Franchising World - September 2024 Issue

SEPTEMBER 2024

EMERGING FRANCHISOR THE

ISSUE

Building the Future: Evive Brands’ Blueprint for Emerging Franchisors PG. 12

How to Become a Best-In-Class Franchisor

PG. 16

Comprehensive Planning is the Key for Emerging Brands to Find Success and Longevity PG. 20

Curating Long-Term Success: Tips for Emerging Brands from a PR Professional PG. 26

NOVEMBER 18-20

PG. 40

AUSTIN, TX

Best Practices for Emerging Franchisors: Insights from Vicious Biscuit’s Growth Strategy PG. 30

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CONTENTS SEPTEMBER 2024 • VOLUME 56 • ISSUE 4

FEATURES

12

Building the Future: Evive Brands’ Blueprint for Emerging Franchisors

By Ryan Parsons, Evive Brands

16

How to Become a Best-In-Class Franchisor

By Ricky Richardson, Eggs Up Grill

10

20

Comprehensive Planning is the Key for Emerging Brands to Find Success and Longevity

By Jason Parker, K9 Resorts Franchising, LLC

26

Curating Long-Term Success: Tips for Emerging Brands from a PR Professional

SPECIAL CONTENT

40

3 Principles to Success for Emerging Franchisors

By Dustin Hansen, InXpress

NOVEMBER 18-20

AUSTIN, TX

By Jamie Izaks, All Points Public Relations

30

Best Practices for Emerging Franchisors: Insights from Vicious Biscuit’s Growth Strategy

By Amanda Kahalehoe, Vicious Biscuit

34

Cleaning Up Communities: How Home Clean Heroes Transforms Through Philanthropy

By Kathy Turley, Home Clean Heroes

38

Entrepreneur at a Crossroads

By B. Quick Chadwick, EverSmith Brands 4 FRANCHISING WORLD / September 2024

INDUSTRY SPOTLIGHT 49 Industry Spotlight: Senior Care

By Khadija Cochinwala, FRANdata

52 Industry Spotlight: Franchised Retail Food & Stores

By Khadija Cochinwala, FRANdata

56 Navigating the Storm: Strategic Franchise Growth in a Shifting FSR Landscape

By Sam Ballas, East Coast Wings + Grill

58 What’s Brewing in The Retail Food Industry?

By Sarah Anderson, Beans & Brews

66 Making a Splash: Fostering Inclusivity, Fun, and Child Development in Swim Lessons

78 From Communication to Innovation: Franchise Advisory Committees Play a Crucial Role in Building Strong and Sustainable Franchise Systems

By Melissa McGarvey, British Swim School

By Ali McElroy, CFE, Kaleidoscope Growth Advisors

80 The Beginning of a Beautiful Franship 70 My Journey to Becoming the First Female CEO of Tony Roma’s

By Sydni Konohia, International Franchise Association

FRANCHISING

®

FRANCHISE RELATIONS

WORLD

DEI

EDITORIAL: Publisher Matt Haller Associate Publisher Jennifer Brandeen Editor-in-Chief Courtney Pettinella MARKETING & PRODUCTION: Creative Director Heather Bartlow Graphic Designer Catherine Marinoff

By Mohaimina Haque, Tony Roma’s

ADVERTISING & CIRCULATION:

TECHNOLOGY

FRANCHISE DEVELOPMENT 74 Franchise Development 2024 Trends and 2025 Forecast

By Kirk Allen, Reshift Media

76 Baby Boomer Retirements Create Opportunities for Millennials

By John Collins, Kumon North America

82 How Technology is Revolutionizing the Home Services Industry

Advertising Senior Director Carly Wooley Technology & Operations Director Sara Williamson Manager, Advertising Lauren Smith

By Kristopher Stuart, Bloomin’ Blinds

COLUMNS 6

From the Desk of IFA’s President and CEO

8

People & News

84

Featured Franchisees

90

FranPAC Report Card

Franchising World (ISSN 1041-7311) “Volume 56, Number 4,” is published by the International Franchise Association, 1900 K St., N.W., Suite 700, Washington, D.C. 20006.

For advertising information, call: IFA Advertising Department (202) 628-8000.

Franchising World welcomes views and comments from its readers.

Correspondence should be addressed to Editor, c/o Franchising World at 1900 K St., N.W., Suite 700, Washington, D.C. 20006.

Franchising World reserves the right to edit letters for publication and also reserves the right to refuse advertising. With the publication of Franchising World, IFA is not offering legal, financial or any other professional advice or endorsements. Readers are encouraged to seek advice from professionals in specialized fields before acting on any information published herein. The views and opinions expressed in Franchising World are those of the author(s) and do not necessarily reflect the views and opinions of IFA members or staff.

Copyright © 2024 International Franchise Association.

92

Welcome New IFA Members

September 2024 / FRANCHISING WORLD 5

From the Desk of IFA President and CEO Matt Haller

A

s our country heads toward one of the most memorable presidential elections of our lifetimes, there is no shortage of opinions on politics. Whatever happens, I am confident that franchising will continue to thrive in 2025 and beyond, regardless of who is in the White House. Working with IFA members, brands, franchisees and suppliers, IFA will be at the forefront fighting to protect, enhance, and promote our model.

One of the best parts of my job is interacting with members at all levels, especially those emerging franchisors who are just beginning their journey.

Sometimes they will ask me about the most pressing external threats, either from regulators, market forces or government. While it’s wise to keep these potential challenges front of mind, I also urge franchises to not lose sight of issues from within.

We all have a responsibility to police ourselves from internal threats, and that is where “Responsible Franchising” comes into play. Anyone who has spent time with me — or attended our recent events or speaking engagements — has heard me talk about Responsible Franchising.

In May 2024, as part of this effort, IFA put forward new proactive policy proposals geared toward improving the pre-sale process. The north star is to provide prospective franchisees with key information necessary to conduct due diligence before making such a significant franchise purchasing decision.

We want all parties to go into a franchise agreement with eyes wide open, fully aware of the financial obligations and responsibilities. The pre-sale period is the time to get this right — and leads toward responsible brand growth.

Everyone in franchising has a role to play in practicing Responsible Franchising.

Franchisors must be transparent and open about financial obligations, growing and scaling responsibly and being willing to turn away prospective buyers that are not a good fit. Franchisees have a responsibility to do their due diligence on a system before entering — and following the system once they do. And for suppliers, such as third-party franchise sellers, they can do their part by improving disclosure with additional transparency about their background and role in the sales process and provide standardized information a franchisee might want to know.

Responsible Franchising is not new for IFA. Our recommendations build on our longstanding Statement of Guiding Principles released in 2012, which remains our roadmap today. Our recommendations are not meant to be a silver bullet. The government has a role to play. The sale of a franchise is governed by the Franchise Rule, a federal regulation solely enforced by the Federal Trade Commission (FTC).

The Franchise Rule, which is currently under review by the FTC, hasn’t been updated since 2007 — the same year the first iPhone was introduced.

Just as the iPhone has been updated 15 times since 2007, the Franchise Rule needs a makeover, and only the FTC can do that. Let’s hope they act, and let’s hope they start with these recommendations as a solution.

In the meantime, IFA will continue doing our part protecting our model, especially in this era of heightened scrutiny.

For those franchises just getting started and trying to maximize their chances for success, don’t lose sight of Responsible Franchising. It is the only way to preserve the model for future generations. It takes all of us working together to achieve that objective. And it is a common thread for all of those who have reaped the benefits of the franchise model.

IFA looks forward to supporting you throughout your franchise journey.

Sincerely, Matt Haller President & CEO, International Franchise Association

6 FRANCHISING WORLD / September 2024

IFA’S MISSION

The International Franchise Association protects, enhances and promotes franchising.

IFA’S VISION

The preeminent voice and acknowledged leader for franchising worldwide.

EXECUTIVE COMMITTEE Steve Hockett Great Clips Chair Mary Kennedy Thompson, CFE BNI Vice Chair Sam Ballas, CFE East Coast Wings + Grill Second Vice Chair David Humphrey Ignite Fitness Holdings Immediate Past Chair

Bill Hall, CFE Indi Nandhra, CFE Treats Investment, LLC Mathnasium Chair, Franchisee Treasurer Forum Steve White Karen Satterlee, CFE PuroClean Chair, IFA Foundation Hilton Worldwide Chair, Franchisor Board of Trustees Fourm Ron Feldman, CFE Tom Portesy ApplePie Capital Business Show Media Vice Chair, IFA Chair, Supplier Forum Foundation Board of Advisory Board Trustees

BOARD OF DIRECTORS Jerry Akers Great Clips & The Joint

Michael Gonda McDonald’s

Mitch Cohen Jersey Mike’s Subs; Sola Salon Suites

Aslam Khan Falcon Holdings

Al Rodriguez Sport Clips

Daniel Halpern Christina Russell, CFE Tom Baber Jackmont Hospitality Azim Saju IHOP / Money Mailer Dustin Hansen, CFE ARK Holdings Marcus Banks InXpress Luis San Miguel Wyndham Hotels and Fresh Dining Concepts Jon Hixson Resorts, Inc. Yum! Brands Jyoti Sarolia, CFE Rob Branca Branded Management Harvey Homsey, CFE Ellis Hospitality Group Express Services, Inc. Group, Inc. Heidi Schauer The Wendy’s Company Michael Browning, Jr. Earsa Jackson, CFE Clark Hill Strasburger Unleashed Brands Michael Seid, CFE

Adam Contos, CFE Area 15 Ventures Randy Cross, CFE Fish Window Cleaning Kimberly Crowell Kalo Companies Steve Danon Restaurant Brands International

Lillian Kirstein 7-Eleven

MSA Worldwide

Stephen Shields Express Employment

Tom Krouse Donatos Pizzeria LLC

Omar Simmons Exaltare Capital Partners

Ned Lyerly, CFE Starheel Ventures

Richard Snow Bremer Bank

Christine Son Dennis Maple Goddard Systems, LLC Dine Brands Global Marcia Mead M Squared Franchise Consulting

Jeffrey Sopp Kensington Hill Partners

Dan Monaghan, CFE Clear Summit Group Clint Ehlers FASTSIGNS of Willow Kevin Morris Grove, PA and Cherry Domino’s Pizza LLC Hill, NJ Dave Mortensen Shane Evans, CFE Self Esteem Brands Massage Heights Franchising Caroline Oyler Papa John’s Sean Falk, CFE Just for Paws, LLC David Pepper Choice Hotels Karen Finberg Marriott International Sarah Powell Focus Brands Greg Flynn Flynn Restaurant Meg Roberts, CFE Group The Lash Lounge

John Teza Hand & Stone Franchise, LLC

Jay Duke BDO USA, LLP

Christopher Fuller Inspire Brands Robin Gagnon, CFE We Sell Restaurants

Gary Robins The G & C Robins Company

Carolyn Thurston, CFE Wisdom Senior Care Larisa Walega, CFE Ziebart International Corporation Charles Watson, CFE Tropical Smoothie Café Graham Weihmiller, CFE BNI Tim Williams Williams Fried Chicken

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PEOPLE & NEWS Top

5

People ON THE MOVE

Donna Wichman

Susan Boresow

Donna Wichman is now the vice president of operations for Signarama.

MY SALON Suite has named Susan Boresow as brand president.

Katy Fetters

Katy Fetters has been promoted to vice president of experience at Perspire Sauna Studio.

Chris Kuehn

Altitude Trampoline Park has named Chris Kuehn chief operating officer.

Harry T. Jenkins, IV

Harry T. Jenkins, IV, is the new president of retail operations for FullSpeed Automotive.

Brands Expanding

iCode has signed its 100th franchise agreement. The newest location will open in Allen, Texas, a northern suburb of the DallasFort Worth metroplex where the brand was founded and remains headquartered today. This 100th iCode location will be owned and operated by tech sector veteran Saleema Syed, who brings more than 25 years of industry experience to her new franchise.

8 FRANCHISING WORLD / September 2024

FranShares, the platform for franchise funding, investor administration and awareness, has announced a unique opportunity with Kidokinetics. Kidokinetics is offering a chance to invest in its latest capital raise as it prepares to roll out dozens of locations throughout North America.

Targeting a raise of $600,000, the offering hosted on the FranShares platform will represent the majority contribution fueling the expansion.

Kidokinetics partners with local early childhood centers, schools and community centers to get kids moving through evidence-based sports and physical education programs.

Marco’s Pizza recently opened its first Mexico franchised location in the Polanco neighborhood at Mariano Escobedo 456, Anzures, CP 11590, CDMX. The store is part of a 50-unit master franchise agreement that looks to develop locations in Mexico City, State of Mexico over the next 10 years.

PEOPLE & NEWS Express Employment Professionals had significant growth in the first half of 2024. The company has hosted seven Discovery Days, which resulted in a total of 20 new franchise agreements, eight new franchisees, and 12 resales. These deals will bring Express to eight new markets, including Poughkeepsie, NY; Florence-Sumter, SC; Temecula, CA, and more.

Re-Bath has announced a signed agreement in the Savannah, GA market. The new territory will cater to communities all the way from Beaufort County, SC, to McIntosh County, GA. Behind the signed agreement are first-time franchisees and brothers, Matt and Mike Feldon.

Mergers & Acquisitions Expedia Cruises has secured two separate single-unit franchise agreements to expand their services in the western region of the United States. The first agreement is for Bountiful, Utah, and is expected to open in late 2024 by husband and wife Ramon and Garimirka Chaparro.

The second agreement is slated for a mid-2025 opening in Boise, Idaho, by husband and wife Mike and LesliAnn Hansen.

BELFOR Franchise Group continues to enhance its family of service brands with the acquisition of JUNKCO+, a junk removal and demolition service franchise that is poised for growth nationwide.

BRIX Holdings, LLC has acquired all assets of Clean Juice, the original USDA-certified organic juice bar franchise.

Awards, Honors & Achievements IFA members PostNet and FASTSIGNS have been selected as one of Entrepreneur magazine’s Top 100 Franchises for Diversity, Equity and Inclusion.

We Sell Restaurants was named to Franchise Business Review’s fifth annual “Culture100” list.

Budget Blinds and Kitchen Tune Up (Home Franchise Concepts) franchisees Michelle Maryatt and Hardika and Sushma Soni were identified by franchise research firm, Franchise Business Review, as 2024 Franchise Rock Stars.

Industry Events On International Children’s Day (June 1), Mathnasium of Vietnam hosted a “Mathnasium Day” with two vibrant events in Ho Chi Minh City and Hanoi, the two largest cities in Vietnam where most Mathnasium centers are located. Over 6,000 participants enjoyed traditional games like tugof-war, sack races, and blindfolded pot smashing, fostering teamwork and celebrating Vietnam’s heritage. All participants were awarded certificates and prizes to children excelling in math challenges, motivating their learning journey.

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PEOPLE & NEWS Franchising Gives Back Packed With Purpose: Evive Brands National Conference Helps Underprivileged Seniors The Evive Brands National Conference (June 4-7) was not just a gathering of franchisees, but a powerful moment of giving back. In an inspiring community service initiative, franchisees from Assisted Living Locators and Grasons came together to assemble “Pajama Boxes” for the underprivileged seniors at the Brentwood Campus of Care in Dallas.

Pajamas For Seniors Founder Jo Alch and Assisted Living Locators Plano Owner Traci Duff

The boxes, thoughtfully packed with pajamas, socks, and essential toiletries, are more than just gifts — they are a token of warmth and comfort to the seniors who need it the most. Traci Duff from Assisted Living Locators in Plano captured the essence of this effort, noting, “Our partnership with Pajamas for Seniors allows us to provide direct comfort and support to the seniors in Dallas. These pajama boxes filled with personal care items are a small gesture that can make a big difference in their lives.” This initiative is part of Evive’s deep commitment to community enrichment, showcasing the compassion and teamwork that define the heart of the Evive family.

Through these heartfelt acts, Evive strengthens community bonds and uplifts individuals who need it most.

Pet Supplies Plus Donates Over $100,000 of Supplies to Houston-Area Animal Rescues for Hurricane Relief In the wake of Hurricane Beryl, Pet Supplies Plus made a significant donation to animal shelters across the Houston metro area. Recognizing the immense value of animal shelters, and the critical role they can play during natural disasters, this donation will help ensure dogs and cats in need have access to essential supplies during hurricane recovery.

Pet Supplies Plus donated a total of 63,680 pounds of dog food and 7,780 pounds of cat food — more than two tractor trailer loads — valued at $116,000, for thousands of displaced and recovering animals in more than 35 shelters across Houston, Katy, League City, Pearland, Spring, and Sugar Land. The sheer volume of food is enough to feed over 4,500 average-sized dogs and 400 cats for a full month. This contribution will help alleviate some of the strain on local shelters struggling with increased animal intake and resource limitations in the aftermath of the hurricane.

10 FRANCHISING WORLD / September 2024

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FEATURE

BUILDING THE FUTURE: EVIVE BRANDS’ BLUEPRINT FOR EMERGING FRANCHISORS

By Ryan Parsons, Evive Brands

12 FRANCHISING WORLD / September 2024

As the CEO of Evive Brands, I’ve been in the trenches of franchising, scaling a single concept into a portfolio of brands that enhance and simplify the lives of families.

M

y journey began with building The Brothers that Just Do Gutters, a venture that taught me the fundamental principles of franchising success. Now, I want to share the key strategies and best practices that can guide new franchisors from emerging brands to industry pillars.

“

In franchising, a leader who stops growing will find their team growing beyond them.”

Best Practices for Brand Development

To thrive as a franchisor, start with a rock-solid brand.

Before we thought about franchising The Brothers that Just Do Gutters, we made sure our offer was compelling and complete. This meant having a clear brand identity and a business model that could easily be communicated and replicated. It’s crucial to differentiate between brands that merely disrupt the market with trendy offerings and those built on a substantial, sustainable foundation. While disruptors may capture initial attention, they often lack the depth to maintain long-term growth. A truly successful franchise must offer more than novelty; it should provide a solid value proposition that stands the test of time.

September 2024 / FRANCHISING WORLD 13

While this specific financial strategy was particular to The Brothers that Just Do Gutters, at Evive Brands, we focus on a broader strategy of reinvesting profits into our support systems and operations. This enables us to enhance our capabilities, expand our reach, and ensure our franchisees receive the necessary resources to succeed. This approach highlights our commitment to building a strong and sustainable franchise network.

Alongside careful financial management, setting the right fees for royalties and technology from the start, and not giving away large territories, are key to keeping our brand strong and reliable. With the right setup and systems in place, we have the groundwork that supports both the growth of the brand and the smooth running of daily operations. This structured approach is essential for creating a scalable and successful franchise network.

For anyone looking to franchise, it’s vital to present a “buttoned down” business model that showcases profitability and scalability. Essential to this is a robust Item 19, which displays critical financial data — sales, income, gross and net profits — demonstrating your business’s viability without needing extensive commentary.

The true test for any franchisor isn’t just launching the first few locations; it’s about scaling effectively. As we expanded, we found that detailed planning and a strong operational framework were crucial, especially in supporting franchisees across the U.S. We likened our expansion to playing speed chess. You have to anticipate needs, plan for growth, and understand the complexities of scaling operations long before they become urgent. This foresight is what separates successful franchisors from those who struggle to support their network as they grow.

Investment Strategies for Growth

Strategic investment is essential for the growth of your franchise. At The Brothers that Just Do Gutters, we adopted the principle of “pay yourself less,” prioritizing conservative salary choices to free up funds for necessary investments and expansions. This strategy was key in allowing us to provide thorough support to our franchisees and ensure the stability of the franchise.

14 FRANCHISING WORLD / September 2024

Professional Development and Training

At Evive Brands, we believe that continuous learning is the foundation of our growth. My personal commitment to self-improvement, through reading, seminars, and business coaching, has deeply influenced how we lead and manage our franchise network. This culture of learning is critical; your business is a reflection of your leadership. In franchising, a leader who stops growing will find their team growing beyond them. It’s crucial that both franchisors and franchisees commit to ongoing personal and professional development.

Leadership in franchising is about more than just business acumen; it involves personal growth and the ability to inspire and retain top talent. We’ve seen that ‘A’ players want to work for ‘A’ leaders; if you’re not continuously improving, you risk losing your best people.

