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elitefranchisemagazine.co.uk

Heritage Healthcare Glenn Pickersgill shares the secret behind his home-care franchise’s success

March 2017 £4.50

Auntie Anne’s

The twists and turns of bringing the pretzel brand to Britain

Making gains

Fitness franchises have only just begun to flex their muscles

Going platinum Not content with helping Platinum Property Partners’ franchisees build a combined portfolio of £250m, Steve Bolton has released yet another hit with Platinum Business Partners, his new hasslefree e-commerce franchise


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“I wanted a white-collar franchise with good growth potential that I could operate with my family. I can confirm that the whole package with TaxAssist has proved to be extremely effective. I haven’t looked back.” Mike Melling, TaxAssist Accountants in Harpenden, St Albans, Radlett and High Wycombe With TaxAssist Accountants you will have access to comprehensive training and full technical, marketing and business development supports for you and your practice. Stand out from the crowd with our fresh approach to accountancy.

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cover star

GOING PLATINUM 16

With over 300 partners across the Platinum portfolio, Steve Bolton has his sights set on adding even more brands to the family

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contents 03.17

REGULARS 9 Welcome & contributors 11 News & events 89 Franchise diaries

COLUMNS 13 Pip Wilkins 15 Sussanne Chambers 25 Claire Robinson 27 Nigel Toplis 31 Tony Bowman

FEATURES 34 Handle with care

46

Thanks to Glenn Pickersgill, Heritage Healthcare is winning awards and attracting franchisees

Primed for pretzels

40 Making gains

Gym franchises are going from strength to strength but will Brexit stop them further improving their figures?

The Burton family has big plans for the Auntie Anne’s franchise

54 Planning for an uncertain future

When the future is cloudy, financial forecasting is even more vital

60 Setting the tone

The language you use can be make or break for your franchisee recruitment

66 Under pressure and under-working

Why surveillance culture at work could make employees less productive

60

72 A java journey

Costa franchisees Simon and Tracy Vardy are tapping into Britain's love for coffee

76 Caught in the act

72

How franchisees can avoid falling foul of the Trading Schemes Act

MARCH 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 online franchise business

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welcome Volume 05 Issue 03 / 2017

Embracing uncertainty

EDITORIAL Josh Russell – Editor josh.russell@cemedia.co.uk Maria Barr – Web Editor maria.barr@cemedia.co.uk Eric Johansson - Feature Writer eric.johansson@cemedia.co.uk DESIGN/PRODUCTION Leona Connor – Head Designer leona.connor@cemedia.co.uk Jenny Allen – Junior Designer jenny.allen@cemedia.co.uk Dan Lecount – Web Development Manager dan@cemedia.co.uk

W

e can’t always see what’s coming. But while life may throw the occasional curveball, embracing its inherent unpredictability is what provides us with some of our greatest opportunities. It’s not hard to find examples of this in our sector. Despite the economic turbulence of the last decade, gym franchises like énergie group, Anytime Fitness and Jetts Fitness are fighting fit and staying strong even in the face of Brexit-induced uncertainties. And while Simon Vardy may not have expected to need a life-saving op in 2004, it led him to co-found Sim Trava, a Costa Coffee franchisee on track to open 44 outlets. But perhaps the person that illustrates this best is Steve Bolton. After a combination of the foot and mouth outbreak and the September 11th attacks put his training and ropes-course construction businesses out of commission, it would have been easy to call it a day. But rather than succumbing to the hand that fate dealt him, Bolton called its bluff. Fastforward 16 years and he now heads up a thriving franchise empire with over 300 franchisees. Given these stories, there certainly seems to be something to that old adage that every problem is also an opportunity.

SALES Gemma Campion – Sales Manager gemma.campion@cemedia.co.uk MARKETING David Thomas – Group Marketing Manager david.thomas@cemedia.co.uk CIRCULATION Paul Kirby – Circulation & Data Manager paul.kirby@cemedia.co.uk ACCOUNTS Sally Stoker – Finance Manager sally.stoker@cemedia.co.uk ADMINISTRATION Laura Hyde – Administrator laura.hyde@cemedia.co.uk DIRECTOR Scott English – Managing Director scott.english@cemedia.co.uk 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

elitefranchisemagazine.co.uk

■ Josh Russell - Editor

Contributors

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3

4

Nigel Toplis

Sussanne Chambers

David Bradbery

Tony Bowman

As managing director of The Bardon Group, Toplis knows just how hard franchising can be. So before taking the plunge, he advises budding franchisees to ask themselves a few questions to gauge if they are ready or not.

The HomeXperts franchisor is the first to admit how having mentors has made her the businesswoman she is today. And she believes that franchisees can benefit from receiving an alternative perspective too.

With so much economic uncertainty in the world, Bradbery, a business consultant franchisee at Transworld Business Advisors in Kingston, uses his banking experience to show how franchises can plan their finances for the future.

In this issue, the etyres managing director unpicks the franchisorfranchisee relationship, and explores how franchisors can give their network support and guidance while allowing innovative thinking to flourish.

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news Events bfa International Franchise Week March 16 March 17

Royal Garden Hotel, 2-24 Kensington High St, Kensington, London, W8 4PT

EWIF South West Regional Meeting March 31 TLT Solicitors 1 Redcliff Street, Bristol BS1 6TP

EWIF South Regional Meeting April 4

Blake Morgan, New kings Court, Tollgate, Chandler's Ford, Eastleigh SO53 3LG

bfa prospective franchisor seminar April 5

85f Park Drive, Milton Park, Abingdon, OX14 4RY

Revealed: 2017’s bfa HSBC Franchisor of the Year finalists Sometimes franchisees and franchisors are so busy running their businesses that they forget to stop and give themselves a well-deserved pat on the back. One of the few chances they get to do this is at the annual bfa HSBC Franchisor of the Year awards. And with the finalists having been announced last month, there's a lot to celebrate. In the running for the Franchisor of the Year award are Bluebird Care, Dream Doors, Driver Hire, Expense Reduction Analysts and Signs Express. Meanwhile, fresh from winning the top gong at last year’s awards, Water Babies has been nominated for the brand new Brian Smart Award for International Development. It will face off against Little Kickers, with the winner being announced at a gala dinner on June 28. Let's just hope the presenters are handed the right envelopes on the night. BY MARIA BARR

Fashion favours franchising

bfa prospective franchisee seminar April 6

85f Park Drive, Milton Park, Abingdon, OX14 4RY

Scottish Franchise Week: Forum April 26

Radison Blu Hotel, 301 Argyle St, Glasgow G2 8DL

Vodafone to go down the franchising road in Britain One of franchising’s draws for business owners and budding entrepreneurs alike is that it allows people to have all the benefits of owning their own business but within a proven model. And it seems that appeal is what’s driving phone retailer Vodafone to franchise its UK stores. The company will start with offering ten current store managers to become franchisees by July before opening up this opportunity to more people, including non-Vodafone workers. Commenting on the decision, Jon Shaw, head of retail at

Vodafone UK, said: “What we’ve heard from our managers over the past year is that not everyone wants to become a regional manager. However, they would love the opportunity to be more entrepreneurial and earn more money within the safety of working with the brand they love.” Until now, the retailer has been using the franchising model in around 80% of its global stores but only has owned stores in the UK. That’s set to change very soon though, as the UK joins the company’s international franchise club.

Franchising in 2017 has never looked more diverse, with a host of exciting new openings springing up in sectors like fitness, caregiving and after-school classes. And fashion is no exception. Hot on the heels of German fashion company Oui's news that it will begin to franchise in Britain, Italian womenswear retailer Stefanel has announced that it plans to set up 15 franchised stores in the UK and Ireland in the next 12 months. The brand already has 400 franchised stores across the globe, so it’s no stranger to the sector by any means. But to maximise its chances in Blighty, it’s teaming up with franchise consultant Peter Danby to find the best franchisees for the job. We have a feeling this is one brand that knows how to make an entrance in style. march 2017 | elitefranchise

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Pip Wilkins chief executive bfa

Why franchising events are the place to be If you’re thinking of buying a franchise and becoming your own boss, getting out there to meet people at events and exhibitions is a great place to start

T

he franchise industry has a vast range of possibilities for prospective franchisees to invest in, from restaurants and home-based services to printing firms and care providers. This means you need to know what your options are so you can pick the right one for you. And franchise exhibitions offer a great chance to explore multiple opportunities under one roof. To make sure you get the most of the events, it helps if you do your research beforehand. Find out who’s exhibiting and consider what sectors and businesses you can see yourself being part of. Once you’ve got a list of exhibitors you'd like to approach, think about the questions you want to ask them at the show. Book meetings in advance if possible and find out if there are any current franchisees attending who you can speak to. Franchise exhibitions remain one of the most common recruitment tools in the industry and if you’re considering buying a franchise, they're the perfect place to see a franchise brand in action and meet the people behind it. It’s important to remember that when you’re investing in a franchise, you’re investing in a business relationship. Speaking to representatives from the franchise or existing franchisees can help you get a sense of what that relationship might be like.

You should also try to push yourself out of your comfort zone. Don’t just stick to the sectors you already know: the joy of franchising is that you’re given all the training you need to run any of the businesses on offer. Most franchisors will probably want to see that you can demonstrate some business acumen but don’t avoid exploring a franchise opportunity just because you don’t have any specific experience in that sector. Finally, attend seminars and workshops at the show. This will help you with your research and give you the chance to hear from a range of banks, lawyers, accountants, marketing companies, franchisors and specialist franchise advisors. If you do embark on a franchise journey, it’s always advisable to use specialists and external consultants as you buy, launch and grow your franchise. These exhibitions are a great way to find one that suits you early on. Franchising remains inherently robust and the sector has grown every year for the last 20 years. And with so many bfaaccredited franchise exhibitions around the country that are free to attend, why not get yourself along to one and discover what franchising can offer you? MARCH 2017 | elitefranchise

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Sussanne Chambers founder and managing director HomeXperts

How franchisees can make the most of mentors Given that it helps businesspeople grow both professionally and personally, ­ mentorship can prove invaluable in franchising

S

ince I started climbing my way up the corporate ladder, I have been able to call on the wisdom of two fantastic mentors: one of Scotland’s top 100 businessmen and my father, who's an award-winning engineer. Both have mentored, supported and advised me as I've grown my business. And I’m not alone in this: the Sage UK Omnibus April 2014 report revealed that 22% of UK businesses have used a mentor. Both Richard Branson and the late Steve Jobs have benefited from the advice and wisdom of having a mentor and Jobs, in turn, famously mentored Mark Zuckerberg, the founder of Facebook, in his early years. As this proves, no matter where you are in your business lifecycle a mentor can shape and change your perceptions, helping to develop both you and your business. A mentor can provide honest, thoughtprovoking advice, offer a different perspective and fill any gaps in knowledge you may have. However, the first step you need to take is to admit to yourself that you could benefit from a mentor, as well as acknowledging you would benefit from help, guidance and a dose of honesty about yourself and your business. By opening your mind to the advice they can give you, you can develop key business skills. They help you with your problem-solving abilities, build your confidence and help you work on your own personal development. But once you’ve established that you want a mentor, how can you find one? As a franchisee, you should have a framework of support provided by the franchisor to run your business

and part of this may include access to mentoring from other franchisees. If not, you could ask one of the successful members of the network if they would be happy to mentor you. Alternatively, you can find a mentor who doesn't know your business sector and can provide a fresh pair of eyes. One place to start is the No matter where website mentorsme.co.uk, which is a you are in your business lifecycle free online portal that provides lists of mentors by region and service. Many of a mentor can these mentors – unlike business coaches shape and change – don't charge a fee and they can provide your perceptions a valuable service to their mentees. With time, the relationship you build with a mentor will develop and grow. They’ll share the wisdom of their business experiences – both good and bad – to help you to flourish personally and professionally. The best entrepreneurs have benefitted from having a mentor. Without a doubt, you and your business can too. MARCH 2017 | elitefranchise

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Safe

as houses BY JOSH RUSSELL

Despite losing several businesses in the wake of 9/11, with Platinum Property Partners and Platinum Business Partners Steve Bolton has built a business empire with firm foundations ven before Steve Bolton founded Platinum Property Partners and Platinum Business Partners, the property investment and e-commerce franchises, entrepreneurialism and property have long played a significant role in his life. Aged just eight, he was introduced to the stock market by his father, a former Lancashire miner turned professional footballer. “He gave me this little black book and he said ‘right, pick ten stocks’,” says Bolton. “It fascinated me that you could have the same amount of money, put it into something and see it go up or go down.” While he admits most of the stocks he picked dropped or went bust, this interest in investing and speculating was cemented at age 11 when his parents bought a block of flats to rent out as a house in multiple occupations (HMO). “Seeing them take that entrepreneurial leap and invest their life savings in a property business had quite a forming effect on my entrepreneurial career,” Bolton says. Despite this intellectual curiosity, Bolton didn’t exactly thrive in the education system. “I did fairly well at primary school and junior school: I was

very sporty and quite bright,” he says. “But as soon as I went to secondary school, I hated it.” Seeing few practical applications for the things he was being taught, Bolton began to feel increasingly constrained by academic life. Moreover, being written off by some of his teachers left him plagued with doubts about his future. “My educational experience didn’t just mean I didn’t learn a great deal,” says Bolton. “Being told ‘you’ll never amount to anything, you’ll never go anywhere’ damaged my self-confidence.” In light of this, it’s not surprising that Bolton decided to leave school and enter the world of work. “The good thing is that my parents encouraged me to get on with it,” he says. “My dad said: ‘You’re on your own – you’ll have a roof over your head but as soon as you leave school there’s no money.” After a fairly inauspicious start working in a greasy spoon on Bournemouth seafront and stacking shelves in a supermarket, Bolton got his first big break when a woman in his mother’s hair salon revealed she was on the hunt for someone to help out at her outdoor pursuits centre down in Lyme Regis. “I had an interview after she had her hair cut and literally the next day I packed my bags,” he says.

