI003
Platinum Business Partners
Platinum Business Partners (PBP) has a proven business model for creating a successful ecommerce business selling products online without having to make, handle or ship them.
Our franchise model gives you a unique blend of expert training and support and all the tools you need to start and grow a profitable and enjoyable business of your own. Earn £2,000 to £4,000 per month, net profit - much more is possible, but we prefer to under-promise and over-deliver.
• Replace or supplement your income • A tried, tested and proven system • Work where you want, when you want • Extensive one-to-one mentoring • Benefit from ongoing training • Build your business into a sellable asset
01202 652 103 email@example.com platinumbusinesspartners.co.uk PLAT003
Radfield Home Care
Radfield Home Care is an established brand in the Home Care sector and we have created the Radfield Home Care Franchise opportunity for others to replicate our success in their local area. A Radfield Home Care franchise offers a recession resistant business providing vital services to the elderly care market for which demand is outstripping supply. This is a perfect opportunity if you are looking to set up a business that enhances your local community, has the feel good factor and can generate sustained and substantial business success.
• No previous care experience required • Full training provided and unlimited support • Highly experienced management team • Affordable initial investment level • High growth market sector • First Certified B Corp in the UK healthcare sector • Named in the Top 5 Care Companies in the UK
Contact Hannah MacKechnie at firstname.lastname@example.org or call 01743 548550 RADF001
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Shuttercraft offers premium wooden shutters in a market that is growing by 30% per annum. We put “customer experience” at the heart of everything we do and that is how we remain the market leader. Shuttercraft have invested heavily into new websites, new CRM systems and dedicated personnel to ensure our franchisees have every advantage when entering this growth market.
• High Profits • High Cashflow • Low Margins • High Referral Levels • Advanced Training Package • Multi-Level Business Support • Premium Product
01692 280 505 email@example.com www.shuttercraft-franchise.co.uk ARCM001
TaxAssist Accountants is the UK’s largest network of accountants servicing the needs of small businesses and the self-employed. TaxAssist takes on both accountants and business/ nance professionals as franchisees can employ accountants while they concentrate on building their business. With an established brand and known for breaking with tradition in an industry that has not experienced this before, TaxAssist Accountants stand out from the crowd operating from highly visible and welcoming shop front premises.
• 5 star franchisee satisfaction award for three years running • Awards from franchise and accountancy arenas • Accountancy fee banks are a saleable asset • In demand services • 1st class support and training
0800 0188297 firstname.lastname@example.org www.taxassistfranchise.co.uk TAXA001
Zero Dry Time
Join a Zero Dry Time Franchise and join a business community that earns you money. A flexible way to make a real income is on offer with Zero Dry Time. We offer a sustainable business model with fantastic prospects running and managing your own Dry Carpet & Upholstery Cleaning Company. You will build a fantastic business “Providing dry carpet, upholstery & hard floor cleaning solutions that deliver a fantastic service whilst giving great value” to the home & business owner alike.
• Fantastic earning potential • Low running costs • Management options • Regular loyal repeat customers • Carpet Club creating a residual income
0191 270 9202 email@example.com zerodrytimefranchise.com ZERO001
Are you ambitious to run your own business? Customer driven and well organised? Can you follow a proven business system? All Zip Yard franchises are finished to a distinctive specification and you are presented with a fully operational and fully supported business with trained staff and comprehensive brand marketing from day one. The exact shop fit cost will be determined by the size and standard of the premises.
• Marketing and promotion tools • Group purchasing power • Internet and web support • Ongoing training programmes • Continued concept and product development • Day to day troubleshooting
01530 513307 firstname.lastname@example.org www.thezipyard.co.uk
Investment Level: £38,500 THEB002
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Test the water before taking the plunge with this unique opportunity.
Book your Discovery Day now!
Use your business experience to empower others with a Business Doctor franchise. Attend one of our discovery days and find out how we have helped over 7,800 businesses achieve their vision. We will introduce you to our proven business model, collaborative network, delivery and marketing tools.
Take control of your own destiny with an established brand and enjoy giving something back!
Take your ďŹ rst step and call us today.
To discover more contact us! Call: Peter Uwins 020 8846 0000 Email: email@example.com CEUK001
One of GermanyÂ´s fastest growing franchise systems!