Creating Evive Households: A Long-Term Vision

Our long-term vision at Evive is to integrate our services into the lifecycle of every household, making us the go-to provider from home care to transitioning through life’s stages. If a family starts with using The Brothers that Just

Do Gutters, and years later needs in-home care, they can seamlessly transition to services offered by Executive Home Care. As their needs evolve, Assisted Living Locators and Grasons stand ready to assist with further transitions like moving to assisted living or managing estate sales. This interconnected service offering is the cornerstone of our vision to create Evive households.

This comprehensive approach is not just about expanding services but about creating a trusted relationship with families. We want Evive to be the preferred vendor of service from the moment someone buys a house until they need to downsize and sell, offering support every step of the way.

Ryan Parsons is the CEO of Evive Brands, which includes The Brothers that Just Do Gutters, Executive Home Care, Assisted Living Locators, and Grasons Estate Sales. A veteran in franchising, Ryan transformed The Brothers that Just Do Gutters from a regional operation into a national franchise. At Evive, he leads with a vision to integrate comprehensive home services, aiming to make Evive a household name across the U.S. while promoting a culture of growth and innovation.

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FEATURE

HOW TO BECOME A BEST-IN-CLASS FRANCHISOR

By Ricky Richardson, Eggs Up Grill

16 FRANCHISING WORLD / September 2024

After spending the last three decades in restaurant franchising, I have learned that one of the most important aspects of this industry is to master the art of being a best-in-class franchisor.

W

hile the competition is stiff, and you must stand out from the pack, the key to sustained, long-term success for franchise brands is a system filled with successful franchisees.

Sharing experiences and best practices is a way to help us all navigate the ever-changing landscape of franchise development. Technology, legal and structural changes can create distractions. Being curious and learning from others benefits all who choose to participate. In that spirit, I’m sharing my experiences as a contribution to this month’s theme of Emerging Franchisors.

Here is my go-to checklist for how my team and I approach being a best-in-class franchisor, focused on brand vision, franchise partner selection, effective onboarding and support, and building franchisee engagement:

Brand Vision

A best-in-class franchisor must have leaders in place that have a clear vision for the brand, a deep understanding of the business model and effective tools and resources to support the franchisees’ ability to be successful.

“

Sharing experiences and best practices is a way to help us all navigate the ever-changing landscape of franchise development.”

As we operate in each of our hyper competitive industries, having an understanding about what your guests believe positively differentiates your brand from the competition is critical. Knowing what it is about their experience that has an influence — what guests see, hear, taste (in our case) and ultimately feel — should guide the operational plan.

Insight into the DNA of the guest experience will guide the team as they evolve the consumer touchpoints of the brand — the design, product, standards and messaging. Successful evolution helps ensure sustained appeal to consumers.

But a winning brand vision for a franchisor extends past the consumer perspective. Leadership teams must be clear on what it takes to efficiently operate, grow revenues and margins, and build engaged teams. This level of understanding helps to better relate to franchisees and influences you to develop tools and resources that contribute to their success.

September 2024 / FRANCHISING WORLD 17

A leadership team enabled with a crisp, welldefined brand vision can then act cross-functionally in an authentic, unified approach to internal and external opportunities and challenges.

Franchisee Selection Process

Working from the foundation of a clear brand vision, the team is enabled to evaluate and select qualified prospects. And it’s much more than a financial or geographic consideration, it is imperative that the prospect understands and is energized by the brand’s vision. Assisting the prospect in understanding the implications of that brand vision is a top priority, not just for the franchise development team, but for all levels of leadership. Some questions to ask: • Does the prospect understand the industry and the actual business model?

• Specifically, through the FDD, does the prospect have adequate and accurate information to set their expectations as a franchisee?

• Do they understand their role as the franchise owner/ operator in your system and what it requires of them to be successful?

• Is there a good cultural fit for your brand, the franchisor and the prospect, and does the prospect embrace the brand’s values?

“

As your franchise community grows, the importance of keeping your franchise partners energized and engaged cannot be underestimated.”

Once you have a good understanding of how the prospect responds, you will have a clear sense of their potential fit. Then, you are on the way to ensuring a pool of great candidates to expand your franchisee network.

Proper Onboarding

Proper onboarding is where you can really punch above your weight. Setting your franchise partners up for success includes both first class onboarding as well as effective and ongoing training and support. This is where the franchisor’s priorities come into play. Are you investing appropriately in the resources to help franchisees optimize their success?

18 FRANCHISING WORLD / September 2024

Building a support network, such as location development assistance, training and ongoing operations, marketing and best-in-class vendors and service providers, are all differentiators you can highlight through the franchise sales process. Most importantly, it ensures you have done the right things to set the franchisee up for success. This is especially true if the franchisee is new to franchising. I would argue this is the most important job of the franchisor.

Franchisee Engagement

As your franchise community grows, the importance of keeping your franchise partners energized and engaged cannot be underestimated. Each person or group is not just a single franchisee, but rather they are a part of a brand and a system. And it’s the brand’s reputation that will help grow and sustain success. A robust internal communications platform and a cadence of face-to-face opportunities with the C-suite of the company is paramount to ensuring franchisees feel connected to the brand.

Best-in-class franchisors must make a commitment to constant communication to keep that connection alive.

Furthermore, involving franchisees in major decisions helps the franchisor make smart choices and re-enforces that their opinions matter. While some franchisees are better suited for participation, when the system sees their fellow franchisees involved in the decision-making, they’ll be more confident and engaged with where the brand is headed.

The long-term success of any franchise system is built on the success of its franchise community. Investing the right effort, tools and resources in selecting the right prospects is the first step to becoming a best-in-class franchisor.

Ricky Richardson is the CEO of Eggs Up Grill. For more information about IFA franchisor member Eggs Up Grill, please visit franchise.org/franchise-opportunities/eggs-up-grill.

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FEATURE

COMPREHENSIVE PLANNING IS THE KEY FOR EMERGING BRANDS TO FIND SUCCESS AND LONGEVITY

By Jason Parker, K9 Resorts Franchising, LLC

20 FRANCHISING WORLD / September 2024

My brother and I started our business at ages 12 and 14, and we always had big dreams.

O

ur brand started with a passion for dogs and a desire to earn a few extra bucks as kids, and today it has turned into renowned name in the pet care industry.

People often get into franchising because their first few locations are successful — but many quickly take the leap into franchise expansion without having a comprehensive plan. We did not launch the K9 Resorts franchising opportunity until we went through trial and error with our first location, did our due diligence, and put together detailed plans to help others find the same success we did.

September 2024 / FRANCHISING WORLD 21

Being an emerging brand is exciting because you have the opportunity to influence an industry or shape market trends — but you first and foremost need to start with a comprehensive plan. It will serve as your roadmap to building a brand that can withstand the test of time.

“

While shooting for the stars is great, you also need to set realistic expectations of how many units you can sell and open within those set timeframes and make sure you have the team in place to provide support.”

Create a One, Three, and Five-Year Plan

While planning for the present is essential, a brand must also focus on the future and identify how it will get there.

Create a vision for the next year, the next three years, the next five years and beyond. When you have the vision, you can then plan what steps will help you achieve that end-goal.

In building that vision, one crucial item that needs to be decided on is how many franchises you want to sell over the next few years. Then, work backwards. Break it down by quarter and then by month. The reason for this is the number of franchises you sell and open during a period will be the largest factor in determining how many people

22 FRANCHISING WORLD / September 2024

you need to hire to support your growth. Many emerging brands believe in their concept, as they should, and set quite lofty goals. While shooting for the stars is great, you also need to set realistic expectations of how many units you can sell and open within those set timeframes and make sure you have the team in place to provide support.

Now that you’ve got your vision and overall brand goals to work toward, you need to determine your objectives for the individual units. This will include everything from an opening timeframe to hiring and recruitment to annual revenue — these act as drivers in obtaining the objectives you’ve laid out.

The first few years for an emerging brand are critical — they can make or break a franchise. Once all of these individual goals are put into place, you can break down each goal into actionable steps.

With a Plan in Place, Determine the Financials

The plans have been decided upon and you’ve started to build a strategy around it, next it’s time to determine the financials. Create detailed financial projections which includes budgeting, forecasting revenues and expenses, and planning for investments and funding.

Many emerging brands, just as any business, need something that will put them on a positive trajectory. Funding can do just that as it is really what will set your plan and vision into motion, and can come from a number of avenues such as personal finances from previous success, traditional bank loans, investors, or perhaps crowdfunding.

At K9 Resorts, we’ve been fortunate to have an elite group of investors who have varying backgrounds. Most recently we received a $10 million investment from a group of existing franchisees who have ties to internationally renowned hospitality group, Kerzner International, founders and former owners of The Atlantis. These investors are each industry leaders whose experience has helped put us on the right path.

“

The first few years for an emerging brand are critical — they can make or break a franchise.”

Financial stability is one of, if not, the most part of building a franchise as this is what prospects will look at.

It may even serve as the determining factor between your franchise and another one. Of course, the revenue numbers need to be attractive, but a brand with secure capital reassures prospects that it can weather important any storm — it reassures them that the franchise is sustainable.

Time to Test the Plan

Finally, after all the prep and planning you have done, it’s time to put it to the test.

You likely have had a small team working alongside you during these early stages, but it might be time to start hiring more people to your corporate team. You especially need to build up your franchise development and marketing teams as they are who will help you find and attract new franchisees. As you grow, so will your team.

Now, just like anything, things will likely not go according to plan. Expect that mistakes will be made and certain strategies won’t work out. These will all serve as learning opportunities. Flexibility will be the name of the game here so it’s critical that the brand can be adaptable and change its course if needed.

The hurdles that will certainly pop up will force you to make changes, but you should be checking your plan consistently as time progresses, as franchisees join the system, and as new locations open. Immerse yourself in the franchising community as it will help you find mentors and advisors who can help you evaluate your business model as it’s being put into practice.

As an emerging brand, you will naturally be faced with challenges and growing pains. However, a comprehensive plan serves as a guiding light, helping you make informed decisions and ensuring the long-term success of your business.

Jason Parker is the co-founder and CEO of K9 Resorts Franchising, LLC. For more information about IFA franchisor member K9 Resorts Franchising, LLC, please visit franchise.org/ franchise-opportunities/k-9-franchising-llc.

September 2024 / FRANCHISING WORLD 23

FUELING THE FUTURE OF FRANCHISING: YOUR PARTNER IN GROWTH “ Emerging brands deserve a funding partner who not only provides capital but believes in their vision. At Benetrends, we’re committed to helping franchisees get funded efficiently, ensuring they have the support needed to grow and succeed “ At Benetrends Financial, we are passionate about fueling the future of franchising. We believe in the potential of emerging brands and are committed to providing the innovative funding solutions that help businesses of all sizes grow and thrive. Whether you're an up-and-coming brand or an established franchise, our tailored financial services, including 401(k) Rollovers as Business Startups (ROBS) and SBA loans, empower you to achieve your dreams.

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FEATURE

CURATING LONG-TERM SUCCESS: TIPS FOR EMERGING BRANDS FROM A PR PROFESSIONAL

By Jamie Izaks, All Points Public Relations

26 FRANCHISING WORLD / September 2024

Over the last 13 years, our team at All Points Public Relations has supported dozens of emerging brands, witnessing firsthand how strategic public relations can elevate startups to new heights.

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owever, effective PR for franchise brands can only flourish when the brands themselves are prepared to support their franchisees and growth with proven systems and processes in place.

Emerging brands can have caviar dreams and champagne wishes with a proven business model, but if their support structures are not in place, those dreams and wishes will soon turn into nightmares. Simply put, all facets of the franchise business — from operations to marketing and technology to real estate — must be finely tuned and synchronized for PR efforts to yield optimal results.

“

Engaged consumers are more likely to become loyal customers, advocate for the brand, and contribute to sustained growth.”

PR to Drive Emerging Brand Awareness and Local Store Revenues Engaged consumers are more likely to become loyal customers, advocate for the brand, and contribute to sustained growth. Key to fostering this engagement in a franchise system is a strong customer value proposition that’s easy to communicate, consistent marketing messaging that translates across markets, and access to cost-efficient marketing strategies. Without these elements, an emerging franchise brand will find it challenging to engage consumers and, as a result, will struggle to thrive.

1. Value Proposition: In a crowded market, you need to have compelling differentiators. However, equally important is how you communicate those differentiators to your consumers. It’s not enough to simply have superior product quality, exceptional customer service, or innovative offerings — you must effectively and easily convey these strengths to your target audience. Public relations provides a perfect vehicle for this key emerging brand objective. By clearly articulating these differentiators through PR efforts, you create a compelling reason for customers to choose your franchise over other options, ensuring long-term success and a loyal customer base.

September 2024 / FRANCHISING WORLD 27

2. Consistent Marketing Messaging: For emerging brands expanding into new markets, a critical aspect is the ability to communicate brand distinctions, no matter the market. To accomplish this, it is essential that there are marketing programs in place to support new market entry. From marketing portals to agency support and corporate guidance, the only way an emerging brand successfully enters a market is with a loud and proud marketing strategy. Franchise owners must have access to comprehensive marketing training and support to guarantee they can effectively communicate the brand experience. This ensures consistency across all franchise locations, maintaining the integrity of the brand and guaranteeing that every customer digests the brand the same way.

3. Cost-Efficient Marketing: Utilizing earned media through strategic PR initiatives can significantly boost brand visibility. Engaging with the community and employing a mix of media relations and grassroots strategies that account for local nuances further expand customer reach and engagement. By making the most of this marketing channel, franchises can achieve widespread recognition and attract a loyal customer base, without breaking the bank.

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Publicity remains a powerful driver of franchise development.”

Integrated PR to Drive Franchise Development

Emerging brands are challenged with conflicting dynamics.

On one hand, they have dedicated precious resources to preparing for franchising, and on the other hand, it is imperative that they grow in the near-term. With this conflict in mind, an integrated public relations approach can serve as a cost-effective way to attract qualified leads and convert them into franchise deals. Here are key strategies to consider: 1. Harnessing the Power of PR: Publicity remains a powerful driver of franchise development. A strategic franchise development PR campaign that targets local and national business media, as well as industry-specific publications, can significantly boost brand awareness. Consistent, positive media

28 FRANCHISING WORLD / September 2024

exposure not only enhances brand reputation but also drives organic knowledge for emerging brands with the right audiences if the right media is targeted.

Applying for awards and recognitions further validates credibility and attracts potential franchisees. These accolades serve as endorsements that build trust and distinguish the franchise in a competitive market.

2. Optimizing LinkedIn: As the cornerstone of professional networking, LinkedIn offers unparalleled opportunities for franchise development. Maintaining a polished and professional yet authentic presence on this platform is crucial for emerging brands to integrate into their franchise development marketing as a way to attract potential franchise investors. On a personal level for emerging franchise brand executives, LinkedIn can also be leveraged to share thought leadership articles, participate in industry discussions, and join relevant groups to expand your network. A strong LinkedIn presence helps establish the franchise and its leadership team as industry frontrunners, fostering connections that can lead to valuable business opportunities and growth.

3. Developing a Robust Content Strategy: Compelling content is an indispensable tool for franchise success.

Investing time and energy in a well-designed and userfriendly website, coupled with lead nurturing strategies like drip email campaigns, helps maintain engagement and convert leads into franchisees. This is a cost-effective method as it only relies on the email data you have in place.

Although public relations can effectively propel franchise growth, its impact is maximized for emerging brands when it is integrated into a franchise that is ready for growth on all levels. By prioritizing clear brand value propositions consistently and in a cost-effective manner, emerging brands can utilize public relations to build a loyal customer base. Likewise, an integrated public relations strategy can be developed that is cost-effective toward franchise development efforts for emerging brands.

PR is more than publicity — it’s about strategically shaping perceptions and fostering meaningful connections that drive business. By aligning your operational excellence with targeted PR efforts, you position your franchise for enduring success and expansion.

Jamie Izaks is the president of All Points Public Relations, a franchise-focused integrated PR agency based in the Chicagoland area. For more information about IFA supplier member All Points Public Relations, please visit franchise.org/ suppliers/all-points-public-relations-llc.

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FEATURE

BEST PRACTICES FOR EMERGING FRANCHISORS: INSIGHTS FROM VICIOUS BISCUIT’S GROWTH STRATEGY

By Amanda Kahalehoe, Vicious Biscuit

30 FRANCHISING WORLD / September 2024

Each year, around 300 new brands enter the franchising world, bringing innovative ideas and opportunities.

F

or these emerging brands, the journey is fraught with unique challenges, and many find it difficult to gain momentum. Such challenges include strategic development planning, marketing and brand awareness, infrastructure building, technology stack implementation, training systems and processes development, and continual refinement of brand identity. While we continue to learn and refine our process, at Vicious Biscuit, we have created our recipe for success as an emerging franchisor.

“

As a franchisor, one of the most critical foundational steps is to establish your brand’s essence and identity.”

Marketing and Brand Identity

A strong brand identity is critical for successful franchising. At its core, franchising is about replication, so staying true to your original concept while scaling is key. This requires a clear vision and well-defined company values that attract franchisees and help them uphold your standards as development stretches from the concept’s home market.

As a franchisor, one of the most critical foundational steps is to establish your brand’s essence and identity.

Understanding your point of differentiation, identifying your competitors, and articulating the unique benefits your brand offers are all crucial for both development and marketing planning. This will help you pinpoint your value proposition to consumers while enhancing your overall development strategy and new store opening process.

The establishment of strong brand guidelines and a comprehensive marketing strategy is vital for introducing

your franchise to new markets and building awareness. This plan should take into consideration several methodologies including digital marketing, public relations, local store marketing and traditional advertising options. Consistent brand identity across all platforms is essential to ensure that your franchise is easily recognizable and that your message and quality expectations remain uniform.

Understanding Your Customer

A successful emerging franchise should know who its customer-base is, what they want, how to attract and acquire them, and where they are located. The more insights you gain about your customers, the more proactive and effective your development and marketing can be. This provides franchisees with the support and confidence needed to successfully market and position the brand in new territories, leading to accelerated growth and increased brand awareness for the franchisor.

Before jumping into franchising, you should test your concept in various markets. This will help you identify target areas, refine your business model, develop effective systems and opening processes, test new technologies, establish standards and a highly effective training program, and explore different infrastructure models to maximize profitability.

September 2024 / FRANCHISING WORLD 31

Infrastructure and Support Systems

Building a solid support infrastructure is a crucial aspect of our strategy. A common oversight among new franchisors is failing to establish a strong organization chart within the franchisor company. Whether utilizing in-house resources or outsourcing to recommended vendors, you need well-defined support for real estate, construction, marketing, technology, accounting, operations, legal, and HR functions. These support systems should be established before franchising the concept, as they provide immense value and reliability to franchisees.

“

A successful emerging franchise should know who its customer-base is, what they want, how to attract and acquire them, and where they are located.”

The Role of Technology

Integrating a top-tier tech stack that enhances operational efficiency and provides crucial data to inform business decisions is critical in today’s franchise landscape. Pointof-sale systems, digital learning management systems, and accounting and operational back-office systems enable franchisees to run and scale their operations.

Emerging franchise systems should leverage technology to support operations, training, marketing, and customer engagement when human capital is limited in their organization chart. Moreover, technology houses data that drives growth. Establishing key performance indicators early on and tracking this data allows for real-time adjustments to refine and improve the success of the concept. Your tech stack should be scalable and adaptable, capable of evolving with your brand and addressing changing needs.

reputation. Choose vendors who understand the needs of expanding brands and are ready to provide the support and flexibility necessary for a successful scaling process.

Future Expansion Plans

No brand can succeed without a clear vision for the future. A thorough development plan should cover various factors, including build-out strategies, timelines, franchisee attributes, capitalization, and experience requirements.