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Steve Bolton

Because I’d nearly lost everything, I didn’t want to take any more risks Before long, the short-term position had become a two-year apprenticeship and Bolton quickly began rising through the ranks, eventually finding himself responsible for building out the activity department at the age of 19. “I was almost what they call an intrapreneur,” he says. “At the time, they were only doing a couple of outdoor pursuits and I grew that whole division to the point that it was generating really significant income.” By this time other players in the industry were clearly starting to sit up and take notice: in 1992, Bolton was headhunted to build a new national outdoor pursuits centre, something he took to with gusto. “I built that right from the ground up, which gave me a taste of starting a business,” he says. Having whet his entrepreneurial appetite, Bolton found himself hungry for more. “I got fed up of working for somebody else and not getting very well paid for it,” he says. “I wanted the excitement and the challenge of running my own company.” However, there was one slight drawback: Bolton didn’t have a new business concept in his back pocket waiting to go. Fortunately, Ropes Course Development, a novel company that had built a high and low rope course, caught his eye and intrigued he decided to pen a letter to its founder Nick Moriarty to see whether he fancied entering into a partnership. “Like franchisees, I found somebody else who had already gone through that pain of starting something and went into business with him,” he says. “We met for dinner, shook hands on a deal and started working together the following week.”

Working with a graphic designer, Bolton set about creating brochures for the new rope-course construction business and began emailing them out to a database of activity centres. And soon the company was receiving a flurry of enquiries from outdoor pursuits brands around the UK eager for courses of their own. “There was a real market for them: people were looking for something that was new and innovative in outdoor pursuits,” he says. “Now you see rope courses everywhere but back in the day they were probably as rare as vegetarian snow tigers.” But while providing rope-based recreation for consumers proved lucrative, it was when Bolton noticed all the large corporates clustered around Wokefield Park in Reading that a new opportunity presented itself. “It was like a permanent training centre for big companies like British Airways and Rank Xerox,” he says. “And alongside their management training, they were looking for other things to do.” Realising that a high and low rope course would provide a great venue for company awaydays and team-building exercises, the entrepreneurs reached out to large corporates to see if they wanted to partner up on a new venture dubbed Vision Development Training. “We got a very long lease for two acres of woodland and a lake south of Reading, built the facility and started doing training and leadership development for big blue chip companies,” he says. 

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Steve Bolton

By 2001, both Ropes Course Developments and Vision Development Training were riding high. However, later that year, the September 11 attacks threw the world into chaos and this had a devastating on Bolton’s businesses. “Companies would just phone us up and say: ‘The stock market’s shut down in America and there’s a war on terror so we’ve been told to cut our budgets’,” he says. In isolation, this may have been a storm that the companies could have weathered. However, when it was coupled with the outbreak of foot and mouth – which prevented construction crews from accessing rural sites – both businesses began to falter. “It was a double whammy really,” Bolton says. “We had to put the construction business into voluntary liquidation and, after some major cost-cutting and downsizing, the management training centre was a shadow of its former self.” Admitting that this “knocked [him] for six”, Bolton was now faced with the prospect of rebuilding his business empire from the ground up. “When the companies failed, I had to go back to basics,” he says. “The world was giving me some fairly harsh feedback, which was ‘those business models don’t work anymore’.” Thus began some serious soul-searching: sitting down with a piece of paper, Bolton started mapping his aims and goals and looking for opportunities that would offer more stable returns. Before long he started to think about the block of flats his parents had owned and began to see that building an HMO portfolio could fulfil all his requirements. “Because I’d nearly lost everything, I didn’t want to take any more risks,” he says. “And I’d seen property create a lot of wealth for my parents.” Over a period of three years, Bolton built up a portfolio of 20 properties worth roughly £6m – which would be a comfortable nest egg by anyone’s standards. “If I just wanted to stay small, then I would have had my pension and income sorted for life,” he says. But while it would have been easy to keep investing his capital in additional properties, by this time Bolton had begun to coach others on making smart property investments and realised this was where his true passion lay. And when his accountant suggested that he franchise his property business, he could see this would offer the perfect opportunity to once again flex his entrepreneurial muscles. “Immediately it resonated with me because

franchising is safe, it’s successful, it’s proven,” Bolton says. “And for me it worked really well because at its core franchising is a training, mentoring and development business.” Dubbed Platinum Property Partners, there was some serious interest in this new business from potential franchisees right from the off, with eight signing up at its launch. “They had been clients of mine that said ‘this is great: the model works but we want and need more support,” says Bolton. “I said ‘well why don’t you join the franchise?’” More soon followed and before long the franchise was pulling in enough money to add new strands to its franchisee acquisition strategy. “As budgets grew, we started to do exhibitions, magazines and online advertising,” he says. “But our number one source of business for many years has been referrals: happy partners referring new ones.” Part of the reason that Platinum Property Partners enjoys such good word of mouth comes down to its founder’s commitment to coaching franchisees, something that was born from one of his first training sessions. “Initial feedback on the instruction provided was off the charts but when I went back to them over the next three to six months, not one of them had bought a single property,” Bolton says. “I never ran another course like that again because I just thought ‘I can’t do that ethically’.” Wanting to provide greater success for his franchisees, Bolton hit on one of the franchise’s most fundamental principles: using intensive bootcamps, one-to-one mentoring and ongoing support to deliver the highest franchisee satisfaction possible. “Now 94% of our partners say we’ve met or exceeded their financial expectations after two years,” he says. “That’s what’s made us stand apart in the industry.”

You’re selling products you’ve never touched to people you’ll never meet all around the world

MARCH 2017 | elitefranchise

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Steve Bolton

But while Platinum Property Partners has received plenty of attention from potential franchisees, it's become clear that not everybody can afford the £300,000 required to buy a property investment franchise. “Our vision is to help as many people as possible gain greater wealth, health and happiness,” says Bolton. “But nine out of ten enquiries we receive don’t meet our financial criteria.” Recognising that he needed to create a more affordable franchise offering to cater to franchisees on a budget, Bolton began to look for other industries that would benefit from the Platinum approach. And seeing the disruption taking place in the retail sector, he began to realise the time was ripe for a franchise to capitalise on the increasing dominance of e-commerce. “We’re going through a revolution where everything we were buying in the real world we’re now buying online,” he says. “That transition is never going to happen again in history.” Branded Platinum Business Partners, Bolton’s new venture helps franchisees become budding Jeff Bezoses and makes online marketplace selling

Our vision is to help as many people as possible gain greater wealth, health and happiness a breeze. “It’s a retail business but with Amazon doing the hard work of acquiring the customers, storing the product and shipping it out,” he says. Rather than handling products themselves, franchisees can purchase white-label goods online, get them decked out with their branding, shipped to warehouses and listed on Amazon – all without having to lay a single finger on the merchandise. “You’re selling products you’ve never touched to people you’ll never meet all around the world,” he says. “That’s the essence of it.” And with the addition of this new franchise, the Platinum brand is reaching new heights. First of all, Platinum Property Partners is going from strength to strength, bringing in £36m a year in gross rental income. “We’ve got about 250 partners that own over £250m of property and we’re adding around £10m to the portfolio every quarter,” Bolton says. And although at just 11 months old Platinum Business Partners is a comparatively young company, it’s growing up fast. “We’ve got about 85 partners currently, selling about 300 different product lines,” he says. “And that’s growing at a rate between five and ten new partners a month.”

However, Bolton has no intention of stopping there: he has some grand plans for the future of the franchise. “I want us to have more brands,” he says. “We currently have two: I can see us having three, four, five or more franchises so we can help more people across a different range of industries.” Additionally, taking a leaf out of the book of partnerships like John Lewis, Bolton is also looking for ways to give franchisees more of a stake in the business itself. “We haven’t got a fixed date on it yet but I’ve always had a vision to have the company owned by partners so it becomes a bit more like a cooperative,” he says. “That’s probably the big one we’re working on over the next three years.” Not only will this mean that franchisees will have a direct stake in the business they’re helping to build but it will create an engaged network where every party is committed to helping others succeed. “What we try to do is create very supportive communities where everybody’s working together and helping each other,” he says. While it’s important for franchisees to be able to learn from more experienced members of the network, Bolton also emphasises that it’s just as important for them to go the extra mile to assist and support others. “Everybody should go through their experience at Platinum reaching a hand up asking for help,” he concludes. “But they should also reach a hand down and help other people.”

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ADVERTISING FEATURE

I don’t feel alone after leaving the corporate rat race Husband and father of two, Mark Jennings held a senior role as an electrical engineer for 15 years, travelling the country running largescale distribution and warehouse operations for the likes of Tesco. Here he tells us how he transitioned from his corporate career to running his own business.

I

was contacted by ActionCOACH via LinkedIn and I quickly began to understand what business coaching was all about. From talking to coaches and clients, going to events and fully understanding what was being offered as part of the franchise, for me it seemed the best way forward. I had always been in a corporate environment and had other people around me so I felt the way ActionCOACH was structured meant that I would have a good support network and community to be working alongside, as much or as little as I needed. Getting Started The quality of the initial ten-day training and the context in which the training was being given was some of the best I’ve ever had. It set me in good stead for my business launch but receiving help applying it was also important. I had a daily call with my coaches’ coach to keep me on point with what I was doing, suggest what else I could be doing, recommend reading material and show me where to find things in the system. Growing the business I started to use a telemarketer to get some appointments in the diary – nowadays we have ActionCOACH’s exclusive client generation centre to do this for us. After a few months, I also ran a couple of free business improvement seminars which, with hindsight, I wish I’d done sooner. In terms of income goals, I’d set myself the goal of £125,000 in the first full 12 months and I wanted to be hitting £250,000 after three years. I came in at around £70,000 in my first year, £150,000 in the second and £210,000 in the third. A couple of months ago, I noticed in my KPIs that my sales revenue had topped £1m; if you’d told me five years ago, having never sold anything other than a second-hand car and a motorbike, that this would be the case I’d never have believed it. If someone would have said I’d do a £1m turnover in five years, I’d have snapped their hand off. Even considering the first 18 months of a new business are tough, I would have seen that as a success worth striving for.

Mark Jennings presenting.