Meet and greet our team at a Coffee-Bike Discovery Day During these meetings we will inform you about our company, the franchise concept, potential revenue figures, profit margins and locations for the Coffee-Bike. These non-binding CoffeeBike Discovery Days give you the opportunity to ask questions face-to-face, get to know local Coffee-Bike franchisees and taste and try our organic coffee specialities on site. Register for a Discovery Day near you now!
Sunday, 19th of February (Birmingham) Sunday, 26th of February (Exeter) Friday, 5th of March (London)
BEFO T TES YOU
To find out 100% of the information about the award-winning HomeXperts model, book your discovery meeting by emailing firstname.lastname@example.org. A discovery meeting will explain the innovative franchise model in full, helping you to decide if HomeXperts is right for you. Discovery meetings are held around the country on a weekly basis, including London, Manchester and Worcester. If you have any initial questions, call the HomeXperts Franchise Recruitment Team on 01905 678853. Phone: 01905 678853 Email: email@example.com www.home-xperts.co.uk
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taimoor milktaimoor taimoor sheikh milkmilksheikh sheikh
The franchise to beat stress
I am a franchisee & this is my McDonald’s
‘The best part of being a franchisee is the responsibility that comes with a large workforce. Ilooking am aafter & franchisee & Giving local people a chance to this is their McDonald’s my McDonald’s develop skills, grow in conﬁdence, progress their career – it’s something I ﬁnd part of being ‘The best being aa franchisee franchisee really rewarding.’ is the responsibility that that comes comeswith with Taimoor, operates four restaurants a large workforce. looking afterLondon workforce. in South East Giving local people aa chance to chance to develop their their skills, develop skills, grow grow in in conﬁdence, progress conﬁdence, progress their their career – it’s something I ﬁnd career – it’s something I ﬁnd really rewarding.’ rewarding.’ really Taimoor, operates operates 4four restaurants Taimoor, restaurants in South South East East London in London
Call 07507308434 firstname.lastname@example.org
Come and talk to us at our Insight Day in London 10th March 2017 www.mcdonalds.co.uk/franchising
Come and talk to us at our Come to us at our Insightand Daytalk in Elstree Insight Day in Elstree
OWNING A FRANCHISED BUSINESS MAKES A LOT OF SENSE Speak to us about the availability of a franchise in your area and arrange a due diligence day in Boston for a face to face interview and to receive further information about Optic-Kleer. We are happy for you to speak to other franchisees about their experiences, in fact with encourage it. We also recommend that you seek professional business and legal advice so you are sure that you fully understand your responsibilities.
Your Discovery Day Invitation
How to make money from your own online retail business
Discover how to earn between £2,000 - £4,000 per month, net profit. Join us at one of our Discovery Days to meet our team and find out more.
8th February - Head office, Bournemouth, Dorset 22nd February - Crowne Plaza, London Heathrow 8th March - Head office, Bournemouth, Dorset ...hurry...limited places... Register your interest:
01205 311132 email@example.com www.franchise.optic-kleer.co.uk
01202 652 103
February 2017 | elitefranchise
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Deciding to start your own franchise is a big decision and there are many things to consider and weigh up.
DISCOVER THE FUTURE OF THE FITNESS INDUSTRY AT A YZ45
Our core values and company culture are extremely important and we are looking for franchisees who can replicate these values in their own Radfield Home Care branches.
At Radfield Home Care we care about all of our people, and believe passionately that by treating our carers as a trusted family we can empower them to treat our clients with the same warmth and respect.
YourZone45 is a boutique fitness studio revolution that delivers comprehensive 45 minute body-changing workouts. If you’re looking for a management franchise that has fantastic scalability and represents the future of its industry, YourZone45 is your answer.
If Radfield Home Care is for you then we would love you to get in touch and come and meet us.
Reserve your space on the next discovery day by calling 01376 341333, or contacting firstname.lastname@example.org.
Call or email us to book a 1-2-1 meeting. We look forward to meeting you.
email@example.com 01743 548 550 www.radfieldhomecarefranchising.co.uk
Become a ZipYard Franchisee
Are you ready to be your own boss?
Butcher, baker and cabinet maker... our franchisees come from all works of life! But they all had one thing in common. They all wanted to take control of their own destiny and become their own boss.