Expansion goals should be realistic and align with your brand’s capacity and long-term strategy. To effectively pursue growth, you need to anticipate where and when your system may experience stress and be prepared to add the necessary infrastructure, systems, and technologies to support your expansion efforts. Consider options for scaling development, including the possibility of outsourcing to specialized development companies. Real estate and market analysis, franchise sales, recruitment marketing, construction support, and project management are all areas where outsourcing may be beneficial, especially due to the heavy investment involved in establishing an in-house department early on. We partnered with Pivotal Growth Partners (PGP) at the beginning of our franchise journey due to their expertise in fostering growth and providing developmental insights has allowed us to build and scale our operations with a focus on long-term sustainability. This partnership ensures that our franchisees receive unparalleled support and benefit from a wealth of franchising experience.

For Vicious Biscuit, our strategy is to expand to 75 locations over the next five years. Each new opening offers an opportunity to refine our approach and enhance our systems. One of the most valuable actions a new franchisor can take is to embrace feedback. Franchisees, whether experienced or new, provide essential insights that contribute to system improvement. Use each new opening as a chance to learn and strengthen your processes.

Vendor Relationships

Maintaining strong vendor relationships is especially important. Early on, you need to assess which vendor partners can scale with you effectively. Our vendors are not just suppliers; they are key partners in our growth. Their support can significantly impact the quality and consistency of your products and services, directly influencing your brand’s

32 FRANCHISING WORLD / September 2024

Amanda Kahalehoe is the chief operating officer of Vicious Biscuit, an emerging fast casual franchise. A former marine, Amanda is a pivotal member of the Vicious Biscuit team, contributing to its growth through the implementation of innovative strategies and practices. For more information about IFA franchisor member Vicious Biscuit, please visit franchise.org/franchiseopportunities/vicious-biscuit.

We’ll make your Events, Conventions, Meetings & Tradeshows STAND OUT! We Grow Brands and Advance People If you’re ready to STAND OUT from the competition call us at 630-443-4300 or visit mocandco.com

FEATURE

CLEANING UP COMMUNITIES: HOW HOME CLEAN HEROES TRANSFORMS THROUGH PHILANTHROPY

By Kathy Turley, Home Clean Heroes

34 FRANCHISING WORLD / September 2024

For emerging brands, distinguishing themselves in a crowded market can be challenging.

H

owever, there are several effective strategies to achieve this, some of which include distinctive branding, innovative products or services, competitive pricing, exceptional customer service, a robust online presence, and meaningful philanthropic partnerships.

Below, you’ll find a compelling case study on how Home Clean Heroes leverages philanthropy as a key differentiator, along with actionable strategies for how your brand can adopt similar practices to stand out in your market.

“

Customers appreciate doing business with the brand because they give back to the local community.”

Home Clean Heroes and Heroes First

Home Clean Heroes stands out in the residential cleaning industry with its Heroes First initiative, a philanthropic program launched in late 2021 that is designed to honor and support first responders.

Inspired by the brand president’s family ties to the first responder community and the critical role these heroes played during the COVID-19 pandemic, Heroes First aligns with the brand’s heroic persona and commitment to community service.

Heroes First operates by allocating a portion of every cleaning fee to the initiative, with the corporate office matching these contributions. Customers can also choose to “round up” their payments or make nominal donations.

Partnering with the First Responders Children’s Foundation (FRCF), Home Clean Heroes supports various programs, including scholarships for first responders’ children.

Franchisees play a crucial role in the success of Heroes First. They not only encourage customers to participate in the round-up donations but also actively engage with their local first responder communities.

This involvement includes spreading awareness about FRCF programs, volunteering at first responder events, and even visiting stations to show appreciation.

The Heroes First initiative has significantly impacted both the brand and the communities Home Clean Heroes serves. Customers appreciate doing business with the brand because they give back to the local community.

Potential franchisees are particularly drawn to Home Clean Heroes because of this meaningful community engagement. The initiative’s appeal lies in its tangible benefits and the positive difference it makes locally.

Leveraging Philanthropy: A Guide for Other Companies For emerging brands looking to differentiate themselves through philanthropy, Home Clean Heroes’ Heroes First initiative provides a valuable blueprint. Here are some key strategies:

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Align with Your Brand Values

2

Create Personal Connections

Choose a cause that resonates with your brand’s core values and mission. For Home Clean Heroes, supporting first responders aligns with their heroic persona.

Draw inspiration from personal stories within your organization. Authentic connections, like the brand president’s family ties to the first responder community, add depth and authenticity to your efforts.

September 2024 / FRANCHISING WORLD 35

3

Simplify Participation

Make it easy for customers and franchisees to participate. Implementing a “round up” option or matching donations encourages widespread involvement without complicating transactions.

4

Partner with Established Nonprofits

Collaborate with reputable organizations that align with your philanthropic goals. Home Clean Heroes’ partnership with the First Responders Children’s Foundation lends credibility and structure to their initiative while giving franchisees an “in” with their local first responders communities.

5

Engage Locally

Encourage franchisees or branches to engage with their local communities. This can include volunteering, organizing events, or simply showing appreciation to local heroes, fostering a strong community connection.

6

Promote and Recognize Contributions Highlight the impact of your initiatives

36 FRANCHISING WORLD / September 2024

through marketing campaigns and promotions. Share success stories, milestones, and testimonials to inspire and attract potential customers and franchisees.

7

Incorporate Philanthropy into Business Growth

Showcase your philanthropic efforts as a key differentiator to attract values-driven franchisees or partners. Highlight how these initiatives enhance brand loyalty and create a positive community impact.

By following these strategies, companies can create impactful philanthropic initiatives that not only differentiate their brand but also contribute positively to society. Home Clean Heroes’ Heroes First initiative exemplifies how giving back can be seamlessly integrated into a business model, fostering growth and making a lasting impact.

Kathy Turley is the director of marketing for Home Clean Heroes, a fast-growing residential cleaning business within the Buzz Franchise Brands family. For more information about IFA franchisor member Home Clean Heroes, please visit franchise. org/franchise-opportunities/home-clean-heroes-franchising-llc.

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FEATURE

ENTREPRENEUR AT A CROSSROADS B2 B2

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C

By B. Quick Chadwick, EverSmith Brands

B2B vs. B2C Franchise Models

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any Americans possess the omnipotent internal flickering of the ‘entrepreneurial flame.’ When its flame becomes too intense, they often consider franchising to satiate the hunger pangs for business ownership. After gobs of online research and listening to trusted advisors and the occasional broker, a crossroads is ultimately faced: to invest in a business-to-business (B2B) or a business-to-consumer (B2C) franchise.

Both models offer unique opportunities, but the distinction between them is significant, and understanding the differences can be the key to a successful and sustainable investment.

The following insights delve into the core differences between B2B and B2C franchises, with a particular focus on the compelling advantages that B2B franchises offer, especially B2B service franchises. Also included are tips and best practices to help you choose the right franchise model for you and your investment goals.

exhaust cleaning, marketing consulting firms, IT support services, and commercial landscaping companies.

Business-to-Consumer Franchise: A B2C franchise, on the other hand, focuses on selling products or services directly to individual consumers. Common examples include retail stores, quick service restaurants (from juice bars to fine dining), fitness centers, and the like.

While both B2B and B2C franchises offer lucrative opportunities, B2B franchises often present a more stable and scalable investment.

5 Advantages of B2B Franchises Steady Demand and Recurring Revenue: One of the 1 most significant advantages of B2B franchises is the

What Is the Root Difference in Models?

Business-to-Business Franchise: A B2B franchise provides products or services to other businesses.

Clients consists primarily of businesses rather than individual consumers. Examples of B2B franchises include business services like commercial kitchen

38 FRANCHISING WORLD / September 2024

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potential for steady demand and recurring revenue.

Businesses typically need ongoing services, such as cleaning or specialized support, leading to long-term contracts and consistent cash flow. This stability is especially appealing when forecasting as it’s easier to predict and in unwelcome economic downturns, where businesses prioritize maintaining essential operations.

With B2C franchises, owners may see fluctuating demand caused by the apparent fickleness of consumers. Fueled by the ever-present “next best thing” attitude of social media, consumers’ tastes and preferences can quickly change.

Larger Transaction Values: B2B transactions often involve larger agreements or contracts compared to B2C sales — often seen as transactional. Whether it’s providing equipment, services, or consultancy, the transaction value in B2B can be substantially larger and

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lead to higher revenue per client or higher average ticket. Fewer, high-quality clients lead to more significant returns compared to many, smaller clients that are easily swayed. B2B franchises allow their franchisees to achieve more with less, unlike B2C franchises, where a high volume of individual customers is often required to reach profitability.

Relationship-Driven Sales: Perhaps the most poignant difference is that with B2B franchises, particularly B2B services, relationships matter. Once you build trust and deliver a quality and dependable service, businesses are likely to “set it-and-forget-it,” leading to long-term partnerships and strong retention rates. This relationship-driven approach contrasts starkly with the impersonal, transactional nature of B2C interactions, where customer loyalty can be fleeting and greatly influenced by price competition.

What’s more, B2B service agreements are typically multiple years in length, reducing the administrative burden of switching, initiating a Request for Proposal or the operational strains and complexities inherent of switching service providers.

Lower Marketing Costs: B2B franchises typically require more targeted marketing efforts, often focused on networking, referrals, industry or associations events, and immersive community engagement. This can result in lower and less wasteful marketing costs compared to B2C franchise models, where the need for broad, highly creative and omni channel advertising campaigns are necessary to attract large volumes of individual customers. These campaigns can be quite expensive and are often difficult to measure return-oninvestment (ROI).

Expertise and Reputation: Operating a B2B franchise allows you to position yourself as an expert in a particular industry. As your business grows, so does your reputation, which can lead to further business opportunities and expansion. In B2C franchises, while brand reputation is also crucial, the competition is often stiffer, and differentiation can be challenging.

What Model is Best for Me?

When you’re considering investing in a franchise, here are a few insights to help you make the right choice for you: Assess Your Strengths and Interests: Start by evaluating your strengths, interests, and background. If you have experience in sales, business administration or possess industry-specific knowledge (or simply have a

1

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3

4

5

passion about an industry), a B2B franchise might be a natural fit. If you’re passionate about customer service or have retail experience, a B2C franchise could align better with your skills.

Research the Market: Conduct thorough market research to understand the demand for the products or services in your area. Consider the competition, market saturation, and economic trends, as well as those businesses that are regulated. For example, commercial kitchens such as those found in restaurants, hospitals or hotels, require kitchen exhaust (or hood) cleaning on a frequent basis to stay in compliance with local, state and federal health and safety regulations. B2B franchises thrive in markets with a strong business presence while B2C franchises may require a large consumer base, such as those found in dense metropolitan areas.

Evaluate the Franchise’s Support System: Examine the level of support provided by the franchisor, which can range from training to digital marketing guidance and ongoing operational support. B2B franchises often offer specialized training in industry-specific knowledge, which can be crucial for success.

Consider the Investment and ROI: Look beyond the initial franchise fee (a given in any franchise) and consider the total investment required, including ongoing costs and the expected ROI — specifically, how many years it will take you recoup your investment. B2B franchises, with their potential for higher transaction values and recurring revenue, often provide a faster path to profitability.

Think Long-Term: Franchising is a commitment that encompasses a 10-year agreement, relatively shortterm. Consider the scalability of the franchise model and your long-term goals, such as early retirement, succession or building a franchise empire. B2B franchises often offer more opportunities for growth and expansion, whether through additional services or entering new markets.

Investing in a franchise is a significant decision, but with the right approach, you can choose a model that best aligns with you.

B. Quick Chadwick is the senior director of marketing for EverSmith Brands.

September 2024 / FRANCHISING WORLD 39

SPECIAL CONTENT

3 PRINCIPLES TO SUCCESS FOR EMERGING FRANCHISORS

By Dustin Hansen, InXpress

I was 23 years old when I started a new franchise brand with little knowledge of what I was doing.

40 FRANCHISING WORLD / September 2024

B

ut knowing of my ignorance became my superpower as it drove me to crave learning and make franchise connections. Now, 19 years later, the resources, learning opportunities, people, and intellectual capital are exponentially more available to emerging franchisors. Two of those resources, the International Franchise Association Annual Convention and the International Franchise Association Emerging Franchisor Conference (EFC) are can’t-miss events of the year.

It should come as no surprise the skill sets needed to run a successful franchised business can differ from those

needed to be successful as a traditional or non-franchised business owner. To be a successful franchisor you will need: 1. Correct knowledge and understanding of what business you are actually in 2. The right franchise connections 3. Sound planning and decision-making abilities

1

What Business Are You Actually In?

A franchisor is in the business of creating successful small business owners. The franchisee is in the business of delivering the service or product to the customer.

Many emerging franchise brands fail to delineate this truth.

That failure leads to frustration for franchisor and franchisees.

The franchisor role is to find and award new franchisees, and then assist them in becoming fully capable to operate their franchised business and achieve expected unit profitability. As a franchisor, the knowledge, skills and approach to creating successful small business owners is significantly different than operating the actual franchise. The IFA Emerging Franchisor Conference includes deep and proven content that will give each attendee the knowledge they will need to succeed.

2

The Right Franchise Connections

The old saying goes — it’s not what you know, but who you know. Knowing people that have walked your path before is invaluable. IFA members are known for the culture of openness and sharing. It is almost shocking how much people are willing to share! There is a mindset of abundance, so giving knowledge only helps raises the tide of franchise success. I would not have had successes in building a global franchise company producing hundreds of millions of dollars in annual system sales if it had not been for the altruistic people within the IFA community holding my hand and guiding my decisions. In my experience, all sustainable successful franchisors surrounded themselves with franchise experts and mentors while in the very early stages of their business. These connections will be guides that help you take huge amounts of content and package it in a way you can use to execute. Knowledge, without people there to actually guide you, is like learning a new sport with a ton of tips but confusion on how to implement. The IFA Emerging Franchisor Conference proactively provides attendees an expert mentor to help guide them through the conference content and create a stress-free environment to create personal connections.

NOVEMBER 18-20

AUSTIN, TX

Register for the IFA Emerging Franchisor Conference November 18-20, 2024 | Austin, TX

franchise.org/events

3

Sound Planning and Decision-Making Abilities

David Barr on numerous occasions has stated, “Franchising is the licensing of a business model that produces predicable cash flows to an average franchisee, with average intelligence, with average work ethic on an average day.” What David didn’t say, and what is not true, is that franchising is for everyone. A franchise brand is not being responsible, nor will they sustain long-term success, if it relies on hit and miss franchise success. To decide to utilize the franchise business model is a decision that requires careful planning and sound decisions. A franchisor must be able to create processes and systems that are clear and create predicable outcomes for an average franchisee. To many, franchise brands rely on a couple of rock star franchisees and assume that others that are struggling are just the wrong fit.

That is not accurate and is extremely irresponsible. The IFA Emerging Franchisor Conference will give you unfiltered benchmarks that will help you decide if utilizing the franchise business model is right for you and your business.

In my view, any new and growing franchise brands that have ambitions to be a sustainable success must attend the IFA Emerging Franchisor Conference. This annual conference will help you know what business you are actually in, make connections that will guide you and help you, and create a firm plan with a solid decisionmaking framework. I can’t wait to see you there!

Dustin Hansen is on the Global Board of Directors for InXpress.

For more information about IFA franchisor member InXpress, please visit franchise.org/franchise-opportunities/inxpress.

September 2024 / FRANCHISING WORLD 41

Thank you to our Title, Platinum, Gold, Silver & Bronze Level Emerging Franchisor Conference Sponsors.* Learn more about them here: *At the time of print

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AMERICAN FRANCHISE TM

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The American Franchise Academy provides Multi-Unit Franchise owners the knowledge, tools, and resources to define and document their management processes and procedures to scale their multi-unit organization.

Because of this, they can confidently delegate operations, and experience true financial and time freedom. We also offer world-class development programs for MultiUnit Leaders (District Managers), and Single Unit Managers.

AnswerConnect is a 24/7 answering service, dedicated to supporting franchises across the US. A team of professional receptionists provide 24/7 call answering, live chat, call routing and transfers, appointment taking, and so much more. Rated excellent on TrustPilot, AnswerConnect strives to provide brandconsistent, 5-star service to every caller.

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42 FRANCHISING WORLD / September 2024

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Careerplug’s proven playbook has been used to grow over 60,000 teams. We’ve built easy-to-use software to attract, schedule, and evaluate the right people to hire. With CareerPlug, you get more than just software — you get human hiring experts and a partner invested in your growth.

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www.chengcohen.com

www.citrincooperman.com/Industries/ Franchising

Cheng Cohen LLC is a law firm that provides uncompromising service to franchise brands worldwide. With a unique blend of legal and real-world business experience, Cheng Cohen delivers curated business, trademark, and dispute resolution solutions for franchisors.

CONTACT INFO: Amy Cheng amy.cheng@chengcohen.com

Citrin Cooperman is proud to have one of the leading national franchising practices in the country. For over 40 years, Citrin Cooperman’s dedicated Franchise Industry Practice has supported some of the largest franchise operations with a vast array of diversified concepts. We work with the owners, operators, controllers, and CFOs of a wide range of franchisors and multi-unit franchisees helping them establish their brands and grow their concept to the next level.

CONTACT INFO: Michael Iannuzzi

miannuzzi@citrincooperman.com | 212-697-1250

September 2024 / FRANCHISING WORLD 43

www.dentons.com/en/

www.franconnect.com

Navigating franchising and distribution arrangements requires strategic guidance rooted in industry experience. Dentons’ Franchise and Distribution Law practice provides exactly that. Our team has been, and continues to be, at the forefront of significant, precedent-setting activities in franchise compliance, franchise litigation, counseling, and related transactional matters.

FranConnect is the leading enterprise software provider for franchise and multilocation businesses. For over 20 years, the FranConnect platform has served as the sales, operations, and marketing backbone for over 1500 brands and 350,000 units worldwide. These brands rely on FranConnect to expand locations, streamline unit operations, enhance collaboration across the network of locations, and improve profitability.

CONTACT INFO: Manal Z. Hall manal.hall@dentons.com | 801-375-6600

CONTACT INFO: Kelsey Smith, Director, Digital Marketing kelsey.smith@franconnect.com | 703-390-9300

franfast.io

www.franfund.com

FranFast is a complete franchise management software built on the Salesforce platform. It is designed to help franchises standardize and accelerate their operations, from franchise development to franchisee management. FranFast’s 4 Pillars offers a variety of features, including: franchise prospect management, new store opening tracking, franchise compliance tracking, franchisee communities.

Help your candidates get the doors open to their new businesses quicker and easier by partnering with FranFund on their insightful funding strategies. We make the process personal and painless for your candidates and communicate with you every step of the way so you know how they are progressing.

CONTACT INFO: Rogelio Martinez info@franfast.io | 305-676-2472

CONTACT INFO: Brook Cohen, Franchisor Relations Manager bcohen@franfund.com

44 FRANCHISING WORLD / September 2024

franinsurance.com/emerging-brands

www.learningzen.com

Starting a franchise is exciting but comes with risks, making early insurance planning crucial. Discover how Gallagher Franchise Solutions supports emerging brands with tailored insurance, competitive pricing and dedicated service at every stage of your franchise journey. From pre-franchising to network expansion, we’ve got you covered. Learn more @ franinsurance.com/ emerging.

LearningZen is a Franchise Training Platform (LMS) designed to support the franchisor/franchisee model. Our simplified but extremely flexible course authoring tool ensures easy course creation. Training can be assigned, tracked, and reported on from our KPI dashboard and robust reporting.

Our superpowers are listening to and supporting our clients.

CONTACT INFO: Abby Greeno emergingbrands@ajg.com | 515-309-6210

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www.listen360.com

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Listen360 is a powerful, NPS-based customer experience platform that enables more than 40,000 brands around the globe to attract and retain business, improve operations, transform delighted customers into vocal advocates and build better customer relationships, resulting in increased growth and profit! Learn more at www.listen360.com!

Paychex, Inc. (Nasdaq: PAYX) is an industry-leading HCM company delivering a full suite of technology and advisory services in human resources, employee benefit solutions, insurance, and payroll.