“A couple of months ago, I noticed in my KPIs that my sales revenue had topped £1m; if you’d told me five years ago, having never sold anything other than a second-hand car and a motorbike, that this would be the case I’d never have believed it”

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ADVERTISING FEATURE

Rewarding Work Building the business was hard work but was very rewarding. I worked with a double-glazing windows and conservatories business and when I first met the owner he was fairly typical in terms of managing the day-to-day running of the business. There were issues around accuracy and consistency and he didn’t really have any focus on numbers. So the first thing we did was to start to systemise his sales process so that the sales team would become more consistent with what they were selling and the margins they were making. We put some processes in place that meant they made fewer mistakes when they were measuring up and we put a checking system in place so that they weren’t just depending on one individua. Another step we took was we quickly got a grip of the margins on what was being sold and that led to more predictable cash flow. Lastly, we also brought in a sales manager, which freed up the owner’s time and meant he was then able to focus on business development. As a result, the company saw a 200% increase in net profits and the owner won the Young Entrepreneur of the Year award at the Business Excellence Forum. He has since bought the premises he had been renting as well as the one next door, which he now rents out to other people. He is also actively looking to buy complementary businesses to bolt onto his existing one. But one of the biggest impacts is on his time: he now says he would be able to take six months off without having any negative effect on the business. Additionally, he is also able to spend a day a week with his newborn son, so it’s had some major benefits for his personal life too. Mark helping business owners transform their business and their lives.

Mark Jennings enjoying family time in Bali.

What’s next? I enjoy travelling, so on a personal level my wife and I are planning to go to Australia and we haven’t been skiing for a while so we’ll be taking the family on a winter break. In terms of the business, I’m working alongside Action Coaches local to me so we can leverage the brand and teamwork. Going forward, I plan to use my revenue from my ActionCOACH business to buy into or engage with other businesses that I can then help grow. I love the freedom of not having anyone else managing my diary. I generally coach three days a week and then get to decide what I want to do the other two days, either down time or working on things like marketing. One of my personal goals is to cycle the top 100 highest peaks in the Alps and, so far, I’m halfway through. I’ve even been able to help my wife start her own business and the flexibility my business offers means I can take my daughter horse riding and I watch her doing stuff that a lot of parents miss out on. If you would like to build the lifestyle Mark has and you get a buzz from helping others succeed, love learning and developing yourself, have enjoyed success in your career or sport... Then find out more by watching the six-minute overview video at actioncoach.co.uk

MARCH 2017 | elitefranchise

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Claire Robinson, managing director Extra Help

HR and employment law specialist, found that one in five employees are negatively affected by political talk at work and 32% of employees reported that workplace hostility has increased because of political discussions. Even if it causes no rancour, it could affect productivity levels if employees start spending more and more time discussing politics. So what can employers do to ensure that it’s not going to cause problems? Firstly, it’s important to let employees know that just because there’s a lot going on in the news, the amount of casual political conversation that takes place in the office shouldn’t change. There’s a time and place for everything and your employees should be reminded that it’s business as usual. Always be mindful of people’s triggers – the subjects that could set them off – and watch for them during any political conversations. The key to talking politics in the workplace is doing so without letting emotions get the better of you or passing judgement on others. You With so many emotionally charged events might have employees who are affected by immigration policies, for example. happening on the world stage, how can This type of self-awareness will help you managers prevent politics from taking over in regulate your own emotions and will help the workplace? you monitor other people’s potential responses to specific topics and diffuse any he last year has produced a string of political tension before it arises. As a manager, you need to remind people that surprises, from Brexit and the resignation of half standards of professionalism and common courtesy the cabinet to Theresa May being named the UK’s should always be maintained and that even though prime minister and the election of Donald Trump in the healthy discussion is encouraged, you won’t US. This political uncertainty has understandably resulted tolerate offensive language or behaviour. Before any in some heated debates on social media and between disagreements over political philosophies get out of families. However, these disagreements can also spill over hand, encourage staff to get back to work and steer into the workplace – which means that employers need the conversation back to work-related topics. And to think about how to deal with potentially contentious if you feel that a discussion is about to turn sour, issues being discussed between employees. let the people involved know that the tone of their Much like the old adage that you should never discuss conversation is not appropriate for work. politics, sex or religion over dinner, many HR advisors In a perfect world, people would agree to disagree agree that certain topics should remain off limits in the when it comes to politics and be able to calmly discuss office. But given the turbulent times we live in, that’s political topics at work. But we're experiencing one of easier said than done. With so much political uncertainty, the most unstable political climates in recent memory tensions are likely to run high and people will be more and this is stirring up emotions. For business owners, likely to express strong opinions. the reality is that discussions need to be managed as Not all employees would welcome this though. A recent there’s very little hope of avoiding them entirely. survey of 1,000 employees conducted by Peninsula, the

Talking politics at work T

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Post & Packing Ltd

TM

Run your own company, be your own boss. Join this expanding and growing business at the beginning! Post & Packing is a retail business/franchise opportunity Post & Packing is your very own walk-in mail room for retail and business customers alike. As an independent postal retailer, we make sure the goods and communications are dispatched and delivered on time, intact and without any fuss or bother. It is the only high street chain that offers consumers and local companies a truly comprehensive range of business, delivery, postal, shipping, mailing address, order fulfilment, print and copy services.

Make up to £260,000 in your first year With only a £25,000 investment to open a Post & Packing operation, you can run your own business. Most Banks will lend up to 70%. When you become a Post & Packing Partner, you are part of a growing team, with full training, support and a proven business model that provides a complete turnkey operation. The start-up costs include the franchise fee, all your training, help with site selection, support for you and your team, plus our sales and marketing team to assist you in the launch of your site. We will work closely with you to put together a business plan to suit your financial position and needs.

Come and see us at 11:00 am in the ‘Franchise Opportunities One Seminar Hall’ or visit us at stand 406

Call now on 0845 498 9622 for further information or e-mail us on franchise@postandpackinguk.com postandpackinguk.com Untitled-6 1

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Nigel Toplis managing director The Bardon Group

of commitment? Or will they resent the fact that you may be spending less time with them? It’s also important to think about whether you’d be prepared to relocate. There may not be an available territory with the franchise of your choice on your doorstep. Would you, your spouse and your children be prepared to move home, potentially leaving behind their own jobs, schools and friends, for the sake of your new business?

Are you suited for life as a franchisee? It’s important to inspect yourself, not just the business, before you take on a franchise

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ost would-be franchisees put a lot of effort into researching different franchise models and opportunities. However, it’s also important to conduct a thorough selfassessment. Have you really got the makings of a good franchisee? If you haven’t, even the best franchise system won’t work for you. Temperament To my mind one of the hallmarks of a successful franchisee is getup-and-go. Running a thriving business takes long hours, total focus and a high level of drive – so energy and enthusiasm are critical. Personal characteristics can also have a bearing on your suitability to launch and run a successful franchise. If you’re introverted by

nature, ask yourself whether you’ll be able to manage this effectively in order to network, seek out new business opportunities and handle future employees. People with a quiet confidence often make the best franchisees, whereas those with a tendency for arrogance or over-confidence can be tempted to fight the system, usually to their own detriment. Family support Having the right personal characteristics will get you off to a good start but you also need to be sure that your family will be supportive. How will they respond to the redirection of your energy, drive and focus? Will they understand that a new franchise requires hard work and a high level

Financial stability Having the temperament and family support for life as a franchisee is important. But none of this is relevant unless you can raise the finance to fund a franchise. Don’t take the plunge unless you have some financial wiggle room – rest assured you will need it. The good news is that all major banks employ franchising teams that can advise you about funding. For a solid, reliable franchise brand you can expect funding for 70% of the total investment required. Before going to the bank, however, you need to calculate your available own funds (AOF) to ensure you can afford the 30% balance and have some working capital for the first few months' trading. Moreover, part of your AOF needs to be in cash: liquidity enables you to move more quickly and allows you to fund higher-priced franchises. When assessing a franchise opportunity, it's not only the business that warrants close inspection but also yourself and your personal situation. Ask yourself if you have the attitude and aptitude to make it work, the financial stability to weather those early months of trading and the full support of your family, who will inevitably feel the impact of the franchise whether they’re directly involved or not. march 2017 | elitefranchise

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THE WORLD FAMOUS COYOTE UGLY SALOON FOCUSES ON INTERNATIONAL FRANCHISE EXPANSION. Untitled-9 1

03/03/2017 19:34


CALL: 011 720 442 7777 E-MAIL: JUSTIN@COYOTEUGLYFRANCHISE.COM VISIT: WWW.COYOTEUGLYFRANCHISE.com COYO001 DPS.indd 2

03/03/2017 19:39


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

zerodrytimefranchise.com

Mark & Viv - (Ex Book keeper & Ex Shop assistant) - Cornwall

ZERO001 06/02/2017 14:50


Tony Bowman managing director etyres

Cultivating the grassroots to reap franchising success Franchisees are operating at the coalface, so working with them can be the best way to improve a franchise

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rguably, one of the most valuable USPs of all franchises is that they are a locally owned businesses run by people who care about their customers. Naturally, this means that they're constantly striving to provide the best service. This is why franchisees play a valuable role in influencing the way forward: they have a huge vested interest in making sure their customers receive a service that’s second to none. I was reminded of this recently by two franchisees that are celebrating 20 years with etyres. Working as a partnership, Jon Coleman and Keith Deery have built a strong business together. Bouncing ideas off each other, running a tight ship and sharing the ups and downs, they've set a shining example to our nationwide network.

Reflecting on how we've evolved over the past two decades, Coleman told us: “What we like about etyres is the fact that although it's grown, we still feel we can work with head office to influence the way forward. I always say franchisees who have nothing to say must be millionaires, otherwise why aren’t they doing something to make things better? There's always room for improvement and we must work together because we share a common goal.” This is precisely why franchising works so well: as an owner you're in business for yourself but not by yourself. By sharing our experiences in all areas, from best practice to tapping into new revenue sources, we can all benefit. Of course, the role of the head office is key to the success of a franchise, from the way it trains and supports franchisees to the investment it ploughs into new systems and initiatives. However, franchisors would be mad not to embrace fresh ideas when presented with them. Not only does this keep the business thriving and evolving but it creates an environment where franchisees feel they're an integral part of the business. Franchisees are perfectly placed to pick up on emerging trends or shifting expectations. In our industry, like many others, more emphasis is being placed on rapid responses and an ability to offer a sameday service. In other sectors, it's factors like convenience, accessibility, price or value. The sooner you spot a shift in consumer demand, the faster you can react to stay ahead of the curve and at the top of your game. A good franchisor-franchisee relationship is not just about toeing the head office line; it's about sharing the same ethos and pooling all your resources to achieve and maintain success. If you can continually improve your business at the grassroots level, it will keep growing stronger and help you to build a more resilient future. MARCH 2017 | elitefranchise

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ADVERTISING FEATURE

A customer-centric cleaning franchise Having been in business since 1983, Techclean has plenty of experience in supporting franchisees and helping them find customers

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echclean, the franchise that offers specialist cleaning solutions, has a diverse range of customers, including FTSE 100 companies, the government, local businesses, charities, schools and medical establishments. The franchise cleans equipment such as PCs, laptops, printers, photocopiers, fax machines, scanners, phones, EPOS and ATMs. It also provides a host of computer room, data room and communications room cleaning services, using a tried and tested approach – not to mention products that are unique to the franchise – for carrying out this specialised cleaning. The company is ISO 9001 and safe-contractor accredited – an internationally recognised quality system which provide customers with immediate credibility. Customers are placed at the heart of the business and franchisees take pride in offering specialist advice and practical solutions to their customers.