Franchising in the UK today offers you security and piece of mind that your investment is on a tried and tested business model. Zero Dry Time franchise offers you this stability that not only is your money well invested but you can build a sustainable business for the future with endless earnings. Zero Dry Time provide dry carpet, upholstery & all hard floor cleaning solutions that deliver a fantastic service whilst giving great value to the home & business owner alike. Think our franchise is for you? Then contact us, come and see us in Newcastle and see how it’s done. 0191 270 9202 firstname.lastname@example.org
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Why did they choose The ZipYard? We are the most successful garment alteration business in the UK. They were presented with a fully operational business from day one. It’s a recession resistant high street franchise. “The Altrincham ZipYard has exceeded all of our expectations. We’ve now opened a second centre in Wilmslow.” Richard McConnell (former Driving Instructor)
Call us to learn about our discovery days The ZipYard Unit 2, Cartwright Way, Forest Business Park, Bardon, Coalville, Leicestershire, LE67 1UE t 01530 513304 email@example.com www.thezipyard.co.uk
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Jane Maudsley founder & managing director, Little Voices
Why it's OK for the boss to be friends with their team It's perfectly possible for franchisors to make friends at work while keeping things professional and commanding respect s a boss, should you be friends with your employees or avoid it at all costs? I believe there’s no hard and fast rule: it depends on your organisation’s culture, the industry you’re in, the size of your team and your personality. I like to make friends and while I’m not going to invite everyone I work with to my wedding or have them round for a dinner party, I need to feel that I could happily go for a drink with everyone who works within our organisation. I certainly don’t try to alienate myself from the team and there’s a culture of family and friendship between all of us at Little Voices. I wear my heart on my sleeves and I have to be true to myself. But whether you choose to get close to your staff or keep a distance, you have to command respect. As the boss I lead by example and it’s a case of “do as I do” and not “do as I say”, which people respect me for. I also I make sure the boundaries between me and my team are crystal clear. This means that while I do regard them as friends and take an active interest in their personal lives, they still respect me as a leader when it comes to the crunch. This approach might not suit all franchisors but it seems to have worked for me so far. February 2017 | elitefranchise
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I often rely on gut instinct when assessing candidates and a question I often ask myself is:
‘could I be friends with them?’
Respect goes both ways too: as a boss, you have to believe in treating everyone fairly and equally. I try to listen with respect and give my colleagues my full attention, just as I would when speaking to a friend. Exhibiting empathy and sensitivity is what really builds trust in an organisation. Of course there are occasions when you need to pull employees you're friendly with up for something. I try to do this in as informal and as friendly a way as possible. It is possible to handle these situations professionally if you choose your words and delivery style carefully. Often the way you communicate with your staff is, or should be, similar to how you speak to a friend. For example, when you want someone to do something, it’s always better to give an explanation rather than just the instruction. I wouldn’t dream of ruling with a managerial stick and say ‘I’m the boss, so listen to me or else’. Listening to your staff, understanding their point of view before jumping to conclusions and keeping their confidence are also important. That being said, you can’t be all things to all people. I had to accept very quickly that not everyone was going to be my best friend and some people wouldn’t like me. Once I accepted this, I handled everything differently. I’ve learned to take a step back, take a deep breath and remove myself from being personally affected. This can be challenging: I can often be found reminding myself of the saying “you can’t control or change how people react to you: you can only change your reaction to them”. My approach to being friendly with my staff and creating a warm culture invariably effects the way I recruit people. I often rely on gut instinct when assessing candidates and a question I often ask myself is: 'could I be friends with them?’ So far this approach has worked well and, luckily, I genuinely like every franchisee and employee in the Little Voices network and could happily go for a post-work drink with them, which says a lot. It all comes down to the culture of the organisation and the nature of the industry. Our company is people-orientated and our franchisees need to have a friendly disposition, so it's natural that we’re friendly towards each other. Having close workplace relationships makes coming into the office every day more pleasurable. Just make sure that you put boundaries in place so people know what you will and won’t tolerate. If you stay professional, there’s nothing stopping you from making friends with your team.
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Published on Feb 7, 2017
With the help of his 50 franchisees, Optic-Kleer’s David Overton is filling in the chips that threaten the nation’s windscreens Screen Saver