The company serves approximately 745,000 customers in the U.S. and Europe and pays one out of every 12 American private sector employees. *IFA Preferred Vendor

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CONTACT INFO: Visit: go.paychex.com/ifa

September 2024 / FRANCHISING WORLD 45

www.revlocal.com/our-clients/franchise We take a personalized approach to digital marketing. With a variety of services including local listing optimization, reviews, seo, websites, paid advertising, and ott advertising, we can work with you to create the right marketing solution for your brand. It’s not just a plan, it’s a partnership.

www.saxtonstump.com/what-we-do/ franchising-licensing-and-distribution Saxton & Stump provides solutions for complex legal issues and partners with clients to create a roadmap for their success. Our attorneys have decades of experience working for emerging, national, and international clients in franchising and distribution. We would love to find out more about how we can help you!

CONTACT INFO: AJ Shull ashull@revlocal.com | 310-405-1339

CONTACT INFO: Thomas Kent tjk@saxtonstump.com | 484-218-9201

www.smbfranchising.com

soundhound.com

Since 2009, SMB Franchise Advisors has helped over 500 brands prepare, launch and grow in franchising. We guide founders through the entire process, educating you on the essentials of finance, operations, marketing and development taking the time to get to know you while helping your brand reach its full potential.

SoundHound AI, a global leader in conversational intelligence, offers groundbreaking voice AI solutions that let businesses provide incredible conversational experiences to customers.

Now introducing Smart Answering, an AIpowered voice assistant that handles 100% of high-call volume businesses inbound calls, delivering a consistent experience that reduces staff distraction and unlocks every revenue opportunity.

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CONTACT INFO: Ishai Reinfeld ireinfeld@soundhound.com | 408-441-3200

Sales@SMBFranchising.com | 855-SMB-2009

46 FRANCHISING WORLD / September 2024

futureoffranchising.com

www.ubglaw.com

For 40 years, The Entrepreneur’s Source has connected Franchisor Members from every industry to thousands of franchise candidates. Our approach to Career Ownership Coaching™ helps candidates define their goals, needs, and expectations which enables us to better pair them with your unique opportunity to create strong, lasting WIN-WIN relationships.

UB Greensfelder LLP is a full-service, Am Law 200, super-regional law firm focused on exceeding client expectations and delivering superior, customized legal solutions. Created in 2024 through the merger of Ulmer & Berne LLP and Greensfelder, Hemker & Gale, P.C., the firm’s 275 lawyers advise regional, national, and global businesses on a wide range of legal matters across more than 25 specialized practice and industry groups. UB Greensfelder has nine primary office locations. For more information, please visit www.UBGlaw.com.

CONTACT INFO: Gregory M. Cook, CFE gcook@franchisesource.com | 203-405-2171

CONTACT INFO:

www.vdigitalservices.com

wadsworthdesign.com

We help emerging franchise owners attract and retain customers through targeted campaigns and actionable insights. With our digital marketing expertise and firstparty data solutions, you’ll hit the ground running, driving impactful results and strengthening your brand’s presence in today’s competitive market.

Wadsworth Design is a true “one stop shop” solution for franchises looking to design and outfit their store interiors. From design to delivery, we provide the following comprehensive services to ensure your success: Store Planning, Interior Design, Furnishing Design, Furnishing Manufacturing, Procurement, Packaging and Shipping, Furnishing Installation.

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314-241-9090

September 2024 / FRANCHISING WORLD 47

Thank you to our Emerging Franchisor Conference Event Level sponsors!

48 FRANCHISING WORLD / September 2024

INDUSTRY SPOTLIGHT: SENIOR CARE

INDUSTRY SPOTLIGHT: SENIOR CARE

By Khadija Cochinwala, FRANdata

An aging population is reshaping the senior care industry in the U.S.

A

ccording to the Population Reference Bureau (PRB), the number of Americans aged 65 and older is expected to increase from 58 million in 2022 to 82 million by 2050. With nearly 11,200 people turning 65 every day (a phenomenon termed as Peak 65), the share of seniors in the total population is expected to rise from 17 percent to 23 percent, opening up tremendous opportunities for franchises catering to senior care. Even currently, the U.S. population is older than it has ever been with the national median age hovering around 40 and expected to continue to rise. With improving life expectancies, advancements in chronic disease care, increasing age longevity and an upward trend in the national median age, the demand for franchised senior care services is predicted to grow exponentially. The senior care industry is a large and diverse market space that includes businesses and franchises offering assisted living centers, adult daycare facilities, long-term care facilities, nursing homes, hospice care, and the very popular ‘aging in place’/in-home care.

Based on FRANdata’s research, the number of franchised locations across

all senior care segments has increased at a CAGR of 5 percent from around 6,700 units in 2020 to approximately 7,700 in 2023, demonstrating the industry’s post-COVID rebound and rising demand for these service offerings. Brands that experienced the fastest system expansion include SYNERGY HomeCare, HomeWell Care Services, Nurse Next Door, Assisting Hands Home Care, Always Best Care Senior Services, etc.

Rebound of Senior Care Franchising Segments

Home Health Care: Post the pandemic, American families are moving towards multi-generational homes with adult children residing with or closer to aged parents to continue monitoring their health and safety from COVID and its spin-off related ailments. This change supports

Senior Care Franchised Establishments 9,000 8,000 7,000

6,729

7,023

2020

2021

7,332

7,693

6,000 5,000 4,000 3,000 2,000 1,000 0

2022

2023

Source: FRANdata

September 2024 / FRANCHISING WORLD 49

the shift towards seniors choosing to ‘age in place’ which was validated by an AARP survey that found 77 percent of its 50 year and older participants wanting to remain in their homes for the long term. Although it may seem that the elderly population would have their families as readily available caregivers, the pressure of this responsibility makes the adult children avail at-home caregiving services.

Consequently, the recent trend of ‘aging-in-place’ has given a boost to franchises that offer at-home aides at relatively lower costs compared to the more expensive full-time medical care at other senior living communities and nursing homes.

This sector of elderly care also faces lower staffing related shortages as they do not require hiring of skilled labor with medical experience since most of their services revolve around activities of daily living (ADL) such as bathing, assistance with using the toilet, meal preparation, etc. This segment is the most dominated by franchises with brands such as Home Instead, Right at Home, Visiting Angels and Comfort Keepers each operating more than 500 franchised units in 2023. The potential for growth of the in-home senior services

market coupled with its low operational costs is attracting significant private equity interest. Recent investment deals in this segment include the acquisition of Senior Helpers by Waud Capital Partners in early 2024 and that of Comfort Keepers by the Halifax Group in late 2023.

Assisted Living & Skilled Nursing Facilities (SNFs): According to PRB, the current senior population has more older adults that are divorced compared with previous generations. In addition, a greater number of older women, almost 50 percent of those above 85 years, were found to be living alone. The need for companionship and social gathering amongst this segment makes franchises that offer assisted living facilities and adult day care services an attractive option. Moreover, elders that require skilled medical attention due to deteriorating conditions such as dementia, mobility disabilities or Alzheimer’s prefer the 24/7 specialized and dedicated geriatric care provided by certified nursing assistants (CNAs) at franchised skilled nursing facilities (SNFs).

Due to these factors, between 2020 and 2023, there has been a steady improvement in the demand and occupancy rates at all types of franchised senior care facilities directly boosting the AUVs across the sectors. FRANdata estimated the AUVs for 37 active franchised senior care brands, that disclosed their AUVs for the measured period between 2020 and 2023, to have grown at a CAGR of 8 percent from approximately $1.1 million in 2020 to $1.4 million in 2023.

Roadblocks to Growth

The incredible demand for senior care-related services also comes with real and critical challenges related to staffing. Pandemic induced high attrition rate of employees exacerbated by low wage growth (the average pay being $17/hour in 2023) and inflexible work hours has been an ongoing problem for the industry. The emotionally demanding nature of the work coupled with limited career advancement prospects and more lucrative opportunities in other industries such as retail and service are dissuading potential recruits. According to the 2024 State of the Sector report by American Health Care Association (AHCA) and National Center for Assisted Living (NCAL), 94 percent of senior care facilities and nursing homes are facing difficulties in workforce recruitment due to disinterested and unqualified candidates and more than 65 percent are fearing permanent closures. More nursing homes have closed shops in recent years due to staff shortages domino impacting admission and acceptance rates to senior residents resulting in overall lower revenues across the sector.

50 FRANCHISING WORLD / September 2024

Technology at Senior Care Facilities

(Senior Care)

$1,600 $1,400 $1,200 THOUSANDS

Automation and robotics are redefining caregiving at franchised senior care facilities as well as offering solutions to its most persistent challenges. Telehealth features adopted by franchised senior care communities are ensuring speedier medical assistance and greater resident satisfaction. In addition, as the more tech-comfortable baby boomer generation occupies a larger share of the senior population, the use of internet and mobile apps in the everyday use at senior care facilities is becoming more prevalent.

Use of assistive devices, gadgets and humanoids such as Grace, designed by the GeriPARTy Laboratory, to offer companionship and assistance to the elderly are prime examples of how franchisors can adopt artificial

Average Unit Revenues

$1,251

$1,304

$1,397

$1,116

$1,000 $800 $600 $400 $200 $0

2020

2021

2022

2023

Source: FRANdata

intelligence (AI) and machine learning (ML) to improve service offerings.

Technology is stepping in to resolve labor shortage by streamlining record taking, administrative tasks and patient communication while at the same time bringing down costs and improving care quality.

Khadija Cochinwala is a research analyst at FRANdata. She is part of a team of analysts who measure, track, and analyze franchisor performance.

Khadija is committed to producing quality franchise insights that enable strategic decision making and propelling business growth. She graduated with a major in Communications and enjoys gardening and visiting exotic destinations around the world whenever she isn’t researching data. For more information about IFA supplier member FRANdata, please visit franchise.org/suppliers/frandata.

You CAN Have it All…

Uncover your purpose and pursue a career as a Senior Helpers business owner!

• • • • •

Enjoy the independence of owning your own business Grow your income in the lucrative senior care industry

Benefit from a proven, recession-resistant business model Unmatched 1:1 business coaching and training support

Build fulfilling relationships and be a bigger part of your community

CONTACT US TODAY TO GET STARTED!

877.376.7120 | rcantrell@seniorhelperscorp.com

“The Discovery Process was great. Everyone was genuine, answered our questions in detail, and is dedicated to the company and the services we will offer. That gave us the confidence that this was the right decision.”

— Senior Helpers Franchisee

September 2024 / FRANCHISING WORLD 51

INDUSTRY SPOTLIGHT: Retail Food & Stores

INDUSTRY SPOTLIGHT: FRANCHISED RETAIL FOOD & STORES

By Khadija Cochinwala, FRANdata

As of 2024, there are approximately 350 active franchised retail brands recorded by FRANdata that operate nearly 57,000 franchised locations across the United States.

O

f these, 69 percent of the brands, which account for 49 percent of the total units, belong to the ‘Retail Food’ segment that includes grocery & convenience stores, liquor stores and those that sell snacks, coffee, health & wellness related foods, as well as specialty and gourmet items such as seafood and ice creams. The remaining 31 percent of the brands, which control 51 percent of the total units operating in the ‘Retail Stores’ segment, includes diverse sectors such as pharmacies, apparel and sporting goods, consumer electronics, home furnishing chains, flowers and gifts, hardware and tools, etc.

52 FRANCHISING WORLD / September 2024

The State of Franchised Retail in the Post Pandemic Era Between 2020 and 2023, the franchised retail industry expanded by nearly 3,000 units, achieving a compound annual growth rate (CAGR) of 1.8 percent. Specifically, Retail Food drove this growth with a CAGR of 2.9 percent, while Retail Stores grew at a CAGR of 0.7 percent. Notable retail franchises that experienced accelerated growth include Buff City Soap, Kangaroo Express, Wireless Zone, Apricot Lane, and Mac Tools.

Retail Stores & Retail Food Franchised Establishments 60,000

53,974

54,468

55,395

2020

2021

2022

56,900

50,000 40,000 30,000 20,000 10,000

2023

Source: FRANdata

were other issues that impacted the retail franchisors’ everyday operations.

In 2022 and 2023, many traditional mall-based franchise retailers remained at a higher risk for closures than neighborhood strip centers due to declining footfalls. A large number of

consumers also migrated to suburbs and tertiary cities during the pandemic and switched to shopping at stores closer to their residential communities.

These franchised retail stores were observed to adapt to the changing consumer preferences by shutting

Average Unit Revenue (Retail)

$1,000 $900

$789

$800 $700 THOUSANDS

The higher growth in the retail food segment vis a vis the retail store sector, during and after the pandemic, can be attributed to consumers eating at home with fresh store-bought groceries instead of dining out. Franchised retail stores selling goods such as clothing, accessories, gifts, etc., were shut down during COVID. This shift increased demand for essential products such as food and beverages, while demand for non-essential items like apparel and accessories declined. Even after the lockdowns were lifted in 2021 and 2022, these consumer behaviors continued to influence shopping purchases. In 2023, macroeconomic conditions, including rising inflation and interest rates, further impacted consumer confidence. As a result, price-conscious consumers favored essential food products available at affordable franchised food retail outlets over discretionary purchases from other retail segments. In addition, the growth of e-commerce and online shopping during the lockdowns adversely affected the performance of non-food physical franchise retailers. Supply chain and labor-related challenges

$856

$860

2022

2023

$686

$600 $500 $400 $300 $200 $100 $0

2020

2021

Source: FRANdata FRANdata estimated the average franchised retail units’ AUV from 70 active retail brands across different retail segments that shared their AUVs for the measured period. The average AUV for retail stores has grown at a CAGR of 7.9 percent from nearly $686,000 to more than $860,000 between 2020 and 2023.

September 2024 / FRANCHISING WORLD 53

New Tech Powering Franchised Retail

down underperforming stores and instead expanding into smaller-format open air suburban centers and retail parks that had the added advantages of lower land, material and labor costs as well as reduced government regulations.

Overall, franchised retail AUV is observed to have grown the most between 2020 and 2022. But, with rising interest rates and inflation, the growth slowed down in 2023.

FRANdata estimated the average franchised retail units’ AUV from 70 active retail brands across different retail segments that shared their AUVs for the measured period. The average AUV for retail stores has grown at a CAGR of 7.9 percent from nearly $686,000 to more than $860,000 between 2020 and 2023.

On the bright side, in 2024, franchised physical retail stores across all segments are recovering and regaining consumer appeal as shoppers return to buying products at stores mainly for their quintessential tactile shopping experience. Holistic shopping experiences, combining omnichannel and hybrid options like BOPIS (buy online, pick up in-store) and BOSS (buy online ship to store) are expected to drive growth by merging online and in-person buying behaviors. As online shopping continues to grow, physical retail stores are also reclaiming importance as the primary point of purchase and fulfillment. The rise of ‘physical retail’ or ‘hybrid shopping’ is the consequent trend that most franchised retailers are acknowledging by seamlessly integrating the physical and digital channels of shopping to better appeal to all kinds of shoppers and provide them with a cohesive shopping experience.

54 FRANCHISING WORLD / September 2024

Artificial Intelligence (AI) and Augmented Reality (AR) are increasingly being incorporated into the everyday operations of franchised retail to power the industry forward. Retailers are capitalizing on Machine Learning (ML) algorithms to understand customer behavior, predict trends, forecast demands and increase customer engagement by offering personalized recommendations and tailoring products and services to their unique preferences. These efforts to elevate the shopping experience and increase consumer loyalty include the use of virtual reality led retail sales floors, smart mirrors and fitting rooms, contactless payments with scan-and-go technology, smart-phone enabled unaided checkouts and smart humanlike chat bots with voice-enabled technology to aid in customer assistance. Retailers are also using AI to boost operational efficiency by improving store analytics, automating inventory management and shrinkage, as well as providing adaptive pricing. AI is also helping franchised retailers in their theft protection and loss prevention efforts as more retailers embed radio frequency identification (RFID) tags on their merchandise.

Other Noteworthy Retail Trends in 2024

Sustainability is the new buzz word in the retail circles as more consumers are becoming conscious of the impact of their purchases on the environment. According to an EY survey result, 31 percent of Gen Z consumers have either stopped buying or have bought less from brands that they believe aren’t doing enough for the environment.

Another trend that supports sustainability is the rise in the popularity of resale brands dealing in second-hand goods and products. To stay competitive, franchised retailers need to include sustainability practices in their operations to ensure continued growth in sales.

Khadija Cochinwala is a research analyst at FRANdata. She is part of a team of analysts who measure, track, and analyze franchisor performance. Khadija is committed to producing quality franchise insights that enable strategic decision making and propelling business growth. She graduated with a major in Communications and enjoys gardening and visiting exotic destinations around the world whenever she isn’t researching data. For more information about IFA supplier member FRANdata, please visit franchise.org/suppliers/frandata.

Don’t mess with breakfast!

22.3%

EBITDA*

100% Privately Owned Franchise*

100%

Multi-Unit Franchisees*

hungry for more?

21+

Corporate Locations

*The information above was obtained from the 2024 The Big Biscuit Industries, LLC Franchise Disclosure Document.

INDUSTRY SPOTLIGHT: Retail Food & Stores

NAVIGATING THE STORM: STRATEGIC FRANCHISE GROWTH IN A SHIFTING FSR LANDSCAPE

By Sam Ballas, East Coast Wings + Grill

The Full-Service Restaurant (FSR) industry has been facing a wave of bankruptcies and closures that have left many in the sector questioning the future.

A

s CEO of East Coast Wings + Grill, I have observed firsthand the dynamics driving these challenges and believe there are strategic approaches to navigate these turbulent waters. Responsible franchise growth and innovation are not just buzzwords; they are the pillars that can sustain and propel brands forward in this ever-evolving market.

Understanding the Crisis: Common Pitfalls Restaurant bankruptcies often stem from a combination of high overhead costs, thin profit margins, and an inability to adapt to shifting market conditions and consumer preferences. The COVID-19 pandemic exacerbated these issues, highlighting the importance of flexibility and innovation. Brands that failed to embrace the new normal found themselves struggling, while those that adapted are now better positioned for growth.

High real estate costs also play a significant role. Prime locations come with hefty rents, and long-term

56 FRANCHISING WORLD / September 2024

leases with fixed rent escalations can become burdensome, especially when sales decline. Economic pressures, such as inflation and rising costs of ingredients, labor, and overhead, further squeeze profit margins. Supply chain disruptions, political factors, and increased construction costs add additional layers of complexity to the mix.

The Strategic Response: Responsible Growth and Innovation To thrive in this environment, franchised brands must focus on responsible growth. This begins with attracting and welcoming the right franchise partners — those who align with the brand’s values, possess strong business acumen, and have sufficient capital. A rigorous screening process is essential to ensure that new franchisees are equipped to succeed.

Real-time performance monitoring is another crucial component. By closely tracking unit-level economics, brands can identify and address issues early on. This involves analyzing data at a local level, from individual item performance to portion control and waste management. Such insights enable brands to tailor strategies that drive success for individual locations and the system as a whole.

Supporting struggling franchisees is equally important. Ongoing training and development can enhance management skills and operational efficiency. Financial assistance, such as loans or temporary royalty reductions, can help manage cash flow. A hands-on approach while diving into the data to find the root cause of issues, is vital. Implementing a strategy where both franchisor and franchisee are accountable ensures a collaborative effort towards improvement.

The Power of Adaptation and Innovation

Successful brands are those that adapt quickly to changing consumer preferences, market trends, and external challenges. Innovation is key — whether through embracing technology, modifying service models, or introducing new menu items. Maintaining strong customer relationships through excellent service, loyalty programs, and effective marketing strategies is also crucial.

Operational efficiency is a hallmark of successful brands. From supply chain management to staff training, ensuring smooth and cost-effective business processes is vital. Sound financial management, with healthy cash flow, controlled costs, and strategic investments, supports sustainable growth.

In contrast, failing brands often struggle with overexpansion without a solid foundation, leading to strained resources, weakened brand quality, and operational challenges. These brands tend to be reactive rather than proactive, failing to recognize or address issues early enough, resulting in compounding problems.

Looking Ahead: A Nuanced Perspective

While the current landscape may seem daunting, it is not all doom and gloom. Franchise brands that embrace change and innovation will find opportunities for growth. It is essential to constantly re-evaluate and move with the changing economy to set up sustained growth. Prioritizing the success of individual franchisees strengthens the overall brand and promotes sustainable expansion.