“Techclean is a customer-centric company that offers a broad range of specialist services to a wide range of customers,” says Nigel Toplis, managing director of the franchise. “We need franchisees with the ambition, communication skills, drive and energy to maximise the business opportunity in their own territory.” And given the fact that the partnership between a franchisee and their franchisor is critical to the long-term success of a business, Techclean recognises that this relationship is like a marriage in the sense that budding franchisees must trust the franchisor. Franchisees also receive all the support they need to make their business a success. The Techclean team has extensive knowledge of franchising and are well-versed in sales, marketing, procurement, finance and business planning. What’s more, franchisees will be able to tap into the marketing expertise of The Bardon Group, a multibrand franchisor that has years of

We need franchisees with the ambition, communication skills, drive and energy to maximise the business opportunity in their own territory Nigel Toplis, managing director of Techclean

experience in creating marketing tools, programmes and collateral that are effective and practical for franchisees to follow. All new franchisees will benefit from centralised direct marketing support, which is at the heart of the franchise’s approach. For example, lead-generating emails are sent to the person with the money, authority and need for Techclean’s services. This is followed up by phone calls through a specialist agency to secure appointments for the franchisee to attend. Beyond email, Techclean’s marketing support includes a range of proven activities and franchisees are given a comprehensive range of brochures, leaflets and other marketing collateral to help them start drumming up business in their area. If you’d like to learn more, contact Emma Downes: t: 01530 513300 e: edownes@techclean.co.uk Total cost: £19,500 + VAT

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Techclean are proud to provide a comprehensive range of specialist system cleaning solutions to a diverse range of customers from FTSE 100’s to government to local businesses, charities, schools and even medical establishments amongst others. Who does Techclean need? + ‘People people’ + Disciplined and well organised + Prepared to put in the hard work to build a business + Able and willing to follow a business system + Good communicators and enjoy building relationships with customers

Support includes: As your franchisor, we believe in supporting you fully in your marketing efforts, The Bardon Group have years of experience creating excellent marketing tools, programmes and collateral, that are effective and practical for franchise owners to follow – alongside the other demands of the business. This activity is backed up by regular email marketing, a comprehensive range brochure, product leaflets and other relevant collateral.

DETAILS: Investment level: £19,500 +VAT Business type: Specialist system hygiene Franchise contact: Emma Downes Techclean Unit 2, Cartwright Court, Cartwright Way, Forest Business Park, Bardon, Coalville, Leicestershire, LE67 1UE Tel: 01530 513300 Email: edownes@thebardongroup.co.uk Web: www.techclean.co.uk

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Handle with care Having cared for the elderly his entire life, it’s no mystery how Glenn Pickersgill has quickly turned Heritage Healthcare into a successful business with 14 franchisees BY ERIC JOHANSSON

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fter working for three decades in the care sector and selling his business, you’d be forgiven for thinking that Glenn Pickersgill might be ready to call it a day and ride off into the sunset of early retirement. However, once the deal was struck he found himself at a loss for what to do next. “I just got so bored,” he says. “I really missed working with people and helping them with their problems.” He briefly contemplated getting back into running care homes but having talked it over with his wife, he opted to go down a slightly different route. Instead of setting up another care-home business, he decided to launch Heritage Healthcare, the domiciliary care franchise that nurses clients in their own homes. But his desire to go back into the care industry shouldn’t be much of a surprise once you’ve accounted for the fact that professionally caring for people runs deep in his veins: his grandmother ran a care home in the 1950s that his parents took over in the 1970s. “I essentially grew up in a care home,” he says. “I don’t know how to do anything else.” Looking back on it, Pickersgill wouldn’t have had it any other way. “I used to play cards every night with old ladies and gentlemen and learn about all of their problems,” he says. “They taught me more about the world than anyone else did.” Not only did the experience inspire him to buy his own care home in 1978 but Pickersgill also ended up taking over his parents’ business when they retired. But when he sold this group of care homes in 2006 and invested the capital in founding Heritage Healthcare, he didn’t initially intend to franchise the business. “The thought hadn’t even crossed my mind,” he says. It was only one year later that he seriously

began to entertain the idea. “What happened was that I helped my son buy and run a Signs Express franchise,” explains Pickersgill. Seeing how well the signage business worked inspired him to combine his knowledge of the care industry with his new experience of working as a franchisee and transform Heritage Healthcare into a franchise. “I just knew it would work,” he says. Despite this confidence, when Pickersgill enlisted the help of the Franchise Company, the franchising consultancy firm, to help him transform Heritage Healthcare into Britain’s latest care franchise he realised the enormity of the challenge facing him. “That quickly made me realise that I didn’t understand franchising at all,” he says. Pickersgill was shocked at the attention that needed to be paid to even the smallest of procedures when setting up a franchise. “We had to break down every single day in detail so that we’d eventually be able to train

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our franchisees to deliver the care in exactly the same way we would,” he says. Eager to prove Heritage Healthcare’s commitment to professionalism, the co-founder also ensured that the company became a member of the bfa. “We wanted people to see that we aren’t just here to make money,” says Pickersgill. “We’re here for the long run.” In order to reassure potential franchisees about the company’s commitment, it also had one of its directors train to become a qualified franchise professional with the bfa. “This meant that franchisees could count on us to be competent, ethical and to do the job properly,” he continues. But despite the hard work, recruiting the company’s first franchisees proved more of a challenge than expected. “It was really difficult,” says Pickersgill. The problem wasn’t that the company lacked credentials or didn’t offer

a compelling franchise package. Instead the recruitment process kept grinding to a halt when people asked to speak with a franchisee. “Obviously we had to say no because we didn’t have any franchisees,” he says. You have to While this inability to provide the inside scoop unfortunately deterred remember many a candidate, rather than giving that we don’t up, the team kept relentlessly hitting franchise shows and in August 2014 work with they eventually signed up their first nuts and franchisee. And this opened the door bolts. We work for many more to follow. “Once we a few franchisees, recruitment with people had became much easier,” says Pickersgill. “Now we could actually give people franchisees’ phone numbers and emails so that they could hear the honest truth: that we’re good at some things and not so good at others.” Being MARCH 2017 | elitefranchise

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Heritage Healthcare

We aren’t just here to make money: we’re here for the long run able to ask people with first-hand experience of the network about the things Heritage Healthcare provided – whether that was initial training or ongoing support around recruitment, marketing and finance – helped convince others to take the leap and buy a franchise. But even if Heritage Healthcare may have struggled in the beginning to recruit franchisees, Pickersgill has always been extremely particular about the kind of people who are welcomed into the network. “We don’t want people who just want to make money,” he says. “You have to remember that we don’t work with nuts and bolts: we work with people.” That’s why the franchisor is not just looking for previous managerial or care experience but is also searching for candidates with the right mindset. “And they must have a positive attitude,” he says. “They can’t just sit back and relax: they have to be constantly looking to develop and improve.” Provided budding franchisees have a positive outlook on life and on their profession, Pickersgill is confident that his team can teach candidates the other skills they need. This recruitment strategy and the attention to detail that Pickersgill put into setting up the model has certainly produced terrific results. Just two years after sourcing its first

franchisee, Heritage Healthcare now has 14 operating in England and Wales. “We’re getting so big now that people have started to hear about us through word of mouth and not just from exhibitions,” he says. And the franchise’s considerable growth and high levels of professionalism haven’t gone unnoticed: Heritage Healthcare has been nominated for the prestigious Emerging Franchisor of the Year Award two years running at the bfa HSBC Franchisor of the Year awards. But despite having already become something of a household name and garnered plenty of acknowledgment from the industry, Pickersgill has no intention of taking his foot off the accelerator any time soon. “We are going to keep developing our network,” he concludes. “We’re just getting started.”

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ADVERTISING FEATURE

Inspire the next generation of artists Teaching art to children is an incredibly rewarding and important job

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or many children, art class is an opportunity to explore and develop their creativity. Sadly, many aren’t given the chance and the arts are being slowly squeezed out of the curriculum. Meanwhile, research from educational charity the Sutton Trust found that 76% of parents are paying for their children to attend arts-related activities outside of school hours, which suggests there’s huge demand that schools aren’t catering for sufficiently. At art-K, the art class franchise, children learn a wide range of techniques across a variety of mediums in a creative environment where they Stacey Colledge, art-K Ewell feel safe to experiment. As part of a structured programme, sessions take place after school and at the weekend for children aged 6-16 years old, with many staying for an average of four years. art-K also provides projects for holiday workshops, adult sessions and parties. Modern artists like Jackie Morris and Relton Marine support art-K because they love the work that the children produce and they recognise the need to nurture young artists.

And having been in business for 16 years, the company has recently franchised its model, signing up six franchisees in just six months. One of those franchisees is Stacey Colledge, who runs classes in Ewell. “Having always loved art, I’m incredibly excited about being able to share my passion with the next generation of artists,” she says. “The art-K management team helped enormously with the setting up process, from negotiating my lease to creating a clear marketing strategy. They’ve been with me every step of the way.” With up to 60 students signing up to her first few classes, Colledge has been seeing demand grow with each week. In addition to the financial security it’s provided, buying an art class franchise has also enabled her to make a living out of her passion. “I’m doing something I love whilst running a business that makes me money – something many art graduates struggle with.” For Sally Temple-Lake, the art-K Tadworth franchisee, joining the network has given her some much-treasured work-life balance. “Being part of the art-K team has given me a support system to help me run my own business and I have enough flexibility to spend precious time with my children,” she says.

I’m doing something I love whilst running a business that makes me money

Joining the art-K family art-K is looking for like-minded people who have a passion for art and working with children. The business offers financial stability through a recurring revenue business model, so franchisees can focus more on the art. If you’d like to find out more, call Emily Harper on 0790 262 5364. MARCH 2017 | elitefranchise

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Step up and save when you move your business into a Basepoint Centre Getting a new business off the ground or expanding a growing one can be a costly process. That’s why at Basepoint Centres we add extra value such as inclusive broadband* and free calls* with our workspace. In addition, we also have some special offers if you move your business into one of our Centres before 31st March 2017, with added bonuses for those who wish to stay a minimum of 6 and 12 months*. *T&C’s apply. Contact your nearest Centre for full details.

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BASE001

03/03/2017 15:04


Gym franchises

Making

gains

Gym franchises have certainly been flexing their muscles of late but property prices and Brexit could present them with some serious new challenges BY ERIC JOHANSSON

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Gym franchises

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he British gym sector is going from strength to strength. For instance, last year saw a record nine million Brits own a gym membership, according to the 2016 State of the UK Fitness Industry Report. And it's just not the general public whose figures are improving: the fitness industry was valued at £4.4bn last year. Considering this, it’s hardly surprising that the bfa has predicted that the gym sector will be one of the fastest-growing franchising industries in 2017. And these gains have been decades in the making. “High-end fitness clubs first emerged in the 1980s,” says Jan Spaticchia, CEO and co-founder of the énergie group, the fitness franchise. “But the sector really did itself some damage back then because it was quite elitist and expensive.” While these clubs certainly helped popularise pumping iron among some segments of society – helped in no small part by high-profile fitness fanatics like Arnold Schwarzenegger – they didn’t result in mass-adoption. It would take the introduction of Britain’s first budget gyms in the noughties for things to really kick off. “That changed the entire game,” says Spaticchia. “It really helped democratise the sector by offering fitness to those who would ordinarily not be able to afford it.” With customers not having to sacrifice an arm and a leg to lose weight, more people began to hit the gym. A second crucial factor that has enabled the industry to reach new heights is the fact that 24-7 gyms are often located close to where people live and work. As in property, the key to success in the fitness sector can be spelled out in three words: location, location, location. “People are much more likely to go if they only have to travel for ten minutes rather than 20,” says James Garner, business and franchise development manager at

Jetts Fitness UK, the fitness franchise. But there’s also an argument to be made that the way the gym sector has bulked up over the past few years is another reason why it's increasingly drawing attention. “The steady and sustained growth in the sector has obviously proved attractive to new market entrants,” says Steve Ward, executive director of ukactive, the nonprofit organisation devoted to promoting active lifestyles. This has helped entice new professionals who would otherwise not have dared or even considered entering the market, which has boosted the size of the sector even further. However, this rapid growth doesn’t explain why fitness is so well suited to franchising. Part of the answer is that franchising often provides a better service. “Traditionally, the fitness industry wasn’t about the customer,” says Spaticchia. “Because many businesses relied on disenchanted management teams, they simply didn’t offer high levels of service.” Fortunately, franchising has remedied the problem by incentivising people. “A franchisee that has put their own hard-earned money – and sometimes even their own house – at risk simply cares more,” says Spaticchia. “And if you can have a franchisee working at their own site and caring about their own members, well that makes all the difference in the world.” Another reason why fitness and franchising go hand-in-hand is that the simplicity of the model means it's easy to replicate, allowing budding franchisees to hit the ground running. “People are really attracted to how uncomplicated it is,” says Garner. For instance, while business owners in the food and beverage industry have to worry about things like the cost of goods and their supply chain, gym franchisees basically only have to be concerned with paying their fixed costs and servicing members. “With fewer and more simple mechanics, there’s also a lower risk of making errors,” says Garner. Given that the fitness industry offers this simplicity, it’s clear why people are jumping on the opportunity to invest in the model.

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gym franchises

A franchisee that has put their own hardearned money – and sometimes even their own house – at risk simply cares more Jan Spaticchia, énergie group

But just because it’s easier to run a fitness franchise, it doesn’t mean that there aren’t still hurdles to overcome. “The biggest challenge for the sector right now is property prices,” says Garner. “Your growth is always going to be hampered by your ability to find suitable locations.” This is particularly severe in the nation’s capital, where property prices are famously high. For instance, the Swiss bank UBS recently named London the second most over-valued property market in the world, second only to Vancouver. But Spaticchia is not that worried. “True, there’s a real land grab going on in London,” he says. “But while you have to go that extra mile to find the right properties there, you can still find really good deals outside of the capital.” Rising property prices aren’t the only factor that might affect the industry’s future: perhaps a bigger worry is how the sector will weather the fallout from the UK’s looming divorce from the EU. “I’m not going to be naive: Brexit is going to have an effect,” says Spaticchia. Britain’s departure from the union may affect currencies, trade and gym franchisors’ ability to source staff. But the thing the énergie group CEO is worried about the most is how EU citizens working in the UK fitness sector will be treated after the break up. “We have to be certain that they'll be treated humanely,” Spaticchia explains. “That being said, I don’t think the effect will be as bad as the propaganda would have you think.” But even if fitness franchises find themselves flourishing in post-Brexit Britain, they’re still

going to face the challenge of ensuring that they attract new clients. “The fitness industry has been guilty of trading with the same customer base without growing the market for a long time,” says Spaticchia. “Most gyms are frequented by fit people.” In order to ensure that they encourage older folks, individuals who are anxious about their body shapes and other groups less likely to hit the gym, many franchises are currently expanding their services. “The way to do that is to offer services that our members want, not ones we think they should like,” says Spaticchia. But while overcoming these challenges can at times seem like an almost Herculean feat, the sector’s franchisors don’t seem particularly worried about the years to come. “The fact that many large franchises have become successful here just shows what a fertile ground we have,” concludes Spaticchia. “I’ve very confident that we've got an extremely bright future ahead of us.”

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To arrange a demo, email us at sales@franchiseinfinity.com Visit www.franchiseinfinity.com for more information. PERFORMANCE | COMMUNICATION | COMPLIANCE | LEARNING MANAGEMENT Untitled-8 1

FRAN007

03/03/2017 18:42


The Best a Van can get. Windscreen Stone-Chip Repair Excellent earnings potential Income from day one Tesco Concessions in-place Start-Up Funding Available (subject to conditions)

Franchises available now!

Call now: 0800 028 8987 Or email us at : info@optic-kleer.co.uk Optic Kleer dps.indd 1

03/03/2017 18:16


ADVERTISING FEATURE

Hi, I’m Laurence. “Setting up my own business was straightforward. I found it very easy with the support and backing of Optic-Kleer.” Laurence Lagden, Optic-Kleer

On my first day I couldn’t believe how much income I had made with the amount of windscreens I repaired. I have been a franchisee with Optic-Kleer since 2015 and operate my franchise in and around the areas of Swindon, Newbury, Marlborough and Oxford. Previously, I worked for many years as a parts manager for a well-known German car manufacturer. At the training Optic-Kleer show you how to repair a windscreen. It is fairly straightforward. Every chip is different. You have to think about every chip and what the outcome of it may end up being. You need to be fairly disciplined. You need to get up in the morning even when it’s cold, wet and horrible. You need to get yourself up, jump in your van, get to your site, set all your stuff up and be there with a friendly face.

For more information visit: www.optic-kleer.co.uk Optic Kleer dps.indd 2

OPTI003 03/03/2017 18:17


A family affair

How the Burton family has helped an all-American brand find its feet on UK shores BY MARIA BARR

B

eing in the eye of a bitter recession might not strike most people as the ideal time to buy a master franchise but economic woes didn’t put off Robert Burton and his son Max. Having flexed his franchising muscles as master franchisee for Thrifty Car Rental for 16 years, Robert was on the lookout for his next opportunity. And even though neither he nor his son had a background in food, there was something about Auntie Anne’s, the quick-service chain selling sweet and savoury pretzels, that captured their imagination. “We just fell in love with the taste – it was like nothing we’d tried before,” recalls Max Burton. Having begun life as a snack sold by Anne Beiler at a farmers’ market in Pennsylvania in the 1980s, Auntie Anne’s origin story epitomises the classic American dream. That humble market stall soon grew into a thriving business and, eventually, became a global franchise. But while the Burtons were impressed with its potential, the uncertain economic climate meant that scoping out the market and doing their due diligence was vital. “After doing our research, we were fairly confident that while retail in general might suffer during the recession, food would be as buoyant as ever,” says Burton. “After all, everyone needs to eat and everyone likes a treat.” Satisfied the opportunity was a sound one, Robert secured the master franchise rights for the UK and Ireland, bringing his son on as director of properties and franchisees.

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At that point, there were already four Auntie Anne’s locations in the UK, which were managed by a national team and owned centrally in the US. But the concept hadn’t really taken off yet: Auntie Anne’s wasn’t a well-known brand in the UK and Brits didn’t have much of a pretzel-eating culture at the time. “There was a bit of what we call pretzel prejudice going on: people associated them with those hard, crunchy things you’re handed on aeroplanes,” says Burton. “We needed to introduce the British consumer to our kind.” To get the word out about this foreign concept of eating soft, freshly baked pretzels, the franchise let the product do the talking by ensuring as many people as possible could taste it for themselves. “You can spend your money on flashy TV ads or splash your brand all over the side of a bus but sampling is what helped bring in footfall for us early on,” says Burton. But while taste tests were all well and good, the Burtons had to ask some tough questions and get to the bottom of why, after five years of being in the UK, Auntie Anne’s hadn’t been able to take on more than one franchisee. “We could see that the American head-office team had struggled when it came to keeping costs down and developing a local supply chain – all the ingredients came from the US,” Burton says. “They just never grasped the opportunity.” So for the past ten years, the British master franchisees have slowly but surely been dismantling the complex supply chain, reducing costs and switching to UK suppliers. And today everything but one variety of sugar comes from Britain. “Developing a local supply chain’s been our biggest challenge,” says Burton. “It’s only really been in the last six years that we’ve had the

economies of scale needed to make the changes we wanted and simplify everything.” With these changes under way, Auntie Anne’s was growing steadily and bringing on new franchisees at an average rate of about two to four a year. Then, in 2014, Robert Burton realised the time had come for him to take a step back and hand the reins over to his son. Over the course of the following year, there was a gradual change of leadership as Max became the company’s managing director. “Taking over from my father was a bit stressful – especially since I’d just had a baby – but the actual transition itself was relatively straightforward,” Burton recalls. “We’d agreed on most things and I’d been involved in the direction of the company from the get-go so, to a large extent, it was business as usual.” One of the first projects Burton saw through as managing director was the development of a new points-based app that allows people to clock up points digitally and redeem them in-store. “The beauty of the app is that it’s useful for our customers while helping us capture really good data about people’s purchasing habits,” Burton explains. “For example, we learned that there’s no point doing a ‘buy two get one free’ deal if our customers don’t really want three pretzels in the first place.” Since the app’s launch, Auntie Anne’s has built up a more sophisticated customer profile and is serving up tailored offers based on what people want, enabling it to win repeat business. “Customer loyalty is key and that’s what so many food businesses are chasing,” says Burton. The app was just one part of the franchise’s attempt to ramp up its marketing initiatives as the network grew. “Because we had such a small

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team at the start, we never had a marketing roadmap for how we’d develop the brand, which meant that every store had its own local plan,” says Burton. “But that’s changed.” He’s clearly making up for lost time: on top of the app-development project, Burton’s brought a marketing manager on board and the franchise is investing heavily in existing social-media platforms like Twitter and Facebook while exploring the possibility of creating a community on Snapchat and Instagram. “Investing in social media makes sense from a revenue-generating perspective but it also builds our brand profile and helps our customers get to know our personality, which is so important.” And as Auntie Anne’s visibility in the UK increases, Burton is conscious about striking the balance between localising the brand and respecting its all-American roots. “While we don’t wave an American flag over our stores, we don’t shy away from the fact that the brand hails from the US either,” he says. So when head office developed a new product featuring chocolate-chip-studded cream cheese – which has proved popular in America – Burton deemed it unsuitable for more conservative British tastes. But at the same time, the franchise is more than happy to include American lingo in its marketing collateral. “US franchises like McDonald’s and Subway have gone down well here when introduced properly, so we by no means Anglicise our content for the UK.” All this has helped Auntie Anne’s grow its network from just one franchisee to 31. And Burton’s not stopping there. “I want to have 40 franchisees signed up by the end of the year,” he says. “The goal is to see an Auntie Anne’s franchise in 120 locations across the country, whether they be shopping centres, train stations, airports or high streets.” And now that it’s fully embraced marketing and technology, these ambitious plans don’t seem at all out of reach.

While we don’t wave an American flag over our stores, we don’t shy away from the fact that the brand hails from the US either

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ALERT: FITNESS FRANCHISE

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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.

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Email Franchise@cpa.co.uk or call Peter Uwins on 020 8846 0000 CEUK001

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RADF001

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 £4,000 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 you’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 or 07902 625364 for more information.

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ADVERTISING FEATURE

Your exciting new future New franchisees need the support of a franchisor that matches their ambition, that continues to progress and to push the boundaries of what’s expected. HomeXperts promises to do all that and more

B

ecoming a franchisee gives you the chance to become your own boss, enjoy an improved work-life balance, reaping the financial rewards for your efforts and to build a business empire of your own. But to be successful you need help from a franchisor that matches your ambition. Fortunately, HomeXperts could prove to be just the partner you need to realise your dreams. This renowned property franchise and two-time winners of The Sunday Times Best Estate Agency Franchise prides itself on the support it offers and delivers to it franchisees. When launching your enterprise in your own exclusive postcode area, it’s important that

you make the right impression from the get-go. That’s why HomeXperts gives all new franchisees help with their marketing. This support includes assistance with their personalised launch campaign, flyers and brochures. And the fact that the franchisor will help with the launch party certainly doesn’t hurt either. Additionally, every franchisee recieves the appropriate stationary and signage material they need to make a professional impression. This includes business cards, property boards and card graphics. HomeXperts will also help you set up your own personal page on the national website, help you to search-engine optimise your business and ensure you have all the technological support you may need. And the support doesn’t end with the launch: help is always just a phone call away. All franchisees have access to a dedicated support system which removes a lot of the backoffice work, allowing them to concentrate on establishing a winning business. For instance, new franchisees can forget about having to worry about complex accounts work because HomeXperts’ central support team collect 95% of the rent in-house with a proven rent-chase programme. The team also assists with landlord invoicing and registering sales. The central support team’s call centre will also take enquiries when you can’t. Additionally, HomeXperts’ legislation manager will ensure that you’re always keeping up with the latest rules and regulations. HomeXperts has allowed franchisees from various different backgrounds to take control of their future by becoming their own bosses, liberating them from the requirements of others. This has proved particularly effective for parents. “It really works for your family” says Emma Fielding, franchisee for Radcliffee and Farnworth at HomeXperts and single mum. “It enables you to fit in important events around working days, which allows me to attend things like school plays and parents evenings.” And this work-life balance doesn’t come at the price of a loss in income. Not only do HomeXperts’ franchisees have a more flexible schedule, they are also recognised for their efforts within the network. The ones who earn over £10,000 per month get the chance to join the franchise’s High-Flyers Club and the ones cashing in over £25,000 per month get to join the prestigious Altitude Club. Fielding also praises the rigorous training she received as

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ADVERTISING FEATURE

a part of becoming a franchisee. “The training is non-stop from the day you start,” Fielding says. “From pre-training exercises to the ongoing training, well, there’s a lot of support throughout the business. From top to bottom, everybody’s there to help.” But she’s not the only one praising the support of HomeXperts. Chris Tunnicliffe, franchisee for Northwich at HomeXperts, accredits the training as a major factor behind his success. “It made me realise just how good HomeXperts are” says Tunnicliffe. “I came out of the two-week academy feeling equipped to provide a quality service to all my clients. From there, the trainers were always available on the phone. In addition to this, the call centre is always there when I can’t be and the accounts team will not only provide support for me but also the landlords I manage properties for.” Upon establishing yourself within your area, HomeXperts will offer you

HomeXperts has given me more than just a business, it’s given me an exciting new future

the chance to expand your franchise territory and to really build your estate and lettings empire. This is an opportunity Tunnicliffe hasn’t let go to waste. “It’s fair to say that my business has gone from strength to strength since I joined,” he says. “I now have an additional three franchise areas and I employ two people. HomeXperts has given me more than just a business, it’s given me an exciting new future.” For any budding franchisees out there contemplating joining the network, Tunnicliffe has one important advice: see everyone is a potential client. He explains that ‘although someone may not need you now, they may do in the future’. This proactive attitude has driven him to great success under the HomeXperts brand. So if you’re still considering turning your hand to franchising, want to become your own boss, direct an agency, want to work from home, plan your own schedule, be able to earn over £25,000 in a calendar month and build your own estate and lettings empire, then HomeXperts may be the franchisor that you’ve been looking for.