The FSR industry’s recent spate of bankruptcies and closures underscores the need for strategic, responsible growth and innovation. By attracting the right franchise partners, utilizing real-time performance data, supporting struggling franchisees, and embracing adaptation and innovation, brands can navigate these challenges and emerge stronger. The future of the FSR industry depends on our ability to learn from the past and proactively shape our path forward.

Sam Ballas is the CEO & founder of East Coast Wings + Grill. For more information about IFA franchisor member East Coast Wings + Grill, please visit franchise.org/franchiseopportunities/east-coast-wings-grill.

September 2024 / FRANCHISING WORLD 57

INDUSTRY SPOTLIGHT: Retail Food & Stores

WHAT’S BREWING IN THE RETAIL FOOD INDUSTRY?

By Sarah Anderson, Beans & Brews

In the retail food space, adaptability is the name of the game.

T

he $387.5 billion QSR industry is transforming based on consumer preferences, technological advancements, and a growing demand for unique experiences. To achieve success in this you must have the ability to adapt.

Stand Out in the Crowded Marketplace

Beans and Brews Coffeehouse is a growing brand in the coffeehouse sector, a sector the National Coffee Association reports is a $343.2 billion industry. At Beans & Brews, we offer a unique perspective on trends and the future of the industry. Known for our High-Altitude Roasting™ process, Beans & Brews has carved out a niche in the market by offering small-batch craft coffee that appeals to discerning coffee enthusiasts. This focus on quality and specialty products is critical, as consumers increasingly seek out distinctive flavors for a more personalized and satisfying experience.

Healthy Options

Consumer emphasis on health and nutrition is reshaping the retail food landscape. There’s an awareness component too, with more patrons wanting to know what goes into

58 FRANCHISING WORLD / September 2024

their food and beverages and favoring healthier options with transparent ingredient sourcing. Beans & Brews has responded to this trend by diversifying our menu to include a range of healthier beverages, including teas, sugar free flavors and low-calorie options. This expansion not only caters to a broader audience but also creates a more diverse revenue stream.

Tech Stack

The 2024 Edition of the Future of Restaurants Report shows that restaurant owners agree-technology is a must-have if you want to grow your business. Mobile apps, online ordering, and loyalty programs have become essential for enhancing the customer experience and streamlining business operations. Beans & Brews

has embraced this shift by updating our app to integrate with Attentive, a leading SMS platform. This integration allows for personalized communication and offers, which strengthens customer loyalty. The app also facilitates mobile payment and online ordering, providing convenience and driving sales. The data provides valuable insight about consumer preferences, illustrating, for instance, that our customers typically spend 8-18 percent more using this technology.

A Bespoke Experience

Attracting and retaining customers is achieved through personalization and customization. There’s a push to accommodate individualized experiences — providing something for everyone. But this gets tricky as we balance affordability for customers with decreasing profit margins.

Experts recognize a growing consumer concern about inflation.

The retail food industry is adapting by providing specials, deals, discounts and value meals to the discerning patron. For example, we brought in $1 donut holes to complement a guest’s order. Offering a lower price item gives guests an affordable option where they might have otherwise opted out of a treat. For us, the valueoriented add-ons have quickly boosted incremental sales, and we will continue to refresh them with different limitedtime offers throughout the year.

The retail food industry must remain innovative to adapt to changing consumer preferences. As we cast a wider net, inviting new customers, we‘ve added menu items that test well and show results. For example, our Popping Pearls are a fast-growing flavor addition that helps us deliver on the broader demand for beverages besides coffee. By adding Popping Pearls, we attract new and non-coffee drinking guests at all times of the day.

While adapting and innovating are crucial, the timeless aspect of our industry is customer convenience.

Staying versatile ensures that customers enjoy the best of both worlds — whether they prefer the quick service of a drive-thru kiosk or the relaxing atmosphere of a Beans & Brews coffeehouse, taking the time to savor a great cup of coffee.

Sarah Anderson is the vice president of operations at Beans & Brews, where she has dedicated 24 years to the company’s growth and success. Starting her journey as a barista at age 17, Sarah quickly advanced through the ranks, contributing significantly to the brand’s development. Today, she and her team focus on developing operational, training, and administrative tools to help franchisees thrive. For more information about IFA franchisor member Beans & Brews, please visit franchise.org/franchise-opportunities/beansbrews-coffeehouse.

September 2024 / FRANCHISING WORLD 59

EMERGING FRANCHISOR SPOTLIGHT

Unlock a Growing Opportunity with Classy Closets Join a Legacy of Excellence

With over 40 years of expertise in custom cabinetry, Classy Closets stands as a leader poised for substantial growth. Renowned for its full-service approach—from innovative design to precise manufacturing and seamless installation—Classy Closets has built a legacy of delivering high-quality, personalized storage solutions across the Southwest U.S. Now, this trusted brand is offering aspiring entrepreneurs an exciting opportunity to join its expanding franchise network.

leverage over four decades of brand recognition and customer trust in a rapidly evolving market, positioning their businesses for lasting success.

allows owners to scale their businesses according to demand. The tailored franchise fee structure is designed to maximize value, regardless of location.

Classy Closets offers a proven business model with a history of strong returns on investment. Franchise owners benefit from comprehensive training, proprietary operational systems, and ongoing support from a dedicated corporate team, ensuring they are well-equipped to thrive in their markets.

Classy Closets invites entrepreneurs to partner with an experienced leadership team that boasts a proven track record of success. As demand for premium home organization solutions continues to rise, the brand is actively seeking franchise owners to expand its network in key markets from coast to coast.

By becoming a Classy Closets franchise owner, individuals tap into an industry leader known for merging cutting-edge design with expert craftsmanship.

Classy Closets' custom storage solutions not only transform homes but also elevate everyday living. This opportunity allows franchise owners to

Opening a Classy Closets franchise is more than just a business opportunity; it is a chance to make a meaningful impact in the community by providing custom storage solutions that enhance the quality of life. With a flexible initial investment based on location and market potential, the franchise model

Seize the opportunity to be part of a growing brand with a legacy of excellence—start the journey with Classy Closets today!

FOR MORE INFORMATION CONTACT: Tinea Price 888-255-4112 franchising@classycompanies.com ClassyClosets.com

• Over 40 years of experience in the industry • Proven methods and procedures • Premium franchise territories with high growth potential • Design, sales and installation training • Option to manufacture your products (to Classy Closets specifications) • Trailer and tool packages • Access to marketing materials and support • Continual training through annual franchise conferences & online meetings

| 888-255-4112 | franchising@classycompanies.com

$25k - $50k FRANCHISE FEE

40%-50%

TARGET GROSS MARGINS

$100k-$250k

MINIMUM INVESTMENT

EMERGING FRANCHISOR SPOTLIGHT

Pet Passages® is the most prestigious and quality-controlled brand for pet cremation services. Opportunities are now available for anyone looking to break into this highly rewarding and compassionate business that truly helps families forever preserve the memory of their pets.

Our time-tested approach provides the highest level of dignified pet cremation services in the nation. Take advantage of this unique business opportunity and join the national leader in the pet cremation industry. We make it easy to start making money fast. Our proprietary system leads to quick integration and implementation.

Proven History You will join a company with a track record of success. Pet Passages® has 20 franchises throughout North America...and growing!

Unique Service You will provide a memorial and cremation service unlike any other found in your community. Pet Passages® stands out.

Experience & Support You are not alone. You will collaborate with partners and owners who share your passion and contribute to your success.

Innovative Approach Because of our methodology, you will see families have a beautiful and cathartic experience unique to Pet Passages®.

Unlimited Potential There are countless numbers of pet owners who do not know where to turn following the loss of a pet. You are there to fill that void.

FOR MORE INFORMATION CONTACT: Michael T. Harris Founder & President 585-265-9933 mikeharris@petpassages.com petpassagesfranchise.com

62 FRANCHISING WORLD / September 2024

EMERGING FRANCHISOR SPOTLIGHT

Wings Etc. Grill & Pub has been a player in the Buffalo-wing-driven Bar & Grill segment for 30 years, with 80+ locations in 13 states, and plenty of opportunity for continued growth. Our concept is great for those looking to invest in a solid, growing brand. Plus, you’ll be connected to our enthusiastic fan base who love what we do: great food, drinks, and sports in a laid-back, welcoming atmosphere.

As a Wings Etc. independent business owner, you’re more than another franchisee—you’re part of a brand with decades of commitment to franchisee success. We provide comprehensive, proprietary business and operational systems, including full documentation

and extensive training in business management and store operations. We also offer marketing training and planning to make sure our memorable branding finds its way to your future local fans and piques their interest in our unique formula for “Good Food, Great Times.”

As a Wings Etc. franchisee, you’ll join a growing network of passionate, likeminded entrepreneurs who love the “Wings Etc. Way” of establishing a community-focused local neighborhood pub. If you’re looking for a brand that’s primed for continued growth, Wings Etc. Grill & Pub is the perfect opportunity.

Game on! Go Wings!

FOR MORE INFORMATION CONTACT: George Pasick, CFE Sr. Director Franchise Development 260-414-5800 gpasick@wingsetc.net wingsetcfranchise.com

September 2024 / FRANCHISING WORLD 63

EMERGING FRANCHISOR SPOTLIGHT EMERGING FRANCHISOR SPOTLIGHT

KITCHEN GUARD: REVOLUTIONIZING COMMERCIAL KITCHEN CLEANING

UNLEASH YOUR ENTREPRENEURIALSPIRIT WITH Kitchen Guard is an emerging B2B franchise be OPPORTUNITY! hassle-free for clients like restaurant THE ULTIMATE PET FRANCHISE that is transforming the commercial kitchen

operators and commercial kitchen ® as well as one-on-one personal cleaning industry. In a sector plagued by low guests,operators in hospitals, hotels, opportunity to connect with your commucare for dogs who may not be comfortable professionalism and minimal competition, and universities.

nity and build a rewarding and purposeful

Kitchen Guard out with its pet venture.

Westands are a comprehensive

commitment to safety, innovation, and

modern pet services and amenities includexcellence.

ing daycare, boarding, and training services, Recently acquired

by EverSmith Brands, the as wellisasdisrupting a unique membership-based franchise the market withdog its

park and bar. The initial investment range for a GoDog is from just under $2 million strictly adhere National Fire Protection to about $4to million.

The average size of the Association standards.

Its mission: Cleaner, campus is between 10,000 and 12,000 feet, and Kitchens. locations operate with 15 Safersquare Commercial to 20 employees.

In addition to hood cleaning, Kitchen Guard high-quality exhaust cleaning services that

in the daycare environment. All dogs are Franchisees benefit multiple welcome and cared for in the from way that is streams, extensive training, best forrevenue them.” Amy Nichols, CEO said.

“GoDog’s mission to provide support, all the sales and is marketing large care and services you need as a modern territories, and cutting-edge dog parent.”

cloud-based technology that ensures

transparency (including before and Our leadership team has nearly 6 decades after pictures prove the clients’ of experience in the pettoindustry, extencompliance) andand boosts sive franchise experience, strong financial backing from Level5 Capital customer satisfaction.

Partners.

Weaare primed to develop 15 With high customer retention rate and additional corporate campuses and are offers lucrative recurring revenue programs, a growing market driven by increasing looking for franchisees to develop alongincluding filter exchange and fan design of our facilities. We are able to side us regulatory in the nearlydemands, 500 prime Kitchen markets Guard is maintenance, as well as Green Steam poised to dominate the we have identified across the US. market, making surface cleaning and repairs, all designed to

it an attractive franchise investment.

FOR MOREINFORMATION INFORMATION CONTACT: FOR MORE CONTACT: Noelle BurakBURAK Erin Snyder NOELLE 517-712-0890 Vice President, Franchise Development 517-712-0890 Noelle.Burak@kitchenguard.com erin.snyder@godoghq.com Noelle.Burak@kitchenguard.com KitchenGuardFranchise.com linkedin.com/in/erinlsnyder/ KitchenGuardFranchise.com franchise.godoghq.com

64 FRANCHISING WORLD / September 2024

DEI

MAKING A SPLASH: FOSTERING INCLUSIVITY, FUN, AND CHILD DEVELOPMENT IN SWIM LESSONS

By Melissa McGarvey, British Swim School

66 FRANCHISING WORLD / September 2024

At British Swim School, we believe that swimming is a skill that transcends age, race, gender, and ability.

I

t’s not just about learning to swim; it’s about ensuring water safety for everyone. Since drowning prevention is a critical issue that affects all communities, our approach is designed to make a lasting impact. We also strive to create an environment where every child feels safe, welcomed, and encouraged to learn.

Our mission for over 40 years has been to ensure that every person, regardless of age or ability, has the opportunity to become a safe and happy swimmer. As swimming and drowning prevention are universal concerns beyond demographic boundaries, we recognize that water safety is critical for everyone. As such, we are dedicated to making our lessons inclusive and effective for all.

By prioritizing inclusivity, we ensure every child (or adult!) can access our lessons. Our adaptable teaching methods are tailored to meet each swimmer’s unique needs, providing a safe and supportive environment where all can succeed and flourish, no matter their starting point.

The Universal Need for Water Safety

Drowning doesn’t discriminate. It remains the leading cause of accidental death for children 1-4 across all demographics. However, the risk isn’t evenly distributed. Studies show that African American children are 5.5 times more likely to drown in swimming pools than their white peers. Hispanic children also face higher risks.

These disparities stem not from inherent differences but from historical and societal barriers to access. Factors like limited exposure to swimming, lack of nearby facilities, and a generational fear of water contribute to these statistics.

At British Swim School, we’re committed to breaking this cycle. We recognize that water safety education is not just a luxury — it’s a necessity for every child, regardless of their background. Our programs are designed to address these disparities head-on, providing a welcoming environment

for children of all races, ethnicities, and socioeconomic backgrounds.

By making our lessons accessible and inclusive, we’re not just teaching swimming — we’re working to level the playing field and ensure that every child has the opportunity to be safe around water. This approach doesn’t just save lives; it opens doors to a lifetime of aquatic enjoyment and confidence.

September 2024 / FRANCHISING WORLD 67

Embracing Diversity in Every Stroke

Our instructors come from various backgrounds, mirroring the diversity of the communities we serve. This diversity helps us connect with our students on a personal level, making each child feel seen and understood.

At British Swim School, we strive to create an environment where every child can see themselves represented by their instructors, peers, and the broader swimming community. Our diverse team of instructors are trained to be culturally competent, understanding the unique needs and backgrounds of the children they teach. By fostering this inclusive environment, we ensure that all children feel welcome and supported in their swimming journey.

This approach allows us to connect with our students on a deeper level, fostering a sense of belonging and inclusion.

Play with Purpose

At British Swim School, we harness the importance of play to teach swimming skills. Play is a universal activity that all children can relate to, making our lessons engaging and fun.

By incorporating fun and interactive elements into our classes, we help children develop essential swimming skills without feeling pressured. This approach supports physical and cognitive development, making our lessons beneficial beyond the pool.

Building Community Connections

Our passion extends beyond our swim schools and into the communities we serve. We actively partner with local organizations and community groups to reach children who might need access to swimming lessons. These partnerships

68 FRANCHISING WORLD / September 2024

are crucial in breaking down barriers and making swimming accessible to all children, regardless of socio-economic background. By working together through these partnerships, we can impact water safety and drowning prevention in our communities.

Child Development Focus: Meeting Every Child Where They Are

Our dedication is reflected in the success stories of the children we teach. From the child who overcomes their fear of water to the child with special needs who achieves their swimming goals, these stories are a testament to the power of inclusive and equitable swimming lessons. Each success story also reminds us why we do what we do. They inspire us and reinforce our dedication and mission to make swimming accessible to all.

Looking Ahead

Looking ahead, we continue to prioritize our commitment to inclusivity in children’s services. We

will continue to explore new ways to live out our mission each day, to ensure that every child has the opportunity to become a safer swimmer. Our ongoing efforts in training, curriculum development, and community outreach will help us achieve this goal.

Swimming is a vital life skill, and we are committed to making it accessible to all.

Melissa McGarvey is the vice president of aquatics for British Swim School. Her commitment to aquatic safety extends to her roles as a board member of the United States Swim School Association, an executive member of the Aquatics Coalition, and an Advisory Council member for water safety at the National Drowning Prevention Alliance. For more information about IFA franchisor member British Swim School, please visit franchise.org/franchise-opportunities/ british-swim-school.

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Registering provides you with unparalleled access to enriching experiences from panel discussions to hands-on access to enriching experiencesinspirational from panel discussions to top hands-on workshops and masterclasses, seminars from franchise workshops and masterclasses, inspirational seminars from top leaders, and access to expert resources and business partners.franchise leaders, and access to expert resources and business partners.

At The IFA World Franchise Show, you’ll find everything you need At The IFA World Franchise Show, you’ll find everything you need to discover the right business opportunity and run a successful to discover the rightfrom business opportunity and run a successful franchise business the start! franchise business from the start!

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DEI

MY JOURNEY TO BECOMING THE FIRST FEMALE CEO OF TONY ROMA’S

By Mohaimina Haque, Tony Roma’s

Breaking Barriers in Franchising

A

s a lawyer and owner of a boutique law firm in Washington, D.C., I never imagined I’d one day lead a global franchise brand like Tony Roma’s.

But life has a way of surprising us, and my journey to becoming CEO is a testament to the unexpected twists that can shape our careers. In this article, I’ll share my story, highlighting the key lessons and insights that have

70 FRANCHISING WORLD / September 2024

guided me on this unconventional path.

Whether you’re new to the franchising world or a seasoned franchisee looking to expand, I hope my story offers inspiration and guidance.

A Unique Path to Leadership

In the midst of the pandemic, I was representing a client in a matter unrelated to Tony Roma’s. The client was planning to acquire the parent company of Tony Roma’s through

a stock purchase, and I was tasked with conducting due diligence for this acquisition. My background in corporate law, coupled with my experience handling complex, multidisciplinary matters, gave me confidence in my ability to take on the task. As someone who has handled complex transactions, I immersed myself in the due diligence process, examining various contracts, financial statements, and company records.

By the time I completed my review, I knew the company inside and out.

Taking over as General Counsel and eventually CEO was a natural continuation of that trajectory. Yet, I remain the same meticulous and detailoriented person who first reviewed the purchase of Tony Roma’s.

“

I also learned how the most accomplished people are often those most eager to collaborate, share their knowledge, and work as part of a team.”

As I look back on my career, one of my early professional experiences had a significant impact. More than a decade ago, I had the opportunity to work as a paralegal at the United States Department of Justice, Antitrust Division. This experience was pivotal in shaping my approach to business and leadership. Working alongside professionals with deep expertise, I learned the importance of rigorous preparation, collaboration, and humility. I also learned how the most accomplished people are often those most eager to collaborate, share their knowledge, and work as part of a team. These principles have continued to guide me, and I value my employees who can put their egos aside to work collaboratively for the greater good of the company.

During my time at the DOJ, I gained a deep understanding of business models, competitive landscapes, and the intricate relationships between companies, suppliers, producers, and customers. This experience taught me the importance of attention to detail, analytical thinking, and effective communication — skills that are crucial

in running a successful business. It was hands-on training in how to identify companies poised for explosive growth versus those that would soon fall apart.

A New Chapter at Tony Roma’s

After completing the due diligence for the Romacorp acquisition and helping to close the transaction, I was approached by the grateful client to serve as outside General Counsel for Tony Roma’s. I accepted, balancing my role with running my own firm. Later, in 2023, I was asked to take on the role of CEO, a monumental moment for the company as I became the first woman to hold the position in its 52-year history.

I am proud of my achievements so far and look forward to seeing the company grow and fulfill its quarterly goals.

Embracing Unconventional Strengths I didn’t see my legal background, gender, or age as deterrents. Instead, I viewed them as strengths. My unique perspective and experience have allowed me to innovate and approach challenges in ways the company hadn’t seen before.

My Vision for Tony Roma’s and the Franchising Industry

As I take the helm at Tony Roma’s, my vision is to create a more inclusive and sustainable franchising model that benefits not only our franchisees, but also the environment and the communities we serve. I aim to increase female franchise ownership and boost entrepreneurship rates, particularly among underrepresented groups. Together, these initiatives will

help create a company that does not tolerate groupthink and can adapt quickly to changing circumstances.

Building Trust and Driving Growth

As CEO, I’ve focused on building trust with all stakeholders, including employees, partners, franchisees, and shareholders. I believe that trust is the foundation of any successful relationship and is essential for driving growth and innovation.

“

My unique perspective and experience have allowed me to innovate and approach challenges in ways the company hadn’t seen before.”

Reflections and Insights My journey to becoming CEO of Tony Roma’s was unconventional, but it’s a testament to the power of hard work, determination, and embracing one’s unique strengths.

I hope my story inspires others to pursue their passions, even if the path is not linear. Remember, your unique experiences and perspectives can be your greatest assets. Don’t be afraid to leverage them to drive innovation and growth. And if you visit Tony Roma’s, I look forward to possibly meeting the next franchisees who will carry the brand forward.

Mohaimina Haque is the CEO of Tony Roma’s.

September 2024 / FRANCHISING WORLD 71

2025 CONFERENCES

CONFERENCE CALENDAR

March 25-28

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June 24-26

InterContinental Buckhead Hotel, Atlanta, GA www.francxc.com

October 7-9

2025 For more information on becoming a conference sponsor, contact (800) 289-4232 x202 or sales@franchiseupdatemedia.com ©2024 Franchise Update Media. All rights reserved.

InterContinental Buckhead Hotel, Atlanta, GA www.franchisedevelopmentconference.com

For more information on becoming a conference sponsor, contact (800) 289-4232 x202 or sales@franchiseupdatemedia.com

Produced by

The annual Multi-Unit Franchising Conference (MUFC) is the premier event attended by leading multi-unit franchisees in the food, hospitality, retail and service sectors – along with developers, chain store operators and private investment groups looking to build and expand multi-unit operations. This is the ultimate dealmaking event for Franchisors, Multi-Unit Franchisees and Service

Providers. Our exhibit hall is the central meeting place for Multi-Unit Franchisees to explore new brands and supplier services. With world-class speakers and timely learning sessions, this is the must-attend event every year for Multi-Unit Franchisees looking to grow their operations and expand their portfolios.

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The Franchise Customer Experience Conference (FCXC) is a powerful event created for the unique needs of franchisors as they serve their multiple customers of consumers, franchisees and employees. FCXC brings together leaders in operations, marketing and technology, along with CEOs and Presidents leading the charge to deliver an outstanding customer experience.

The event features compelling content and top speakers that help drive alignment across func-

tions, along with focused learning tracks in each area to sharpen skills and network with other franchising leaders in similar roles. If you’re a supplier looking to strengthen or create new relationships with Franchisor leaders responsible for growth through customer experience, you do not want to miss this once-a-year event.

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FLDC is the full day CEO Summit, the Annual Franchise Development Report review and the Annual Star Awards Extravaganza, where the brightest stars in franchise development are acknowledged. If you are a supplier looking for growth in the franchise industry you don’t want to miss this annual event. Exclusive to franchisor attendees and supplier sponsors. Scan the QR code for more details.

FRANCHISE DEVELOPMENT

FRANCHISE DEVELOPMENT 2024 TRENDS AND 2025 FORECAST

By Kirk Allen, Reshift Media

Franchise development has experienced a significant amount of change over the last few years.

C

hallenging economic conditions have affected the number of people interested in opening their own franchise, while the wealth of information online has empowered potential franchisees to “self-manage” their purchase journey. As a result, most franchise systems have ramped up their internet marketing efforts to attract new franchisees, intensifying the level of online competition targeting a finite pool of candidates.

Interest in Franchising Has Fluctuated

Similar to using the Dow Jones index to assess the behavior of the stock market, we have created an index of franchise development search terms using Google Trends to assess the level of interest people have in buying a franchise.

As outlined in the accompanying graph, interest in franchising has fluctuated over the last few years. The first quarter of 2022 started off very strong; however, significant economic headwinds dampened interest from

74 FRANCHISING WORLD / September 2024

May 2022 onward, resulting in a disappointing back-half of 2022.

To provide an indication of economic conditions, we have mapped interest rate increases announced by the Federal Reserve Board against search volume over time. Although interest rates are not the only factor to consider, there is clearly a strong correlation between interest rate increases and dampening interest in franchising.

Strong Start to 2024

Economic conditions stabilized in 2023 and interest in franchising saw a gradual increase in the back-half of the year. We saw a strong first quarter of 2024, which is a key period for franchise development.

Through our experience working with hundreds of franchise systems around the world, we saw several very positive franchise digital advertising trends in Q1 of 2024, including: • Lower cost of advertising, both in terms of cost-per-thousand (CPM) and cost-per-click (CPC) • Increased click-through-rate

(CTR) on digital ads – particularly search engine advertising • Lower cost-per lead • Increased conversion from click to lead, and from lead to completed transaction

Steep Decrease Over the Summer

After a buoyant Q1, expectations were that we would see that positive momentum carry forward through the balance of the year. Instead, we have seen a steep decrease in search volume through the summer. It is very common for franchise development search volume to decrease during the summer as people are on vacation and not necessarily looking to start a franchise. What is concerning is that between May – July of this year, interest in franchising is down 7 percent compared to the same period in 2023 and 10 percent compared to 2022.

At the same time, we have seen many of the positive digital trends from Q1 reverse themselves. Most notably, we have seen a major decrease in the percentage of people converting from a click to a lead. This is not necessarily the case across all industries – in fact, some industries are doing extremely well over the summer – but overall, we have observed a degradation in key advertising metrics for most sectors.

Searches Related to Buying a Franchise

Includes trending for a variety of terms including “best franchise to own”, “own a franchise”, “franchise opportunities”, restaurant franchise”, “buy a franchise” and others

We attribute this decrease to a combination of economic and psychographic factors. High inflation, elevated interest rates, and rising household debt are acting as a drag on the economy. In addition, many economists were expecting an interest rate decrease during the summer which did not occur, which reduces access to capital for prospective franchisees.

“

Prospective franchisees are engaging with ads and clicking through to learn more, which indicates there is “passive” interest in the market.”

Despite the negative search volume trend, we are seeing positive results from outbound efforts such as social media advertising and content marketing. Prospective franchisees are engaging with ads and clicking through to learn more, which indicates there is “passive” interest in the market. However, these people are converting into leads at a lower rate than we saw in Q1 – meaning that they are learning about the opportunity but are not contacting the franchise company to engage in conversations.

This indicates people may be in “wait and see” mode as they consider the timing of their franchise purchase.

Expectations for Q3 and Q4

September through November is a key period for franchise development, typically seeing high levels of interest and strong conversion rates. In addition, it is widely expected that the Federal Reserve Board will decrease interest rates up to two times before the end of the year, which will make borrowing more attractive for potential franchisees.

These factors, coupled with the surprisingly low level of activity over the summer, lead us to believe that there is pent up demand which will result in strong interest in franchising over September-November. We are forecasting similar levels to the same period in 2023, which was more than 5 percent higher than the same period in 2022.

Looking Forward to 2025

The first quarter is consistently the most important time of year for franchise development, with high interest in franchising and strong conversion rates. Assuming

a positive Q3/Q4, we expect to see that momentum carry forward into the start of 2025. We are forecasting franchisee leads to be at least at the same level as Q1 of 2024, with a strong likelihood of a moderate increase in the 3-5 percent range.

What Franchise Systems Should Do

Franchise companies should be investing in a combination of outbound (social media, email, content) and inbound (search advertising, SEO) marketing over Q3 and Q4.

Competition for qualified prospects is expected to be high, so marketing tailored to the needs and expectations of your target franchisees is recommended.

Learnings gained through the back-half of 2024 should be used to fine-tune your marketing approach in Q1 of 2025 to maximize your effectiveness during the most important time of the year. Focus on highperforming keywords and creative to differentiate your company from other franchise opportunities.

Kirk Allen is the co-founder and COO of Reshift Media. For more information about IFA supplier member Reshift Media, please visit franchise.org/suppliers/reshift-media.

September 2024 / FRANCHISING WORLD 75

FRANCHISE DEVELOPMENT

BABY BOOMER RETIREMENTS CREATE OPPORTUNITIES FOR MILLENNIALS

By John Collins, Kumon North America

Hannah Turpin was fresh out of college and ahead of the silver tsunami when she purchased her Kumon Center from a retiring instructor in 2015.

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wen Peters, the instructor, had decided to retire after nearly 20 years at the center. Initially, she approached Turpin’s mother. But Turpin, who was 22 years old and an assistant at the center, saw it as an interesting opportunity for her own career. She knew the center. She knew the students. She knew the Kumon Method. What she didn’t yet know was the business side. But extensive training from Kumon, along with support from her parents, filled in the gaps.

“I knew I was going to make money day one, versus starting a brand-new center,” she said, weighing the benefits of buying an existing center. “I knew the families were going to continue with me. So, it was nice to start out

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with a strong foundation versus not knowing what’s going to happen.”

Opportunities like Turpin’s will grow exponentially in the coming years as baby boomers reach their retirement years. From now until 2027, an average of 11,000 Americans will turn 65 years old every day, according to a report from the Alliance for Lifetime Income.

That’s about 4.1 million people per year.

It’s being dubbed the “silver tsunami.”

Baby boomers encompass the group born between 1946 and 1964 and account for about 40 percent of small business and franchise ownership. Many of these are service-based businesses, restaurants, retail stores, hardware shops and franchises — including Kumon.

Young Business Opportunities

The current silver tsunami might be a blessing for budding entrepreneurs as millennials are increasingly leaving corporate jobs to become their own boss.

That makes boomer-owned business an attractive option for investment, especially for low-cost franchises like Kumon. Those businesses are often already profitable and have strong local followings.

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The current silver tsunami might be a blessing for budding entrepreneurs as millennials are increasingly leaving corporate jobs to become their own boss.”

Such was the case with Peters, who opened her center in 1997 with two students and grew that base to more than 200. Turpin currently knows of three others who are interested in retiring and weighing their options on selling their locations.

“It’s not uncommon to have resales within franchising,” said Mike Shim, Kumon’s senior vice president of field operations. “Right now, I know we have several of our instructors who are weighing their retirement options.

But this is something we account for, and we try to help them find suitable buyers. We never want to see a center close because there are a lot of students who depend on those instructors.”

The demand for new centers persists throughout the U.S. and Canada.

Although Kumon adjusted for market trends with increased incentives for

instructors opening new centers, last year’s shortage of real estate and permitting delays made the purchase of new centers more enticing.

“Buying an existing center is just another opportunity for someone to come in and start running their own business right away,” Shim said. “The turnkey opportunity is appealing to a lot of people who don’t want to build the center themselves.”

Getting into the Business of Franchising When Turpin was 22 years old and commuting from the University of Minnesota to work at the center as an assistant, she was simultaneously trying to figure out her future career path.

Initially, she considered pursuing a degree in biology.

“I had a really strong interest in going to veterinary school,” she said. “I’ve been riding horses since I was eight. That was what I was really interested in doing.

And then I discovered I was not very good at biology.”

She rethought her career options.

She also knew Peters, her instructor, was seeking a buyer for that location.

While Turpin’s mother had turned down the offer to purchase the center, she and Turpin’s father helped their daughter purchase the location and now all work together.

Buying an existing location made

more sense to Turpin compared to building one from the ground up.

That allowed her, as a young business owner, to place her focus on other aspects that demanded more attention, like recruiting new employees to help with the current workload.

Turpin is also thankful to have her parents’ support to invest in the center. They are now all working together, with her mother managing the center’s accounting and her dad helping with operations.

“I was very fortunate,” she said. “My parents helped me get that loan, but they put up their house as collateral, essentially. So, I was very fortunate because I had nothing as a college student.”

Now, Turpin is able to focus on what she loves – teaching students and growing the center.

“I love coming to work and working with the students,” she said.

“There are just so many stories from these students that really do make it enjoyable every single day.”

John Collins is Kumon North America’s vice president of center network development and has worked with the company since 2012. Collins served as Washington, D.C., branch manager from 2012-2016, general manager for the Northeast Region 2016-2018 and vice president and manager of Center Network Development from 2019-present.

For more information about IFA franchisor member Kumon, please visit franchise.org/franchiseopportunities/kumon-math-reading-centers.

September 2024 / FRANCHISING WORLD 77

FRANCHISE RELATIONS

FROM COMMUNICATION TO INNOVATION: FRANCHISE ADVISORY COMMITTEES PLAY A CRUCIAL ROLE IN BUILDING STRONG AND SUSTAINABLE FRANCHISE SYSTEMS

By Ali McElroy, CFE, Kaleidoscope Growth Advisors

A Franchise Advisory Council (FAC) is a franchisor-facilitated, consultative body in a franchise system consisting of franchisor and franchisee representatives who meet regularly to provide insights, feedback and recommendations to franchisor leadership.

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strong FAC is a valuable resource to enhance engagement and drive innovation in the franchise system and FACs play a crucial role in the success of a strong, sustainable franchise system.

Enhancing Communication

Enhancing communication between franchisors and franchisees is one of the primary roles of the FAC,

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helping franchisors stay informed on franchisee perspectives and supporting pro-active approaches to new initiatives and addressing challenges.

For early-stage franchises, direct communication among franchisor leadership and a small group of founding franchisees happens naturally and informally. As the number and diversity of franchisees increases, the communication and operational needs of the franchise system change. An FAC provides an intentional and formalized structure for franchise engagement.

Why Start Early?

Starting the FAC early in the franchisor lifecycle creates a foundation for communication and engagement and a culture of fostering trust and transparency — all of which help the system navigate challenges and opportunities that inevitably arise as the system grows. As an early-stage franchisor, you may begin with a small FAC consisting of three to five franchisee representatives when you reach a dozen or more ownership groups in the network (which could represent a larger number of units in a system with multi-unit ownership groups.

Structuring the FAC

You have many options to tailor the approach and structure to the culture, stage and needs of your franchise system. FAC seats may be based on different characteristics within the system — geographic, single vs multi-unit, tenure, at-large or some combination of these options. Members

are typically either elected by franchisees or appointed by the franchisor and appointed for specific, staggered terms.

When Tutu School, a growing franchisor of boutique ballet schools, established its first FAC, seats were designated based on levels of unit ownership and tenure in the system.

Tutu School took a unique approach to the selection of FAC members encouraging all franchisees to selfnominate for the eligible seats and the initial representatives of each category were chosen by random drawing.

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An FAC provides an intentional and formalized structure for franchise engagement.”

Driving Innovation and Growth

Franchisee buy-in is essential to the successful implementations that allow the evolution of a franchise system to remain competitive in a dynamic and changing customer marketplace.

An effective FAC is one significant resource to successfully manage change and innovation —serving as a key communication mechanism — whether that change involves implementing a new technology, updating operational processes, launching a new marketing initiative or initiating new products and services.

Your FAC can facilitate stronger outcomes and smoother transitions by providing feedback and pro-actively addressing potential concerns. Depending on the project, opportunities for FAC involvement arise at several stages in the process, providing input and feedback to

inform a needs assessment and vendor RFP, serving as beta testers for a new system, flagging key considerations to timing or operations and also weighing in on training needs. This input from franchisees is crucial in shaping programs and policies, ensuring they meet the needs of both customers and franchisees. In my experience, initiatives that have incorporated meaningful and pro-active engagement of the FAC have had significantly higher rates of adoption and stronger overall outcomes.

Adapting and Evolving the FAC

As your franchise system evolves, the role and structure of your FAC will also need to adapt to meet the needs and stage of the business. You may expand your FAC to include additional representatives over time — large systems may have as many as 10 to 15 members in their FAC. You may have multiple evolutions as the system grows. For example, as a brand expands internationally you may initially include an international franchisee representative on the existing FAC. As the international region grows, you can eventually establish a separate FAC to address the specific needs of that market. Or, if you have master franchisee-run markets, you may encourage a master franchisee to establish their own FAC and share your best practices as part of supporting your master franchisee.

You can also expand your FAC impact through strategic use of subcommittees addressing specific topics on an ongoing basis or temporary working groups addressing a specific project. For example, when Snap Fitness undertook a global brand re-positioning, it created a time-limited cross-functional and cross-market working group. The working group included representatives from each of

the company’s three regional FACs (North America, UK and Australia/ New Zealand), a representative of master franchisees, global and regional franchisor team members and subject matter experts.

FAC Best Practices

• Start early. Build your culture on a foundation of franchisee input and engagement.

• Be clear. Establish clear guidelines for the FAC through bylaws, setting expectations of respectful interactions, emphasizing its advisory role and retaining flexibility to evolve over time.

• Focus on key issues. Engage your FAC on the most important issues to support franchisee buy-in on significant and meaningful initiatives.

• Follow through. Build your FAC’s credibility and impact by listening to FAC members, acknowledging contributions and acting on feedback.

By providing a structured mechanism for franchisee input, fostering communication and trust, and addressing key issues and change management, strategic and wholehearted adoption of FACs will contribute significantly to the overall health and growth of your franchise.

Ali McElroy, CFE, is the founder of Kaleidoscope Growth Advisors and advises growth-oriented franchise, consumer service and international businesses with a focus on accelerating strong, sustainable franchise systems.

With experience working with over two dozen franchised brands across more than 30 countries and thousands of units, Ali has held executive leadership roles encompassing development, operations, strategic relationships, human resources and legal.

Ali is also a member of the IFA’s Franchise Relations and International Committees. For more information about IFA supplier member Kaleidoscope Growth Advisors, please visit franchise.org/suppliers/ kaleidoscope-growth-advisors.

September 2024 / FRANCHISING WORLD 79

FRANCHISE RELATIONS

THE BEGINNING OF A BEAUTIFUL FRANSHIP

By Sydni Konohia, International Franchise Association

IFA’s mentoring program benefits novice newbies who learn industry best practices from premier professionals to advance their careers.

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id you know that mentoring programs are fundamental building blocks for the well-being and success of franchisees, franchisors, and suppliers? According to Harvard Business Review, 90 percent of employees who have a career mentor consider themselves happy at work, and 75 percent of executives attribute their success to a mentor. These numbers are astounding and certainly a positive trend we want to continue.

How can you fuel successful mentoring relationships? At IFA, it starts with Franship.

What is the Franship Program?

Franship is IFA’s world-class mentoring program, which offers franchisee, franchisor, and supplier members the opportunity to connect

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with experienced industry mentors to foster personal and professional growth. Members are paired with an expert and meet to establish goals, and then reconvene at least four times over the course of a year to touch base on execution against those goals.

Franship is not just another member benefit — it’s a networking resource that helps you gain a foothold in the franchising industry and build a Rolodex of contacts you can lean on.

Plus, there’s the added bonus that you’ll likely make a new friend (or a few) during your time in the program.

Begin Your Mentee Journey

IFA Mentees are individuals who display a passion for lifelong learning, a bone-deep desire to enhance their industry knowledge and skills, and a willingness to grow. If this sounds like you, we highly encourage you to join our Franship mentoring program!

Successful Mentees will meet the following criteria: • Current IFA Member • Are active listeners • Are effective communicators

• Are ready to turn advice into action • Comfortable sharing confidential information with Mentor • Are respectful of a Mentor’s time

A Mentoring Match

We believe Franship is the start of a beautiful journey to advance your career and help you learn from some of the best in the franchising business. Our Mentors represent a diverse group of brilliant franchisors, franchisees, and suppliers who want to help you succeed. If you’re ready to join Franship, IFA’s Mentoring Program, follow these simple steps: • Enroll. Complete the Franship Mentee Enrollment form.

Don’t forget to include your top three selections for a potential Mentor when you submit your enrollment form. Be sure that the three mentors of your choosing align with your industry role.

(Example: franchisor Mentees should pick franchisor Mentors.)

• Match with a Mentor. Once your enrollment form is submitted, along with your potential Mentor choices, our Franship staff liaison will work with your selected Mentors to find the perfect match.

The matching process is based on your responses to enrollment questions, your industry, franchise size, and personal needs, as well as a potential Mentor’s bandwidth.

• Meet Up. Schedule quarterly meetings virtually or in person with your Mentor for 30 to 60 minutes.