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PLANNING FOR AN UNCERTAIN FUTURE 54 elitefranchise | MARCH 2017

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Financial planning

With macro events like Brexit and the election of donald Trump potentially causing instability, how can franchisees plan their finances and buffer themselves against future shocks? BY David Bradbery, franchisee, Transworld Business Advisors kingston

There certainly seems to be more

uncertainty than usual in the world right now. In the UK, the long-term implications of Brexit are unclear when it comes to trade with the EU but it’s already having an impact on the economy and our exchange rate with the continent. Across the pond, Donald Trump’s election could change the competitive position of American businesses and a potential interest rates rise could trigger follow-on rises elsewhere in the world, including the UK. But whatever happens on the political stage, franchisees need to know that they can continue to operate, find customers and sell their products and services as usual. And to do this they need to have a strong financial plan in place so they can adapt to environmental changes and seize opportunities as they present themselves. When faced with this type of external uncertainty, having a sound financial plan containing some form of scenario analysis can help franchisees understand the impact of potential events. This doesn’t need to be highly detailed or precise: even basic calculations will provide useful insights. For example, if inflation rises and people in the UK start spending less, domestic sales could take a nosedive. And if the the pound weakens against the Euro in the next 12 months, the most immediate effects may be relatively easy to predict. If you import raw materials from the continent, your franchisor’s costs will be higher and they may well pass these on to you. The questions you need to ask yourself are: can your business adjust to these changes and how would an increase in costs affect your profit margin or pricing strategy? Understanding the effects of interest rate changes is also important when it comes to the cost of borrowing in the future. Most people will agree that the greatest risk in the current economic environment is around interest rates rising. The impact of this on floating rate loans or overdrafts should be understood as these will immediately reflect any increase. However, don’t completely ignore fixed-rate debt

and loans, thinking they’re insensitive to interest rate changes. If they need to be refinanced or you need to extend the term, the rate may switch to whatever the current market rate is, which could be a step-up. Understanding the maximum interest rate increase your business can sustain helps you understand the point at which you might need to lock in your cost of borrowing by changing to a fixed rate. Cash is king

In developing a financial plan, franchisees also need to make sure there’s enough liquidity in the business because even profitable companies can run into trouble if they run out of cash. The cashflow forecast is one of the most important parts of a financial plan: it ensures franchisees can cover their expenses or even fund a growth spurt by hiring more staff or buying additional stock. And as well as covering their regular expenses and paying employees, franchisees need to remember to set aside enough cash to pay themselves too. They need to achieve a reasonable return on their investment and receive enough cash from the business to meet their living requirements, after all. The trouble is that many franchisees underestimate just how much cash they’ll need and assume that their debtors will always pay on time. This is particularly apparent when a franchise is growing but there’s a large time lag between debtors and creditors, which can squeeze working capital to the limit. In extreme cases, this can be fatal to a business if creditors demand payment but its debtors are being slow to pay. So while franchisees should always chase debtors to pay promptly, they should also factor in the possibility that they will be paid late into any cashflow predictions they make. Preventing cash from drying up takes some forward planning: if you expect sales to be sluggish, you might need to line up another source of cash. Funds may come from various sources, including your personal savings, MARCH 2017 | elitefranchise

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Financial planning

overdrafts, loans, alternative finance and other investors, such as family and friends. Exactly where the funds will come from should be thought about in advance. You don’t want to be scrambling around for finance at the last minute. And, on the flip side, you don’t want to have too much cash in your business without plans for how it will be used. It may seem like a trivial problem to have but a cash surplus sitting in a low-interest bank account is effectively a wasted resource that could have been put to better use. When forecasting your cashflow, it often helps to bring in expert help to make sure you’ve done your sums correctly. If you’ve just taken on a franchise and aren’t sure what to expect, other franchisees can be an excellent source of insight as they’ll have gone through it all already, albeit in a different market. But it’s ultimately your franchisor who will be ideally placed to sense check the financial plan for a new franchise; they have, after all, seen it all before and so know the potential traps and pitfalls that await the franchisee. When to bring out your financial plan

When it comes to mapping out their finances, many franchisees also fail to plan far enough into the future. It’s perfectly understandable: in the early days, your focus is on the getting your business up and running. But this initial phase can pass surprisingly quickly, especially since in buying a franchise you’re starting a business that already has a successful model and an established reputation. It may not be long before you need to think about

You don’t want to be scrambling around for finance at the last minute

the next stage of your business and plan for growth by acquiring additional franchises or opening new outlets. Financial planning isn’t just something you do when you first buy your franchise either: it should be something you continually review at least once a year, if not more frequently. If at any time the business’s operations change or there’s a wider event that could affect your finances, your plans should be reviewed and updated too. But at the same time, if you’re having to edit your financial plan more than once a month, this suggests that your plans are overly detailed or too sensitive to small changes. You shouldn’t spend so much time updating your plan that it becomes a distraction from your main priority: generating sales and meeting your customers’ needs. Financial planning is crucial to the success of any franchise, especially in such uncertain economic times. While Pip Wilkins, chief executive of the bfa, is correct in saying that franchises are resilient, a sudden interest rate change, new export rules or more challenging recruitment circumstances can cause even the most successful franchises to go off-kilter. But to some extent, franchisees can factor in these variables and give themselves a little wiggle room.

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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.

enquires@clearbrew.co.uk 0800 7810 577 clearbrew.co.uk

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ADVERTISING FEATURE

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

O

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: edownes@thezipyard.co.uk Total Cost: £38,500 + VAT plus shop fit

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If your franchise is suffering from a personality deficit, you might want to consider honing your tone of voice

Setting the tone BY MARIA BARR

“D

id we give you satisfaction? We know the Rolling Stones couldn’t get any – but that’s probably because they weren’t shopping at Boden.” So reads the copy on the feedback section of the clothing company’s website. Of course it could have gone with the rather more bland “please tell us about your shopping experience”. But then that wouldn’t be very Boden-like. The retailer has created a tone of voice that’s entirely its own, which runs across everything from its privacy policy to its product descriptions. While non-verbal cues like your logo and colours can help communicate your franchise’s personality and brand attributes, tone of voice refers to the language you use to do this. Savvy franchises like Pink Spaghetti, the personalassistant service, understand that it’s not just about what you say but how you say it and how your words make people feel. “Our friendly, slightly informal tone reflects our personality,” says Vicky Matthews, the franchise’s cofounder. “We want to be approachable and come across as human beings, not a large, aloof and faceless organisation.”

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Tone of voice is just as important when addressing potential franchisees as it is with customers. If you want to attract people who fit in with your culture and values, adopting the language they use and getting your personality across is a good place to start. “It’s simple: if you don’t get your tone of voice right, you attract the wrong franchisees – and then you have a big problem,” says Sarah Carlile, founder of Coconut Creatives, the marketing company that specialises in franchise recruitment. “When brands tell us their network is a mess and they can’t get their franchisees to follow their guidelines, it’s usually because they’ve recruited the wrong kind of person.” So hitting the right note with your tone of voice shouldn’t be seen as just a fuzzy, nice-tohave footnote in your brand guidelines: there’s a very strong business case for making it a priority. One example of a brand that’s used tone of voice to fundamentally change the way it recruits new franchisees is Mac Tools, the tools franchise. The franchise hails from the US, where its practical, factual and slightly mechanical tone was going down well. But on British soil it became clear that

it wouldn’t have the same appeal unless it added some warmth to the way it spoke to people. “People in the UK want to be wooed: they want brands to do the dance with them and feel like they’re building a relationship with someone,” says Carlile. “When Mac Tools eased up on the hard sell and began using more emotionally charged language that spoke to people’s dreams and aspirations, it started to see a big shift in the number of franchise enquiries it was getting.” But identifying what your tone of voice should be in the first place might require you to put yourself in the shoes of your target audience and consider the kind of language they’d use. “You need to speak to the right audience in the right way,” says Carlile. “If you’re pitching to a broadsheet-reading audience but using Daily Mail language your message won’t resonate.” Coconut Creatives guides franchises through an exhaustive research stage that involves interviewing existing franchisees and learning everything from what paper they read to where they grew up. Once they’ve built a complex profile of their target audience, they can then use this to craft their tone of voice. “It’s a more scientific way of building a tone of voice than just taking a stab in the dark,” Carlile explains. MARCH 2017 | elitefranchise

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POINT OF SALE

But it’s not enough to have a theoretical idea of your brand’s voice: you also need to execute it consistently. It can be jarring to come across content from a franchise that suggests it’s had a total personality change. “While you might tweak your tone for different platforms slightly, franchises that have a consistent tone tend to win the most franchisees,” says Carlile. Consistency can be particularly challenging when a franchise’s content ecosystem includes multiple social-media platforms, localised websites for each region and potentially hundreds of email newsletters going out on a single day. Since franchisees are roving brand ambassadors, franchisors need to clearly outline the brand’s tone of voice so franchisees can bring it to life. One way of doing this is by training all new franchisees and holding periodic brush-up sessions. “When we bring on new franchisees, we work with them to unlearn any bad habits they’ve picked up – especially when they’ve come from corporate backgrounds and are prone to using a lot of jargon,” says Lynne Rawlinson, brand manager at Business Doctors, the business consultancy franchise. “Our tone is simple but never patronising and we help franchisees get the balance right.” This rigorous training at the start has helped the franchise ensure that plain English is used in all its communications. As a result, it manages to build trust with its audience by speaking in a human and straightforward way without a “touching base” or “let’s socialise this” in sight.

It can also help to develop a dedicated tone of voice bible, rather than adding a few lines on the subject in your brand guidelines. On top of guidance like the words people should and shouldn’t use, some brands find it helpful to pick a well-known personality who embodies their brand values and encourage writers to keep them in mind, imagining how they’d phrase something. In other words, you may want to start considering if you’re a George Clooney or a Danny Dyer. “It should be quite prescriptive: if there Sarah Carlile, Coconut Creatives are too many grey areas, franchisees may be tempted to use their judgement and do what they think is right, which might not result in much consistency at a national level,” says Carlile. But in a quest for consistency is there a danger that franchises might stamp out the very thing that makes them come across as authentic? “People aren’t really buying from head office: their primary relationship is with their local franchisee,” says Matthews. So while the franchisor has oversight on content like newsletters and social-media posts to make sure franchisees aren’t straying too far away from the Pink Spaghetti vocabulary, they’re still encouraged to infuse their content with a degree of individuality. “It’s so important that a franchisee’s personality comes across in the way they speak to people,” says Matthews. “That’s how you build relationships.”

It’s simple: if you don’t get your tone of voice right you attract the wrong franchisees

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ADVERTISING FEATURE

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

S

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.