Together, you and your Mentor will get to know each other and your businesses, identify goals and expectations for your mentoring relationship, encourage openness and develop a positive environment to share ideas, track progress against goals and milestones, and much

Want to become a Mentor or Mentee?

Contact Sydni Konohia at skonohia@franchise.org or visit franchise.org/franship to learn more.

more. Note: IFA recommends that Mentors and Mentees meet in person at least once, either at an IFA event or a related industry event.

• Evaluate. Periodically, Mentors and Mentees are asked to complete an evaluation to assess the strength of the program and source ideas for improvement. A final survey is shared with Mentors and Mentees at the conclusion of the Franship relationship.

• Program Completion. At the conclusion of the Franship relationship, Mentees receive a certificate of completion.

It’s common for Mentors and Mentees to maintain long-term friendships after the relationship ends. Franship truly is a program that keeps on giving!

Become an IFA Mentor Franship Mentors are passionate about sharing knowledge and advice with their Mentee while helping them navigate challenges, develop new skills, and expand their growth individually and in the world of franchising.

Every Franship Mentor is a dedicated IFA member, who encourages and supports their Mentees at every step

of their mentoring relationship—a beautiful Franship indeed!

Successful Mentors display the following qualifications: • Have five years (minimum) franchise industry experience • Know how to actively listen • Know how to identify goals • Know how to offer support • Know how to respect confidential information • Have a sincere desire to help the Mentee succeed

Make the Most of Your IFA Benefits

If you’re looking for opportunities to increase your industry knowledge, elevate your professional relationships, or smash your goals, apply for the Franship Mentoring Program today. It’s the best way to connect with storied leaders who own some of the most successful businesses in the franchise industry — and are IFA members too!

Sydni Konohia, CFE, is the manager of member services and retention at the International Franchise Association.

September 2024 / FRANCHISING WORLD 81

TECHNOLOGY

HOW TECHNOLOGY IS REVOLUTIONIZING THE HOME SERVICES INDUSTRY

By Kristopher Stuart, Bloomin’ Blinds

Bloomin’ Blinds COO Weighs in on Profound Innovations Shaping the Future of the Industry

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he home services industry has traditionally been viewed as a sector resistant to rapid change. However, the surge of new technologies is ushering in a new wave of innovation that will transform how services are being delivered and experienced by the customer.

This integration of technology is no longer just a trend or fad — it is a fundamental shift that enhances franchisee efficiency, customer satisfaction, and overall quality of service. As technologies continue to evolve, they will undoubtedly unlock even more opportunities for innovation.

At Bloomin’ Blinds, we’ve invested in and embraced an all-new, innovative and propriety tech stack that will elevate our brand to new heights.

Currently in beta testing and set to rollout systemwide in Q1 of 2025 is BloomScale, a vertically integrated, owned, proprietary technology

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platform created in partnership with Revscale AI. BloomScale automates inbound and outbound sales, growth marketing, product configuration, EDI ordering, KPI management, merchant service integration, as well as technical and customer support.

At Bloomin’ we believe that now is the time to adapt, invest, and welcome technology as a vital asset and value-add to strengthen your home service brand. Our franchise business owners deserve it.

Improve Operations

The use of technology and AI can provide immense operational improvements for your franchisees, such as: • Eliminating order entry errors and digitalizing the quoting process — improving overall same-store margins.

• Live tracking of placed orders.

• Providing visualizer tools that allow customers to engage, interact, and make informed decisions more efficiently, in turn, creating more sales opportunity.

• KPI tracking, giving franchisees front-facing access to daily business performance metrics.

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First and foremost, AI unlocks endless opportunities of data utilization in a generative and predictive format.”

Modern technology enhancements have completely changed the options customers have when it comes to scheduling and booking appointments.

Traditional call centers with multiple conversations to schedule a service are becoming a thing of the past.

With the use of AI, customers can interact with an interface to book services with just a few clicks.

At Bloomin’ Blinds, our call center is going 100 percent automated with AI with people present. Small

language models and customized avatars designed to be brand experts are able to streamline operations and reduce administrative overhead.

One of our avatars is designed to manage sales appointments while the other handles technical issues. By building the AI platform ourselves, we’ve been able to enhance the bots to go beyond simple, conversational AI. They’ve been fully trained by our team, fed our brand guidelines, and continuously improve based on real-time feedback and adjustments.

While our fully AI powered call center takes inbound calls, we’ve been able to redirect our in-house lead capture team to focus on out-bound sales, handling exponentially more leads for our franchisees than they could with their smaller teams.

Enhance Customer Experience

Home service brands understand that customers are the lifeblood of their business. This understanding creates immense opportunities to deliver exceptional in-person experiences enhanced by technology.

First and foremost, AI unlocks endless opportunities of data

utilization in a generative and predictive format. For example, AI can connect customers with technicians more efficiently, automating early administrative tasks so technicians can focus on building relationships during the in-home experience.

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I suggest you operate by the rule of thumb that technology should enhance human relationships, not replace them.”

With the use of AI, communication platforms and apps now enable real-time updates on service status.

Customers receive notifications when the technician is en route, has arrived, completed a job, etc.

This builds transparency and trust, ultimately leading to customer loyalty and retention.

AI also has the ability to personalize interactions. The data that is collected during the booking process enables technicians to be fully informed on first

live interaction. Remember though, that while most brands, including ours, have integrated new digital technologies in their business models, you must not lose sight of the value in authentic human connection and ‘real’ experiences that make your brand great.

I suggest you operate by the rule of thumb that technology should enhance human relationships, not replace them.

Ensuring personalized interactions and energizing frontline workers to deliver an exceptional service will have a direct impact on customer satisfaction.

Home service brands must come to the realization that they typically offer non-tech forward products. So, how do they stay technologically advanced in this ever-changing landscape?

It’s through the service itself.

Those that resist innovation will not stand the test of time. Identifying trends, being forward-thinking, and determining which strategic innovations will make the greatest impact for your brand is crucial. The future is bright for the home services industry, and technology is at the forefront of its evolution. Always stay focused on your first function as a brand when you initiate your AI adoption.

This will help to ensure you stay on course and don’t get lost in the bigness that AI and technology can be.

Kristopher Stuart is the chief operating officer of Bloomin’ Blinds. He was the first ever employee and field technician of the brand. While helping the family grow the original Bloomin’ Blinds local retail operation to nearly $3M in annual revenue, Kristopher became a career firefighter/paramedic.

Serving as an Engine Co. Lieutenant, he gained valuable team leadership and management experience. Kristopher now serves our franchisees through growth and business development advisement, and much like the entire team at Bloomin’ Blinds, takes great pride in fostering our owner’s abilities to become successful business operators. For more information and IFA franchisor member Bloomin’ Blinds, please visit franchise.org/ franchise-opportunities/bloomin-blinds.

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FEATURED FRANCHISEES The International Franchise Association is proud to celebrate our franchisee members. See below to learn more about some of our Featured Franchisees — why they got into franchising, their unique backgrounds and how they contribute to their local communities.

JESSICA GALLMON

Jessica Gallmon, Woofie’s Multi-Unit Franchise Owner, Rochester, New York

Jessica Gallmon’s passion for pets prompted her career change. After a successful stint as a graphic designer, Jessica sought a more fulfilling path and ultimately gravitated towards pet care. Deemed a “dog whisperer” by her children, she found a sense of purpose after discovering Woofie’s — a unique franchise offering combined pet sitting, dog walking, and mobile spa services. Recognizing an opportunity to blend her love for animals with a successful business model, she viewed Woofie’s as a natural next

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step in her career.

In March 2023, she embarked on her pet care journey and opened Woofie’s of Rochester, the second franchise of its kind in New York.

Jessica wasted no time expanding and quickly acquired two additional territories in the greater Rochester area, ensuring her foothold in the market. In addition to pet services, Jessica places great value on philanthropy, integrating charitable initiatives into her day-to-day operations. She collaborates closely with Lollipop Farms, the humane society in Greater Rochester, consistently extending service donations and discounted offerings.

Most recently, she partnered with a local shelter to provide complimentary mobile grooming services to low-income clients. As a Woofie’s franchise owner, Jessica strives to bring top-notch mobile grooming services to her community with a commitment to provide the same exceptional care she expects for her own pets. She currently oversees three thriving franchises — Northeast Rochester, South Rochester, and Southeast Rochester — and hopes to further expand Woofie’s footprint across northern New York.

FEATURED FRANCHISEES

GREG ATWELL

Greg Atwell, Mosquito Squad Franchisee, El Paso/Las Cruces, Texas and director of operations for Mosquito Squad

Greg Atwell became a Mosquito Squad franchise owner in 2016 and has been part of the franchising industry since he was 14 years old. He worked his way up the managerial ranks for multiple Kentucky Fried Chicken franchisees, eventually teaming with his wife to purchase their own locations around Southern New Mexico and El Paso, Texas. When they moved to Las Cruces, the mosquitos were so bad they didn’t even want to go outside. The problem illuminated a business opportunity that turned into a successful venture in Las Cruces and El Paso for Atwell, who was named Mosquito Squad’s Rookie of the Year in 2016 and Franchise Owner of the Year in 2017 and 2022. In January of 2024, he accepted the additional role of director of operations for the brand, leading support services for franchise owners like himself.

Some of those strategies and programs revolve around the introduction of new pest packages tailored for region-specific pest issues. Atwell experienced the sales-driving opportunity from offering these packages himself and is now helping fellow franchise owners expand on the brand’s business model. He also recently finished eight years of service as Chair of the Franchise Advisory Council, which gave him an invaluable view of the inner workings of Mosquito Squad and the opportunity to work alongside the president to help guide and build direction for the system. Atwell loves being a mentor and watching others achieve their goals. His advice for franchise owners: trust the system and the hard work that went into developing the processes that are already in place.

KATIE PEREZ

Katie Perez, Hand & Stone Franchisee, Albany, New York

Katie Perez’s journey with Hand & Stone begins with a lifelong dedication to caring for the people around her. For 28 years, she served as the administrator of a nursing home, an experience that made helping others her business and deepened her understanding of compassion. When COVID-19 spread, it brought unprecedented trials to Katie’s nursing home. It was during this uncertain time that she, alongside her husband Carlos, a physical therapist, felt compelled to take on a new adventure that sparked their passion for wellness. They decided they wanted to provide a haven for relaxation within their local community and their business vision would materialize in the form of a spa. After extensive exploration of various spa brands, the Perezes found their perfect fit in Hand & Stone. What drew them to Hand & Stone was not only the inviting atmosphere but also the support system provided by the corporate team. This support ranged from comprehensive training programs to ensuring the brand stayed at the forefront of innovation with services that set the brand apart from others in the industry. Since 2021, the pair has successfully opened one spa in New York, and Katie is eager to expand the venture further, aiming to highlight the importance of wellness to an even larger audience.

Her entrepreneurial journey with Hand & Stone continues to be about creating meaningful connections and making a positive impact on people’s lives, which she looks forward to continuing through the opening of more spas in the future.

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FEATURED FRANCHISEES

PAUL AND DANA JONES

Paul and Dana Jones, Little Caesars Multi-Unit Franchisees, New York & Pennsylvania

After dedicating six years to the Army National Guard, Paul Jones embarked on a transformative journey into civilian life and found his calling with Little Caesars. His career with the third largest pizza chain in the world started in the late 1980s, when he joined his local Little Caesars restaurant as a part-time employee. Through years of hard work and dedication to the brand, Paul climbed the ranks, transitioning from a store manager, eventually becoming a district supervisor. In 2001, Paul joined the brand in a whole new capacity by becoming a franchise owner. With over two decades of experience in the Little Caesars system, Paul, alongside his wife Dana, now oversees the successful operation of six units spanning across the New York/ Pennsylvania border, serving the Erie and Buffalo markets. Here, the Jones have ingrained themselves deeply in their communities, actively engaging in many philanthropic endeavors and charitable contributions. At each of their Little Caesars locations, Paul and Dana regularly partner with local soup kitchens and charitable organizations, donating excess food at the end of each day. Motivated by the legacy of Little Caesars founder, Mike Ilitch, and his profound commitment to veterans, Paul remains dedicated to creating opportunities for his team members while expanding his business to support the communities he serves. The Jones recently opened a new location in Lakewood, NY, where they plan to continue their mission of further serving and giving back to their communities, as Paul says Mr. Ilitch would have also.

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TARA CHARTERS

Tara Charters, Little Caesars Franchisee, Moncton and Saint John, New Brunswick, Canada

For the past 14 years, Tara Charters has been a successful Little Caesars franchisee with locations in Moncton and Saint John, New Brunswick, Canada. Her success is attributed in part to her dedication to fostering a strong team culture and actively engaging with the community.

Charters started her path as a franchisee with an unconventional background, having spent six years in administrative roles for Child Protective Services before becoming a stay-at-home mother. Her entrepreneurial journey began when she recognized the demand for a Little Caesars in her town, and she enthusiastically embarked on the mission.

Devoted to her team, Charters demonstrates a personalized approach to employee incentives by engaging in meaningful conversations with each staff member to understand their aspirations. Her leadership style is defined by honest communication and genuine care for the well-being of her team, confirming their needs are prioritized in her management approach. Charters is also committed to cultivating an inclusive environment, recognizing that diversity enriches her stores. Her proactive effort in creating an inclusive workplace ensures that each team member feels valued and motivated to excel.

Additionally, Charters places great importance on community involvement and donates to her local foodbank, as well as volunteers with Ithmus, a food security program for school kids. Looking ahead, Charters’ focus remains on strengthening her existing operations and supporting the growth of Little Caesars in the Atlantic region. She’s eager to continue supporting community initiatives and leading the development of a diverse team culture.

FEATURED FRANCHISEES

MARIO AND LOLITA CUNANAN

Mario and Lolita Cunanan, SpeeDee Oil Change and Auto Service Franchisees, Pleasanton, California

Born and raised in the Philippines, Mario Cunanan migrated to Guam in 1973 to enlist in the US Army. Shortly after, he moved his family to Ansbach, Germany, where he was stationed for three years. After some time, his family packed their lives up to move to sunny California in search of the true American Dream. Mario and Lolita spent years working various jobs to provide for their five children, but always held a strong desire to become entrepreneurs. That opportunity arose in 2002 when their son, Roel, who worked at a SpeeDee Oil Change in Milpitas, told his father that the owner was retiring and was looking to sell the business. Mario knew that this was their chance to achieve their dreams and bought the business. Not only was this a chance to live out their passions, but it was also a piece of legacy that they could pass onto their kids. Fast forward to present day, the Cunanans’ own two SpeeDee locations and have built an empire that their entire family is apart of. Mario handles the backend of the business while Lolita charms the community with her unmatched customer care. Two of their sons, Reggie and Ryan, manage both locations specializing in day-to-day operations. Their son, Richard, is a smog technician and lead mechanic teaching multiple of his cousins to follow in his footsteps. It is truly a family affair, one that wouldn’t have been made possible without SpeeDee.

KEN AND HANNAH EISENBAND

Ken and Hannah Eisenband, We Sell Restaurants Multi-Unit Franchisees, Palm Beach and Ft. Lauderdale, Florida

Ken and Hannah Eisenband, a dynamic fatherdaughter duo, are revolutionizing the restaurant industry as a franchise team with We Sell Restaurants.

As a brokerage service, We Sell Restaurants simplifies the complex process for both restaurant owners looking to sell and potential buyers seeking to enter the industry. The Eisenbands’ combined expertise, blending Ken’s industry veteran status with Hannah’s fresh perspective, offers a unique approach to restaurant brokerage. Ken, a seasoned hospitality veteran with a degree in hotel and restaurant management, has held director-level operations positions for national chains like Ruby Tuesday’s. In 2012, Ken made the decision to join We Sell Restaurants as a franchisee. His daughter joined him in the business 10 years later. Recognized as an award-winning member of the Business Brokers of Florida (BBF) and a Subject Matter Expert for the International Business Brokers Association (IBBA), Ken is an expert in his field. His deep-rooted industry knowledge, coupled with 14 years of restaurant ownership, provides invaluable insights into the complexities of the business. Hannah, a recent college graduate with a business degree, brings energy and a strategic mindset to the team.

Her experience in real estate and non-profits has equipped her with valuable skills in negotiation and client relations. Together, Ken and Hannah form a formidable partnership that has propelled their We Sell Restaurants franchise to new heights. The Eisenbands’ hands-on approach and emphasis on personal relationships have been instrumental to their success.

September 2024 / FRANCHISING WORLD 87

FEATURED FRANCHISEES

MICHELLE BOTTINO

Michelle Bottino, Fully Promoted Franchisee, St. Charles, Illinois

Michelle Bottino is the owner of Fully Promoted St. Charles, Illinois, a leading distributor of branded apparel and promotional products. She acquired the franchise in 2018 and has leveraged her experience in sales and marketing to grow the business into a million-dollar location.

Last year, Michelle developed and launched an internship program to support community organizations focused on adults with disabilities. The 12-week program gives differently-abled adults an opportunity to learn new skills, interact with the community, and earn an hourly wage.

Since the program’s launch in 2023, Michelle has worked with local organizations and six different schools in her community to identify interns. Four interns have graduated from Michelle’s program, including Callie, a 32-year-old young woman who is hearing impaired and has autism.

Callie was the first graduate through Michelle’s program and became a permanent part-time employee. Callie has a penchant for crafting and has leveraged her talents to support Fully Promoted St. Charles where she operates the heat press, transfers designs to T-shirts and other products, and assists with packaging and cutting material. Callie aspires to open her own Etsy shop to sell her crafts, and Michelle is supporting her in that endeavor.

Michelle was recently awarded Fully Promoted’s Humanitarian Award for her ongoing commitment to her community through her internship program and work with local nonprofits.

88 FRANCHISING WORLD / September 2024

ANGELICA OLEA AND DERRIK ROBERTS

Angelica Olea and Derrik Roberts, Grasons Franchisees, Gilbert, Arizona When you combine great leaders and smart business strategies, you get a winning franchise like Grasons of Gilbert. Angelica Olea and Derrik Roberts are at the forefront of this exciting new venture. They’re showing how powerful it can be when brands within the same family work together.

Angelica isn’t new to the franchise scene. As the Senior Vice President of Strategic Growth & Development for Assisted Living Locators, another key member of Evive Brands, she’s helped grow the brand to over 150 locations. She’s a pro at helping franchises succeed and is now bringing her expertise to the world of estate sales with Grasons of Gilbert.

Working with her is Derrik Roberts, who comes from a strong background in production and operations at Boeing. Together, they’re making Grasons of Gilbert a go-to name in Arizona for estate sales and more.

This new Grasons franchise joins other locations in Arizona, expanding the brand’s presence and services. They’re part of Evive Brands, a group known for its robust support system that significantly benefits its franchises. The platform offers a network of preferred external vendors that provide critical services like insurance, HR, and business consulting, ensuring operational efficiency and cost savings. The platform includes business mentorship and team training support, enhancing skills and knowledge across the franchise. This comprehensive support structure is crucial, making it easier for franchisees like Angelica and Derrik to focus on what they do best — serving their customers with top-notch estate sale services.

FEATURED FRANCHISEES

JORGE COSTAS

JASON COURTNEY

Jorge Costas, Express Employment Professionals Franchisee, Miami, Florida

Jason Courtney, Office Pride Franchisee, Pensacola, Florida

Jorge Costas brings a wealth of experience to his role as a franchisee with Express Employment Professionals. With nearly 30 years of experience in workforce development, Jorge’s journey began as a Project Director for Youth Co-op, a nonprofit organization in South Florida. There, he managed employment programs, career centers, and engaged with local businesses to secure training grants and workforce solutions.

Jorge’s foray into franchising was driven by his passion for connecting people with meaningful employment. After extensive research, he chose Express Employment Professionals for its robust support system and proven business model. He officially became a franchisee on January 15, 2018, seizing the opportunity to serve the Miami-Dade community, where he was born and raised.

Under his leadership, his Express franchise has flourished, achieving the Bronze Circle level within its third year and maintaining it consistently. Jorge’s commitment to following the Express model, focusing on sales, and developing a strong team has been pivotal to his success. Additionally, Jorge’s family plays a vital role in the business, with his wife, a nurse practitioner, leading the healthcare staffing side, and his daughter soon transitioning into a recruiter role.