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ADVERTISING FEATURE

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 MARCH 2017 | elitefranchise

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Wasting time at work

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Wasting time at work

Under pressure and underworking Why employees are clocking in but checking out – and costing franchisees in lost productivity BY MARIA BARR

I

n The Founder, the movie that tells the origin story of the McDonald’s franchise, the company’s food production system was described as a “symphony of efficiency” with “not a waste of motion”. Many other businesses, whether they’re operating a fast-food franchise, office or retail outlet, strive for similar levels of Fordfactory-style efficiency. But the reality is that as a country, Britain’s productivity is lagging behind other G7 nations like Germany and the US. And while there’s a host of reasons why this could be the case, there’s no denying that some of that productivity drain is coming from employees who are disengaged, unmotivated and, as a result, deliberately finding ways to put in less time or effort. So while overtime has been hitting the headlines recently – the Trades Union Congress has just revealed that Brits put in £33.6bn worth of unpaid overtime in 2016 – franchisees shouldn’t forget about all the under-time that goes on under their noses either. This issue was highlighted by David Mortensen and Chuck Runyon, co-founders of Anytime Fitness, the global gym franchise, when they took to the stage at an International Franchise Association event in Las Vegas. The franchisors told the audience that having employees who are present physically but not in spirit was the real villain for franchisees, something they first realised back in 2008 when the world was grappling with a bitter recession. “As the economy was changing we started to see less engagement among our employees, even though as a company we were still growing,”

says Mortensen. “You walk in the door and you get a sense that people are just punching in and out; there’s a lack of dynamism and energy.” But rather than just being a product of poor economic conditions, Anytime Fitness’s experience may well have been part of a wider shift in the nature of work and how people respond to conditions they’re not happy with. “In the age of factory work, one of the big problems you got was absenteeism where people just wouldn’t turn up if they didn’t like the work,” says Jamie Woodcock, an ethnographer in the Department of Management at the London School of Economics. “These days you’re seeing more presenteeism: people come in to work but they’re not really trying.” Faced with an underperforming team, many managers choose to come down harder and whip out tactics like spot checks, banning social media use or monitoring break times. But, according to Woodcock, this gung-ho, authoritarian approach could be doing more harm than good. The researcher has emerged from a sixmonth undercover operation where he immersed himself in the world of call centres, finding out how workers respond to stringent rules around the amount of time they spend on calls. “When managers worry that employees aren’t using every ounce of time they have to the max and start to furiously log everything, this can backfire,” he says. “People will always find ways to get round those systems, whether it’s making breaks last longer or drawing out tasks.” Woodcock’s research provides an alternative view: that instead of boosting productivity, workers are driven to game the system and claw back some sense of power when too many regulations are imposed on them. Unfortunately, thanks to technology and the levels of data that can be collected on workforces, it seems managers have never had more tools at their disposal to create a culture of constant surveillance. “From software to monitor people’s browsing habits to the recording of calls, the principles of surveillance are being applied more broadly across British workplaces,” notes Woodcock. “And for employees it’s often just the knowledge that they could be being watched in any given moment that’s enough to instil fear. But this ultimately creates a stressful, emotionally MARCH 2017 | elitefranchise

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Wasting time at work

Without humans, businesses don’t have anything David Mortensen, Anytime Fitness

draining experience for workers and is why so many reduce their output, whether intentionally or otherwise” So if cracking the whip and going into Big Brother mode doesn’t turn slacking workers into Stakhanovites, how can franchisees motivate their staff – especially if they’re doing fairly repetitive work, lack career progression prospects or don’t have a financial stake in the business? For Mortensen, the key to addressing the problem of Anytime Fitness’ disengaged employees was to start by treating them as individuals and creating a culture with a sense of purpose. “Whether they’re a senior manager or an employee on a low wage, you have to give them the same respect and treat them like a human,” he says. “Without humans, businesses don’t have anything. Humans are at the heart of our business so we make employees our number one stakeholder.” For example, Anytime Fitness invests 0.5% of revenue into franchiseeled employee wellbeing programmes to help staff develop themselves both inside and outside or work. It may also be time for managers to reconsider the metrics they’re using to assess their employees’ performance. After all, the number of hours people clock up doesn’t always show the quality of the outputs produced. In fact, OECD data has

shown that among some of the world’s richest countries, higher productivity often correlates with lower working hours. This is why at Anytime Fitness managers refer to the franchise’s Get Shit Done barometer, which focuses on results not time. Employees know that roughly 20-30% of their day should be spent on working towards certain company-wide goals. And rather than monitoring numbers from afar, managers involve their staff in assessing their own progress. “It’s not very meaningful to keep scores on people and measure every little thing: it’s far better to share responsibility with the employee and ask them if they’re winning or losing that day,” says Mortensen. As for the objectives themselves, Woodcock believes managers should replace some of their hard quantitative targets with more qualitative ones. “We need to talk about the quality of the work, rather than trying to find better ways to supervise and monitor people,” he says. “Why monitor breaks to the second? Why focus on people achieving a certain number of sales or interactions? If managers actually gave people more breaks or lowered their output targets, they might see productivity and customer satisfaction rates go up.” It might seem like a bold move for some but since most work is still done by humans rather than machines perhaps it’s time to move towards a more people-friendly management style.

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Sim Trava

A java journey BY ERIC JOHANSSON

Simon Vardy escaped the daily grind of nineto-five jobs by launching Costa Coffee franchise company Sim Trava

I

t’s not often you hear entrepreneurs credit serious illness as a major inspiration. However, Simon Vardy is no ordinary franchisee. After being diagnosed with cancer, Vardy had to have a major operation and forced himself to venture outside for a daily walk as a part of his recovery. “But it left me in so much pain that all I wanted to do was to just sit down and have a good cup of coffee,” he says. As this was back in 2004 before the barista trend had really hit these shores, it was almost impossible to kick back with a decent mug of java. Fortunately, the experience did have at least one positive outcome. “Having spent some time in America and Australia and seen how gigantic the market was over there, it made me realise that there was a huge opportunity for coffee shops in the UK,” Simon Vardy says. The experience was the push he needed to quit his job and become a franchisee with Costa Coffee, the coffee-shop franchise. While this may have provided the final push he needed to leave his job, the idea of quitting had been brewing for a while. “I basically had a mid-life crisis,” Simon Vardy says. “I was 44 years old and the only next step was to become a managing director but I just felt that I needed to do something for myself.” In a bid to take control of his own destiny, he began to contemplate turning his hand to franchising. Having realised the enormous potential the coffee market represented, all that was left to do was to pick the right franchise. And Costa stood out from the crowd. “They ticked every box,” Vardy says. “Even if it had just launched the franchise model, the brand still had huge recognition and as it was part of Whitbread it seemed like a safe option.” Considering these benefits, it really was a nobrainer: he and his wife Tracy took the leap and set up their franchising business together, amalgamating their names to give it the moniker Sim Trava.

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Sim Trava

After acing the franchisor’s recruitment process – during which the couple presented a business plan and went through a series of interviews – they were left with the challenge of raising money to fund their enterprise. “Luckily, I’d received a huge bonus from my old job,” says Vardy. While this provided half of the investment they needed to set up their first outlet, the rest was provided by a loan from the Royal Bank of Scotland backed by the Enterprise Finance Guarantee Scheme, which essentially meant that the government guaranteed the loan. “That provided us with a lot of security because it meant that the bank couldn’t take our house if something went wrong,” says Vardy. Having secured the funds to open their new enterprise in January 2005, the couple only had to find the perfect spot to base their new outlet. But finding one would prove to be a tall order. “We really struggled,” he says. “The landlords wanted businesses with a proven trading history

It was really hard because we didn’t have a wall between our personal and our professional life Simon Vardy, Sim Trava

and reputation, which you don’t have if you’ve just started out.” As a result, it wasn’t until August that they found their first spot in Stretford and started serving up espresso to punters with a caffeine craving. Even once their first coffee shop had opened its doors and welcomed its initial customers, the couple still mostly worked from their basement. “It was really hard because we didn’t have a wall between our personal and our professional lives,” says Vardy. However, it would take them five years before Sim Trava had expanded enough that it was financially sound for them to move into an actual office. But once they did, they never looked back. “It was a huge advantage because it felt like we really went to work and didn’t have all distractions you have at home,” he says. Since moving to the new office the couple have made an effort to ensure that the two parts of their life remain separate and they never talk about business unless it’s really urgent.

The move also enabled the co-founders to double down and focus more on the business, which lead them to incorporate two stores of the brand Pita Pit, the pitta sandwich franchise, into the mix. “It’s a very different experience from Costa,” says Vardy. “Because it’s a new brand that isn’t as recognised, it’s taking longer to make a profit. It’s hard work but there’s definitely scope to grow and make money there. “ But while it may take longer for the couple’s investment in Pita Pit to bear fruit, the other side of the business is looking increasingly bright. Not only did Sim Trava have a £12.7m turnover last year but it also just opened its 30th caffeine temple. The husband-and-wife team is also planning to open five more in this year alone. And they aren’t stopping there. “We have an agreement with Costa to get up to 44 stores,” says Vardy. “They will probably all be up and running by the end of 2019.” Given the number of stores in the couple’s portfolio, one thing is certain: neither of them have to worry about finding a good cup of coffee ever again.

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Buy a sandwich franchise. It’s the humble that sandwich tops the list of Britain’s favourite foods. The British ‘on the go’ sandwich market is currently valued at £4.4bn. Brits consume over 11.5 billion sandwiches a year.

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Trading schemes act

While the Trading Schemes Act is designed to protect consumers from pyramid schemes, legitimate franchises can also become entangled by the regulation BY Kate Legg, CEO, Komerse

Caught in the act

C

onfession time: many moons ago, before I qualified as a solicitor, I thought a franchise was a dodgy pyramid-selling scheme. Once I started working in the industry and met some real-life franchisees, I quickly discovered how wrong I was. But it seems I’m not the only one to make that mistake – our legislators were equally misguided when they wrote the Trading Schemes Act. The act and its regulations were intended to outlaw dodgy pyramid-selling schemes. The kind of get-rich-quick schemes where everyone who joins pays a wad of cash to the person at the top in the hope that they too will make it up the pyramid before the whole thing collapses. The scheme’s survival depends on the continuous recruitment of new members, without supplying any actual goods or services. Although the Trading Schemes Act wasn’t intended to target legitimate franchises, most networks are inadvertently caught by the legislation. So what do franchises need to bear in mind to avoid falling foul of the act? Defining your model

The starting point is that the Trading Schemes Act applies to any arrangement in which participants are given the prospect of a benefit or reward for introducing other participants to the scheme or selling goods or services that were supplied by the person promoting it. Most franchise networks fall within this definition because the franchisor – effectively the promotor – offers franchisees – the participants – the prospect of a reward as a result of selling the franchisor’s goods or services to their customers.  

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trading schemes Act

Exceptions to the rule

There are two main factors that exempt a franchise network from having to comply with the trading scheme rules. The first – and most straightforward – exemption is that the rules don’t apply if all of the members of the network are registered for VAT. The logic behind this is that if a business is registered for VAT, then its owners are treated as being sophisticated enough to not need the protection of the Trading Schemes Act. However, the exemption only applies if everyone in the network is registered for VAT – this is why many franchise agreements require new franchisees to register before they start to trade and why not being registered is grounds for termination. If even one franchisee in the whole network isn’t VAT registered then the exemption no longer applies. The second exception applies to single-tier franchise systems. To qualify, all franchisees must operate at the same level with a single franchisor above them and franchisees must not receive a benefit for introducing new franchisees. This exception was introduced with the intention of exempting legitimate franchise businesses that don’t have recruitment of new members as their main purpose. However, in practice, this exemption tends to be less clear cut. For example, if a franchisee engages a self-employed contractor then arguably the contractor adds another level to the scheme – that would mean the network is no longer a single tier.

The generally accepted wisdom is that in most of the legitimate circumstances where a franchisee may want to use a self-employed contractor, the rules on trading schemes won’t be broken. But the wording in the legislation is not clear and every case would turn on its own facts. Having said this, the exemption is helpful for networks where registering for VAT is not appropriate – for instance, most care franchises are not registered because VAT is not applicable to their services. Another potentially problematic area is where a master licensee is granted a licence for a large area and then sub-licenses parts of their territory to other franchisees. In this case, there are two tiers in the system – the franchisor at the top, the master licensee in the middle and the franchisees at the bottom. In this situation, it will almost always be appropriate to insist that all members are VAT-registered and to rely on the VAT exemption. Right side of the law

The fact that most franchise networks are able to rely on either the VAT exemption or the single-tier exemption to fall outside the Trading Schemes Act is good news because the alternative is that networks would be regulated within the act. This means complying with various obligations that most franchise networks can’t or won’t do, such as the obligation for a regulated trading scheme to give its members a 14-day cooling-off period after joining. What’s worse, if a franchisor promotes a network that’s not exempt and doesn’t comply with the rules, then they commit a criminal offence that’s punishable by a fine or imprisonment. Although the consequences of getting it wrong could be catastrophic, the good news is that with careful planning and a well-drafted franchise agreement, it should be possible for legitimate franchise businesses to operate within the rules.

MARCH 2017 | elitefranchise

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Franchise Resales

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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. Location: Welwyn & Hatfield Reason for Sale - Looking to spend more time with family and explore different opportunities. The business Started trading November 2013. The business has an established second tier management in place who currently manage the business day to day. In 2015 the business won the compassionate care award and the care innovation award which was judged against homecare providers throughout Hertfordshire. At present our local social service is offering us more work than we can take on. The business currently does not offer live in care and this could also be a great way for a new owner to expand different revenue streams.

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FRANCHISE FOCUS

Anytime Fitness

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 jointhefamily@anytimefitness.co.uk www.anytimefitness.co.uk/franchise-opportunities ANYT001

art-K

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 franchisemanager@art-k.co.uk www.art-k.co.uk

Investment Level: £4,000 ARTK001

BBX UK

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 matt.harding@bbxuk.com www.bbxuk.com

Investment Level: £20,000 BBX001

Bluebird Care

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 franchises@bluebirdcare.co.uk www.bluebirdcarefranchise.co.uk BLUE003

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03/03/2017 18:08


FRANCHISE FOCUS

Business Doctors

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 franchising@businessdoctors.co.uk www.businessdoctorsfranchise.com BUSI002

CPA Online

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 franchise@cpa.co.uk CEUK001

Clear Brew

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 enquiries@clearbrew.co.uk www.clearbrew.co.uk

Investment Level: £15,000 CLEA001

Filta Fry

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 dslater@filtagroup.com www.filtafryplus.co.uk THEF002

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03/03/2017 18:09


FRANCHISE FOCUS

Franchise Sales

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

www.franchisesales.co.uk DYNA001

Home Xperts

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 franchise@homexpertsuk.com 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 elliot@massagecompany.co.uk http://www.massagecompany.co.uk THEM004

McDonald’s

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

www.mcdonalds.co.uk/franchising MCDO002

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FRANCHISE FOCUS

Optic-Kleer

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 info@optic-kleer.co.uk 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 info@platinumbusinesspartners.co.uk 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 franchise@radfield.co.uk or call 01743 548550 RADF001

TaxAssist Accountants

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 daren.tillson@taxassist.co.uk www.taxassistfranchise.co.uk TAXA001

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03/03/2017 18:10


FRANCHISE FOCUS

Techclean

Are you ambitious to run your own business? Customer driven and well organised? Can you follow a proven business system? This is an ideal opportunity to own a business with access to a huge and growing market Techclean territories are generous –each catchment area includes at least 10,000 business. No premises are needed, making the franchise a perfect business to run from a home office with minimal outlay and low operating costs. Current franchisees report net margins of 55%-65%

• Marketing and promotion tools • Group purchasing power • Internet and web support • Business management and planning • Ongoing marketing programmes • Day to day troubleshooting

01530 513300 edownes@techclean.co.uk www.techclean.co.uk

Investment Level: £19,500 THEB002

Tutor Doctor

At Tutor Doctor, we believe that success isn’t just measured by profit – it’s also about making a difference. If you’re a motivated, people-oriented person who wants to own a business that enables you to have more flexibility in your life, work from home, make a difference in your customers’ lives and have control over your income, then we want to talk to you! Join the #1 one-to-one tutoring franchise in the world and the fastest growing educational franchise in the UK!

• Low start-up cost • Minimal overhead • Ability to generate income in 60 days • Comprehensive training, tools, systems and support • Excellent earnings potential • Work from home • Provide a rewarding service to your community

01483 319033 http://franchise.tutordoctor.co.uk/ TUTO001

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 info@zerodrytime.com zerodrytimefranchise.com ZERO001

Zip Yard

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 edownes@thezipyard.co.uk www.thezipyard.co.uk

Investment Level: £38,500 THEB002

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03/03/2017 18:12


DISCOVERY DAYS

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.

BEFO T TES YOU

INVEST

To discover more contact us! Call: Peter Uwins 020 8846 0000 Email: franchise@cpa.co.uk CEUK001

BUSI002

To find out 100% of the information about the award-winning HomeXperts model, book your discovery meeting by emailing franchise@homexpertsuk.com. 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.

!

RE

The franchise to beat stress

If you have any initial questions, call the HomeXperts Franchise Recruitment Team on 01905 678853. Phone: 01905 678853 Email: franchise@homexpertsuk.com www.home-xperts.co.uk

Call 07507308434 elliot@massagecompany.co.uk

HOME002

THEM004

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taimoor milktaimoor sheikh milksheikh

DISCOVERY DAYS

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.

I am a franchisee & this is my McDonald’s

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.

‘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

Come and talk to us at our Insight Day in York 31st 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

045116-250x148-CityAM.indd 1

MCDO002

01205 311132 info@optic-kleer.co.uk www.franchise.optic-kleer.co.uk

OPTI003

30/06/2016 09:50

No.1 ecommerce franchise

How to make money from your own online retail business Deciding to start your own franchise is a big decision and there are many things to consider and weigh up. 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.

Earn between £2,000 - £4,000 net profit, per month. Find out if you qualify to attend one of our Discovery Days: 23rd March - Crowne Plaza, London Heathrow 6th April - Crowne Plaza, London Heathrow 4th May - Crowne Plaza, London Heathrow

If Radfield Home Care is for you then we would love you to get in touch and come and meet us.

Limited spaces available.

Call or email us to book a 1-2-1 meeting. We look forward to meeting you.

Book your place today:

01202 652 103

platinumbusinesspartners.co.uk info@platinumbusinesspartners.co.uk

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.

PLAT003

franchise@radfield.co.uk 01743 548 550 www.radfieldhomecarefranchising.co.uk

RADF001

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DISCOVERY DAYS

Butcher, baker and cabinet maker... our franchisees come from all works of life! But they all have one thing in common. They all wanted to take control of their own destiny and become their own boss. “The teams that perform the cleaning tasks are always very thorough, professional and quick. I would certainly recommend using them” Fund Management group

Call us to learn about our Discovery Days

DISCOVER THE FUTURE OF THE FITNESS INDUSTRY AT A YZ45

discoveryDAY

Why choose Techclean? + We have been in business since1983 so have experience and credibility. + Franchisees can work from a home environment. + The operating cost base of the business is very low, consequently profit margins are high with current franchisees are making 55%-65% NET MARGIN. + We operate in a huge and ever growing market.

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. Reserve your space on the next discovery day by calling 01376 341333, or contacting franchise@yourzone45.co.uk.

t: 01530 513300 e: edownes@techclean.co.uk w: www.techclean.co.uk

THEB002

WWW.YOURZONE45.CO.UK

Become a ZipYard Franchisee

YZ45_MPU_DiscoveryAd_125x85.indd 1

Are you ready to be your own boss?

19/12/2016 10:57

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 info@zerodrytime.com

ELMS001

70643_The_ZipYard_Advert_85-125_Layout 1 21/11/2016 17:00 Page 1

ZERO001

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 sales@thezipyard.co.uk www.thezipyard.co.uk

THEB002 MARCH 2017 | elitefranchise

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Get inspired

by some of the UK’s most successful franchisors SAVE £20 on the cover price delivered free to your door. Subscribe to the print edition and enjoy free access to the digital edition every month.

Special Offer use code EFSHOW17

Receive 12 issues of the UK’s best new franchise magazine for entrepreneurs for only £20*

Call us today on: 0124 567 3700 or go to: elitefranchisemagazine.co.uk/subscription *Limited to new subscribers at UK addresses only. Please allow 28 days for delivery. Overseas mail: Europe £60; rest of world £95 Offer closes 31.03.17

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03/03/2017 17:39


Jane Maudsley founder & managing director, Little Voices

Lessons in self-doubt Even the most successful franchisors aren't immune to feeling fear and self-doubt but don't let it affect your ability to achieve your goals

I

recently came to the realisation that I experience some sort of self-doubt wobble about once every four weeks. It all boils down to the story I’m telling myself in my head: my own internal dialogue is definitely the problem and it's a pattern I’m trying to break. When you start analysing the way you speak to yourself, you'll often find that it can have a hugely positive or a hugely negative effect, depending on how selfcritical you are. Self-doubt is debilitating and you must learn to deflect it like a football defender. As a leader, it’s down to you alone to find a coping strategy that works for you and tackles the negative voice within your head. It could be something as simple as the choosing the words you use for your internal dialogue more wisely or creating a vision board to keep your eyes on the prize. These are some of the realisations I've come to as I've tried to address my own self-doubt struggles. It's OK to make mistakes We all make mistakes and certainly in the early days of opening a franchise or becoming a franchisor it’s easy for self-doubt to creep in as you learn the ropes. You are going to fall over like a toddler and that's OK. It’s how you get up and move forward that determines your success. Failing is part of the learning process so instead of dwelling on your setbacks and allowing them to sap your energy, see what you can tweak and don't be afraid of trying again.

MARCH 2017 | elitefranchise

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The benefit of franchising is that you're using a tried, tested and proven model with all the support that you could imagine when the going gets tough. But that being said, any new business that hasn't quite found its feet is bound to take a tumble or two on the way to maturity. Little Voices is very much in its infancy compared to other more established franchised brands. Both me and my franchisees are constantly learning from mistakes and developing as a result of every challenge we face. Personally, I'm chronicling all of the times I've fallen over and the lessons I've learned in my journal every day – I’m sure that it will make for interesting reading in years to come. The important thing is to keep things in perspective and remember that mistakes happen to everyone: what matters is how you handle them.

I know that when I’m most afraid I’m about to learn my biggest lesson

Success takes time and hard work Recognise that learning takes time rather than thinking ‘this is too hard’. In business, you’re not going to get overnight results. But just look at all the people who have gone before us. The sooner you accept that success requires hard graft, the sooner you’ll start to be productive. It's not going to be easy, as any athlete, entrepreneur, inventor, actor or mountaineer will tell you. It takes time, focus and dedication to reach your summit. So don’t be disillusioned if you don't see results immediately or allow self-doubt to creep in, distracting you from your goals. There is no fast track in business. Don't compare yourself to other people While keeping an eye on your competitors is only natural, comparing yourself to other people isn’t always helpful. Run your own race, set your own goals and choose to learn from other people rather than focusing on how you measure up. Feel the fear and do it anyway Rather than just sticking to what feels comfortable, challenge yourself every day. Challenges are what drive us forward. Think like a sportsperson who's committed to pushing themselves a little further every single day. Doing the same thing in the same way every day isn’t going to help you grow or push the boundaries, so embrace change and embrace a challenge. Every experience makes us a stronger, more resilient person and business leader. I know that when I’m most afraid I’m about to learn my biggest lesson. And the more you face your fears and prove to yourself what you're capable of, the better you'll be at facing up to adversity when it's thrown in your direction.

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ACTI002

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Over 300+ products being sold to 100,000+ customers globally

No.1 ecommerce franchise Platinum Business Partners (PBP) has a proven franchise model for creating a successful online business selling products without having to make, handle or ship them.

Sell online via the world’s leading ecommerce platforms

Create your own brand and portfolio of products £2,000

£4,000

Earn £2,000 to £4,000 net profit, per month

Learn from expert mentors and join a like-minded network This franchise requires a low level of start-up capital unlike any other business of this size and earning potential. Find out if you qualify to attend one of our Discovery Days. Limited places available. Book yours now.

01202 652 103

platinumbusinesspartners.co.uk info@platinumbusinesspartners.co.uk Untitled-1 1

PLAT003 02/03/2017 17:39

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