Jorge’s dedication to his community and the Express brand is evident in his ongoing efforts to expand his business, including owning an Express Healthcare Staffing office. His story is a testament to the impact that dedication, family involvement, and a trusted franchise model can have on achieving business success.

Jason Courtney’s part-time gig at Office Pride wasn’t supposed to be a career option. He was focused on a career in law enforcement.

It was 2011 and he was attending law enforcement academy in Pensacola when the local Office Pride owner, who was a member at his church, offered him a job.

“The job was unexpected, and I had no idea that it would turn into a career,” Jason said. “But I fell in love with the brand, and I had an entrepreneurial spirit. Its culture and values aligned with my own, and you can’t say that for a lot of other places.”

The young entrepreneur was promoted quickly through the ranks, learning the company from the inside out. And in 2015, he became the co-owner of the Office Pride of Pensacola-Downtown, which he now operates with several business partners.

In the last nine years, the company’s business has grown dramatically thanks to a number of strategic partnerships.

This year, Office Pride of Pensacola-Downtown became the first Office Pride to bill $8 million in a single calendar year.

Additionally, the franchise was recognized for promoting Office Pride’s core values, 10 percent or more sales growth and revenue retention, engagement and reporting.

Office Pride of Pensacola-Downtown also was awarded a Salt & Light Award for donating more than $1,200 to help pay school lunch debt for students in Escambia County.

September 2024 / FRANCHISING WORLD 89

FEATURED FRANCHISEES

KATRINA GOMEZ

JEFF MOSS

Katrina Gomez, Kumon Franchisee, Doral, Florida

Jeff Moss, College HUNKS Hauling Junk Franchisee, Wilmington, North Carolina

Before she became a mother, Katrina Gomez knew she wanted her future children to attend Kumon. She didn’t realize at the time that it would soon become her career.

“I had students in my classrooms, across different grade levels, who were Kumon students and something that always stood out to me was how independent those students were and how they had grit,” said Gomez, who is the owner and instructor at the Kumon Math and Reading Center of Doral.

Her children soon found that same success, learning ahead of their grade level, which led her to eventually owning her own center near Miami.

Gomez, who has a master’s degree in reading, has been a teacher for 17 years in Florida. Now her educational expertise continues to help children who aren’t native English speakers learn the language through Kumon.

That program is Kumon’s new English for Spanish Speakers Program in Florida, which she helped launch earlier this year. The program is part of Kumon’s English as a Foreign Language (EFL) program which services English language learners in multiple languages around the world.

“It is known that when a child learns one language formally in early childhood, it makes it easier to learn another language,” she said. “If a child is able to learn more than one language in early childhood then they will be much more likely to easily learn another in their lifetime.”

The EFL Program caters to the unique needs of students who want to enhance their English proficiency. By leveraging the Kumon Method, students in Florida have access to a comprehensive and structured approach to master English.

90 FRANCHISING WORLD / September 2024

For nearly a decade before he joined College HUNKS Hauling Junk and Moving, the holidays were filled with angst for Jeff Moss.

He worked in the sales and marketing division for a large pharmaceutical company and watched as his friends and colleagues were laid off from their jobs.

Moss knew one day his number would be called. It took nine years, but it eventually happened.

“I felt I was always at the mercy of corporate America before I got downsized,” he said.

“Thanksgiving and Christmas, which is supposed to be a joyous time, was when they found it convenient to lay people off.”

Moss, who served in Operation Desert Storm as an attack helicopter pilot, didn’t let it get him down. His friend owned a College HUNKS location in Atlanta and encouraged him to open one in Wilmington, North Carolina.

Moss opened in 2018 and made company history by grossing the highest sales for his first month in business and more than $1 million in sales during his first year. Each year since, he’s been able to celebrate the holidays with his employees and provide Thanksgiving turkeys, which he and his managers smoke, and homemade barbecue sauce that was his father’s recipe.

“I had the chance to change things for others and not put them through what my family went through over nine seasons of holidays,” he said. “At the end of the day, College HUNKS has given me my life back and total directional control of where I want to take my company.”

FEATURED FRANCHISEES facilitate focused and strategic expansion. The Ignite program supports the seamless transition of existing optical practices into the franchise network, while operational support, including an integrated supply chain and automated replenishment system, streamlines operations across multiple locations. These features have been instrumental in enabling Dr. Patel and Dr. Sheladia to scale their business effectively.

Their latest venture in Downers Grove on Ogden Avenue marks a significant milestone as their first “new build” rather than a business takeover. This location’s unique ownership structure is particularly compelling. Dr. Patel and Dr. Sheladia have welcomed Dr. Trisha Patel (no relation to Samir) as a co-owner. Formerly an associate eye doctor under their guidance, Dr. Trisha Patel has flourished under their mentorship, successfully transitioning from employee to business owner.

Looking ahead, Dr. Patel and Dr. Sheladia are not done expanding their optical empire. With their proven track record and Pearle Vision’s powerful brand in the background, they are already eyeing their next Pearle Vision location.

DR. KETAN SHELADIA AND DR. SAMIR PATEL

Dr. Ketan Sheladia and Dr. Samir Patel, Pearle Vision Multi-Unit Franchisees, Illinois

Over the past decade, Chicago natives Dr. Samir Patel and Dr. Ketan Sheladia have successfully transformed underperforming optical practices into thriving Pearle Vision franchise locations. Their impressive portfolio includes locations in Chicago, Countryside, North Riverside, Homewood, Evergreen Park, and most recently, Downers Grove. Each practice posed unique challenges, from navigating financial crises to addressing operational inefficiencies, yet they consistently turned these challenges into success stories.

Dr. Patel and Dr. Sheladia chose to partner with Pearle Vision due to the brand’s strong reputation and the support it offers to franchisees. Pearle Vision fosters multi-unit ownership through structured growth paths, offering area development agreements that

September 2024 / FRANCHISING WORLD 91

FRANPAC’S CURRENT FINANCIAL SUPPORT OF FEDERAL CANDIDATES AS OF AUGUST 26, 2024. =

REPORT CARD

IFA’s political action committee, FranPAC, supports pro-franchise, pro-business candidates for U.S. Congress.

2023-2024 Cycle Expenditures: $844,500 Republicans................$612,000 (72%) Democrats..................$212,000 (25%) Independents................ $20,500 (3%) U.S. House of Representatives Robert Aderholt

AL

$1,000

Republican

Rick Allen

GA

$7,500

Republican

Mark Amodei

AZ

$1,000

Republican

Kelly Armstrong

ND

$1,000

Republican

Troy Balderson

OH

$3,000

Republican

Andy Barr

KY

$1,000

Republican

Aaron Bean

FL

$4,000

Republican

Jack Bergman

MI

$5,000

Republican

Ted Budd

NC

$1,000

Republican

Sanford Bishop

GA

$5,000

Democratic

Ami Bera

CA

$6,000

Democratic

Lisa Blunt Rochester

DE

$1,500

Democratic

Mike Bost

IN

$2,500

Republican

Julia Brownley

CA

$4,000

Democratic

Larry Bucshon

IN

$2,000

Republican

Tony Cardenas

CA

$2,000

Democratic

Mike Carey

OH

$4,500

Republican

Jerry Carl

AL

$3,000

Republican

Troy Carter

LA

$5,000

Democratic

Buddy Carter

GA

$6,000

Republican

Matthew Cartwright

PA

$1,000

Democratic

Ed Case

HI

$5,000

Democratic

Lori Chavez-Deremer

OR

$6,000

Republican

Juan Ciscomani

AZ

$3,000

Republican

Katherine Clark

MA

$1,000

Democratic

Tom Cole

OK

$5,000

Republican

James Comer

KY

$2,500

Republican

Lou Correa

CA

$10,000

Democratic

Jim Costa

CA

$10,000

Democratic

Rick Crawford

AR

$1,000

Republican

Henry Cuellar

TX

$5,000

Democratic

John Curtis

UT

$1,000

Republican

Don Davis

NC

$10,000

Democratic

92 FRANCHISING WORLD / September 2024

Anthony D’Esposito

NY

$10,000

Republican

Debbie Dingell

MI

$1,000

Democratic

Chuck Edwards

NC

$2,500

Republican

Tom Emmer

MN

$10,000

Republican

Ron Estes

KS

$4,500

Republican

Randy Feenstra

IA

$1,000

Republican

Drew Ferguson

GA

$1,000

Republican

Scott Fitzgerald

WI

$2,000

Republican

Brian Fitzpatrick

PA

$3,500

Republican

Lizzie Fletcher

TX

$1,000

Democratic

*Vince Fong

CA

$1,000

Republican

Virginia Foxx

NC

$10,000

Republican

Andrew Garbarino

NY

$5,000

Republican

Marie Gluesenkamp Perez

WA

$2,500

Democratic

Lance Gooden

TX

$2,000

Republican

Josh Gottheimer

NJ

$3,000

Democratic

Kay Granger

TX

$5,000

Republican

Glenn Grothman

WI

$1,000

Republican

Brett Guthrie

KY

$3,500

Republican

Diana Harshbarger

TN

$5,000

Republican

Kevin Hern

OK

$10,000

Republican

Ashley Hinson

IA

$6,000

Republican

Erin Houchin

IN

$2,000

Republican

Chrissy Houlahan

PA

$5,000

Democratic

Richard Hudson

NC

$5,000

Republican

Jeff Hurd

CO

$1,000

Republican

Glenn Ivey

MD

$1,500

Democratic

John James

MI

$10,000

Republican

Hakeem Jeffries

NY

$10,000

Democratic

Hank Johnson

GA

$6,000

Democratic

Dusty Johnson

SD

$1,000

Republican

Mike Johnson

LA

$10,000

Republican

Dave Joyce

OH

$1,000

Republican

John Joyce

PA

$3,500

Republican

Tom Kean

NJ

$2,000

Republican

Jen Kiggans

VA

$2,000

Republican

Kevin Kiley

CA

$6,000

Republican

Raja Krishnamoorthi

IL

$2,500

Democratic

Darin LaHood

IL

$3,000

Republican

Nick LaLota

NY

$5,000

Republican

Nick Langworthy

NY

$5,000

Republican

Mike Lawler

NY

$6,000

Republican

Laurel Lee

FL

$1,000

Republican

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Debbie Lesko

AZ

$1,500

Republican

Julia Letlow

LA

$2,000

Republican

Barry Loudermilk

GA

$5,000

Republican

Zoe Lofgren

CA

$1,000

Democratic

Blaine Luetkemeyer

MO

$1,000

Republican

Nicole Malliotakis

NY

$5,000

Republican

Lucy McBath

GA

$5,000

Democratic

Rich McCormick

GA

$5,000

Republican

Kevin McCarthy

CA

$5,000

Republican

Lisa McClain

MI

$2,500

Republican

Morgan McGarvey

KY

$8,000

Democratic

Cathy McMorris Rodgers

WA

$10,000

Republican

Carol Miller

WV

$5,000

Republican

Mary Miller

IL

$1,000

Republican

Marc Molinaro

NY

$6,000

Republican

John Moolenaar

MI

$2,000

Republican

Barry Moore

AL

$1,000

U.S. Senate

* = candidate for U.S. Senate

*Angela Alsobrooks

MD

$2,500

Democratic

*Jim Banks

IN

$6,000

Republican

John Barrasso

WY

$7,500

Republican

Marsha Blackburn

TN

$5,000

Republican

John Boozman

AR

$7,000

Republican

Mike Braun

IN

$3,000

Republican

Ted Budd

NC

$5,000

Republican

Bill Cassidy

LA

$7,000

Republican

Susan Collins

ME

$1,000

Republican

Chris Coons

DE

$3,500

Democratic

Kevin Cramer

ND

$5,000

Republican

Mike Crapo

ID

$1,000

Republican

Ted Cruz

TX

$1,000

Republican

Republican

Steve Daines

MT

$1,500

Republican

TN

$3,000

Republican

Blake Moore

UT

$3,000

Republican

Bill Hagerty

Dan Meuser

PA

$1,000

Republican

Josh Hawley

MO

$3,500

Republican

Gregory Murphy

NC

$1,000

Republican

John Hickenlooper

CO

$2,000

Democratic

Dan Newhouse

WA

$2,000

Republican

Donald Norcross

NJ

$4,000

Democratic

Mark Kelly

AZ

$4,000

Democratic

Jay Obernolte

CA

$3,500

Republican

Angus King

ME

$10,000

Independent

Jimmy Panetta

CA

$2,500

Democratic

Amy Klobuchar

MN

$2,500

Democratic

Chris Pappas

NH

$2,500

Democratic

James Lankford

OK

$1,000

Republican

Greg Pence

IN

$1,000

Republican

Joe Manchin

WV

$10,000

Democratic

Scott Peters

CA

$10,000

Democratic

Roger Marshall

KS

$9,500

Republican

Guy Reschenthaler

PA

$1,500

Republican

Jerry Moran

KS

$10,000

Republican

David Rouzer

NC

$5,000

Republican

Gary Peters

MI

$7,000

Democratic

Steve Scalise

LA

$2,500

Republican

Mike Rounds

SD

$1,000

Republican

Brad Schneider

IL

$2,000

Democratic

Marco Rubio

FL

$3,000

Republican

Hillary Scholten

MI

$3,000

Democratic

Rick Scott

FL

$2,000

Republican

Keith Self

TX

$1,000

Republican

Tim Scott

SC

$5,000

Republican

Chris Smith

NJ

$3,000

Republican

Eric Schmitt

MO

$1,000

Republican

Jason Smith

MO

$10,000

Republican

*Tim Sheehy

MT

$4,000

Republican

Lloyd Smucker

PA

$9,000

Republican

Kyrsten Sinema

AZ

$10,000

Independent

Pete Stauber

MN

$5,000

Republican

Dan Sullivan

AK

$1,000

Republican

Michelle Steel

CA

$1,000

Republican

John Thune

SD

$10,000

Republican

Elise Stefanik

NY

$7,500

Republican

Tommy Tuberville

AL

$2,000

Republican

Bryan Steil

WI

$3,500

Republican

JD Vance

OH

$1,000

Republican

Haley Stevens

MI

$10,000

Democratic

Glenn Thompson

PA

$2,000

Republican

Mike Turner

OH

$1,000

Republican

Dina Titus

NV

$2,000

Democratic

David Valadao

CA

$1,000

Republican

2024 REPUBLICAN SENATE VICTORY

$15,000

Republican

Beth Van Duyne

TX

$5,000

Republican

Jeff Vandrew

NJ

$1,500

Republican

Blue Dog PAC

$10,000

Democratic

Nydia Velazquez

NY

$1,000

Democratic

CHC BOLD PAC

$5,000

Democratic

Tim Walberg

WI

$10,000

Republican

CONGRESSIONAL BLACK CAUCUS PAC

$5,000

Democratic

$10,000

Republican

Leadership PACs/Party Committees

Brandon Williams

NY

$6,000

Republican

HOUSE CONSERVATIVES FUND

Nikema Williams

GA

$5,000

Democratic

National Republican Congressional Committee $30,000

Republican

Roger Williams

TX

$1,000

Republican

Rudy Yakym

IN

$1,000

Republican

National Republican Senatorial Committee

$60,000

Republican

New Democrat Coalition

$5,000

Democratic

Johnson Leadership Fund True North PAC

$1,500

Republican

94 FRANCHISING WORLD / September 2024

Join us!

2025 EVENTS IFA ANNUAL CONVENTION February 10-13 | Las Vegas, NV

INTERNATIONAL FRANCHISE SHOW LONDON April 11-12 | London, England Partnership event with MFV NSE

LEGAL SYMPOSIUM

May 4-6 | Washington, DC

IBA/IFA JOINT CONFERENCE May 6-7 | Washington, DC

THE IFA WORLD FRANCHISE SHOW

FRANCHISE CUSTOMER EXPERIENCE CONFERENCE June 24-26 | Atlanta, GA

Partnership event with Franchise Update Media

IFA ADVOCACY SUMMIT

September 15-17 | Washington, DC

FRANCHISE LEADERSHIP AND DEVELOPMENT CONFERENCE October 7-9 | Atlanta, GA

Partnership event with Franchise Update Media

EMERGING FRANCHISOR CONFERENCE

November 10-12 | Nashville, TN

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Partnership event with Fortem International

franchise.org/events

Scan here to learn more about these events and plan your year with IFA!

WELCOME

NEW IFA MEMBERS

Franchisors Amorino Trading LLC

New York, NY Contact: Ms. Jennifer Rollins www.amorino.com/en-us

The Big Biscuit

Prairie Village, KS Contact: Marita Swift bigbiscuit.com

Breakaway Advising

Sherwood, OR Contact: Ms. Michelle Röse breakawayba.com

ComputerXplorers Ltd Stockbridge, Contact: Stuart Harley computerxplorers.co.uk

The French Workshop

Bayside, NY Contact: Graham Buckley www.thefrenchworkshop.com

Hydralive Franchising LLC

Homewood, AL Contact: Ms. Kaitlin Johnson www.hydralivetherapy.com

Lash and Company Franchising LLC Thornton, CO Contact: Nick Beghtol www.lashandcompany.com

Oliver’s Nannies Franchising Millburn, NJ Contact: Sarah Mulcahy oliversnanniesfranchising.com

Rainbow Snow, LLC

Berndardsville, NJ Contact: Eric Rasmussen rainbowsnow.com

Roy Rogers Restaurants

Frederick, MD Contact: Mr. Jim Plamondon www.royrogersrestaurants.com

Sonny’s Franchise Company Winter Park, Florida Contact: Mr. Kris Larson franchise.sonnysbbq.com

96 FRANCHISING WORLD / September 2024

Vacation Planners

Maitland, FL Contact: Jenn Lee vacationplannersfranchise.com

Hotchkiss Insurance

Carrollton, TX Contact: Jessica Goehring hotchkissinsurance.com

Lafayette Square Partners

Suppliers

Washington, DC Contact: Aquil Stinson www.lafayettesquare.com

AutyFi

Mitsch Design

Big Leap, LLC

Mylo, LLC

Consolidated Electrical Distributors National Accounts

Nexa Receptionists

Brentwood, TN Contact: Paige Winsor www.autyfi.ai Lehi, UT Contact: Dan Posner www.bigleap.com

Yorba Linda, CA Contact: Mrs. Jennifer Zerbst cednationalaccounts.com

Edge

Elk Grove, CA Contact: Kylie Bergeson www.startedge.com

EverydayCare Franchise Phoenix, AZ Contact: Matt Hale www.redirecthealth.com

Forte

Highland, MD Contact: Vineet Rajan www.getforte.com

FranCoach

Thatcher, AZ Contact: Tim Parmeter www.francoach.net

Harmonyze

New York, NY Contact: Mr. Gary Liskovich www.harmonyze.com

Haulistic LLC

Lexington, KY Contact: Terry Hayden shiphaulistic.com

Carmel, IN Contact: Stephanie Rice www.mitschdesign.com Kansas City, MO Contact: Sam Stallard choosemylo.com Phoenix, AZ Contact: Gabriel Brunk www.nexa.com

Offit Kurman, P.A.

New York, NY Contact: Mr. David L. Cahn, CFE www.offitkurman.com

Promotex USA

Deerfiled Beach, FL Contact: Lou Gammal www.promotexproductions.com

Revscale AI

Ft. Lauderdale, FL Contact: Unnat Bak www.revscale.ai/?ref=oldsite

SoundHound AI

Santa Clara, CA Contact: Andrew Weisselberg www.soundhound.com

Wipfli LLP

Milwaukee, WI Contact: Crystal Mapp www.wipfli.com

Simplify Your Beneficial Ownership Information (BOI) Reporting

Many businesses identified as reporting companies — primarily LLCs, S corporations, and C corporations — will have additional reporting requirements starting in 2024 under the Corporate Transparency Act (CTA). This mandate from the U.S. Department of Treasury’s Financial Crimes Enforcement Network (FinCEN) is intended to help prevent and combat money laundering activities by requiring some businesses to report their Beneficial Ownership Information (BOI).

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